LEAN MANUFACTURING EVENT - Airedale Partnership - The vision for
Transcript of LEAN MANUFACTURING EVENT - Airedale Partnership - The vision for
LEAN MANUFACTURING EVENT
28 February 2005Ramada Bankfield Hotel, Bingley
Welcome & introductions
Robert BroughBrokerage &Network
CoordinatorMick Milner
Airedale & Bradford Manufacturing Alliance
LEAN MANUFACTURINGfor SMEs
David LittleSME Support Network
School of Computing & Engineering
Supporting best practice manufacturing in local industry
LEAN MANUFACTURING
• What is it?
• Why do it?
• Key Principles of Lean
• How to start?
What is Lean Manufacturing?
• A manufacturing philosophy?
• An extension of Just-In-Time manufacture?
• A practical approach to improving manufacturing performance across the whole supply chain?
What is Lean Manufacturing?
It is all of those things
Lean manufacturing is a set of operating principleswhich a manufacturing company may apply to optimise its provision of value to customers
This involves the elimination of waste and the improvement of material flow
What is Lean Manufacturing?
Lean is simply a thought process, not a tool, used to look at your business whether it is manufacturing, service or any other activity where you have a supplier and a customer.
The key thought processes within Lean are identifying 'waste' from the customer perspective and then determining how to eliminate it.
Waste is defined as any activities that a customer would not want to pay for and that add no value to the product or service from the customer's perspective.
Adapted from: Lean Advisors inc
What is Lean Manufacturing?
In fact implementing lean is 80% about people and only 20% about technical issues.
Having said that, there are many useful lean tools and techniques to help us achieve lean
What is Lean Manufacturing?
Lean manufacturing aims to establish a more predictable manufacturing system.
Then things happen as planned. Deliveries are
on time, product is produced to specification,
machines run as expected and, above all :
CUSTOMERS GET EXACTLY WHAT THEY WANT!
Why Lean ?
… there is nothing more wasteful than producing something you do not need immediately and then storing it in a warehouse. Both people and machines are wasted and the warehouse puts your money to sleep.
Taichi Ohno
Why do it?
Waiting or in a queue Handling Run
70 90 100
Throughput Efficiency in batch manufacture:
For Batch of 20
Value added to specific material ~ 2.5% of time
This means that up to 97.5% of throughput time is wasted!!!
Why do it?• Inventory down by 90%
• Lead-time down by 90%
• Set-up times down by 75%
• Space requirements down by 50%
• Quality up by 95%
Case Study from Black & Decker
Why do it?
Above all, a lean factory employs well
motivated trained and empowered staff to
effectively add value for its customers.
And remember – value is what the customer
is prepared to pay for !
£
The Key Principles of Lean Manufacture:
Five key principles underpin the lean Philosophy:
• Elimination of waste in all activities
• Creating a smooth flow of material to the customer
• Dealing with the root cause of problems
• Synchronisation of demand and supply
• Development of people
Principle 1 - The Elimination of WASTE
Reduction of manufacturing cost by the elimination of waste in all its forms
Taiichi Ohno of Toyotaidentified 7 main sources of Muda or Waste.
Waste is anything otherthan the minimum amountof time, plant, materials, space and energy which is absolutely essential to add value and to deliver what the customer wants.
Principle 1 - The Elimination of WASTETraditional accounting aims Lean Manufacturing aims to
to reduce costs by: to reduce costs by:
- Reducing direct labour and - Increasing the added value
material costs element in design & production
- Running machines longer - Reducing or eliminating
& faster non value-adding activity
- Considering inventory as - Considering inventory as a
an asset liability
Principle 2 - Create Smooth Material Flows
Get it inKeep it moving
Get it out
Principle 2 - Create Smooth Material Flows
• Deliver to the point of use• Assured suppliers eliminate inspection
(they do it for you )• Avoid queues• Keep handling simple (Toyota manhandle)
Intermittent flow in a BATCH environmentindicates need for BPI
Material Wait Move Queue Setup RUN Wait MoveIssue to Op 1 to Op 2
Adding Value
In batch manufacture, by far the largest element is queue time
Principle 3 - Deal with the Root Cause of any Problem
Eliminate problems at source:
• All problems have symptoms and root causes
• Stop treating symptoms. Tackle the root causes
• Change how your firm tackles problems from
fire fighting to root cause analysis
Problems are not just management’s responsibility
Principle 3 - Deal with the Root Cause of any Problem
Common approaches to Root Cause Analysis:
• The 5 Whys
• Ishikawa (fish-bone) diagrams
• Correlation charts
Stop the process until solved- Remember, problems are not just management’s responsibility
Temperature
Positive correlation
More defects with increased temperature.
No. of Defects
Principle 4 - Synchronisation of Supply
and Demand• Set level production rates and maintain these
• Plan rate changes well in advance
• Maintain fewer reliable suppliers
• Include suppliers in information loop
Principle 5 - Development of PeopleThis principle underpins all Lean Manufacture:
• Empowerment
• Security of employment
• Suggestion schemes
• Mutual trust
• Supportive automation
• Consultation and concensus
Do not expect a first class contribution if you treat staff as second class citizens
Elimination of waste is a Continuous Improvement process as shown by the ‘river of inventory’ concept below:
So much for the theory – What should I do?
There are several ways to implement Lean Manufacturing. Ones we use are:
• The visual factory
• Business Process improvement
Usually in that order
Workplace OrganisationA building needs a firm foundation. So does a manufacturing company. In Lean Manufacturing, that foundation is the factory and office environment itself. There are seven key building blocks to workplace organisation and these must all be taken into account
The Visual Factory
Seven key elements to visual control:
1. Visual HousekeepingMake housekeeping visual. • Colour coding and coloured tags make it clear if items
of inventory or equipment are in the wrong place. (If they are in the wrong place - move them!!!)
• Use shadow boards
The Visual Factory
The Visual FactorySeven key elements to visual control:
2. Visual TerritoryDefine each production area or cell visually. For example:
• Lines on the floor for gangways• Clearly displayed signs• Designated locations for any necessary workpieces or .
. Tools• Designated team areas
3. Visual Quality
Use visual quality indicators at each work centre to display thelevel of process control and product quality. For example:
• Statistical Process Control Charts - SPC.• Run Charts• Scatter Diagrams
The Visual Factory
Seven key elements to visual control:
No. of Defects
Temperature
Seven key elements to visual control:
4. Visual Production Control
Control production and the movement of inventory visually. For example:
• Visual production boards and wall plans• Kanbans• Visual Targets and and achievement for output
The Visual Factory
Target: 200 Actual: 178
The Visual Factory
Seven key elements to visual control:
5. Visual DocumentationDisplay procedures and instructions visually at each work centre. For example:
• Standard operating procedures• Assembly drawings • Checklists
.
The Visual Factory
Seven key elements to visual control:
6. Visual SafetyDisplay warnings of workplace danger prominently. Use colour coding to identify the right equipment for each job.
7. Visual ImprovementUse storyboards to show improvement activities to include:
• The problem.
• The improvement target.
• The collected data.
• The action planned.
• The action taken.
• The achievement to date.
By implementing these seven visual control devices, we can see
whether things are under control. Early identification of small
problems often prevents big problems.
The Visual FactorySeven key elements to visual control:
The Visual Factory
But where should we start????????
The Visual Factory
A team-based 5s project is a suitablestarting point
Workplace Organisation : 5 S or 5 C
The 5 S's are a simple, logical set of steps to help improve the workplace organisation and the keep it up to scratch.
The 5 S’s are sometimes referred to as the 5 C's.
5 S 5 C
Sort • Separate necessary items from unnecessary ones Clear Out
Straighten • A place for everything • Everything in its place. Configure
Shine • Critical examination to
ensure good working order
Clean and Check
Standardise • Simplify • Make abnormalities
obvious Conform
Sustain
• Everyone knows the standard
• Everyone follows the rules
Custom and Practice
5 S : Step 1 : SORT
Purpose: To ensure that un-needed items and clutter removed from the workplace. Sort or clean-out the workplace and eliminate the clutter by removing everything from the workplace that is: • Not required. • Or only used infrequently.
This includes: • Inventory - Materials, parts and subassemblies. • Tools. • Fixtures. • Machines. • Storage equipment - Bins, containers and stillages• Moving equipment - Trolleys and forklifts. • Paperwork - Documentation and drawings.
The work area should contain: • Only what is needed to do the job • And nothing more
Techniques and Tips
...Do ......Do NOT • Put red tags on
items you are unsure about.
• After a specified time, if the item isn't needed - get rid of it.
• Don't keep anything that is broken. Fix it or throw it away.
• Don't keep anything that is obsolete.
• Don't store anything on the shop floor.
• Move items that are only used infrequently to a designated place.
RED TAGS
A ‘Red Tag Attack’ is a good way to implement SORT:
Get a set of red tags, choose an area of the factory and put a red tag on anything not required in the next week.
Item………...…………. Date………..Description……………………Quantity……………. Value £….Reason for Removal Action- Obsolete - Disposal- Defective - Locate & remote store- Not needed soon - Locate & local store- Use unknown
5 S : Step 2 : STRAIGHTEN
Purpose: To ensure that what remains is organised in the most effective way. After everything that is not necessary is gone - reorganise what's left. Reorganisation and orderliness pay off because: • The workplace is tidy. • A tidy workplace supports effective operations. • Because operators don't waste time searching for
materials, tools or paperwork. Every essential item should be: • Classified. • Labelled. • Clearly visible. • Close at hand.
Techniques and Tips
The company may have to invest in infrastructure. But many techniques are inexpensive - just common sense at work.
....Do ......Do NOT • Store frequently used items
close by. • Store tools on
shadowboards. • Store heavy items low and
light items high. • Use wheeled carts. • Colour code pipes,
connections, etc. • Have specific locations for
specific items. • Use painted squares on floor
to locate items.
• Don't move material,
parts or tools to the work centre unless they are about to be used
5 S : Step 3 : SHINE
Purpose: To bring the work area back to its original condition. After the workshop is reorganised, clean and paint and refurbish to the appropriate standard of appearance. • Paint the walls • Paint the floors • Paint machines and equipment
Techniques and Tips
• Clean inside and out • Remove all stains - on
floor .or machine. • Improve lighting. • Perform routine
maintenance checks: check oil daily... replace filters etc.
• Use aircraft style checks: Check items at start of shift
• Don't forget unseen areas. • Don't rely on someone
else: Routine cleanliness is everyone's responsibility.
DO DO NOT
5 S : Step 4 : STANDARDISEPurpose: To develop procedures and operating practices (example – archiving) which make sure the improvements are maintained. After the workplace is reorganised and clean - make the new, refurbished workplace the standard.
Ask these questions:• Who decides the standard?• Who decides the routine cleaning, inspection and • maintenance activities that will support the standard?
Techniques and Tips
......Do ......Do NOT • Make standards visible. • Post standards at work
centres. • Use cleaning and
inspection checklists: What job? What standard? Who does it?
• Use pictures as well as words.
• Use colour codes to match procedures to products.
• Don't rely on verbal communications: Diagrams or written standards are better.
• Don't forget the abnormal situation: Standards should say what to do when things go wrong as well as right.
5 S : Step 5 : SUSTAINPurpose: To develop procedures and operating practices which make sure the improvements are maintained. After the workplace is reorganised and clean and the standard is set so maintain thisthrough self-discipline.Ask these questions:• Is the standard still valid?• How often should the standard be reviewed?To maintain the new standard, the company should: • Introduce an auditing procedure. • Monitor - measure & record performance against the new standard• Take corrective action when performance falls below standard.
Techniques and Tips
....Do ......Do NOT • Measure housekeeping
performance against the new standard.
• Use other key indicators: Quality and productivity.
• Use work area performance boards to make the new standard and performance visible to everyone.
• Forget - The new standard will not last forever. It can be - and should be - improved.
• 5S is a process of continuous improvement.
The Visual Factory
Health and Safety
By conforming to health and safety legislation, a company demonstrates its commitment to providing a safe working environment for its people.
The use of the 5s approach creates a more pleasant, productive and safer working environment.
Setting up a 5s project
Key Actions:
• Pick a logical area• Select a team• Have a brain-storm session• Develop a Milestone Plan• Do it!!!
Setting up a 5s project
Remember:
• It is YOUR project• Done your way• To your plan• So lets hit the TARGET!
Setting up a 5s project
And here is one we did earlier!
Case Study
Precision engineers, established 15 years, employing 14, based in Huddersfield
Sub-contractors to aerospace, electronics and general engineering
MD approached us because of bottlenecks, lack of flexibility and poor communications in the workforce and wondered if lean would help
Thomas Brown Engineering
Typical 5S project -
Before
Thomas Brown Engineering
Typical MAS intervention project - 5S.
Before
Our Approach…• Avoid complex language – Keep it Simple• Take photographs, before and after• Sell the benefits people understand – more
space, better organisation, cleaner etc• Establish and stick to the timescale• Stress “What’s In It for Me”
The Method…
• A soft diagnostic• Suggest and agree areas for work• Teams of 5-8• Set of Rules• Homework for each member• Use a Facilitator
Thomas Brown Engineering
After
Thomas Brown Engineering
Typical MAS intervention project - 5S.
After
Thomas Brown Engineering
• 10% increase in productivity• 20% of space released• Improved shop floor operations• Better team-working• Increased motivation of staff• Safer and more pleasant working
environment
Set Up Reduction Project
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Thank you for listening
Any Questions?
Supporting best practice manufacturing in local industry
Lean Manufacturing Event
LUNCH AND NETWORKING
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