Lean Thinking - I - Basic Overview
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Transcript of Lean Thinking - I - Basic Overview
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Lean Manufacturing Is a way of life. It is a never ending process Its tools need to tailored to meet XYZ Companys needs. Not a one size fits all method.
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Lean Manufacturing DefinedA systematic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection --The MEP Lean NetworkXYZ CompanyCUSTOMERSUPPLIERWASTEWASTEWASTEWASTE
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XYZ CompanyStrealthy growthOUR CUSTOMERSatisfactionASSEMBLY PROCESSElimination ofmuda or wasteLean Manufacturing Objectives
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The Principles of Lean Manufacturing Focus on Value - Your customer determines value. Eliminate Waste - Eliminate all forms of waste. Build only what customer Pulls Quality, Quality, Quality.Jim Womack
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What is Waste?Anything that adds Cost to the product without adding ValueValue = ?Ask yourself IS MY CUSTOMER PAYING FOR THIS ?Yes Can I do it faster, better, safer ?No Why am I doing it ?!
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Cost Profit RelationshipCOSTS INCREASESPROFIT DECREASESVVV
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The Never Ending Cycle..Low CostHigh QualityAvailabilityValue !!XYZ CompanyOUR CUSTOMER
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How can we make/increase PROFITS ?PXYZ Companys CostSelling PriceSelling PricePIncrease our selling pricePDecrease our costDecrease our cost !!! - HOW ?XYZ Companys Cost
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7 Forms of WasteLEAN = ELIMINATING THE WASTESValue - AddValue - Add
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Overproduction Producing faster than consumption
Defects Variations and complexity
Non-value added processing Lack of standard methods
Waiting Producing slower than consumption
Transportation Disconnected operations
Excess motion Lack of better processes
Excess inventory Long lead times, ..7 Forms of Waste
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Bricklaying, through late Nineteenth CenturyThe brick weighs about five pounds (2.3 kg). How much is the worker actually raising and lowering every time he bends over for another brick?Source: Levinson Productivity Systems, P.C.http://www.ct-yankee.com/lean/usa.ppt
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Bricklaying, after Frank GilbrethThe joke about the underachievers and the light bulb isn't so funny any more.Lesson: waste can, by long habit ("living with it," "working around it") become built into a job.Source: Levinson Productivity Systems, P.C.http://www.ct-yankee.com/lean/usa.ppt
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Inventory LevelINVENTORY Ship AnalogyRaw MaterialFinished GoodsDowntimePoor TrainingPoor QualityLong Lead TimePoor CommunicationPoor LayoutPoor SchedulingNo StandardsPoor HousekeepingSupplier RelationsLong SetupsScrapGOOD OR BAD ?
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Inventory LevelRaw MaterialFinished GoodsDowntimePoor TrainingPoor QualityLong Lead TimePoor CommunicationPoor LayoutPoor SchedulingNo StandardsPoor HousekeepingSupplier RelationsLong SetupsScrapCannot reduce inventory instantaneously!INVENTORY Ship Analogy
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Inventory LevelRaw MaterialFinished GoodsDowntimePoor CommunicationPoor LayoutPoor SchedulingNo StandardsPoor HousekeepingSupplier RelationsLong SetupsScrapSolve problems Remove rocks before lowering inventory!INVENTORY Ship Analogy
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Identify waste in your cell Counting Sorting Storing Invoices Rework Re-pack Scrap Load/Unload Containment Expedite
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Lean Manufacturing Tools Value stream mapping Quality at the source Workplace organization: 5S TPM Visual Management Set-up reduction (SMED) Batch size reduction (one-piece-flow) Cellular manufacturing Standardized work (CYCLE Time) Work balancing (TAKT Time) Production leveling / smoothing / Heijunka Point-of-use systems Kanban Kaizen
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Lean Building BlocksQuick ChangeoverStandardized WorkBatch ReductionTeams/Employee InvolvementQuality at Source5S SystemVisual SystemsPlant LayoutPOUSCellular/FlowPull/KanbanTPMValueStreamMapping Continuous ImprovementSource: The MEP Lean Network
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Toyota Production SystemBest Quality - Lowest Cost - Shortest Lead Time Through Eliminating WasteJust in Time The right part at the right time in the right amount Continuous Flow Pull System Level Production (Heijunka)Jidoka Built in Quality Manual / Automatic Line Stop Labor-Machine Efficiency Error Proofing Visual ControlFlexible, Capable, Highly MotivatedPeopleStandardized WorkTotal Productive MaintenanceRobust Products & ProcessesSupplier InvolvementOperational Stability