Manufacturing Systems: EMP-5179 Module #9: Quality Function Deployment (QFD)
Manufacturing Systems: EMP-5179 Module #2: Introduction to Lean Manufacturing & JIT
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Transcript of Manufacturing Systems: EMP-5179 Module #2: Introduction to Lean Manufacturing & JIT
Kenneth J. Andrews EMP-5179-2-1
Manufacturing Systems: EMP-5179
Module #2: Introduction to Lean Manufacturing & JIT
Dr. Ken AndrewsHigh Impact Facilitation
Fall 2010
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Program Overview (Modules & Weeks)7. Quality at Source
8. Customer Ints.
9. QFD & DFM
10. Teams & Change
11. Term Papers
1. Intro. ToManuf. Systems
2. Lean & JIT
3. Push vs. PullProcess Impr.
4. TQ Tools & Techs.
5. Value Stream Maps
6. Manuf. Metrics 12. Final Exam (Dec 13)
No Class on Nov 8?
No Class on October 11
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EMP-5179: Module #2
Critical Elements of Lean Manufacturing
Just in Time (JIT)
Manufacturing Layouts
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The Gestation of TPS
Eiji Toyoda visit to Henry Ford’s factory in 1950.
The SMED (Single-digit in Minutes Exchange of Dies) program at the stamping plant.
Deming’s quality movement in Japan.
The Engineers: Taiichi Ohno and Shigeo Shingo
“Japanese” Manufacturing hits America in 1970
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The Toyota Production System (TPS)
5S Programme &
Standardisation
Increase Profits By Eliminating Waste
JI
T JIT
Just In TimeProcessing
Jido
ka Jidoka
Jidoka:No Defects Passed on
Flexibility to Make Only What Customer Wants
WasteElimination
“Production Smoothing” Foundation
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TheLean Factory
•Increased Productivity•Reduced WIP
•Customer Focus•Reduced Lead-Time
Kanban / Demand Pull Cellular / Flow / TAKT Time
Visual Systems/5S Quick Changeover
Quality at the source
Batch Reduction
TeamWork
Low Variability
Contin. Improvement
Value Stream MappingCustomer Driven
Waste Reduction
JIT
Total Quality
Right MetricsQFD
Critical Elements of the Lean Enterprise
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“A 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 Lean Network
Lean Defined
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The Wheels
Lean Manufacturing Techniques
Total Organizational Buy-in
Sales-Production-Inventory Management
Vision
Quality Management System
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The Spokes
Key Indicators
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Sales, Production, Inventory Planning
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10P.Q.R. analysis
Forecasting
Production smoothing
Kanban
Supermarket
Visual Pull SignalsCapacity Planning
Standard W.I.P.
Inventory Turns
Product Introduction
Delivery Performance
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Total Quality Management
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10SPC
Best Practices
Process Control
Poka-Yoke
Waste Reduction
5-S
ISO 9000 StructureQuality Assurance
Problem-solving Tools
Supplier Quality
Information Flow
First-pass Quality
Prevention vs. Detection
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Lean Manufacturing Techniques
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Value Stream Mapping™
Takt Time
One-piece Flow
Pull System
SMED (Setup)
O.E.E.
Flow Velocity
Productivity (Labor Cost)
Facility LayoutStandard Work
Jidoka (Autonomation)
Machine Reliability
TPM
Value-added Ratio
Line Balancing
Handling Reduction
Sustainment of Gains
Right-sized Equipment
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Total Organizational Buy-in
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10Vision
Action Plan
Policy Deployment
Enfranchisement
Performance based pay
Skills Training
C.I. Culture
Kaizen Promotion Office
MoraleVisuals
Lean Training
Change Management
W.I.I.F.M. (Incentives)
Safety Focus
Profitability
Team Building
Effective Leadership
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The Not So Perfect Vehicle
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Did you know? That Toyota has probably the most efficient
supply base in the world 300 1st tier suppliers - 2-3 per part Co-located and tightly synchronised by
2-4 hourly milk rounds from Toyota Conducting joint process analysis together for 30
years As a result each supplier delivers each part
99.9995% right first time on time!
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Toyota’s Success
Is based on a different business logic: -
Organised to manage the whole value stream for each product family – rather than to manage and optimise each asset and firm in isolation
Pulling the right products through the system quickly as required by the customer – rather than making to forecast and selling from stock to strangers
Based on operational capability and joint process analysis - rather than relying on supplier auctions and big centralised information systems
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Where to Start?
The starting point is to learn to distinguish value creation from waste in your whole value stream
By putting on Muda glasses! By choosing a product family By assembling the team and taking a walk together
up the value stream And drawing a map of what you find!
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Non - Value Added: 95%
Are Customers willing to pay for this????
Value Added: 5% • Overproduction• Excess Inventory• Product Defects• Non-value added
processing• Wait time• Underutilized labor• Excess motion• Unnecessary
Transportation
Waste
Waste = Elements of production that add time, effort and cost but no value
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Percent of lead time5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Typical Approach
VA
Preferred Approach
NVA
NVA
NVA
VA
VA
Typical vs. Preferred Approach
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Identify the Customer
Value added is always determined from the Customer’s perspective.
Who is the Customer? Every process should be focused on adding value to the Customer. Anything that does not add value is waste. Some non-valued added activity is necessary waste (“NVA-R”)
– Regulatory
– Legal
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Summary: Mass vs. Lean
Make as much as possible
Overproduction is good
Look after your own job
If process is good, don’t change
Don’t stop the production line
Band-aid problems
Front-line people are responsible for the production output
?????????Mass Prodn. Lean Mfg.
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Basic Elements of
Lean Production
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ERP-5179: Module #2
Critical Elements of Lean Manufacturing
Just in Time (JIT)
Manufacturing Layouts
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Time-Based Competition
It is no longer good enough for firms to be high-quality and low-cost producers.
To succeed today, they must also be first in getting products and services to the customer fast.
To compete in this new environment, the order-to-delivery cycle must be drastically reduced.
JIT is the weapon of choice today in reducing the elapsed time of this cycle.
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Distri- bution and Customer
Service
Custo-mer
PlacesOrder
OrderEntry
Engi-neeringDesign
Sched-uling
ManufacturingLead Times
PurchasingLead Times
ManufacturingCumulative Lead Time
Order-to-Delivery Cycle
Order-to-Delivery Cycle
Mfg. Lead Time = Time in the mfg system
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JIT Manufacturing Philosophy
The main objective of JIT manufacturing is to reduce manufacturing lead times.
100% capacity utilization is not the predominant objective.
The result is a smooth, uninterrupted flow of small lots of products throughout production.
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JIT: Pull System The downstream process takes the product they need and
pulls it from the producer. This customers pull is a signal to the producer that the product has been ordered.
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JIT: Pull System
Benefits:– Eliminate waste.– Eliminate over production.– Reduce inventory and warehousing costs.
Restrains.– Higher shipping costs per unit.– Needs extensive supplier and system integration.
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Eliminating Waste in Manufacturing
Make only what is needed now. Reduce waiting by coordinating flows and balancing
loads. Reduce or eliminate material handling and shipping. Eliminate all unneeded production steps. Reduce setup times and increase production rates. Eliminate unnecessary human motions. Eliminate defects and inspection.
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10 minutes10 minutes
Batch & Queue Processing
Lead Time30+ minutes for total order21+ minutes for first piece
10 minutes
ProcessA
ProcessB
ProcessC
ProcessB
ProcessA
ProcessC
Continuous Flow Processing
12 min. for total order3 min. for first part
Batch = 10 units; Each Process = 1 minute
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Reducing Inventoriesthrough Setup Time Reduction
Central to JIT is the reduction of production lot sizes so that inventory levels are reduced.
Smaller lot sizes result in more machine setups More machine setups, if they are lengthy,
result in:– Increased production costs
– Lost capacity (idle machines during setup)
The answer is: REDUCE MACHINE SETUP TIMES
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Benefits of JIT
Inventory levels are drastically reduced:– frees up working capital for other projects
– less space is needed
Total product cycle time drops Product quality is improved Customer responsiveness increases Scrap and rework costs go down Forces managers to fix problems and eliminate waste
.... or it won’t work!
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Lathe Milling Drilling
Grinding
Assembly
Receiving andShipping
L
L L
L
L
L
L
L M
MM
M M
M
A A
A A
D
D D
D
G
G
G
G G
G
Functional (Process) Layouts are Inefficient
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Process Layout Characteristics
Advantages– Deep knowledge of the process– Common tooling and fixtures– Most flexible -- can produce many different part
types
Disadvantages– Spaghetti flow -- everything gets all tangled up– Lots of in-process materials– Hard to control inter-department activities– Can be difficult to automate
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Shipping
L L M D
L M D
G
L M GGA A
Receiving
Part #1
Part #3
Part #2
Product Layout
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Product Layout Characteristics
Advantages– Easy to control -- input control– Minimum material handling -- frequently linked
to the next process– Minimal in-process materials– Can be more easily automated
Disadvantages– Inflexible -- can only produce one or two parts– Large setup– Duplicate tooling is required for all cells
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Cell #2
Cell #3
Cell #1
D D M A
D ML L A
D
M
LM
A
Cellular Layout
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Cellular Layout Characteristics
Advantages– Control is simplified– Common tooling and fixtures– Flexible -- can produce many different part
types - a part family??
Disadvantages– Setup ??– Need to know about many different processes– Requires “single-piece” (continuous) flow
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Cells with Worker Routes
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Worker Routes Lengthen as Volume Decreases
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Cellular Manufacturing
A product- centered series of operations.
Layout: U-shape or semi-circle.
Equipment is movable and placed in close proximity.
Enables quick feedback between operators.
Workers within the cells are cross-trained to perform multiple tasks.
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Essential Elements of JIT Purchasing
Cooperative and long-term relationship between customer and supplier.
Supplier selection based not only on price, but also delivery schedules, product quality, and mutual trust.
Suppliers are usually located near the buyer’s factory.
Shipments are delivered directly to the customer’s production line.
Parts are delivered in small, standard-size containers with a minimum of paperwork and in exact quantities.
Delivered material is of near-perfect quality.
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Problem Solving and Continuous Improvement
JIT is a system of enforced problem solving. One approach is to lower inventory gradually to
expose problems and force their solution. With no buffer inventories to rely on in times of
production interruptions, problems are highly visible and cannot be ignored.
The job of eliminating production problems is never finished.
Continuous improvement - a practice the Japanese call kaizen - is central to the philosophy of JIT.
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Hybrid Approach to Lean (Example)
Specials CellsStandard Cells J.I.T. Cells15% Sales 25% Sales 60% Sales
Prototypes
Untested CNCprograms
One of a kindSpecial Tooling
Engineered toorder
Proven CNCprograms
Parts that will runagain
Set-ups are welldocumented
Quality needs aredefined
All the conditions of thestandard cell apply plus:
Customer forecasts fairlyaccurate
Customers buying into JITprograms
Vendors support the requiredlead times
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People Make JIT Work JIT has a strong element of training and involvement of
workers.
A culture of mutual trust and teamwork must be developed.
An attitude of loyalty to the team and self-discipline must be developed.
Another crucial element of JIT is empowerment of workers, giving them the authority to solve production problems.
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Typical Benefits of Applying Lean Thinking
Percentage of Benefits Achieved
0 20 40 60 80 100
Lead time reduction
Productivity increase
WIP reduction
Quality improvements
Space utilization
Sour
ce:
NIS
T
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Lean: Summary
Lean manufacturing is a conscious strategy
Lean manufacturing is an organization-wide, cross-functional change process
Successful implementation of Lean Manufacturing requires commitment and involvement across all organizational levels.
World Class companies are implementing Lean Manufacturing concepts in addition to Supply Chain Management and Six Sigma.