Production Management I - · PDF fileProduction Management I - Lecture 9 - Lean Production...

Lean Production – Production Systems

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Production Management I- Lecture 9 -


Contact:Dipl.-Ing. A. [email protected] R.516Tel.: 80-28094


Content Lecture 9

1. Directory L9 page II

2. Summary L9 page III

3. Glossary L9 page IV

4. Lecture

Highlights L9 page 1

The way to Lean Production L9 page 2

Lean Thinking: Orientation of value from customers´ view L9 page 4

A typical factory… L9 page 5

Lean Production begins at the customer L9 page 6

Role model Toyota Production System L9 page 8

Production smoothing as a base for stable processes L9 page 9

Process synchronization as a base of capacity L9 page 10

Kanban for autonomous material control acc. to the pull principle L9 page 11

Empowerment and teamwork L9 page 12

Lean Automation – „Autonomation“ L9 page 13

Poka Yoke for failsafe working L9 page 14

The 7 types of wasting in the Lean Production L9 page 15

Visual management as a control and leading instrument L9 page 16

Value Stream design: The current tool in Lean Production L9 page 18

Prozess optimisation with the value stream principle L9 page 19

6S – Order & Cleanlineless L9 page 20

Optimized sidewalks & utilization of capacity in U-Layout L9 page 21

Optimization of setup work L9 page 22

KVP – workshops in the production L9 page 23

continuous improvement (Kaizen) L9 page 24

Lean Production: a challenge for the culture in the enterprise L9 page 25

Production Systems in different enterprises L9 page 26

List of literature L9 page 27

L9 page II

Lecture 9


SummaryBased on cost pressure and restrictions, different management concepts have been discussed and implemented in producing enterprises. In particular the automobile industry takes in pioneer role the discussion about integrated order systems for the different functions.

In the area of production, producing enterprises use production systems to harmonize their activities in production and to integrate there activities in a comprehensive concept. Production systems describe the constitutional structure of the whole production organization and contain the representation off all concepts, methods and tools, which constitute the effectiveness and efficiency of the production flow. They consort and standardize the sequences of functional units in the production and form the platform for the continuous advancement and optimization at the same time.

Production systems are normally adapted to the needs and characteristics of the enterprises; essential similarities are the methods, procedures and devices. Considerably modern production systems orient themselves at principles of the Lean Production. The term “Lean Production” was affected in the team by Jim Womack, Dan Jones and Dan Ross in the International Engine Vehicle program. It is known as the “MIT Study”. The underlying paradigms are process orientation, partaken-cooperative work system design and continuous improvement.

In the first part of the lecture Production Systems – Lean Production the Lean Production principle is fundamentally introduced. Afterwards the systems and methods of Lean Production will be presented. Last, possibilities for implementing Lean Production systems will be described.

L9 page III

Lecture 9


Glossary5M

Method to avoid failures, regarding: Humans, machines, material, method and measurement.6SCorresponds to the method 6A, is based however on Japanese terms. 6 S stand for … Seiri(clearance) … Seiton (arrange) … Seiso (cleanlineless) … Seiketsu (tidiness) … Shitsuke(discipline) and Shukan (adaption)AndonTool for sending information in case of arising problems. Staff member, who discover an error, release a signal, in order to call for assistance (master, colleague) even. Examples are: Andoncord or -button: Thus staff members can stop a band or plant. Andon display panels, inform about the current state of the production. The display refers with light signals to errors at the machine / the system. It serves as central display and should be visible for all staff members.Heijunka [jap.]Production smoothing/ levelled productionJidoka [jap.]also autonomation (Auto-NO-Mation). Man less machine operationJust-in-time (JIT)Principle for controlling the material and information flow along the entire process chain. The correct part is made available in the correct quality (zero error) to the correct time (exactly, if it is needed) in the correct quantity (a part) of the correct place (where it is needed). JIT supports the pull-principle. Stock should be avoided. In addition it requires a flexible manufacturing with small lot sizes and KANBAN system.KANBANThe meaning of Kanban is translated card. It is a method to control the material flow. If the stock level is below minimum level, the supply is ordered by card or voucher. Kanban is also used for implementing the pull principle.KAIZENChange (KAI) to the good one (ZEN), thus continuous improvement. The use of the creative potential of the employees is important.Lean ProductionOptimized processes, which is almost free from wastePDCA-CircleQuality and improvement control loop according to the principle: plan, do, check, actionPoka-Yoke [jap.]Poka: random, accidental mistake, Yoke: prevention of mistakesSMED [engl.]Single Minute Exchange of Die: setting-up in less than 10 minutes.Value stream analysis/value stream designThe value stream covers all activities and processes (value added and not value added), which are necessary to illustrate a product or service from the incoming orders to the distribution descriptive. Part of the value stream analysis is to retrace the process along the value stream. The method serves for the identification of weak points/waste and for process improvement. The emphasize of the purpose is on the reduction of the turn-around time and the inventories.

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Lecture highlights

Basic principle and thought pattern in the Lean Production

Methods and concepts in Lean Production(at Toyota production system),particularly

– Production smoothing– Process synchronisation (Adjustment of capacity)– Pull-control with Kanban– 7 kinds of waste

Implementation to Lean Production: value stream design

Notes on figure:

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The way to Lean Production

1910 1920 1930 1940 1950 1960 1970 1980 1990 2000

Japanese development

Western development

Standardization of Work (Taylor)

Control of Quality(Radford 1917,

1922) Quality Control(Sheward)

Demings„14 points“

FMEA

Total QualityControl

Extensive introduction Lean Production

Kaizen

Cause effectdiagram

Beginning of the Toyota production

system

Lean Production

Historical personalities

Notes on figure:

In the eighties, due to the upcoming globalization, Western European and American industrial enterprises have been hit at a point they never expect, namely in factory. Analysis showed the superiority of Japanese production concepts, which the locals never achieved. That is why in Japan new products were brought to the market in half of the time and with half of the costs. At the same time the investment in tools and personal equipment in manufacturing sank likewise.First explanation about the Japanese success have been very fragmentary in the begining. The long work times, the small wages and the high automation found their precipitation in scientific and popular-scientific papers. Intensive discussions were made in the media. The publication by Womack, Ross and Jones at the Massachusetts Institute of Technology (MIT) with the title: “the second large revolution in the large automobile industry” obtained only the Japanese concept a comprehensive picture of the management for a selected industry. The basis was a comparative study about the western European, American and Japanese automobile industries. The basics of such a succeed were the MIT-study: a comprehensive inclusion of the suppliers, the construction of production-friendly cars, the better training for the workers.The differences were so serious for the European and American competitors that Womack, Jones and Roos spoke about the second industrial revolution. The Japanese enterprises affected the term “Lean Production”, because they reached with less more. Now the term is also used in different divisions as “Lean Development”, “Lean Management” etc. The mechanical-technological attempt by Taylor was the first industrial revolution. The production improvement was reached by the strict separation of the individual work steps, the strict separation from implementing and administering work and by the change from the handicraft to the mass production of few versions. Thereby the circulation of the working sphere and the consumer habits were released world-wide seriously. Rightfully this circulation is called the first industrial revolution.

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Contents

The principle of Lean Production

Systems und methods of Lean Production

Conversion to the Lean Production principle

Notes on figure:

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Lean Thinking: Orientation of value from costumers´ view

processesFor which processes does the costumer pay?What is added value, what is not?

OrganisationWho can make the best decision?Who recognizes the main problem best?Are the capacity and qualification optimally uses

Staff member and cultureHow are weak pointsrecognized and used?Which role does theindividual coworker take?

in Anl. an Womack/ Jones: Lean Thinking, 1996

Supplier managementHow can processes besynchronized in networks

suppliercustomer

What doesthe customercall „value“? process

Aprocess

Bprocess

C

Notes on figure:

The origin of Lean Thinking is basically the value. Value is created by the manufacturers. From the customers point of view, this is the only reason for the existence of manufacturers. Value can only be defined by the final consumer and relies on the value of the specific product (or service) and is basis for the price consumers are willing to pay for the product on the market. This is why manufacturers have to focus on what increases the value of its products and are forced to diminish processes which do not generate surplus value.

The first step in lean thinking is to understand what value is and what activities and resources are absolutely necessary to create that value. Once this is understood, everything else is waste.

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A typical factory …

Manufac. Montageassembly forwarding

Supermarketmanufacturing

HRL

Supermarketassembly forwarding

3 days 14 days ∅ 21 days

50 days 14 days 2 days 1,5 days 1 hour

supplier customerPPS

Weekly planning

Dailyoder

Dailydelivery schedule

Turn-around time =

125 daysPush-controlling

Multiple handling

Batch size formation does not

correspondent to the costumer demand

Rare delivery of large quantities

High stocks

Double step of warehouse

Central planning of all processes

Bad tuning of the

achievement

Notes on figure:

With help of a value stream, individual processes, stock levels and process durations can be illustrated graphically. Entrapments of the value stream are emphasized with so called Kaizen-flashes; entrapments can be e. g. very long, unnecessary wait times, which in Lean Thinking corresponds to muda (wastage).

The figure shows a possible value stream of a producing enterprise: Optimization of such a value stream is often organized as workshops integrating all responsible areas for generating improvement activities. The simple “Rich Picture” symbols help to illustrate the important value stream elements in a simple manner.

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Aspireperfection

Lean Production begins at the customer

Value definition from view of customerDefinition of the „tact“ of demandDefinition of the intention of the value streamPlanning of buffers and decoupling interfaces

Continuous flowSynchronisation of the circle timePull-Controlling and FIFOProduction planning in customer-mixElimination of 7 kindsof waste

Standardisation and continuous improvementFast retoolingAutonomous maintenanceProtection against errors Production without staffSupplier integration…

ref. to D. Tapping: Value Stream Management, 2002

Optimization of the own value stream

Orientation at the customer demand

customer

P

D

C

A

Notes on figure:

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Contents


Systems and methods of Lean Production

Conversion to the lean Production Principle

Notes on figure:

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Role model Toyota Production System

Highest quality, lowest cost, shortest time

Just-in-Time Jidoka

Continuous flowcycle lengthPull-System

Stop and reportdeviation

Separating manual & automatic work

Heijunka Standardising Kaizen

Stability

Need smoothing7 types of wasting

Visual Management

Processsynchronisation

Kanbancontrol

Poka Yoke:error safety

Source: Toyota

Lean Automation:Autonomation

Empowerment & teamwork

1

2

3

4

5

6

7

8

Notes on figure:

In the fifties the Japanese car manufacturer Toyota turned out into a large crisis:it was to small for the mass car production, because of the powerful competition it could not set a foothold on international markets and on the tiny Japanese domestic market high numbers of items were not to be set off; besides, political defaults made necessary investments more difficult.

On top of that money was lacking: workers had just obtained job tenures and thus, because of the high labour costs, means for purchasing important tools were lacking. The corporation would have gladly built cars according to tayloristic principles, but it could not afford a press line, so that parts were manufactured on one press. Thus virtue arose from hardship and a philosophy from dealing with insufficiencies. Instead of classically isolating the production steps and processing them in sequence, Toyota built all decisive steps on the way to the product around this core. Trough close interlocking of process steps and team work, turn-around times were shortened and error ratios were reduced, thus considerably lowering costs. Quality is no longer a station – it is part of every process. The integrated production method loosened the interdependencies of time, quality and costs and broke trough the old vicious circle of tayloristic mass production. Up to that time more products were built by means of faster work flow, meaning shorter process steps, which inevitably led to higher complexity of work an so to higher costs. The Toyota Production System broke this chain and revolutionized production all over the world.

Today the Toyota Production System and its methods are world-wide considered a bench mark for producing enterprises.

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1) Production smoothing as a base for stable processes

stable capacity requirement

Market demandProductionAcquisition

Quantity

Time

Quantity

Time

synchronizedsupply chain

uncoupling of short term demand fluctuations

Cycle time

tStock

Product A

Product B

Product A

Product Bt

Product A

Product B

Product AProduct B

t t

Pre-requisite: small lot size

after Drew: Journey to Lean, 2004

BufferPull

Notes on figure:

In an ideal world, companies would build their products to order in exactly the sequence that it received the orders. The reality is that variable work content or differences in the total amount of time it takes to build different products makes this impossible and demands a compromise, which is achieved through production leveling. In production leveling, the true demand is artificially smoothed; thus stable and changeless working conditions are ensured. These are mandatory premises for standardization and high capacity utilization.

The concept of production smoothing is to diminish as much as possible the quantity variance in a production line. Although the demand for products can change widely e.g. because of seasonal aspects thus affecting monthly production volumes, production smoothing allows daily production volumes to remain constant.

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2) Process synchronization as a base for high capacity utilization

Source: Tapping: Value Stream Management, 2002

0

10

20

30

40

50

60

70

A B C D E

Customer cycle

Initial state

„Pac

emak

er“

Cycle time[min]

0

10

20

30

40

50

60

70

AB CD E

Customer cycle

Final state

„Pac

emak

er“

Cycle time[min]

Employee

Trough process load balancing capacity requirements are synchronised and workload is optimizedEvery process has only one bottleneck (pacemaker), this controls the entire process: upstream as pull and downstream as FIFO-push

Waiting time

Employee

Notes on figure:

Takt is the German term for the beat or rhythm of a piece of music. Takt time is defined as the total available time for production divided by the total customer demand for that period.

Takt time is designed to optimise material flow in pursuit of Just-in-time delivery to the customer. This is done by setting the pace of production at the rate of demand, thus eliminating the risk of overproduction (which in the world Lean Production deems the worst type of waste since it hides and also causes other types of waste).

Process synchronisation is used to balance work content in a continuous flow line, which often has the effect of reducing the amount of labour needed to build a product. The normal approach is to balance all but one of the workstations to Takt, leaving the remaining workstations (Operation AB and E in the figure) with a lower work content. In the short term, this spare capacity provides flexibility for dealing with any problems that occur during the production cycle.

Due to the fact, that customer demand varies significantly from period to period companies have to revaluate Takt time in each period to ensure that customer demand is always met. As rebalancing lines and retraining people often result in a massive efforts, adoptions should be made no more than twice a year to ensure that changes are manageable.

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3) Kanban for autonomous material control according to the pull principle

Suppliers

Parts warehouse

Assembly Kanban

Signal Kanban forbuffer stocks

Part production Kanban

Prefabrication lines

Material allocation at the lines

Warehouse for finished parts

Regular customer

Finished parts stock

Assembly line

Finished parts stock

Part or material ordering forthe lines

Delivery Kanban

Acquisition partsKanban

Assem

blyP

refabrication

Source: Takeda 1996

ProductSupplierprocess

Customerprocess

Production Kanban

Kanban board:defined work in progress stock

Notes on figure:

Kanban (or production Kanban) is a method of controlling a process or part of a process of a JiTproduction.

Centre point of this control principle are the cards (kanbans), assigned to the product variants, that trigger the production order. A kanban represents a certain lot (according to the packing unit). At the end of the process there is a filing for the various kanban cards. The number of cards of a product variant in this filing gives clue to the priority of the production of this variant. The card is removed from the storage at the beginning of the production of a product variant an wanders with the lot trough the process in a buffer storage to the end of the process. The customer of this process takes his ware from the buffer and puts the kanban back in the filing. Because of the fix number of cards a Kanban control method makes sense only for balanced production quantities.

Another version of the production Kanban is the transport Kanban. This controls the material transport between warehouses and/or production sites.

Kanban is favourable for a JiT production because it complies with the demands of pull control, demand driven production, small lot sizes and visualisation and is simple, clearly laid out and self controlling.

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Classic system

Autonomous working groups

4) Empowerment and teamwork

Example: Ford 1920

Efficiency trough formalization and standardization Tayloristic division of labourCentral planning & organizingExecution and control parting

Example: Volvo Uddevalla 1980

Efficiency trough incentives and involvement Integration of surrounding field activitiesJob rotationCapacitive levelling within the groupStandards as „Temporary Best Practice“

Notes on figure:

A form of the decentralization particularly relevant for the operational organization in production are team work concepts .In production tasks are only accomplishable by means of intense interaction of more co-workers of different qualifications. The thus resulting coordination effort is minimized by forming self organized teams that can perform a specific task completely. Compared with a classic organization, in which everyone receives exact description of work, in teamwork a task is assigned to several persons, who reach the task fulfilment independently. Teamwork is usually associated with incentive pay to balance the growing responsibility.A typical trait of the various types of teamwork is the degree of autonomy. The first step is the responsibility for one owns work and continues over training responsibility and responsibility for indirect activities (machine maintenance) to personnel, meaning co-worker, responsibility.Teamwork concepts took hold of almost the entire production field of the automotive industry. Also more and more companies of the machine and facility building industry are switching over to such work concepts.

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5) Lean Automation - „Autonomation“

Elimination of idle travellingEliminate of Handling and TransportMotion optimization (e.g. faster feed)

Maximize equipment efficiency

Build cheaper equipment

Consideration for quantity proportionIn cycle times producing equipment

Simplify retoolingSplitting of internal and external retoolingFast clamping fixturesOutright production of GO parts

Error autonomy Machine stop at malfunctionSecuring all machining steps

Match machines to the flow

Machine size should match product sizeWorkplace merging

Source: Takeda 1995

ExamplesComponents

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Notes on figure:

Autonomation is a process designed to allow a workforce to detect production problems quickly and resolve them decisively. Its objectives are to improve equipment reliability, enhance product quality and increase productivity. It consists of three elements:

– Detect and stop: The most effective method of detecting a fault or abnormality is to give the responsibility to the people who operate the process.

– Alert: Once a problem has been detected, the process or the operator needs to alert the team leader. This can be done verbally, by means of an Andon board (a display that indicates production status), or via an audible alert.

– Root-cause problem solving: Even if it isn’t possible to rectify the root cause immediately, it’s important to take action to contain the problem before the process is restarted. It may be e.g. that an additional check needs to be made on every component until the source of an intermittent fault upstream in the process has been identified and addressed.


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6) Poka Yoke for failsafe workingPoka Yoke

Failure safety

Trigger mechanisms Regulation mechanisms

Deviation from geometrical parameters

Contact method

Fix valuemethod

Deviation from the number of work

steps

Step sequence method

Controlling the standard movement

sequence

Intervention method

Stop at irregularities

Alarmmethod

Signals that point to human error

Groupidentification

Self control able groups

Part

Part holder

e.g. Andon-chord to halt production

line

e.g. Pick-to-Lightfor rack unloading control

e.g. Controlling the number of screwing

operations

e.g. geometrically distinctpart holder

e.g. quality circel,Mutual examination

of the group

e.g. Process linkingprevents human errors

ProcessA

ProcessB

Link

Notes on figure:

Poka Yoke (jap. avoiding unintentional mistakes) stands for the usage of fail safe equipment in the production process. Poka Yokes are supposed to protect the machine operator from human errors in an easy way. Special attention is paid to the workers participation and to their errors in the production process. The aim is to avoid product defects caused by human errors such as inattention, stress or misinterpreting, due to cumbering working environment or poor working conditions. An example is part scanning, which ensures the correct placing of the part in the machine by analysing its shape.In Poka Yoke systems the basis elements of initializing and triggering mechanisms are differentiated from the regulation mechanism. Another important element is team work (quality circle). On one side it improves Poka Yoke systems, on the other side teamwork is being improved by Poka Yoke.To prevent error repeating, error source inspections are made in combination with Poka Yoke. By using this two principles errors can be suppressed efficiently and effectively.

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hirigana muda

7) The 7 types of wasting (Muda) in Lean Production

Kan

ji m

uda

Non value adding work Work

katakana muda

Value adding work

Idle ways at hydraulic or pneumatic powered toolsTo long feed pathsOversized machines

Bringing back to start positionCleaning supply areasHolding keys and switchesManual operation of machines

Stacking partsRemoving packing materialRemoving chippingsEncompassing part acquiring paths

EquippingScrewing togetherWeldingPressingVarnishing

Wasting that can be eliminated straight away

Wasting caused by the facility or machine

Wasteful works that must be done

Activities that add value

Ref. to Takeda 1999

Worker movements

Notes on figure:

The figure shows the three levels of wasting in Lean Management.

The first level is katakana muda. It is easily identifiable and has to be eliminated straight away.

The second level is hiragana muda. It contains the largest part of non value adding work.

The third level of wasting is kanji muda. It represents the type of wasting made for example by a by output oversized facility that is used at full power regardless of cycle time. Other examples include long feed paths to the part and a worker spectating to such operations.

There are 7 Muda in total:

– Muda trough overproduction

– Muda trough waiting times

– Muda trough transport

– Muda at the machining

– Muda trough stock keeping

– Muda trough unnecessary movements

– Muda trough the production of bad parts

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8) Visual management as a control and leading instrument

Ref to. Monden 1994 and Ohno 1993

Advice and warning signs

Standardized worksheets

Error prevention displays

Status displays and Andon-Board

Area markingProduct and storage location tag

Achievement of objectives

Factoryinformations

Process oriented layout

Notes on figure:

Visual management is the communication basis of the Lean Production system and thus a key component. Three important aspects of visual management can be distinguished:

– Communication of information: direct or indirect sharing of your work data with co-workers to stimulate their intellectual contribution

– Communication of work standards and procedures: explicit knowledge documentation of work relevant data

– Visual configuration of workplaces and processes: creating an overview which allows the recognition of any deviation from the OUGHT TO state. This implies the setting of OUGHT TO states

Within the Toyota Production System the 6S-rules are the basic fundament for visual management (see L9 page 20).

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Contents


Systems und methods of Lean Production

Conversion to the Lean Production principle

Notes on figure:

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Value stream design: The current tool in Lean ProductionStructure of

methodologySelect

product familyDesign of theactual state

Design of thetarget state conversion

Group of products at the end of the value streamBasis: Similar processing steps and machines equipment

Rough outline of material and information flowAnalysis and compre-hensive of the current function of the factory

Draw the attainable, future value stream in twelve monthsBasis: Basic rules of Lean Production Systems

Provide a plan of value stream (year shedule)Gradual conversionContinuous adjustment and examination of the desired value stream

Ref to. Rother 2000/ Erlach 2003

ABC GmbH

Fa. Cologne

Productionplanning

MRPTuesday + Friday

Truck supply

IStock

(quantity andcurrent value notes)

4 x / dayPressing

2 shiftsCircle timeRetool timedelay (%)

assembly

2 shiftsCircle timeRetool timedelay (%)

Material „PUSH“(push forwarded)

Data case

Process case

II

Information flow

Electricalinformation flow

Customer orsupplier (external)

Notes on figure:

Value stream means all activities (as well as added value and not added value), which are necessary to bring a product from the raw material to the hands of the customer. Value stream design represents the whole value stream to improve it afterwards. Thus it designates a method for the improvement or organisation of the process steps. Material as well as information flows and temporal coupling of the production steps are regarded together, in order to achieve a comprehensive optimisation.

The procedure in the value stream design can be summarized in the following way:

Directly in the production the value stream is noted with simple pictures and symbols. The symbols are arranged that everyone understands the value stream without individual training. The analysis of value stream always begins with the supplier and ends at the costumer of the current production process for one division. After the admission of the actual condition the elaboration of an improved specified condition follows. The methods offers some fundamental suggestions to improve the value stream. Suggestions are the avoidance of material stocks by introducing the continuous flow production or by introducing the decentralized control structures.

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Example: Process optimisation with the value stream principle

All processes are central plannedPush-controllingProcesses are secured by stocksTurn-around time: 300 seconds + 14,8 days

C

A

supplier costumer

Productioncontrolling

DB

6d90s

5,4d180s

2d30s

1,4d

forwarding

A

supplier costumer

Productioncontrolling

B, C & D

forwarding

Schrittmacher

3d90s

1d190s

1d

The pacemaker controls all processesSupermarket und Kanban-controlllingCapacity leveling in the working groupTurn-around time: 280 seconds + 5 days

Before After

Notes on figure:

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6S – Order & Cleanlineless: Problems, nobody see, do not disturb

Step 1 of the conversationSeiri: Separation of required and not required units. Units

which are not in use, have to remove immediately. Seito: The necessary units have to stand on comprehensively

defined places. Everyone must have a good access.Seiso: Thorough cleaning

Step 2 of the conversionSeiketsu: Keep the condition created before

Step 3 of the conversionShitsuke: Accomplish the work in the correct wayShukan: Internalise the learned and standardised

Ref. to Takeda 1999

What‘swrong with

this?

Notes on figure:

„6S“ comes from the Japanese and stand for Seiri (clearance), Seiton (arrange), Seiso(cleanlineless), Seiketzu (tidiness), Shitsuke (discipline) and Shukan (adaption). It describes the tidiness and cleanlineless at the working place and in the whole enterprise. However “6S” is more than keep the working place clean; it is an attitude of mind, which affects very positively the quality of the staff members and of the products. The 6S is a basis for the introduction of a synchronous production system, just like standardisation and visualisation (or visual management), which are linked closely with the topic 6S.

Exemplary statements supporting the implementation of of 6S:

– As long as the ways are dirty, improvement is still needed– With dirty clothes you produce bad products– It is important to copy good things

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Example:Optimized sidewalks & utilization of capacity in U-layout

7 6 5

4

31 2

7 6 5

4

31 2

7 6 5

4

31 2

Example 1:3 Capacity steps of an manual assembly

Example 2:Operation of several machines in the manufacturing

1 coworker

2 coworker

3 coworker

Notes on figure:

In manufacturing area, by arranging machines in product-oriented layout (instead of a function-oriented arrangement), the flow-principle can be supported (example 2).

The U-Layout gives the following advantages:

– Multi-machine operation in coherence with short routes.

– High communication and, thus, simplification of the mistake-search and adjustment

– Consolidated area usage

– Scalability (e.g. in case of fluctuant volume)

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caption:Tcritical Required period for the principle

activityActivity, which is realised during the critical timeActivity, which is preliminary implemented

Coverage Setup procedureMachine maintenance Adjustment procedure ...

Proceeding Group of few people revises the expiration of an activity according to the steps A-D.Survey of the result.Adaptation or extension of existing standards

Example of optimization of setup time (SMED-principle by Toyota):Separation from “internal” and “external” activities

Reorganisation of the activities

Tcritical

C

Identification of activities, which can be realised preliminary

Tcritical

B

Activity consisting of individual components

Tcritical

A

Optimization of the remaining activitiesD

Tcritical

Notes on figure:The term SMED is an abbreviation for “Single Minute Exchange of Die“. This represents a method to minimized system stops which are caused by setting up procedures. The method and term SMED derives from the Toyota Production System. There the downtime presents a success-critical factor as a result of tool changes in the context of the Just in Time manufacturing of small lot sizes.The method can always be used, where time-critical, standardised activities (e.g. at intensive investment plants) must be accomplished (e.g. retooling procedures, maintenance work or material assembly.

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Example: KVP - workshops in the production

The expiration is oriented at the PDCA cycle1. Admission of the actual state in production

2. Systematically search for weak points: The 7 kinds of waste

3. Creative identification of improvement measures

4. Conversion still in the Workshop

5. Documentation and monitoring of the new standard, pursuit of long-term measures

KVP - Workshops in production are accomplished as group activity and as comprehensive functions.

e.g. long sidewalks in a work station of a machine assembly

Measures, e.g.:Improvement of the material supply“golden-zone”Reorganisation of work contentsChange of the work contents “1 touch”-assembly

Notes on figure:

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Continuous improvement (Kaizen):Example from the Ford Production System

KVP

Standardwork instructions

Training matrix

6 S

reduction

of the downtime Automob

iles m

ainten

ance

Planned maintenanceAbbrev

iation

of se

tup tim

e

Productin planning and control

4 pr

inci

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of v

isua

lW

areh

ouse

con

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traceability &Control of lot size

War

ehou

se re

duct

ion

& K

AN

BAN

Source: Ford

Notes on figure:A substantial aspect of the concentration of added value in the Lean Production is the continuous improvement process (jap: Kaizen). The main objective of Kaizen is the elimination of the “7 kinds of waste”.Kaizen is not only a high management instrument; in fact Kaizen motivates workers to revise all processes critically. With help of Kaizen, companies engage their employees to have an acute eye on all unproductive, not value creating processes – This is done by Kaizen workshops, circles or Kaizen suggestion systems. Target is the fast, unbureaucratic detection of easily transformable activities.

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Lean Production: a challenge for the culture in the enterprise

Lean - BehaviourDecisions are made as a result of long-term, systematic considerations The management is closely connected to the reality of everyday life in the production, the “Gemba” The production coworkers are really involved in improvement activities Manager work to solve system problemsThere is an open dialogue of the colleagues between all levels.

Lean – Thinking Flexibility is more important than efficiency (Scale)Added value results from the production staff member, indirect spheres are service providerEveryone should understand, how its work contributes to the company targetsThe causes of problems must be addressed, not only the symptoms A problem is a chance for improvement

source: John Drew: Journey to Lean, 2004

Notes on figure:

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Production Systems in different enterprises

Lead

ing

Cle

arta

sks

and

role

s

Par

ticip

atio

nan

d de

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pmen

tof

col

leag

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Stru

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wor

king

grpo

ups

Job

safty

and

Env

ironm

enta

law

aren

ess

Sta

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dm

etho

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oces

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Vis

ual m

anag

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Fast

iden

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pro

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san

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oduc

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ality

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Rem

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aste

Arbeitsstrukturen und Gruppenarbeit

Kontinuierliche Verbesserung

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Qualität im Mittelpunkt Just in Time

92 Vertiefende MPS-Methoden und -Werkzeuge

Fast

Flie

ßfer

tigun

g

Takt

ferti

gung

Work structures andteamworkt

Continuousimprovement

Standardization

-Quality as

focus Just in Time

92 detailed MPS methods und tools-

Visualisation andStandardization

Total ProductiveMaintenance- TPM

Assembly andmanufacturing places

Order and cleanlineless (5-S)

Zero-defects concptsLabour organisationand

personal management

Material supplyJust-In-Time

colleagues

KVP

Hire principle(bonus wages)

KVP

Notes on figure:

Methods, instructions, methodologies, work standards but also company-cultural aspects are structured in a frame: the Production System. The Toyota Production System (TPS) is meant to be exemplary to the automobile industry.

Today, nearly every company has got its own production systems, adapted to the individual organization, culture and company structure.

The Mercedes-Benz Production System (see figure upper right) consists of 3 levels. 5 basic elements form the “roof”, which is carried by 15 production principles. The fundament for implementing these principles is supported by altogether 92 methods, tools and rules.

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List of litarture

Askin an Goldebrg: Design and Analysis of Lean Production Systems. J. Wiley, New York 2002

Drew, J.: Journey to Lean, Making operational change stick, Großbritannien, 2004

Erlach, K.: Mit Wertstromdesign zur schnellen Fabrik, Stuttgart 2003

Görgens, J.: Just-in-Time Fertigung: Konzept und modellgestützte Analyse. Schäffer-PoeschelVerlag, Stuttgart 1994

Imai, M.: Kaizen: Der Schlüssel zum Erfolg der Japaner im Wettbewerb. 7. Auflage, Wirtschaftsverlag Langen Müller/Herbig, München 1992

Jansen, H.H.: Lean Production in der mittelständischen Industrie. Springer Verlag, Berlin 1993

Mehdorn, H., Töpfer, A.: Besser-Schneller-Schlanker: TQM-Konzepte in der Unternehmenspraxis. Hermann Luchterhand Verlag, Neuwied, Kriftel, Berlin 1994

Mondon, Y.: Toyota Production System – An Integrated Approach in Just-in-Time, London 1993

N.N.: Lean Management. Der Weg zur schlanken Fabrik. gfmt, St. Gallen 1993

N.N.: Lean Production. Tragweite und Grenzen eines Modells. Fachtagung, RKW, Eschborn1992

Ohno, T.: Das Toyota-Produktionssystem. Übersetzung von W. Hof. Campus Verlag, Frankfurt 1993

Pfeiffer, W.: Lean-Management: Grundlagen der Führung und Organisation lernender Unternehmen. Erich Schmidt Verlag,Berlin 1994

Reingold, E.M.: Toyota. People, Ideas and the Challenge of the New. Japanese Business, Peguin Books, London 1999

Rother, M.: Learning to See, Brookline, Massachusetts: Lean Enterprise Institute, 2003

Sekine, K.: Produzieren ohne Verschwendung. Der japanische Weg zur schlanken Produktion. Japan Service, Verlag Moderne Industrie. LandsbergLech 1994

Stürzl, W.: Lean Production in der Praxis: Spitzenleistung durch Gruppenarbeit. JunfermannVerlag, Paderborn 1993

Takeda, H.: Das synchrone Produktionssystem. Just-in-Time für das ganze Unternehmen, verlage moderne industrie Landsberg, 1999

Tapping, D.: Value Stream Mamagement for the Lean Office, New York 2002

Wildemann, H.: Lean Management: Strategien zur Erreichung wettbewerbsfähiger Unternehmen. FAZ Verlagsbereich Wirtschaftsbücher, Frankfurt a. Main 1993

Womack und Jones; The machine that changed the world, Rawson Associates, New York 1990

Womack und Jones; Lean Thinking, New York 1996

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