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ntroduction to Lean Manufacturing
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Introduction to Lean Manufacturing
- OUTLINE -
1.1 History of Lean Manufacturing
1.2 The Principles of Lean Thinking1.3 Production Wastes + Group Assignment (5%)
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What is Lean Manufacturing?
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"value" is defined as any action or processthat a customer would be willing to pay for.
The core idea is to m ximize customer v luewhile
minimizing waste.
Simply, lean means cre ting more v lueforcustomers with fewer resources.
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$1 $1 $1
$1 $2 $3
$1 $1 $0.8
A
B
C
Which one is lean?
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TOYOTA
PRODUCTION
SYSTEM
At Toyota Motor Company, Taichii Ohnoand Shigeo
Shingo, began to incorporate Ford production and
other techniques into an approach called Toyota
Production System (TPS) or Just In Time (JIT).
1912 - 1990 1909 - 1990
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TPS discovered some weaknesses from the Ford
production:
Job structure Product variety
Quality
movement
Set-up/
changeover time
Continuous flow
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All of this took place between about 1949 and
1975. To some extent it spread to other Japanesecompanies. When the productivity and quality
gains became evident to the outside world,
American executives travelled to Japan to study it.
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Norman Bodek first published theworks of Shingo and Ohno in English.
He did much to transfer this
knowledge and build awareness in
the Western world.
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In 1990 James Womack wrote a book called
The Machine That Changed The World".
Womack's book was a straightforward account
of the history of automobile manufacturingcombined with a comparative study of Japanese,
American, and European automotive assembly
plants.
What was new was a phrase -- "Lean
Manufacturing."
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John Krafcik
Former collaborator of James Womack and
reputed originator of the term "Lean
Manufacturing
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The Principles of
Lean Thinking
1. Customer Value
2. Value Stream
3. Continuous Flow
4. Pull
5. Perfection
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The Principles ofLean Thinking
1. Customer Value
Value is what the customer wants and only what
the customer wants.
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The Principles ofLean Thinking
2. Value Stream
The value stream are those activities that, when
done correctly and in the right order, produce the
product or service that the customer values.
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The Principles ofLean Thinking
3. Continuous Flow
In a lean organisation work shouldflow steadily and
without interruptionfrom one value adding or
supporting activity to the next
bottleneck
Quality
problems
breakdownMc
stoppage
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The Principles ofLean Thinking
4. Pull
The system should react to customer demand.
In non-lean organisations, work is pushed thoughthe system at the convenience of the operators
and so you produce outputs that are not required.
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The Principles ofLean Thinking
5. Perfection
As thefirst four principles are implemented you should get to
understand the system ever better and from this
understanding you should generate ideas for more
improvement.
A lean system becomes yet more leanerandfasterand waste
is ever easier to identify and eliminate. A perfect process
delivers just the right amount of value to the customer.
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How to practice thePrinciples of Lean
Thinking?
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SEVEN (7)
ProductionWastes
1.
Over-production
2.
Inventory
3. Waiting
4.
Motion
5.
Transportation
6.
Defects
7.
Over-processing
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7 Wastes
1. Over-production
Producing more than is needed
hides a multitude of problems.
Excessive set-up times
Machine faults
Risk of producing obsolete stock.
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Carrying stock attracts cost & storage problems.
Storage leads to stacking, racking, sophisticated
computers, bar coding & automation, all for an
activity that adds no value to the product.
7 Wastes
2. Inventory
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Typically, waiting for products & servicesfrom
preceding operations, waiting for work from their
previous set-up or waiting for cycles to finish, or
meetings to start.
7 Wastes
3. Waiting
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Typically, single handed operations where both should
be used, stretching unnecessarily or awkwardly and
walking between things. All of these take time or use
time poorly, none add value.
7 Wastes
4. Unnecessary Motion
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This may appear
unnecessary but does add
value. Large transport is
easily identified but small
transport such as manual
labour may not be so
noticeable. These can beimproved by changes to the
work environment.
7 Wastes
5. Transporting
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Rejects are always produced bysystems and procedures created
by management.
If operators fail it is because the
process allowed them to fail
through inadequate training or
because the process was notcapable in the first place.
7 Wastes
6. Defects (Bad Quality)
REWORK
ONLY
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Adds cost but no value!
e.g. trimming & moulding to a level that is beyond the
required standard adds extra time that customers
do not want to pay for.
7 Wastes
7. Inappropriate Processing
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So, now we understand the 7 wastes, we can:
Produce only what is needed...
Carry only essential stock...
Use transportation more wisely...
Produce work to the standard required...
Plan our production processes...
Put our efforts to the best possible use...
Train to make quality work every time!
7 Wastes The Elimination of Waste
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Oooooooo
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