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Lean Services and Office Kaizen

Center for Advanced Manufacturing and Lean Systems 1

From Lean to Green and

FAIM2011, June 26FAIM2011, June 26--29, 201129, 2011

F Frank Chen Ph D

From Lean to Green and Sustainable Manufacturing

F. Frank Chen, Ph.D.Lutcher Brown Distinguished Chair in Manufacturing &

Director, Center for Advanced Manufacturing & Lean Systems

University of Texas at San [email protected]

© Copyright 2011 – Center for Advanced Manufacturing & Lean Systems

Sustainable Production Definition

“The creation of goods and services using processes and systems that areprocesses and systems that are non-polluting;

conserve energy and natural resources;

economically viable;

safe and healthy for workers, communities, yand consumers; and

socially and creatively rewarding for all working people.”

(Lowell Center for Sustainable Production,1998)2




Sustainability

According to the Brundtland Commission of the United Nations (1987):“sustainable development is development that

meets the needs of the present without compromising the ability of future generations to meet their own needs”

This involves the three pillars of environmental, economic, and social sustainability

-- Wikipedia: http://en.wikipedia.org/wiki/Sustainability

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Green Manufacturing Green manufacturing attempts to establish a solid

foundation for all three pillars to achieve a sustainable business operationsustainable business operation

En

viron

men

Eco

no

mic

So

cial

Sustainability

Primary focus of most businesses

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Green Manufacturing

ntal

c

For complete sustainability, all three must be given attentions




Waste Management Hierarchy

high

Green Impact

l

Traditional 3Rs

To have the largest energy and environmental impact Eliminate the processes you can, reduce what you cannot eliminate

One very effective means of reducing processes is Lean5

low


Principles of Lean Let customers identify Value

Companies provide what customers really want A product/service is not just an object, but a whole p oduct/se ce s ot just a object, but a o e

experience Identify the Value Stream

Value Stream: Sequence of all activities and resources required to bring a product/service to customers

Make the value stream Flow Create smooth and uninterrupted flow for

d t /

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products/processes Pull from downstream

Operations are performed when needed, not before Always pursue Perfection

Continuous improvement is a way of life (Womack & Jones, 1996)




Merging Lean and Green

A Lean and Green Enterprise is one that kseeks

Operational excellence,

Energy efficiency, and

Environmental sustainabilityLean and

Green

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Operational Excellence

Energy Efficiency

Environmental Sustainability

Green Enterprise


The Seven WastesWaste: Anything that adds cost or time without adding value

InventoryInventory TransportTransport

W itiW itiMotionMotion

WastesWastes

InventoryInventory

UnderUnder--Utilization of Utilization of Human TalentHuman Talent

OverOver--ProcessingProcessing

88thth

WaitingWaiting

OverOver--ProductionProductionDefectsDefects

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9th Waste Added for GreenEnvironmental Waste - “any use of resources or a

substance released into the air, water, or land that could harm human health or the environment”could harm human health or the environment -- Lean and Environment Toolkit (EPA)

Green Examples: “Energy, water, or raw materials consumed in excess

of what is needed to meet customer needs”

“Pollutants and material wastes released into the

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Pollutants and material wastes released into the environment”

“Hazardous substances that adversely affect human health or the environment during their use in production or their presence in products”


Lean Wastes – ExampleIncoming Queue

Outgoing Queue

Milling Process

Lean WastesWaiting, WIP

Energy WastesElectricity, Heat

Environmental WastesScrap, Fumes

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Waste Elimination

Waste is all around, we don’t usually

Where are the wastes?

Waste is all around, we don t usually see it because it has become “normal”

We need to train our eyes to be able to see waste

Lean Concepts and Tools can help you toLocate the wastes eliminate them and

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Locate the wastes, eliminate them, and sustain your efforts


Lean Tool: Visual Workplace

Visual Workplace - Provides visual indicators so that goals and the current status of the workplace can easily be identified

Green Impact:

This can include energy usage goals, which can h l k d t b i fhelp workers and managers to be conscious of energy use and opportunities for energy reduction

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Lean Tool: TPM

Total Productive Maintenance (TPM) – a systematic care and maintenance program conducted by the operators on their machines/equipment to increase productive time

Green Impact:

E th t i t d hi Ensures that equipment and machinery are operating at peak efficiency, thus reducing energy consumption and decreasing the likelihood of system downtime

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Lean Tool: Quick Changeover

Quick Changeover – a procedure to reduce the setup and changeover time for a process

Green Impact:

Reduces the time the line is down

It also reduces the energy used to make the changeover and provide light and heat during non-productive time

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Lean Tool: Error Proofing

Error Proofing – a method to eliminate errors from occurring, prevent errors from being passed on to the next process, or detect errors once they occur

Green Impact:

Att t t id tif ibl Attempts to identify errors as soon as possible or to eliminate them altogether

This saves the energy and material required to fix or replace errors

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Lean Tool: Right-Sized Equipment

Right-Sized Equipment – a method that ensures that the appropriate machines and equipment are used to complete a process step

Green Impact:

Selecting equipment that has just enough capability and speed to satisfy the flow of a production cell can provide tremendous energy savings over an outdated machine that has much more capacity than is required

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Lean Tool: Value Stream Mapping

Value Stream Mapping (VSM) – an effective tool th t i d t id h li ti i f ththat is used to provide a holistic view of the process of converting raw materials into finished products

Green Impact: Traditionally VSM has focused on identifying and Traditionally, VSM has focused on identifying and

eliminating manufacturing wastes to reduce the production lead time

Reducing these wastes will often provide someenergy savings and positive environmental impacts

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Energy and Environment VSM(EE-VSM)

A modified VSM is needed to fully realize the ypotential energy and environmental savings

EE-VSM is introduced to enhance the traditional VSM to incorporate both energy and material usage throughout the complete manufacturing conversion and delivery process

EE-VSM will enable manufacturers to:Reduce the delivery lead time and

Reduce wasteful energy consumption and

Reduce environmental wastes18




VSM Icons – Energy Flow

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Value-Adding Line

Non-Value Added Value Added Non-Value Added Value Added

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EE-VSM Example

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Lean Sustainability Metrics

Productivity MetricsTotal Lead Time

Value Added Time / Non-Value Added Time

Throughput

Sustainability MetricsEnergy ConsumptionEnergy Consumption

Water Consumption

Material Usage

CO2 Emissions22




Lean Sustainable Production Assessment Tool The tool is introduced to help visualize and

l b th th d ti it danalyze both the productivity and sustainability metrics

It consists of a:Real-time Dashboard

Consists of a meter for each metricConsists of a meter for each metric

Represents the current state of the system

Continuous Improvement Dashboard Used to ensure achieved improvement levels are

maintained and that progress is being made23


Real-time Dashboard

Meters include a:

Target value

Buffer zone (yellow)

Good zone (green)

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Bad zone (red)




Continuous Improvement Dashboard

Total Lead Time

CO2 Emissions

Energy Consumption

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Note: Only a portion of the dashboard is shown.


Summary Combining Lean and Green is a natural fit It enables the possibility of a truly sustainableIt enables the possibility of a truly sustainable

business One that has Environmental, Economic, and

Social SustainabilityGood for everyone:

the company the company, its shareholders, its customers, society, and the environment!!!

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UTSA Center for Advanced Manufacturing and Lean Systems “Value-Creation” Process

Lean

Automation

Robotics

Lean

Automation

Robotics

TO

OL

ST

OO

LS

Productivity

Energy &Environment

Quality of Life

Productivity

Energy &Environment

Quality of Life

ME

TR

ICS

ME

TR

ICS

SolutionsSolutions ValueValueSustainable Mfg Sys Lab

SOCIETALNEED

TECHNICALNEED

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Conclusion

If Lean and Green are performed correctly,

Green = Green

==

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For more info – send inquiries to [email protected]




References

EPA. The Lean and Energy Toolkit, U.S. Environmental Protection Agency, Lean Manufacturing and the Environment. Available at:Lean Manufacturing and the Environment. Available at: http://www.epa.gov/innovation/lean/toolkit/LeanEnergyToolkit.pdf, Accessed on 3/18/09.

EPA. The Lean and Environment Toolkit, U.S. Environmental Protection Agency, Lean Manufacturing and the Environment. Available at: http://www.epa.gov/innovation/lean/toolkit/LeanEnviroToolkit.pdf, Accessed on 3/18/09.

Wikipedia. “Sustainability”, Available at: http://en wikipedia org/wiki/Sustainability Accessed on 11/24/09http://en.wikipedia.org/wiki/Sustainability, Accessed on 11/24/09.

Womack, J. P. and Jones, D. T., 1996, Lean Thinking, Simon and Schuster, New York, NY.

Lowell Center for Sustainable Production, 1998, Sustainable Production: A Working Definition, Informal Meeting of the Committee Members.

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