6366849 lean production
TRANSCRIPT
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LEAN PRODUCTION
Prof. Kaushik PaulAssociate ProfessorOperations AreaE-Mail: [email protected]: 43553!"
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Lean Production Defined
The Toyota Production System
Lean Implementation Reuirements
Lean Ser!ices
O"#ECTI$ES
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LEAN PRODUCTION
Lean Production can %e defined as an inte&rated setof acti!ities desi&ned to achie!e hi&h'!olumeproduction usin& minimal in!entories (ra) materials*
)or+ in process* and finished &oods,
Lean Productionalso in!ol!es the elimination of)aste in production effort
Lean Productionalso in!ol!es the timin& ofproduction resources (i-e-* parts arri!e at the ne.t)or+station /0ust in time1,
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P#$$ %&%'EM
Customers
Sub
Sub
Fab
Fab
Fab
Fab
Vendor
Vendor
Vendor
Vendor
Final
Assembly
Here the customer starts
the process, pulling an
inventory item from
Final Assembly
Then sub-
assembly work is
pulled forward by
that demand
The process continues
throughout the entire
production process and
supply chain
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2EATURES O2 LEAN PRODUCTION
Management philosophy Pull system though the plant
WHAT IT IS
Employee participation Industrial engineering/asics !ontinuing impro"ement Total #uality control Small lot si$es
WHAT IT %E&'I%ES
Attac(s )aste E*poses prolems and ottlenec(s
Achie"es streamlined production
WHAT IT +,ES
Stale en"ironment
WHAT IT ASS'MES
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T3E TO4OTA PRODUCTION S4STE5
"ased on t)o philosophies6
7- Elimination of )aste
Respect for people
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ELI5INATION O2 8ASTE
9- 2ocused factory net)or+s
:roup technolo&y
;uality at the source
#IT production
Uniform plant loadin&
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5INI5I>IN: 8ASTE6
2OCUSED 2ACTOR4
NET8OR
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5INI5I>IN: 8ASTE6 :ROUP TEC3NOLO:4 (PART 9,
Usin& Departmental Specializationfor plant layout can cause a lot of
unnecessary material mo!ement
Saw Saw
Lathe PressPress
Grinder
LatheLathe
Saw
Press
Heat Treat
Grinder
'ote how the flow lines are going back and forth
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5INI5I>IN: 8ASTE6 :ROUP TEC3NOLO:4 (PART 7,
Re!isin& %y usin& Group Technology Cellscan reduce mo!ement and impro!eproduct flo)
Press
Lathe
Grinder
Grinder
A
2
BSaw
Heat Treat
LatheSaw Lathe
PressLathe
1
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M()(M(*()+ ,A%'E:#)(OM P$A)' $OA/()+ 01E(2#)KA
ot uni!orm "an# $nits Feb# $nits %ar# $nits Total
1&2'' (&)'' *&('' +&'''
$ni!orm "an# $nits Feb# $nits %ar# $nits Total
(&''' (&''' (&''' +&'''
Suppose )e operate a production plant that produces a sin&leproduct- The schedule of production for this product could %e
accomplished usin& either of the t)o plant loadin& schedules
%elo)-
3o) does the uniform loadin& help sa!e la%or costs?
or
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M()(M(*()+ ,A%'E: ()E)'O&1(/E% PO$EM%
,or- in
.ro/ess
0ueues
ban-s
Chan3eorders
4n3ineerin3 desi3n
redundan/ies
Vendor
delin0uen/ies
S/ra.
5esi3n
ba/-lo3s
%a/hine
downtime
5e/ision
ba/-lo3s
6ns.e/tion
ba/-lo3s
Pa.erwor-
ba/-lo3
E.ample6 "yidentifyin& defecti!e
items from a !endor
early in the
production process
the do)nstream )or+
is sa!ed
E.ample6 "yidentifyin& defecti!e
)or+ %y employees
upstream* the
do)nstream )or+ is
sa!ed
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5INI5I>IN: 8ASTE6
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DETER5ININ: T3E NU5"ER O2
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'1E )#ME O KA)A) 6A/%E'%
C
SDL
k
21
/ontainertheo!Si7e
sto/-Sa!etytimeleaddurin3demand48.e/ted
+=
+=
k = Num%er of +an%an card sets (a set is a card,
D@ A!era&e num%er of units demanded o!er some time
period
L@ lead time to replenish an order (same units of time asdemand,
S@ Safety stoc+ e.pressed as a percenta&e of demand
durin& leadtime
C@ Container si=e
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E7AMP$E O KA)A) 6A/ /E'EM()A'(O):PO$EM /A'A
A s)itch assem%ly is assem%led in %atches of units froman /upstream1 assem%ly area and deli!ered in a specialcontainer to a /do)nstream1 control'panel assem%ly
operation
The control'panel assem%ly area reuires B s)itchassem%lies per hour
The s)itch assem%ly area can produce a container ofs)itch assem%lies in 7 hours
Safety stoc+ has %een set at 9 of needed in!entory
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EA5PLE O2
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RESPECT 2OR PEOPLE
Le!el payrolls
Cooperati!e employee unions
Su%contractor net)or+s
"ottom'round mana&ement style
;uality circles (Small :roup In!ol!ement Acti!ities orS:IAFs,
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TO4OTA PRODUCTION S4STE5FS 2OUR RULES
9- All )or+ shall %e hi&hly specified as to content*seuence* timin&* and outcome
7- E!ery customer'supplier connection must %e direct*
and there must %e an unam%i&uous yes'or'no )ay tosend reuests and recei!e responses
G- The path)ay for e!ery product and ser!ice must %esimple and direct
- Any impro!ement must %e made in accordance )iththe scientific method* under the &uidance of ateacher* at the lo)est possi%le le!el in theor&ani=ation
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LEAN I5PLE5ENTATION RE;UIRE5ENTS6 DESI:N
2LO8 PROCESS
Lin+ operations
"alance )or+station capacities
Redesi&n layout for flo)
Emphasi=e pre!enti!e maintenance
Reduce lot si=es
Reduce setupHchan&eo!er time
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LEAN I5PLE5ENTATION RE;UIRE5ENTS6 TOTAL
;UALIT4 CONTROL
8or+er responsi%ility
5easure S;C
Enforce compliance
2ail'safe methods
Automatic inspection
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LEAN I5PLE5ENTATION RE;UIRE5ENTS6 STA"ILI>E SC3EDULE
Le!el schedule
Underutili=e capacity
Esta%lish free=e )indo)s
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LEAN I5PLE5ENTATION RE;UIRE5ENTS6
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LEAN I5PLE5ENTATION RE;UIRE5ENTS6 8OR< 8IT3
$ENDORS
Reduce lead times
2reuent deli!eries
Pro0ect usa&e reuirements
;uality e.pectations
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LEAN I5PLE5ENTATION RE;UIRE5ENTS6 REDUCE
IN$ENTOR4 5ORE
Loo+ for other areas
Stores
Transit
Carousels
Con!eyors
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$EA) (MP$EME)'A'(O) E8#(EME)'%:(MPOE PO/#6' /E%(+)
Standard product confi&uration
Standardi=e and reduce num%er of parts
Process desi&n )ith product desi&n
;uality e.pectations
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LEAN I5PLE5ENTATION RE;UIRE5ENTS6
CONCURRENTL4 SOL$E PRO"LE5S
Root cause Sol!e permanently
Team approach
Line and specialist responsi%ility
Continual education
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LEAN I5PLE5ENTATION RE;UIRE5ENTS6
5EASURE PER2OR5ANCE
Emphasi=e impro!ement
Trac+ trends
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LEAN IN SER$ICES (EA5PLES,
Or&ani=e Pro%lem'Sol!in& :roups
Up&rade 3ouse+eepin&
Up&rade ;uality
Clarify Process 2lo)s
Re!ise Euipment and Process Technolo&ies
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LEAN IN SER$ICES (EA5PLES,
Le!el the 2acility Load
Eliminate Unnecessary Acti!ities
Reor&ani=e Physical Confi&uration
Introduce Demand'Pull Schedulin&
De!elop Supplier Net)or+s
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References: Operations Management forCompetitive AdvantageBy Chase, Jacobs & A!i"ano, ##e
HOPE YO E!"OYED THE CL#SS$ %EST&O!S PLE#SE
T3AN< 4OU