agile & lean manufacturing

8/7/2019 AGILE & LEAN MANUFACTURING

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Course Outline

IM-515 Agile and Lean Manufacturing

Introduction to Lean Manufacturing, valueconcept, lean objectives & tools, origins of lean

systems, group technology, 5S, single minuteexchange of dies, total productive maintenance,

Kaizen, Just-In-Time Manufacturing Systems, Push& Pull Manufacturing Systems, Poka-Yoke, Toyotaproduction system, introduction to agilemanufacturing, research projects in agilemanufacturing, design of market responsivesupply and distributions manufacturing systems.


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Books & Reading Materials

The Toyota Way: 14 Management Principles

from the World's Greatest Manufacturer

by Jeffrey K. Liker

LEAN Manufacturing Implementation: A

Complete Execution Manual for Any Size

Manufacturer by Dennis P. Hobbs

Lectures notes


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A little about me:

B.E in Mechanical, NED UET

Masters in Mechanical Engineering (Specialization inManufacturing), NED UET

Doctor of Philosophy, Mechanical Engineering, TheUniversity of Manchester, UK

Working / Tecahing Experience:

Over 16 years of (combined field and teaching)experience.


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Marks Distribution & Grading Scheme

Semester Exam 60% Sessional Work 40%

Grading Scheme


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LETS KNOW WHOS SITTING NEXT

o YOUR NAME

o FINAL DEGREE

o ORGANIZATION

o JOB TITLE

o JOB DESCRIPTION

o EXPERTIES


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Lean manufacturing or thinking is exactly what the name sounds like - it isabout 'cut to the bone', fat-trimmed, streamlining operation andorganizations.

Womack and Jones define lean manufacturing as a five-step process:defining customer value, defining the value stream, making it flow,

pulling from the customer back, and striving for excellence. Taiichi Ohno, founder of TPS, said it even more succinctly:

All we are doing is looking at the time line from the moment thecustomer gives us an order to the point when we collect the cash. And weare reducing that time line by removing the non-value-added wastes.

Some have referred to lean manufacturing as the TOYOTA PRODUCTION

SYSTEM, or JIT (just-in-time) manufacturing, paying attention to things likeflow productions, line operations, value streams, Kaizen.

Problems most companies face are:the need for fast, flexible processesthat give customers what they want, when they want it, at the highestquality and affordable cost.

What is Lean Manufacturing?


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Lean Manufacturing, also called Lean Production, is a set oftools and methodologies that aims for the continuouselimination of all waste in the production process. The mainbenefits of this are lower production costs, increased

output and shorter production lead times. More specifically, some of the goals include:

Defects and wastage

Cycle Times

Inventory levels

Labor productivity

Utilization of equipment and space

Flexibility

Output



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Lean = Eliminating Waste

Defect

Over productionWaiting time

Non-utilized people

TransportationInventory

Motion

Excess processing


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It is a Manufacturing Philosophywhich shortens the time line

between the customer order and the shipment by eliminating

waste.



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Key Principles of Lean Manufacturing:

Key principles behind Lean Manufacturing can be summarized as follows:

Recognition of waste

Standard processes

Continuous flow

Pull-production

Quality at the Source

Continuous improvement


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What is Lean: The Value Concept

Differentiate Value from Waste (Muda)

Define Value from Customers point of View

How the Employees see Quality

Transform the culture of the Organization: Gap Analysis

Employee understanding of:

What does Value mean to the customer.

How value added activities generate the biggest revenue What contribution he/she can make in value added

activities.


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Origin of Lean Systems and JIT

How the Lean and JIT Supplement each

other How removal of NVA Activities help in

JIT.

What is Lean: The Value Concept


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History of Lean Manufacturing:

Taiichi Ohno (February 29, 1912 May28, 1990) is

considered to be the father of the Toyota Production System , also

known as Lean Manufacturing. He wrote several books about the

system, the most popular of which is Toyota Production System.

Born in Dalian, China, and a graduate of the Nagoya Technical High

School, he was an employee first of the Toyoda family's ToyodaSpinning, then moved to the motor company in 1943, and gradually

rose through the ranks to become an executive


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In 1945, Toyoda challenged Taiichi Ohno to learn how to

compete with US Automakers not on building large

volumes of similar models, but many models in lowvolume.

Ohno was given 3 years to develop a system to achieve

this goal.

Ohno went to the US and studied Ford mass assembly

processes at the Rouge River Plant.



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Ohno also studied the supermarket concept of

ordering and replenishing stock by a signal system.

This resulted in Ohno applying the KANBAN concept

to the system he would develop

It took Ohno over 20 years to develop the system

that became known as The Toyota Production System

(TPS)



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What is Lean Manufacturing?Craft Manufacturing

Late 1800s

Car built on blocks in the barn as workers walkedaround the car.

Built by craftsmen with pride

Components hand-crafted, hand-fitted

Excellent quality

Very expensive

Few produced


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Mass Manufacturing Assembly line - Henry Ford 1920s

Low skilled labor, simplistic jobs

Interchangeable parts Lower quality

Affordably priced for the average family

Billions produced - identical


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Lean Manufacturing

Cells or flexible assembly lines

Broader jobs, highly skilledworkers, proud of product

Interchangeable parts,even more variety

Excellent quality mandatory

Costs being decreased through process

improvements. Global markets and competition.


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Way to Toyota

JIT & Mass

Production

TQM

(Deming & Juran)

Employee

Empowerment

& Kaizen

Toyota Production System (TPS)

Japan becomes the Manufacturing Quality Leader


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Mass Production vs. Lean ProductionMass Production Lean Production

Customer

Satisfaction

Makes what engineers want

in large quantities at

statistically accepted quality

levels.

Makes what customers

want with zero defects,

when they want it and only

the quantities they order

Leadership By Executive command and

coercion

By vision and broad

participation

Organization Individualism and military-

style bureaucracy

Team based operations and

flat hierarchies

ExternalRelations

Based on price Based on long-termrelations

Information

Management

Poor management based on

abstract reports generated by

and for managers

Rich management based on

visual control systems

maintained by all

employees


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Orientation Supply driven Customer driven

Planning Orders are pushed through

factory based on production

plan/ forecast

Orders are pulled through

factory based on

customer/downstream

demand

Batch size Large Small

Inventory Buffer of work-in-progress

between each production

stage

Little or no work-in-

progress between each

production stage.


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Culture Of Loyalty & obedience;sub-culture of alienation and

labor strife

Harmonious culture ofinvolvement based on

human resources & long

term relations

Production Large-scale machines,

functional layout, minimalskills, long production runs,

massive inventories

Human scale machines,

cell-type layout, multi-skill, one-piece flow, zero

inventories

Maintenance

& Quality

By Specialists Equipment management

by production &

engineering

Design &

Engineering

Isolated genius model with

little input from customers

and little respect for

production realities

Team-based model, with

input from customers &

concurrent development

of product and process

design


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LEAN System - Benefits

15% growth in 1 year

12% Productivity increment in 1 year

20% Space saving in 1 year

90% On Time Delivery in Full 28% Throughputs Lead time reductions

Improved Supplier performance

Improved Customer Quality Progressive MUDA Elimination


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LEAN System - Benefits

Flexible structures assigned to business goals Roles & Responsibilities assigned to business goals

Process driven culture

Visual demonstration of achievements Increased employee ability and morale

Visual abnormal situations

Focused application of resources for best return

Believable prediction of results


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Lean implementation Results

Productivity 25 pr/person 40 pr/person 60% Improvement

Quality 4.6% defects at final

audit

2.1% defects at final

audit

58% lessdefects

Space 102 sq. ft. per person 36 sq. ft. per person 64% lesssq.ft. per

person

WIP 4 units of WIP per

unit produced.

0.3 units of WIP per

unit produced

13timeslessunitsin

inventory

Lead Time 3.7 days 0.27 days 93% reduction

Absenteeism 3.2

% daily2.1% daily 33% reduction

Variationin

Process(DailyScheduleattainment)

+/- 45% variation(DailyScheduleattainment)

+/- 10% variation(DailyScheduleattainment)

88% morereliable

process(DailyScheduleattainment)

BEFORE AFTER IMPACT


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Description of the Five Primary

Elements

The Five Primary Elements for lean manufacturing are:

Manufacturing Flow

Organization

Process Control Metrics, and

Logistics

These elements represent the various facets requiredto support a solid lean manufacturing program, and itis the full deployment of these elements that willpropel a company on a path toward becoming a worldclass manufacturer.


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Following is a basic definition of each of the Five Primary Elements:

Manufacturing Flow:

The aspect that addresses physical changes and design standards that aredeployed as part of the cell.

Organization:The aspect focusing on identification of peoples roles/functions, training in

new ways of working, and communication.

Process Control:

The aspect directed at monitoring, controlling, stabilizing, and pursuing waysto improve the process.

Metrics:

The aspect addressing visible, results-based performance measures; targetedimprovement; and team rewards/recognition.

Logistics:

The aspect that provides definition for operating rules and mechanisms forplanning and controlling the flow of material.


Elements


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Each of these elements contains a set of lean principleswhich, when working together, all contribute to thedevelopment of a world-class manufacturingenvironment.

These primary elements provide full coverage of therange of issues that surface during a leanmanufacturing implementation. Each element focuseson a particular area of emphasis an compartmentalizesthe activities. Even though each element is important

on its own for the deployment of a successful leanmanufacturing program, the power comes fromintegration of the elements.


Elements


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What is Lean Manufacturing


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4. Pull

Definition

Letting the customer pull from enterprise-Don't Make Anything Until It Is Needed

-Then Make It As Quickly As Possible


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What is Lean Manufacturing

5. Strive for Perfection

Continuous radical and incrementalimprovement

Continuous Banishment of muda

-Pursue Perfection, Not the Competition ThereIs No Endto the Process of Reducing Efforts,Space, Costs and Mistakes


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the term non-value-addedrefers to activity that consumes time (peopleexpense), material, and/or space

(facilities expense), yet does not physically advance the product or

increase its value.

A value stream is the total cycle of activity, from initial customer contactthrough receiving payment for a product that has been delivered.

Flow, in the ideal state, simply implies a seamless sequence of activitythroughout the process, with no stalls, no disruptions, and no disconnects orbacktrack loops.

The concept of pull means that things are done when they are required to bedone, not before. It implies a consumption-driven or customer demanddrivensystem, as opposed to a forecast-driven system.

Gap analysis would recognize the gap between where they were and wherethey wanted to be. An analysis was performed to understand the gap andidentify actions to close it.

agile & lean manufacturing

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