jr lean mfg
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LEAN MANUFACTURING
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Definition
Lean production stands for
Just produce, what is required by thecustomer!
- Ohno
A philosophy of an enterprise guiding to processes
with minimized waste.
A management system originated on the Japanese
way of doing business.
Increase of efficiency & standardizations by
continuous improvements.
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Primary Purpose of Lean
To identify and eliminate
waste (muda) and
satisfy customer needs
atthelowest possible
cost with consideration
and respect for humanity
of employees
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Characteristics of lean mfg
QUALITY
DELIVERYCOSTS
Reductionof
Scrap
Rework
Tests
PPM values
Failures
Reduction of
Investments
Quality costs
Service costs
Shift bonus
Over time pay
Material costs
Reduction of
Delivery time Throughput time
Raw, semi (WIP)
& finished materials
Lot size
Improvement of
OEE
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Essence of Lean
Its objectives is to optimise
Cost
Quality
deliverywhile improving safety.
To meet this objective , it tries to eliminate three keysources of loss from the operating system
WASTE
VARIABILITY
INFLEXIBILITY.
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MUDA - Waste
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Types of MUDA (Wastes) Decrease in MUDA resultsin cost reduction
MUDA OF OVER PRODN.
INVENTORY WAITING TRANSPORT PROCESSING MOTION REPAIR
Waste of Over Production
Waste of Inventory
Waste of Waiting
Waste of Transport
Waste of Processing
Waste of Motion
Waste of Repair
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Waste of over production
Waste of over production is a
waste that results from
excessive production. This is
classified into two kinds :
1)Production of more parts
than required
2)Production of parts earlier
than required.
This Waste is serious
because it can create all
kinds of Waste
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Waste of Inventory
Inventory represents a capital outlay that
has not yet produced an income either for
the producer or for the consumer. Any of
these three items not being actively
processed to add value is waste.It results-
1) Capital investment for parts
2) Store equipments like flow rack
shooters, forklifts etc3) Building costs
4) And it hides real causes of sudden
breakdown and shortages
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Waste of waiting
Waste of waiting is employee
waiting for the parts or waiting for
auto machine to complete process.
For Eg. Waiting while making photo
copy with copy machine.
Can be reduced by improving
material and information flow,
optimising setups and changeovers
and reducing the distance between
work centres.
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Waste of Transport
Waste of transport refers to waste
incurred when unnecessarily
transportation of parts take place.
Parts should be moved to the extent
required to meet JIT production.
Each time a product is moved, it
stands the risk of being damaged,
lost, delayed, etc. as well as being a
cost for no added value.
Transportation does not make any
transformation to the product that the
consumer is supposed to pay for.
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Waste of Over processing
Over-processing occurs any time more work is done on a piece than what is
required by the customer. This also includes using tools that are more
precise, complex, or expensive than absolutely required.
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Waste of motion refers to
motion (actions) of team
members or machinery which
does not add value during the
process.
Ex. Searching for parts in
storage area
Waste of Motion
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Waste of Repair
Waste of repair is waste that
arises from having to correct
defects.
All material, Time, Man hour,
Energy involved in repair of
work.
Whenever defects occur,
extra costs are incurred
reworking the part,
rescheduling production, etc.
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Variability
In raw material ,variability can lead
to production of defective parts or to
equipment failures.
In skills, it can lead to productivity
losses or process bottle neck that
prolong lead times.
Variability is any deviation from
the standard that detracts from thequality of service or product
delivered to the customer.
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Inflexibility
Inflexibility is any barrier to
meeting changing customer
requirements that can be
overcome without incurring extra
ordinary cost.
TOYOTA AIMS AT FLEXIBILITY
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Links between the three objectives and the three sources
of loss.
Eliminating waste helps to reduce cost.
Eliminating variability improves quality
E
liminating inflexibility improves delivery
Lean programme addresses all three sources of loss
simultaneously.No matter where they might be found within the
organisation.
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Mura
Mura refers to unevenness or fluctuation. Production plans andproduction volumes are not constant.
They rise and fall such variations referred to as MURA.
There is tendency for the amount of MUDA in a process to increaseproportionately to the magnitude of MURA this is because to maintainnumber of machines and manpower and materials
Muri
Overburden, unreasonableness or absurdity.
There is limits to the abilities of both machines and employees.
If for example the maximum welding rate of a spot welding robot is20 per minute. It will be difficult to perform work at a faster rate.
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Traditional Vs Lean
Tradiotional
Minimizing the wastes
Long distance, Functional.
starts with the
manufacturing, regardless
of the requirements
Mixed, Big, few,
sophisticated.
Push, Planned, No leveling
Big box size
Lean
Eliminating the
wastes.
Short distance,flow oriented
Nothing will be
produced until the
next process really
requires it.
Synchronized,
small, many, simple
Pull, leveling
FIFO
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Lean GoalCustomer Focus: Highest Quality, Lowest Cost, Shortest Lead
Time by continually eliminating Muda
JIT Jidoka
Standardization
Stability
Teamwork andInvolvement
Flexible, motivatedteam members
continually seeking abetter way
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WHAT IS JUST IN TIME - JIT
WHAT IS NEEDED ?
WHEN IT IS NEEDED ?
AMOUNT NEEDED ?
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JIT (Pull) A Pillar of TPS
Dont produce something unless the customer has
ordered it.
Level demand so that work may proceed smoothly
throughout the plant.
Link all processes to customer demand through simple
visual tools (called kanbans).
Maximize the flexibility of people and machinery.
Continuous flow
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JIT (Pull) Production
Inventory Arrives with Necessary Units in Necessary
Quantities at the Necessary Time
Pull System: Replenish Materials as Used
Customer Drives Production Demand
Adaptation to Changing Production Quantities
Shortened Lead Times to Plant and Final Customer
Level Demand
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PUSH
PULL
Muda of Overproduction
Muda of Waiting
Muda of Motion
Muda of Inventory
Minimal Inventory
Superior Quality
Planned Labor
Planned Resources
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What DoesJIDOKA mean
Automation with human touch.
There is no room to make defects
It is necessary to separate human job from machine
job
Build in Quality
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Abnormality Control - Jidoka
Address Exceptions Immediately
Defects are not Passed Along
Achieving Jidoka:
Create Standardization - Problems are easilyrecognized
Increase Frequency - Timely discovery of quality
issues, replacement materials soon follow
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Abnormality Management (Poka-Yoke)
Simple low-cost devices that either detect abnormal situations before they occur, or
once they occur, stop the line to prevent defects.
Innovations that Detect Abnormalities
Failsafe Devices
Mistake Proofing
Help Create a Defect-Free Product or
Process
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Standardized Work
Key Points:
Procedures
Takt Time(A standard time with which one output hasto bemade.)
Effective operating time/Customer demand per shift Consistency
Benefits of Standardized Work:
Process Stability
Clear Start and Stop Points
Learning and Training
Kaizen and employee involvement
Improved morale & productivity
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SAFEHAND STUCK BETWEEN WORK &
MACHINE ELEMENT CAUSING INJURY
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DEFECT FREE WRONG MEHOD OFCHECK WITHTHIS
METHOD O.K PART ALSO
SHOW
S NGGAUGE SHOULD BE CHECKEDAGAINST GRAVITY
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EASE OF WORKING
LEFT HAND UNLOADING
CAUSES UNEASINESS TO
WRIST
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VISUALIZATION OF ABNORMALITYHOLDING LOCATION IS SHIFTED
CAUSING MORE LOAD TO HAND
(NOT HOLDING AT C.G)
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If Standard Work is not followed
Unsafe
More defect
Less efficient
Overburden
Kaizen in 1 shift could be dis-improvement toanother shift
Difficult to identify abnormalities = Cannot solveroot cause in timely manner
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Standard Work must keep improving
Ifany changes /
improvement check
standard work beforeimplementing
CAUTIONN :
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Kaizen (Continuous Improvement)
1. Small incremental improvements
2. Involvement of all people3. Continuous effort
4. PDCA
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Purpose of Kaizen
1. Improve quality.
2. Reduce costs.
3. Shortening lead time.
4. Improve safety.
5. Improve work ability.
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Kaizen Process - PDCA
Idea/KaizenIdentification
PLAN
Analyze WorkProcess
DO
Recommendation
CHECK
ImprovedStandardizedProcedure(s)
ACT
ContinuousCycle
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Stability The 5S System
A clean, wellA clean, well--ordered workplace that talks to you isordered workplace that talks to you is
the foundation of improvement.the foundation of improvement.
Ja a E h a at f t
Seiri Sort
Clearly separate necessary items from
unnecessary; abandon the unnecessary.
Seiton
Straighten/Set In
Order
Neatly arrange and identify things for ease
of use.
Seiso Scrub/ShineAlways maintain tidiness and cleanliness.Regularly scheduled clean-ups.
Sediketsu Standardize
Constantly maintain the 3S' mentioned
above.
Shitsuke Sustain Create vehicles to enforce the above rules.
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Stability through use of Standards
A standard is a clear image of a desired
condition.
Standards make abnormalities immediately
obvious so that corrective action can be taken.
A good standard is simple, clear, and visual.
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THANK YOU
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