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Lean Manufacturing
Introduction & Background to Lean
Surgery Hours
Open surgery 4pm to 5pm each Friday (after lecture), other times to follow.
Book through
Engweb.gre.ac.uk
How the course works and is assessed
• An introduction to Lean Operations• An introduction to Value Stream Mapping
and Improvement tools to make a difference
• Assessment– Coursework – case study, 50%– Exam – 50%
The road to (and away from) Lean• 1931 – 1940
– Walter Shewhart – First book published on SPC – An engineer at General Motors coins the term ‘Use of automation’
• 1941 – 1950– Production flow of bombers at
Boeing plant 2 and Ford William Run – Shigeo Shingo Identifies that batch production is the main source of delays – Deming first sent to Japan, lectures on waste, is the prime source of quality problems – Juran first goes to Japan – Eiji Toyoda visits Ford’s River Rogue plant –Toyota financial crisis
• 1893 – 1910– F.W. Taylor works as an
consultant engineer, and begins time studies – cars built with interchangeable parts –Beginnings of motion study
• 1911 – 1920– Ford establish the Highland
Park plant using the moving assembly line (special case lean) – Wilson EOQ formula
• 1921 – 1930– Gantt chart – Mass Production –
Establishment of Toyota Motor
• 1951 – 1960– Ohno begins work on the Toyota
Production System is established in Japan – Deming Award – Juran publishes a ‘Handbook of Quality Control’ which also includes Perato analysis, SPC and the cost of quality
• 1961 – 1970– Shigeo Shingo devises and
defines “pokayoke” – Ishikawa devises quality circles & Juran introduces the concept to Europe– TQC
The road to (and away from) Lean• 1971 – 1980
– Mudge ‘Value Engineering: A Systematic Approach’ –Explanation of the ‘non stock production system’ by Shingo –MRP – ‘Group Technology’ is introduced by Burbidge – Apple initiate the theory of ‘Plant Layout & Materials Handling’ –JIT – oil crisis and adoption of TPS elsewhere in Japan
• 1981 – 1985– Deming studies quality and also
introduces the 14 points – 0 inventories – Toyota Production System – Shingo ‘SMED’
• 1996 – 2000– Womack & Jones introduce
‘Lean Thinking’ – Rajan Suri look at Quick ‘Response Manufacturing’ – Gates ‘Business at the Speed of Thought’ proposes ‘The digital Nervous System’.
• In 70’s& 80’s theories came and went – Quality & BPR
• The Lean Strategy is a whole package combines all
• Highlights where to pin point problems
• Therefore drives point through
The road to (and away from) Lean• 1986 – 1990
– Is suggested that ‘Kaizen – is the key to Japans success’ –Goldratt – Baldridge award is established – Boothroyd and Dewhurst commence ‘Design for Assembly’ - TPM – Ohno ‘The Toyota Production System’
• 1991 – 1995– Stuart Pugh introduces ‘Total
Design’ – Womack & Jones “The Machine that Changed the World” – www is established’ – Joseph Pine initiates ‘Mass Customisation’ – AME popularises the ‘Kaizen blitz’
Eiji Toyoda
• President of Toyota
• Instructed his workers to eliminate all waste.
• Waste being “anything other than the minimum amount of equipment, materials, parts, space and time which are absolutely essential to add value to the product”.
• Through a process of trial and error over a period of approximately fifteen years, this was achieved by the man asked to take on the job.
Taiichi Ohno
• Joined Toyota as a weaving loom operator and worked his way up through the company over a 20 year period to the position of assembly shop manager in Toyota's vehicle making operation.
• Given task of improving manufacturing efficiency by Eiji Toyoda
• Defined the now famous 7 muda or wastes
• Encapsulated the methodology that would ensure steady production, flexible resources, quick machine set-up times and most importantly of all, discipline to adhere to the philosophy.
Toyota Production System• Consists of 3 essential elements (plus many others acting
in support):
– 1. Produce only what the market demands.
– 2. Visual aids to highlight where action is needed.
– 3. Small batch sizes.
• The Toyota Production System has been widely recognised for its groundbreaking techniques and is now considered to be the next stage in the development of manufacturing after mass production.
Introduction
• Taken on by Western Industry under the title of Just-In-Time (JIT).
• JIT requires only necessary products to be provided in necessary quantities at necessary times.
• “If you produce what you need when you need it there is no room for error”.
JIT• JIT is an integrated management system that consists
of the following ten elements:
– Flexible resources– Cellular layout– Pull production system– Quick set-up times (to reduce overall lead time)– Kanban production control– Quality at the source (so that nothing of poor quality is passed
on to the next process)– Small-lot production – Total productive maintenance– Uniform production levels (in order to react to changes in
demand)– Supplier networks
Introduction• Womack & Jones
– Vision
Lean Thinking
• Womack & Jones renewed JIT message• Highlighted that Western Industry was slipping• Lean thinking extended to main different
industries, not just the car industry• Mass Production Lean Enterprise• Central theme is Muda• 3 types of activity Basis of value mapping
tools• Important to look at the whole stream to remove
all waste
Lean Thinking
• Need to understand what the customers sees as value – Value Added Activities
• Define the value stream and eliminate waste, what the customer does not wish to pay for – Non Value Added Activities
• Set targets to eliminate waste and strive for perfection
• Set the direction, fix targets and monitor change
Application of Lean
• Where do you start?• Is there a road map to follow?• What does lean thinking involve?• Who will I have to involve?• Is it only applicable to the shop floor?• It is only for manufacturing firms?• What resistances will I meet
Application of Lean
5 Lean Principles
• Fundamentals for the elimination of waste• Guideline for everyone involved
1) SPECIFY VALUE
• CUSTOMERS BUY RESULTS– Won’t pay for transportation, inventory etc.– Only that which changes the product can add value
• Who is the customer?
• Manufacturers’ mistakes
– Economic for manufacture
– Convenient to produce
2) IDENTIFY VALUE STREAM
• Processes from material – final customer• Concept – launch
• Follow experiences of material (and information) not operator
• Can extend to whole supply chain
3) FLOW
• Make value flow• Minimise batch and queue• Work towards 1 piece flow• Use concepts such as JIT, Cellular
Design, TPM, 5S
4) PULL
• Do not overproduce• Only make as is required/needed• Reduces time and waste• Supply chain transparency
– Reduces uncertainty
5) PERFECTION
• Not just about quality• What the customer wants, at the right
time, at the right price and with minimum waste
How to go Lean!
• Simplistic Overview
• Follows the lean principles
• Identifies how to apply
• Methodology used in Value Stream Mapping
Benefits of Lean
• Eliminated waste • Increased employee involvement • Reduced work in progress • Reduced lead time• Better utilisation of staff • Better product • Increased returns • Improved competitive position
Disadvantages of Lean• Implementation can sometimes be complex –
sounds easy, is difficult to do right
• Perceived as a fad
• Lack of management commitment
• Counter Intuitive
• Consultancy myth
Summary
• Lean Critics:– “We’re different”– Goldratt– “Humanist” viewpoint
• Not applicable to everything as yet