lean, clean, and energy lean 101 lego · lean, clean, and energy lean 101 lego 2 overview topics...

Lean 101 LegoLean, Clean, and Energy

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Overview Topics

• Sustainability - trends

• Lean manufacturing basics and tools

• Integrating Lean and the Environment

• Learning to see waste

(Audience participation)

• Focus area: Energy efficiency

• Resources for Lean, Green, and Energy Teams


3

Sustainability

Trends


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Sustainability Definition - for Manufacturing

• Sustainable Manufacturing is defined as:

The creation of manufactured products that use

processes that are non-polluting, conserve

energy and natural resources, and are

economically sound and safe for employees,

communities, and consumers

- US Department of Commerce


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• Design for Environment

– Carbon Footprint, Life-Cycle Costing, Material Selection, Design for

Disassembly

• Lean Manufacturing-Waste Reduction

– ―Traditional‖ Lean focus: inventory, overproduction, motion,

defects, transportation, NVA processing, delays, underutilization

– Sustainability effects have been indirect benefits of Lean

• Energy Efficiency and Pollution Prevention (E2P2)

– Applying Lean methodologies to environmentally focused areas

• Reclamation/Recycling Technology

– Development of novel or improved systems

• Environmental and Energy Management Systems

– ISO 14000 and ANSI-MSE 2000:2005 Systems

Sustainable (Green) Manufacturing


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Sustainability – Customer Pull

Economy

Social

ResponsibilityEnvironment

Triple Bottom Line

http://upload.wikimedia.org/wikipedia/en/8/8f/Hubbert_peak_oil_plot.svg


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Push - Emerging Trend of Product-based Legislation

Early

Initiatives

2000

20052006

2008-2012

2015-2020

Waste Oil (75/439/EEC)

Batteries and Accumulators (91/157/EEC)

Waste Packaging (94/62/EC)

End-of-Life Vehicles (ELV) (2000/53/EC)

WEEE (2002/96/EC)

RoHS (2002/95/EC)

Registration, Evaluation and Authorization of Chemicals

(REACH)

Integrated Product Policy (IPP)

Eco-design Requirements of Energy-using Products (EuP)

Carbon Cap-and-Trade

Sustainable Manufacturing

Implementation Dates

?

Exte

nd

ed

Pro

du

cer

Resp

on

sib

ilit

y

(EP

R)

Montreal Protocol (1987)

Kyoto Protocol (1997)

http://en.wikipedia.org/wiki/Image:WEEE_man.png


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Push - Supply Chain

52%

74%

48%

70%

39%

65%

22%

44%

0

100

Reward Supplier

Practices

Joint Process

Improvements

Sustainability Metrics

for Major Suppliers

Require 3rd Party

Certification for Major

Suppliers

As of1/2007

Anticipated1/2008

Many companies are changing how they

engage with their suppliers through

relationship management practices:

Source: A.T. Kearney and Institute for Supply Management (ISM) Sustainability Management Survey,

January 2007


9

Wal - Mart Score-Card

―We will require suppliers to demonstrate that their factories meet specific environmental, social and quality standards… We will only work with suppliers who maintain our standards‖

— Lee Scott,

CEO and President of Wal-Mart Stores, Inc.

January 23, 2008


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Lean

Manufacturing

Basics


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Definitions

Lean is:

―A systematic approach to identifying and eliminating

waste (non-value-added activities) through continuous

improvement by flowing the product at the pull of the

customer in pursuit of perfection.‖

- The MEP Lean Network

Waste is:

―anything other than the minimum amount of equipment,

materials, parts, space, and worker‘s time which are

absolutely necessary to add value to the product.‖

- Shoichiro Toyoda, President, Toyota


12

Lean = Eliminating the Wastes

Value Added

Typically 95% of all lead time is non-value added

• Defects

• Overproduction

• Waiting

• Non-Value Added Processing

• Transportation

• Inventory

• Motion

• Employees Under-utilized

Non-Value Added


13

Defects

• Definition: Anything that does not meet

customer specifications or

requirements

– Form, fit or function

– Timing/delivery

• Examples

– Broken product

– Product out of specifications

• Causes

– Variance! Variance! Variance! In:

• Product design methods

• Production and test methods

• Equipment maintenance/set-up

• Associate training/experience

• Customer communication

Anything beginning with “Re” (rework,

repair, redesign, reissue, reprint) is a hint

that you have defects!


14

Overproduction

• Definition: Batch size more than 1 piece

– Making more than is required by the next process

– Making it earlier…

– Making it faster…

• Examples

– Work in process, dead-stock

• Causes

– Long setup time

– Unbalanced workloads, especially

between automated and

manual operations

– ―Keep busy‖ attitude!


15

Waiting/Delay Waste

• Definition: To be stopped, detained, or

hindered for a time

• Examples

– Waiting for machine to cycle

– Waiting for parts, tools, supplies, etc.

– Waiting for upstream operations

– Waiting for clarification of instructions

• Causes

– Unbalanced work load and schedules

– Unplanned set-up, maintenance and

quality events


16

Non-Value Added Processing

• Definition: Effort that adds no

value to the product or service

from the customers‘ viewpoint

• Examples

– Engineering tolerances/specs

beyond customer needs

– Unused records (collecting

data that no one reads)

– Multiple data entry on

separate computer systems

– Redundant approvals

– ―Extra‖ of anything – painting

thickness, etc.

• Causes

– Change review looks at only

one aspect – not the whole

system

– ―Just-in-case‖ attitude


17

Transportation Waste

• Definition: An act, process, or

instance of transferring or conveying

from one place to another

• Examples

– Transporting raw materials, work-

in-process and finished inventory

around the plant

• Causes

– Plant layout grouping ―same-

function‖ activities

– Flow not planned by product line

– Large batch sizes, long lead

times, and large storage areas


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Inventory Waste

• Definition: Any supply in

excess of one-piece

• Examples

– Spare parts

– Raw materials

• Causes

– Quality or yield problems

– Long supply lead times

– Poor forecasts

– ―Bulk quantity‖ pricing


19

Motion Waste

• Definition: Any movement of

people or machines that does

not add value to the product or

service

• Examples

– Multiple set-ups

– Walking to get supplies or

raw materials

• Causes

– Inconsistent work methods

– Poor workplace organization

and housekeeping


20

Employees Underutilized

• Definition: The waste of not using people‘s mental,

creative, and physical abilities

• Examples

– Micromanaged employee

– Untrained/ unskilled employee

• Causes

– Low or no investment in training

– Low pay, high turn-over strategy

– Negative business culture


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Systematic Approach- Lean Techniques

Quick Changeover

Standardized Work Batch Reduction Teams

Quality at Source

5S System Visual Plant Layout

POUS

Cellular/FlowPull/Kanban TPM

Value

Stream

Mapping

Continuous Improvement

• “House of Lean” – Sequence of methods


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• Facility Layout

• 5-S

• Visual Controls

578 feet 203 feet

Initial Lean Techniques


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Intermediate Lean Projects

• Team Building

• Quality at the Source

• Point of Use Storage

• Quick Changeover

• Batch-size Reduction

• Standardized Work

% Defects by Week

0

1

2

3

4

5

6

7

8

9

Wk 1

Wk 4

Wk 7

Wk 1

0

Wk 1

3

Wk 1

6

Wk 1

9

Wk 2

2

Wk 2

5

Wk 2

8

Wk 3

1

Wk 3

4

Wk 3

7

Wk 4

0

Percent of time of changeover

15%

5%

30%

50%

Preparation, after-process

adjustment, checking, storing, and

moving materials, parts, and tools

Removing and mounting of parts and

tools

Machine measurements, settings, and

calibrations

Trial runs and adjustments


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Advanced Lean State

• Total Productive

Maintenance

• Cellular/Flow

• Pull Systems

Part Number:

Description:

Quantity:

10

Container: 1W

Stock Location:

Receiving Process:

Use Location:

Supplying Process:

SUBASSEMBLY

SA-1MACHINING

MC-15

G17HOUSING

12345-A

No Containers: 2

A3

0

5

10

15

20

A B C D E

Operation

Unbalanced Line

0

2

4

6

8

10

A B C D E

Operation

Balanced LineSeconds Seconds

OEE = Availability × Performance Efficiency × Rate of Quality


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Materials Productivity -Waste of Natural Resources

• Using more of something than is required

• Producing waste as a part of the process

• Not using best technological options when possible

• Ordering materials in large quantities

• Not recycling when possible

• Lack of process control


26

Lean’s “Blind Spots”

Lean can be leveraged to produce even more

environmental improvement, by addressing

environmental ―blind spots‖ in lean.

– Hidden environmental waste is often buried in overhead

and facility support costs

– Environmental and human health risks are often not

explicitly considered in lean initiatives

– Environmental impacts throughout the product lifecycle

can affect customers and stakeholders

– Explicit materials use vs. need not always captured by

lean


27

Defining Clean

• Clean is:

– A systematic approach to eliminating waste by

optimizing use and selection of resources and

technologies while lessening the impact on the

environment.


28

Combining Lean and Clean

• Traditional “Lean”

Eliminates

– Defects

– Overproduction

– Waiting

– Non-utilized resources

– Transportation

– Inventory

– Motion

– Extra processing

―Clean‖ Strives For

– Non-toxic substitutes

– Optimized raw material use

– Water use and wastewater

reductions

– Air emission reductions

– Solid and hazardous waste

reductions

– Transport packaging optimization

– Energy efficiency

What’s the advantage of combining lean with clean?


29

Relationships Between Lean and Clean

• Optimize Material Use Less Scrap =

Reduced Solid Waste

• Reduce Inventory Less Chemical Spoilage =

Reduced Hazardous Waste

• Reduce Overproduction Less Runtime =

Energy Savings

• Reduce Transportation Less Fuel

Consumption = Reduce Air Emissions


30

Benefits of Lean

Lead Time Reduction

0 25 50 75 100

Percentage of Benefits Achieved

Productivity Increase

WIP Reduction

Quality Improvement

Space Utilization

• Adding Clean Opportunities to a Lean Event can typically add up

to 30% more cost savings


31

Value Stream Map

Market Forecast

CustomerA

2 people

C/T = 4 minC/O = 3 hrUptime=61%

Assembly &Inspection

2 people

Machining

C/T = 2 minC/O = 2 hrUptime=74%

3 people

C/T = 7 minC/O = 4 hrUptime= 48%

Painting

I I I 3 people

Shipping

7 min4 min2 min

7 days 5 days2 days 15 days

Production Control

WK

I

5 days

D I

D

30 daysWK

Receiving

C/T = 2 minC/O = 30 minUptime=93%

Welding

3 days

2 min

CustomerBSupplier

1Supplier

2

Lead Time = 32 daysValue Added Time= 15 min


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VSM for Environment and Energy

• Add ―Environmental‖ icons or

flags Record environmental

measures and costs

• Involve the environmental staff

• Process Mapping

• Make the pain of

environmental waste visible in

report-out to management!

• Costs, charts, photos

C/T = 2 minC/O = 2 hrUptime = 74%

Haz. Waste = 5 lbs

Toxic material used = 1 lb

Water = 220 gallons

Power = 7 hp

2 people

Machining

Amount of hazardous waste generated per shift

Amount of a toxic substance used per shift

Water consumed per shift

Environmental

Elect Power/Consumption


33

Value-Stream Mapping Example- Parts Washer


34

Learning to See Waste

Audience

Participation


35


36


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39


40


41


42


44


45


46


47


48


49


50


51


52


54


56


57


58


59


60


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Focus Area:

Energy Efficiency


62

Energy Management

• You cannot improve what you do not measure!

• Determine energy usage,

demand, and costs

• Identify trends and anomalies

• Examine for correct billing, fees,

penalties

• Calculate avoided costs

Gas Usage/ oven or heater

Cleaning oven

Paint oven

Heater

Cure Oven

Paint oven

MMBTU used/month Dec-Aug

0.0

500.0

1000.0

1500.0

2000.0

2500.0

3000.0

3500.0

4000.0

4500.0

5000.0

Dec Jan Feb March April May June July Aug

Total cost/month Dec-Aug

0.0

2000.0

4000.0

6000.0

8000.0

10000.0

12000.0

14000.0

Dec Jan Feb March April May June July Aug

Series1


63

Energy Costs

• There is a big difference between kW & kWh

• A kW is a measure of power being used

• A kWh is a measure of energy being used

– Analogy Example: Consider your car

– - kW is like the speed that is measured by the speedometer

– - kWh is like the distance that is measured by the odometer

• Power Factor

– A measure of extra power the utility must supply due to the type of load the plant has


64

Compressed Air Systems

• Although mostly powered by

electrical motors, Compressed Air

can essentially be thought of as

another source of energy.

• It is a system composed of:

– One or more in-series

compressors

– An air dryer and air filters

– A receiving tank (storage)

– Piping

– End uses


65

Compressed Air Savings Opportunities

• Repair Leaks

• Eliminate improper uses

• Advance control strategies

• Reduce pressure

• Right-size compressors,

accumulators

• Preventive maintenance of

filters, dryers

Hole

diameter

Leak rate

(SCFM)

Cost @

$293/MMcf

1/32‖ 0.82 // 0.99 $115 // $139

1/16‖ 3.27 // 3.96 $460 // $557

3/16‖ 29.43 // 35.65 $4140 // $5014

Annual Cost of CA Leaks @ 80 //100 psig


66

Money Saving Opportunities In Motor And Drive Applications

• Make sure the job being done by the motor is the right job

• Correctly size motor for the load

• Use energy efficient motors

• Use effective belts and drives

• Use adjustable speed drives

• Use synthetic lubricants


67

Motor Management

0.65

0.75

0.85

0.95

0 11.

5 2 3 57.

5 10 15 20 25 30 40 50 60 75 100

125

150

200

250 HP

Eff

icie

nc

y

Premium

Rewound

Standard

• Inventory all large motors

• Keep up to date information

• Plan for failures

• Decide in advance whether to rewind a motor or buy

a new high efficiency motor

• Perform preventive maintenance


68

Lighting

Most of the potential cost savings from new retrofit lighting comes

from 3 areas:

Replacing incandescent lamps or metal halides with more efficient

fluorescent or compact FL lamps

Upgrading fluorescent fixtures with improved components

Installing lighting controls to minimize energy costs

Don‘t forget there are HVAC savings from lower energy-use lighting

Lights ON Lights OFF


69

Light Levels Needed and Lamp Types

Parking lot 2 Footcandles

Hallways 10 Footcandles

Factory Floor 30 Footcandles

Offices 50 Footcandles

Inspection 100 Footcandles

Operating Room 1,000

Footcandles

• Types

– Incandescent

– Halogen

Incandescent

– Fluorescent

– Compact Fluorescent

– Mercury Vapor

– Metal Halide

– Compact Metal Halide

– High Pressure

Sodium

– Low Pressure

Sodium

– Light Emitting Diodes

(LEDs)

– New Technologies

• Levels


70

Avoiding Light Retrofit Pitfalls

General Suggestions:

- Lowest first cost systems are not

usually the lowest life-cycle cost

systems

- Shop around for best price

- use formal set of written specifications

- Decide in advance your purchasing

criteria

Test Systems

- If possible: always test first

- Use a mockup

- Request employees comments and

evaluations

- Determine light quantity and quality to

be used


71

Process Heating Systems and Energy Supply

Thermal Processes used

in Manufacturing

1. Steam Generation

2. Fluid Heating

3. Calcining

4. Drying

5. Heat Treating

6. Metal Heating

7. Metal and Non-metal Melting

8. Smelting, agglomeration etc.

9. Curing and Forming

10. Other Heating

Energy Sources

• Fuels (gas, oil, coal etc.)

• Electricity

– Resistance heating

– Induction

– Arc - Plasma

• Steam

• Hot fluids (oil, water etc.)


72

Process Heating Energy Saving Opportunities

HeatGeneration

HeatTransfer

Heat

Containment

Waste Heat Recovery

Enabling

Technologies

Sensors and

controls, process control

methods, advanced materials,

and design models and tools

to optimize the four process

areas.

Furnace scheduling,

loading, operation

Energy Saving TechniquesEnergy Savings

(% Range)

1 Air-fuel ratio control 5 to 25

2 High turndown combustion system 5 to 10

3 Air Infiltration (Furnace sealing) 5 to 10

4 Use of Preheated Air 15 to 30

5Use of oxygen enrichment or oxy fuel

burners 5 to 25

• Categories:

– Efficient

combustion

– Heat recovery

– Heat

containment/insula

tion

– Advanced Controls

– Scheduling and

Loading


73

HVAC Systems

• HVAC Systems- Chillers

– Replace / downsize chiller

– Consider multiple chillers: Consider installing a small

chiller

– Use ASDs on pumps, cooling towers, and chillers

• Twenty- year- old chillers have an efficiency of 1 to 1.5 kW per ton, and should be replaced.

• Five- to- ten- year- old chillers can be retrofitted – cost may be about 60% of a new chiller.

• New chillers – CFC free, or near CFC free – are on the market with an efficiency of .5 kW per ton.

• Consider replacing any chiller that has an efficiency of above .8 kW per ton.


74

Building Envelope

Everything that separates the interior of a building from the

outside environment

– Foundation or building slab

– Walls and ceilings

– Roof

– Doors

– Windows

– Insulation


75

Resources for Lean, Green and Energy Teams

Case Studies


76

Case Study – Power Factor Correction

• Jet engine manufacture

• Expansion constrained by

transformer capacity

• Housing support operations off

site

• Correction of power factor to

.96 frees up approximately 240

kVA

• Allows consolidation of

operations at primary facility

• Savings:

– $50,000/yr rent and utilities


77

Case Study – VSM Tools

• Manufacture of detention

equipment

• Used EVSM tool to map parts

washer

– Process flow

– Electricity

– Natural gas

– Waste flows

– Chemicals

– Compressed air

– Inputs/Outputs

• One stack temperature 400

degrees hotter than the other?

• Repaired stuck actuator ($400

repair)

• Savings:

– $35,000/year in natural gas!


78

Case Study – Compressed Air Leaks

• Aerospace MRO

• Over 50% of hoses inspected

had audible air leaks

• 100 hp compressor running

at 100% capacity, with

frequent downtime

• Trained employees and

repaired air leaks

• Implemented autonomous

maintenance program

• Savings:

– 162,000 kwh/yr

– $13,200 annual electric

savings

– Reduced compressor

maintenance


79

Case Study – Water Leaks

• Plastic extrusion plant

• Roof top evaporative coolers

leaking

• Water damage to roof structure

• Repaired roof top units

• Added units to preventive

maintenance inspections

• Savings:

– 130,000 gallons of water per

year

– $1,100 annual cost savings

– Prevented further roof

damage


80

Case Study: Motors

• Plastics extrusion

• Upgrade to premium duty motors-planned

attrition and some special projects

• Synthetic lubricants

• Cogged belts

• Savings:– $4001/yr

– 14.3 kW

– 95,000 kwh/yr

be an energy saver


81

Case Study – Lighting Upgrades (Metrics)

• Contract sewing

• Retrofitted T12 lamps with

high efficiency T8 lamps

• Greatly improved overall

illumination levels with

significant energy savings

• Savings:

– 94,000 kwh/yr

– 27 kW (8% reduction)

– No $ savings!

• Production up 179%!

• Per capita energy spend:

– $600/yr >> $215/yr


82

Why is Saving Energy Important?

―Every dollar that we don‘t have to spend on

wasted energy or materials is one more

dollar we have available to invest in our

workforce.‖

- Linda Jordan, CFO, UEMC;

after participating in TMAC

industrial energy efficiency

assessment and utility

programs


83

Resources for Lean, Green and Energy Teams

Available Resources


84

EPA Tool Kits

• Case Studies

• Value-Stream Mapping ‗primers‘

• Kaizen events for energy and environment

• Forms and checklists

• Resource directories and links


85

DOE Industrial Technologies Program Software- Quick PEP

• Enter plant statistics

• Industry and usage

• Compare to industry norms

• Identify typical opportunities

http://www1.eere.energy.gov/industry/bestpractices/quickpep_tool.html


86

DOE Software- IAC Database

• Data collected by DOE Industrial Assessment Centers

• 14,000 plant visits

• 100,000 + recommendations

• Sort by NAICS/SIC code, plant size, etc.

http://iac.rutgers.edu/database/


87

DOE Software- Best Practices

• Software for specific systems– Compressed Air

– Motors

– Pumping systems

– Fans

– Process heating

– Steam Systems

– Chilled water

– Insulation

• Web-inars and training seminars

Example: Pumping System Assessment Tool (PSAT)

http://www1.eere.energy.gov/industry/bestpractices/software.html


88

Texas Industries of the Future – Texas Sized Savings

• A calculator and instruction manual

• 16 common projects

• Spreadsheet format

• Plant usage statistics

http://texasiof.ces.utexas.edu/


89

Green Suppliers Network

• Partnership between EPA and NIST MEP‘s.

• Lean and Clean Advantage identifies

strategies to target and eliminate the root

causes of waste

• Training materials and resources for Lean and

Clean efforts

• Engage small and medium-sized

manufacturers in low-cost

technical reviews

http://www.epa.gov/greensuppliers/


90

Southwest Network for Zero Waste

• Success Story Database

– 477 + Case Studies

– Sort-able by industry, process type,

waste type, etc.

– Company (self) written

– Publicize your P2 efforts!

• Topic Hubs

• Pollution Prevention Options

• Resource Exchange for Eliminating Waste

(RENEW)

– List process by-products

– Look for raw materials

– Companies in 6 states (EPA Region 6)

http://www.zerowastenetwork.org


91

TCEQ - Clean Texas Program

• Implementation of an EMS with

the following elements:

• Setting an environmental policy

• Determining significant

environmental impacts

• Setting goals for compliance and

environmental performance

• Assigning responsibility

• Implementing and documenting

programs

• Evaluating and measuring

effectiveness

• Demonstrating performance

http://tceq.state.tx.us/

• Reduced state inspections

• Expedited permitting for

administrative and technical

review

• Single point of contact for

innovations

• Consideration for state

customized incentives

• Exemption for P2 reporting

under WRPA (Gold &

Platinum only)


94

Summary

• Lean manufacturing is about elimination of all waste from the process

• The tools and training of lean manufacturing efforts are effective in addressing E2P2 opportunities

– Focus on systematic and on-going efforts to identify and eliminate waste

– Seek active employee participation in improvement activities

– Emphasize the importance of using metrics to inform decisions

– Seek engagement with the supply chain to improve enterprise-wide performance

• A wide variety of free resources and assistance exist to aid manufacturers

lean, clean, and energy lean 101 lego · lean, clean, and energy lean 101 lego 2 overview topics...

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