lean implementation guide

8/8/2019 Lean Implementation Guide

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Lean

manufacturingimplementation

guide

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Paretoanalysis

Resourcecapacity

analysis

Processanalysis

7typesof wasteanalysis

4Mstability

Cell layout design

Workingmethoddesign

Productionschedule

designand

implementation

Performancemeasures

Visual production

management

Cellular layoutimplementation

5S

Leanassessment

Productionplanningand

control analysis

Lean manufacturing implementation process flow

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Step 1. Lean assessment

Carry out lean assessment by analysing following:

Culture and Awareness

Workplace Organisation and Visual Management

Standardised Work

Flexible Operations

Continuous Improvement

Error Proofing

Quick Changeover Total Productive Maintenance

Material Control

Level Production

Lean assessment can be carried out for a complete organisation or for specific

production cells.

A recommended lean assessment questionnaire is shown in appendix A.

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Step 2. Pareto analysis

Pareto analysis is required in order to identify significant products. Subsequent

improvement initiatives should be focused on the significant products in order to

maximise the benefits. For example, reducing the walking distance for a product

which is 60% of the total production volume would be far more beneficial than

reducing the walking distance for a product which is only 5% of the total

production volume.

To complete a Pareto analysis complete following steps:

Step 1 - take a set of data and calculate the combined total:

PART N

3502 033506 04

3532 03Step 2 Calculate the percentage contribution for each part number by dividing

its quantity by the combined total:

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PART NU

3502 03 143506 04 09

3532 03 02

Step 3 sort individual percentages in descending order, i.e. from highest to lowest:

PART NUM

3570 03 063564 04 01

3546 02 02

5

(152 / 20910) X100= 0.73%


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Step 4 Calculate cumulative percentage:

P a rt n u

3 5 7 0 0 3 0

3 5 6 4 0 4 0Pareto analysis can be carried out for any type of information although the production

quantity and the sales value are considered to be the most significant in a manufacturing

environment. Blank Pareto analysis form is shown below:

6

ADD

=


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Part Number

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Step 3. Resource capacity overview

In order to ensure that the relevant resources, e.g. machines, have enough

capacity to produce the required quantities it is necessary to complete the

resource capacity analysis. Resource capacity analysis consists of the following

steps:

Step 1 Determine the required production quantity for each part number

Step 2 Obtain relevant process information for each part number i.e. process

steps and the corresponding cycle times

Step 3 Multiply the required production quantity for each part number by the

cycle time for each individual process step

Step 4 Calculate the total required time for each resource

Step 5 Calculate the total available time for each resource. The

estimated/calculated changeover time should be deducted from the total available

time

Step 6 Compare the total required time against the total available time in order

to highlight any capacity shortages

For shared resources the analysis needs to include all part numbers which are to

be produced on that particular resource.

Sample calculation is shown below:

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Part Number De

4440 03 02

4440 03 02

4440 03 024440 03 02

4440 03 02

Equals:

Part Number Des

4440 03 02

4440 03 02

4440 03 02

4440 03 02

4440 03 02

Therefore, to complete 1000 sockets part number 4440 03 02 we would require

20 work hours on Kitako and 28.6 hours on Gildemeister. If there is more than

one part number required then same process should be repeated for other part

numbers and the required time per machine(s) added together to calculate total

required time.

For example, if we add another two part numbers (4562 04 03 and 4636 03 03)

and assume that their volumes are 600 and 800 respectively, tables would look

as follows:

Part num berD es

4562 04 03

4562 04 039

Qty X Process time


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P a r t n u m b e rD e s

4 6 3 6 0 3 0 3

4 6 3 6 0 3 0 34 6 3 6 0 3 0 3

4 6 3 6 0 3 0 34 6 3 6 0 3 0 3

4 6 3 6 0 3 0 34 6 3 6 0 3 0 3

4 6 3 6 0 3 0 3

By adding the times for individual machines we can come to the conclusion that

to produce 1000 4440s, 600 4562s and 800 4636s well need 42 hours on

Kitako and 58.36 hours on Gildemeister.

In order to calculate a realistic available time on any machine it is important to

take into the consideration the time that will be required for the changeovers.

Time required for the changeovers is classed as downtime and has to be

deducted from the total available time in order to establish time available for the

production.

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Step 4. Process analysis

The purpose of the process analysis is to create a detailed map of a particular

process, which is showing all of the steps undertaken in order to convert the raw

materials into a finished product. The analysis should focus on the following five

aspects:

Operation/Cycle time

Delay/Waiting

Inspection

Transport or movement (distance and time)

Storage

Process steps need to be recorded in the order in which they are performed.

Three methods for process mapping that are recommended are:

Value stream mapping

o For detailed instructions on how to create value stream maps refer

to appendix B. Process flow diagram

Spaghetti diagram

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Meaning of the icons used for the value stream maps is as follows:

( Strategos Inc.)

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Bevel box machining/assembly process flow diagram

G o o d s In w a r d

I n s p e c t i o n

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G o o d s In w a r d

Comparison of the lead times for different batch sizes shows that the overall lead time

increases proportionally. Therefore, larger the batch size longer it would take for the parts

to reach the next stage of the process. Potential solution is to split the batch i.e. transfer

the parts to the next station more often rather than wait fir the whole batch to be complete.

This would result in the complete assemblies being completed quicker and thus being

delivered to customer in less time as well.

Spaghetti diagram

Purpose of the spaghetti diagram is to illustrate the route that the product takes while

being processed as well to record the distance travelled. A sample of a spaghetti diagram

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showing the route and distance that the ball pins had to travel before the introduction of

lean manufacturing is shown below:

Spaghetti diagram is a very effective tool in identifying how much time is taken up by

transporting the part while it is being processed. It is important to note that the customers

will normally only pay for the value added work e.g. CNC, milling drilling, assembly etc.

while the walking and transportation of parts is considered as non-valued adding and as

such is unlikely to be paid for by the customers. Reducing the non-value added content of

the production would help to ensure that the products that the company is producing are

competitively priced.

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Step 5. Production planning and control

analysis

The purpose of this stage is to understand how the work is planned,scheduled and controlled. During this stage following questions need to be

answered:

What method is used to calculate/set the required production quantities?

How often are finished products delivered to customers?

What method is used to determine the order in which different part

numbers are produced?

Are all process steps carried out in-house or are there external sub-con

steps?

Is the quantity that each cell is required to produce per week/month

levelled, i.e. are there fluctuations in volume from one month to another?

What scheduling method is used to schedule the following:

o Machines

o People

o Sub-con operations

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How much involvement do shop floor operators have in the planning,

scheduling and control process?

Are there any performance measurement tools in place?

How often is the information relating to the performance communicated to

the production planning department?

How are the adjustments to the original plans communicated to the

relevant departments?

Are the missed deliveries recorded? (How late and in what quantities)

Are the root causes of late deliveries determined and recorded?

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Step 6. Seven types of waste analysis

The main objective of lean manufacturing is to minimise or completely eliminatewaste from the manufacturing process. The most significant seven types of waste

found in manufacturing are:

Rejects

o Determine the number of rejected parts

o Determine the cost of the rejected parts

o Determine the root cause

o Analyse the root causes in order to establish potential patterns

Rework

o Determine how much time was spent reworking faulty products

o Determine the root cause

o Analyse the root causes in order to establish potential patterns

Inventory

o Determine the quantity of products in stores

o Determine the amount of space required to store products

o Determine the cost of handling inventory

o Determine the root cause(s) for the inventory

o If possible calculate the financial value of inventory

Transportation

o Determine the distance that the product has to travel while being

converted into a finished product

o Determine the frequency, i.e. every time, 1/10 etc.

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o Calculate the total amount of time spent transporting products. If

possible calculate the cost of transporting the products

o Determine the root cause(s) of transportation

Overproduction

o Determine if more products have been produced than what the

customers require

o Determine the root cause(s) for the overproduction

o Determine what happens to the excess products

o Determine the effect of the overproduction in terms of:

Machine time

Operator time

Raw materials

Excessive processing

o Determine if any additional process steps have been carried out

other than those specified on the route card/works order/standard

operating procedure or any other official documents stating the

required process steps

o Determine the route cause for the additional process steps

o Determine the overall duration of the additional process steps

Queuing

o Determine how long does a part have to wait between arriving at the

machine and being fully processed

o Determine the root cause for the waiting, e.g. waiting for the

machine/operator to become available or the product is a part of a

batch of products

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Following form can be used to record the different types of waste that are found

within the process:

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Step 7. Create stability within 4M

For any improvement initiative to be effective there has to be a basic level ofstability within 4M Machines, Manpower, Materials and Methods (processes).

Machines:

Adequate capacity to produce required volume

Adequate capability to produce good quality parts in required volumes

Adequate up-time, i.e. no unplanned stoppages such as breakdowns

Preventive maintenance procedures in place

Manpower:

Sufficient number of operators

Operators trained to carry out all required tasks

Multi skilled operators capable of performing a variety of tasks

Operators trained in tools and techniques of lean manufacturing

Materials:

Sufficient level of raw materials to produce the required production volume

Raw materials need to be fit for purpose i.e. no quality issues

Methods:

Define the most effective and efficient way to convert a raw material into

finished product

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Standardise the most effective and efficient way to convert a raw material

into finished product

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Step 8. Design cell layout

For the conditions in which Pailton Engineering Ltd. operates, product family

based cell layout is considered to be the most suitable. Product family based

cell layout means that the machines required to machine a family of products

are grouped together and therefore products do not need to be moved or

transported excessively as all required machines are placed relatively close to

each other. Product families are normally formed of products with similar:

Manufacturing processes

Required equipment

Material

Required surface finish

Size and shape of the product

Or

Belonging to the same assemblies

Additionally, it is recommended that the machines within the cell are positioned in

a U shape and that the machines are positioned in line with the process flow.

Other important rules of cell design are:

All parts should follow generic flow, i.e. travel in the same direction

Backtracking should be avoided

All process steps should be contained within the cell

o If all process steps are contained within a cell than the travelling

distance and the time is reduced

o Single piece flow is only applicable where machines are short

distance away from each other

o Multitasking is only applicable where machines are short distance

away from each other.

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o If possible relocate additional machines into the cell. If for example

the machine is a shared resource but a large proportion of its

capacity is dedicated to one product family then that machine

should be located in the cell that is dedicated to the product family.

It is more beneficial that parts which only use the machine for

example 5% of the time are transported to the machine rather than

the parts which use 60% of the capacity.

o If additional machine is not available consider purchasing additional

machine. To justify the purchase, calculate the cost of transporting

the parts to be processed. General rule is that if the cost of the new

machine is matched by savings that the new resource will bring

within two years, then purchasing new resource is recommended.

Additional benefit is that, by having a dedicated resource, the

amount of time spent scheduling work is reduced. Also having a

dedicated resource will reduce the amount of time that the part has

to wait to be processed.

o Dedicated resources also reduce the number of changeovers.

o It may be possible to contain all process steps within the cell by

changing product design thus enabling the existing machines to fullyprocess the part. A good example is the bevel gear cell, by

standardising gear design it was possible to process all gears on

the machines that were already within the bevel gear cell. Following

the design change it was no longer necessary to transport gear to

shaft cell for the second CNC op.

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Step 9. Working method design

To design a most effective and efficient working method, the following four step

methodology is recommended:

(Source: Art of Lean Inc.)

Step I Break down the job

List all details of the job exactly as done by the present method

Be sure details include all:

o Material handling

o Machine work

o Hand work

Step II Question every detail

Use these types of questions:

o Why is it necessary?

o What is its purpose?

o Where should it be done?

o When should it be done?

o Who is best qualified to do it?

o

How is the best way to do it?

Also question the materials, machines, produce design, layout, work place, safety

and house keeping.

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Step III Develop the new method

Eliminate unnecessary details

Combine details when practical

Rearrange for better sequence

Simplify all necessary details

o Make the work easier and safer

o Pre-position materials, tools, and equipment at the best places in

the proper work area

o Use gravity feed hoppers and drop delivery chutes

o Let both hands do useful work

o Use jigs and fixtures instead of hands for holding work

Work out your ideas with others

Write up your proposed new method

Step IV Apply the method

Sell your proposal to the boss

Sell the new method to the operators

Get final approval of all concerned on safety, quality, quantity and cost

Put the new method to work. Use it until a better way is developed

Give proper credit where due

While designing the new working method it is important to keep the original

objective of the lean manufacturing in mind elimination of seven types of waste.

Any recommended working method is required to deliver the required volume of

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products, at the required quality standard, in the required time and to ensure that

the seven types of waste are either minimised or eliminated.

In addition to the listed four steps, it is also recommended that a new working

method should be founded on the use of takt time. Takt time calculates the rate at

which the parts should be produced in order to meet the customer demand. Takt

time is calculated using the following formula: Available time / Customer demand.

For example, if available time per day is 485 minutes and the customer demand

is 190 products then the takt time or the rate at which parts must be produced is

as follows: 485 (minutes) / 190 (products) = 2.55 minutes.

Therefore, in order to meet the customer demand one part must be produced

every 2.55 minutes.

Final step of the work method design stage is to standardise the most effective

work method steps. This is normally done by issuing a standard operating

procedure which outlines all of the required steps as well as the sequence in

which each of the steps is performed. Following example is a standard operating

procedure for the bevel gear cell (issue level 1):

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Once the working method has been clearly defined, a decision concerning the

shape of the cell can be made.

Two of the most common shapes are line and u shape cell:

M/C 1

Line

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M/C 2

M/C 1

U shape

Although these cell formations are considered to be the most common, they are

not the only ones. Cell formation should be such that it delivers the most efficient

process while at the same time adhering to the cell layout design

recommendations listed in the Step 8 Design cell layout.

Number of the operators manning the cell will depend on the manual work

content. If the takt time is used, the manual content for any operator should not

exceed the takt time as this would mean that the required rate is not achieved. In

situations where it is possible for one operator to operate more than one machine

the U shape cell layout is recommended. For example, the walking distance

between any of the machines within the U shape layout would not be too great

so the operators could operate various combinations of machines, although it is

not recommended for operators to cross other operators paths. On the other

hand, within the line shaped layout, it would be difficult for an operator to operate

machines 1 and 5 due to the potential distance between them. Additionally, the

operator would have to cross the working space of the other operators which is

not recommended.

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Step 10. Cellular layout implementation

In order to successfully introduce a cellular layout it is important to create a plan

which will take into the account several key aspects:

Tasks

A detailed list of all required tasks, which will lead to the successful layout

implementation, must be created. Additionally, a process flow diagram

highlighting the order in which the tasks are performed is also required.

Resources

For each listed task there must be allocated a person responsible for the

completion of the task in line with the project requirements. Timing

Each task of the layout implementation must have a due date.

Training

Any identified training activities need to be performed before the new

layout is introduced.

Facilities

The requirements of the new cell in terms of facilities such as electricalinstallations, air supply, storage racking, health and safety equipment,

display boards and material transfer equipment should be in place prior to

the implementation.

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Step 11. 5S

The philosophy behind the 5S is that a tidy and organised work place wherethere is a place for everything and everything is in its place is a good foundation

for a number of lean tools and techniques such as visual management and

standard operating procedure among others. 5S has also been proven as a waste

reducing technique. For example, if required tooling and parts are easily located

and accessed it would take less time to retrieve them than if the same parts or

tools are not correctly identified, are mixed with other parts and tools and are

located on the other side of the factory.

5S technique is comprised of the following five steps:

Sort

Red tag and remove all unnecessary items from the work area. Only parts

that are planned to be used frequently should be kept within the work area.

Red tag

Straighten

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N:

TION:

BY:

ION:

ROPRIATE BOX)

D BY:

SCRAP

MOVETOCENTRAL LOCATION

OTHER

(SPECIFYBELOW)


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Place all items in their optimal position, in accordance with the process

flow and health and safety guidelines, among others. All locations should

be correctly identified and labelled.

Shine

Maintain a clean working area.

Standardise

Create easy to follow standard operating procedures in order to ensure

that required 5S standards are maintained. Having detailed 5S standard

operating procedure will ensure that there is no ambiguity regarding the

required standards and the steps required to achieve it.

Sustain

As reported frequently, sustain stage is possibly one of the most difficult to

achieve. Initial results are often impressive but over time standards do tend

to slip as the workers lose the motivation or the focus shifts elsewhere.

Benefits of 5S can be significant and it is therefore important to maintain

the same standards in order to maximise the benefits.

Examples of poor 5S practices are shown below:

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Examples of good 5S practices:

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In order to maintain high standard of 5S it is recommended to introduce 5S audits, which

will be carried out by both the operators and supervision. By regularly assessing the

various aspects of the cell, a generally safe and healthy, efficient and clean working

environment can be achieved with very little effort.

Pailton Engineering Ltd has piloted the 5S audit sheet on the bevel gear and the ball pin

cells and will be introducing the same throughout the company progressively. A sample

of the piloted audit sheet is shown on the next page.

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Step 12. Production schedule design and

implementation

Purpose of the production scheduling is to create a plan of how to produce therequired number of components and in the required time. In addition to the variety

of rules that have to be followed while creating a production schedule there are

also several guidelines suggested by the principles of lean manufacturing:

Small batch sizes

Size of the batches produced should be as small as economically viable. By

running smaller batches it is possible to produce higher mix of products while at

the same time keeping the inventory level low. Large batches take up the large

amounts of production capacity, could possibly mask potential quality issues and

the excess products (above what the customers require for a given period) need

to be stored and managed. Storage and management of stock requires storage

space as well as operators to manage it.

Levelled production

If possible, monthly production should be levelled i.e. quantities produced each

month should be as similar as possible. Producing significantly different volume of

products from one month to another means that while one month the production

cell may be under utilised, in another month the required quantity may exceed the

available cell capacity. Scheduling similar production quantities each month also

means that each month a similar number of work hours is required in order to

produce the required quantity

Load levelling can be demonstrated by using the monthly production table for the

socket cell (2005):

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From the table it can be seen that the volumes for individual part numbers

differed significantly from one month to another and therefore the total quantity

that the cell had to produce was significantly different as well. In some months

cell had produced just over 4000 socket while in some months it had produced

over 10000 sockets. Additionally, there appears to be no established pattern of

production.

The alternative to this production schedule is the levelled production schedule,

which is created by calculating average monthly production volumes and then

producing that same volume every month. This method was tested on the bevel

gears cell and it has proven itself to be successful. It is still likely that the

customer requirements may vary from month to month, i.e. they can order less

than average one month and more than average in another month. However, the

experience from the bevel gears cell has proven that customer requirements

usually balance out over the period of 1-3 months. Therefore, if the customers

order less than average one month, the excess stock is kept and is used to

supplement the average produced quantity when the customer demands exceeds

the monthly production. Additionally, it is important to run the levelled schedule in

conjunction with the MRP system and to consult it before the monthly production

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quantities are set. MRP may just confirm the original schedule but it also may

identify unexpected peaks or troughs which may call for an adjustment to the

original schedule. Example of a levelled schedule for a socket cell is shown

below:

From the table it can be seen that the total production for each month is very

similar, production quantity for individual part number is the same every time and

the different parts are produced at regular intervals i.e. every month or every two

months. Additional benefit of the levelled schedule is that the number of hours

required to produce the planned quantities is similar each month which makes the

managing of the resources easier as well each month you require similar

number of both the machine and operator hours.

Minimise the changeover duration through product sequencing

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P N F o r g i n4 4 4 0 0 34 1 6 9 0S


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Significant time saving could be made by simply scheduling similar products

together. For example, products that use same forgings could be produced one

after the other and, as the changeover from one part to another that uses the

same forging may only mean a quick program change, the changeover duration is

minimal. On the other hand if a product is followed by another that uses a

distinctly different forging, the changeover duration might be several hours.

Although it may not be always possible to completely minimise the changeover

duration, by scheduling parts with similar characteristics in sequence significant

time savings could be achieved. Following table illustrates the recommended

monthly product mix for the socket cell:

o

o

Product sequence in this case is based on the raw forgings. If two part numbers

are produced from the same forging then the changeover duration when changing

from one part number to the other is minimal, normally just a machine program

change. On the other hand if two part numbers that use different forgings are

scheduled one after the other then the changeover may take up to 8 hours.

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Therefore, when the production sequence for a period of time (week, month etc.)

is planned, part numbers should be sequenced in such way that the changeover

duration is minimised. In the case of the socket cell, part numbers that are

produced using the same or similar forging should be sequenced together. From

the table it can also be seen that some part numbers are produced every two

months but in larger quantities. This is because these part numbers cant be

successfully sequenced with other part numbers and their changeovers will

always be fairly long. In order to minimise the negative impact, these parts are

therefore produced less often but in higher quantities.

It is strongly recommended that changeovers should be reduced in all areas of

the production. Reducing the changeovers will enable production cells to produce

smaller batches more often. This will result in lower inventory levels, less work in

progress to manage and the parts will be transfer more often to the final

assembly. Transferring parts more often to the assembly will also mean that the

assembly area will not need large amounts of space to store incoming parts. If the

parts are delivered to the assembly area more often and in smaller quantities then

the final assembly can be performed more often as and when the parts arrive -

finished products can then be moved out of the assembly area and sent to the

customers. On the other hand, if assembly receives 1000 parts and only 100 are

required then the remaining 900 will have to be stored somewhere on the

assembly area. If assembly receives 100 parts and 100 parts are required there is

nothing left to store no need for the storage space and no need to manage the

parts at a later date.

Production should be scheduled in easy to manage time intervals

As the performance measurements are drawn from the production schedule,

scheduling the production in short time intervals means that any potential

problems will be detected very early and can therefore be easily fixed. On the

other hand, if the progress is only assessed once a month, by the time the

potential problem is detected it may already be too late to correct it.

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Production schedules should be co-ordinated

In cases where there are multiple components that make up an assembly, the

production of the individual components should be co-ordinated so that they are

available for the assembly at relatively similar times. For example if socket

assembly requires a ball pin and a socket, the matching ball pin and the socket

need to be available at the same time in order for the assembly to be completed.

If only one of the parts is available the assembly can not be completed until the

other part is available as well.

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Step 13. Performance measurement

In order to effectively control the production process it is important to measurea number of important aspects. The most important benefit of the performance

measurement activities is that they highlight the progress against the intended

target. Frequent and focused measurement of the performance will help to

establish whether the intended target will be achieved as well as identifying

issues that, if unattended, will result in the company failing to meet its targets.

It is recommended that the performance should be measured frequently in

order to identify any potential problems before they escalate to the point

where there isnt enough time to bring the production back on track.

One of the simplest forms of performance measurement is hourly output

measurement table, as shown below:

StartThe objective of the table is to measure the output hour by hour and compare

it against the target value. Based on the results the company can then decide

if any further actions, overtime for example, are required to bring the

production back on track. The same principle can be used to create weekly,

monthly and so on, performance measurement tables. The principle is that

you set the target production quantities for a given period of time and then

compare the actual performance against the targets.

Performance measurement is a very important aspect of the production

control as without it is very difficult to establish whether the company is

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meeting its targets. Additionally, if the performance is not assessed in a timely

manner, by the time problems are highlighted it may already be too late to fix

them.

Performance measurement can be applied to a variety of production aspects:

Operator skills matrix

o Skill level

o Ability to perform variety of tasks

o Job rotation

Output per employee

Total monthly output

Delivery performance

Schedule adherence

5S performance

Rejects

Rework duration

Changeover duration

Work in progress level

Inventory level

Product lead time

Machine downtime

o Planned

o Unplanned

Warranty claims Customer complaints

Absenteeism

Accidents at work

Example of a performance measuring chart used within Pailton is shown below:

(Bevel gear cell, August 2006, week 1)

46

Inc

rease

De

crease


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Same type of information can be shown in following format:

Monthly production - August

0

500

1000

1500

2000

2500

3000

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Day

Quanti

Required Total

Actual Total

By frequently monitoring the production of bevel gear it was possible to spot

problems very early and then put corrective measures in place overtime, night

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shift, quality inspection, quarantine poor quality raw material, change the

production sequence etc. Performance measurement, combined with some

additional improvements, has resulted in the bevel gear cell completely

eliminating the production arrears.

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Step 14. Visual management

The purpose of the visual management is to communicate important information

to relevant people but in a quick and easy to understand manner. In order to

demonstrate this concept we will use an example from the bevel gear cell. In

order to communicate the production schedule a simple storage rack was used:

In addition to the storage rack a following chart was also created:

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Wednesday

3564

Thursday

3546

Wednesday

3564 (2)

Friday 3546

(2)

Wednesday

3564

Thursday

3546

Wednesday

3564Friday 3546

Tuesday

3564

Thursday

3546

Wednesday

3564Friday 3546

Tuesday

3564

Thursday

3546

Wednesday

3564

Thursday

3546

Tuesday

3564

Tuesday

3564 (2)

Monday

3534

Monday

3534

Tuesday

3564

Monday

3564

Tuesday

3534

Tuesday

3534

Monday

3564

Monday

3564

Tuesday

3534

Monday

3564

Monday

3564

week 3 as per schedule

week 4 as per schedule

Week 4

Week 3


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Each box on the chart represents a location for the plastic box in which bevel

gears are stored after they are complete. At the beginning of the week the

operator will load the rack with the required number of the boxes. Each box

will also have a corresponding label which specifies the gear part number.

During the production the operator will remove a plastic box as specified by

the diagram, i.e. on Monday the operator will produce bevel gear part number

3564. If the production is on target, at the end of working day on Monday the

four locations on the rack marked as Monday will be empty. If the marked

locations are not empty it will be a clear sign that the production is behind. On

the other hand, if the location marked as Tuesday is empty that will mean that

the production is ahead. So, the rack and the diagram tell the operator what to

produce and when to produce it. Also, they tell the production management

whether the production is on target or not simply just by comparing the

planned diagram against what is physically on the rack. Visual management

on the bevel gear cell has also been extended beyond the one week period:

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Monthly production - August

0

500

1000

1500

2000

2500

3000

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20Day

Quantity

Required Total

Actual Total

Just by comparing the planned against actual line, production management

can determine if the production for the month is on target and then can decide

if any further measures are required.

lean implementation guide

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