successful lean implementation forsuccessful lean ... · successful lean implementation...

Successful Lean Implementation forSuccessful Lean Implementation for Small & Medium Companies

Nobuyuki TAMARUNobuyuki TAMARUyyDirectorJMA C Europe Milano SpA

Agenda

Introduction of JMAC

Lean & TOYOTA

Keys for Successful Lean ImplementationKeys for Successful Lean Implementationfor Small & Medium Companies

(Copyright) 2011 JMA Consultants Europe Milano SpA 1

Introduction

Lean & TOYOTA



JMAC Europe Milano

Founded in 1988 by joint-venture, then 100% by JMACTokyo in 2002

Approximately 45 Italian consultantspp y

Major clients: Manufacturers and service providers

M i ltiMain consulting areas:

– New product development

– Supply chain & Manufacturing

Sales/After sales & Distribution– Sales/After-sales & Distribution


Self Introduction

Nobuyuki TAMARU

Joined JMAC Tokyo in 1993Joined JMAC Tokyo in 1993

Moved to Milan office in 2008

Main Consulting Area:Main Consulting Area:

Logistics / SCM

Production / ProcurementProduction / Procurement

BPR / Business Portfolio Restructuring

Project Experience in;Project Experience in;

Italy, Switzerland, Holland, UK, France,

Germany, Sweden, Russia, Romania,Germany, Sweden, Russia, Romania,

Japan, Korea, China, Thailand, USA,

Australia

(Copyright) 2011 JMA Consultants Europe Milano SpA

Australia

4


Lean & TOYOTA



Lean Production

The words; Lean Production is used at the first time in the International Motor Vehicle Program which has The words; Lean Production is used at the first time in the International Motor Vehicle Program which has the International Motor Vehicle Program which has been run by MIT since 1970 till today.the International Motor Vehicle Program which has been run by MIT since 1970 till today.Lean Production is a summarized concept out of the study carried by this Program on Toyota Production Lean Production is a summarized concept out of the study carried by this Program on Toyota Production study carried by this Program on Toyota Production System.study carried by this Program on Toyota Production System.


Lean Thinking

VALUEJ W k D i l JVALUEMAPPING

James Womack Daniel Jones

MAPPINGFLOWPULL

PERFECTION


TOYOTA Production System

Kiichiro Toyoda Taiichi Ohno

JIDOKAA t ti hi t Automatic machin stop for failure

JUST IN TIMEProduce

- Necessary product- Necessary timingNecessary timing- Necessary quantity


JIDŌKA

Difference between 自働化 and 自動化

自働化 JIDŌKA(Autonomation)

自動化(Automation)

M hi t if th i M hi d t t l tMachines stop if there is aproblem/abnormality. (No need for operatorsto stay to watch machine condition.)

Machine do not stop unless operators comeeven though there is a problem/abnormality.

Not keep producing defects Reduce the risk to Delay to find defects keep producing defectsNot keep producing defects. Reduce the risk tobreak machines.Easy to get ready to supply to machines.

Delay to find defects, keep producing defects,then break machines.

Preventive maintenance.Easy for root cause analysis for defects.

Reactive maintenance.Difficult for root cause analysis for defects.

R S i L b S iResource Saving Labor Saving


Conflicts between Two Requirement

Customer IndustryVS

High Service Mass Low Price Production

・High Quality ・YesLean

ProductionHigh Quality・Cost Down・Short Lead Time

Yes・Yes, but・Long Lead Time

Production

・Many Varietyetc.

・Small Varietyetc.


Do You WorkWork ? or MoveMove ?

働く動く働く動くWork Move

• Take and Put Materials(Value Adding Motion) (Waste Motion)

• Tighten Bolts• Find out Components• Transfer Products

Adjust Machines

• Assemble Components• Connect Cables

• Adjust MachinesThe “Work” means to change the all energy which was generated by

k t th “V l Addi M ti ”worker to the “Value Adding Motion”by eliminating the “Waste Motion”.

The “Moving well” is not equal to the “Working well”.


The Moving well is not equal to the Working well .

11

Toyota Spirit

33 GENGEN principle;Go to the site make a direct observation and determine the factsGo to the site, make a direct observation, and determine the facts.

現場現場 GENBAGENBA ActualActual placeplaceThe place (ba) where work is done in fact (gen)

現物現物 GENBUTSUGENBUTSU A t lA t l tt現物現物 GENBUTSUGENBUTSU ActualActual partpartThe things (butsu) being the real/ physical object (gen) ofone’s jobone s job

現実現実 GENJITSUGENJITSU Actual situationActual situationThe real conditions (jitsu) in which work is done in fact (j )(gen)


7 Types of Muda (Non-Value Added Waste)

1. Muda of Over-production: Over production against plan1. Muda of Over-production: Over production against plan

2. Muda of Waiting: Waiting time of worker / machine2. Muda of Waiting: Waiting time of worker / machine

3. Muda in Conveyance: Unnecessary transportation3. Muda in Conveyance: Unnecessary transportation

5 M d f I t E t k f t i l / t5 M d f I t E t k f t i l / t

4. Muda in Processing: Waste of processing itself4. Muda in Processing: Waste of processing itself

6 Muda of Motion: No value adding motion6 Muda of Motion: No value adding motion

5. Muda of Inventory: Excess stock of material / components5. Muda of Inventory: Excess stock of material / components

7. Muda of Correction: Defects of quality7. Muda of Correction: Defects of quality

6. Muda of Motion: No value adding motion6. Muda of Motion: No value adding motion


7. Muda of Correction: Defects of quality7. Muda of Correction: Defects of quality

13


Lean & TOYOTA



What is happening in Small & Medium Factories in Japan?

Reduce direct labor man hour to use the saved time Reduce direct labor man hour to use the saved time for continuous improvement activities

Productivity ImprovementProductivity Improvement

Shorten total lead-time to meet customer requirement and reduce riskrequirement and reduce risk

Total Lead-time Reduction


Why dual goals?

Lead-timeR d ti

ProductivityI tTrade offTrade offReduction ImprovementTrade offTrade off

Production Lot SizeProduction Lot Size Changeover FrequencyChangeover Frequency

Big

LT reduction

LessProductivity

decrease SMEDSMED

Small Moredecrease

Need big changesNeed big changesLarge impact for business


Good exercise to improve human resource KAIZEN capability

Linkage between Goal and Tool

Lead-timeReduction

ProductivityImprovement

Today’sToday’sfocusfocus

Methods to Find LossMethods to Find Loss

14. POKAYOKE15. ANDON

Lean Production ToolsLean Production Tools1. JIT2. KANBAN

7. SMED8. Mixed production line

16. 5S17. Revising standards by line manager 18. TPM (self management maintenance)19 U shaped line/ cell production

3. QC circle4. Automation5. Leveling production planning6 Only make necessary goods for

p9. One piece flow production10. Multi-skilled worker11. Multi-functional deployment12 Labor saving


19. U-shaped line/ cell production20. Low cost automation

6. Only make necessary goods for necessary quantity

12. Labor saving13. Inspection at each station

Loss Structure for Direct Labor

Planned stop:Company event e

Utilization Loss

Operated Man Hour

Company eventSet up changePMUnplanned stop:Lack of material, componentUt

ilizat

ion

Rate

atio

ntel E

mpl

oyee

ficien

cy

Employed Man Hour

Standard Time Man Hour

New Standard Time

Blocked lineTool/Jig breakdown etc.

O i ti L

Oper

aRa

t

Over

all Eff

Man HourLine balanceLack of worker

Organization Loss

M th d L Los

s

Method LossBad product designBad line/station layout (many walk)Bad work method (many jig change)

Variation of worker competence(unskilled operation/sabotage)

Skill Loss

erfo

rman

ce

Bad work method (many jig change) No automationNo mechanization etc.

Rework / RepairScrap

Quality Loss

Pe


Scrap

18

Productivity Improvement Steps

Low value added method“Method Loss”“Method Loss”

MethodUnutilized resource (stop time) MethodImprovement

Performance fluctuation“Performance Loss”“Performance Loss”

Unutilized resource (stop time)“Utilization Loss”“Utilization Loss”

Planning & ControlOptimization

WorkStandardization


Visualization & Quantification

W kW k

MethodMethod

WorkWorkStandardizationStandardization

ImprovementImprovement

Visualization &Visualization &QuantificationQuantification

Planning & ControlPlanning & ControlOptimizationOptimization


Power Delegation

Y

Small companies Yes Yes

Big companies No Yes

Work standards are revised once for six months in Toyota

More than 1 000 000 improvement ideas per year in ToyotaMore than 1,000,000 improvement ideas per year in Toyota

Train People!!(Copyright) 2011 JMA Consultants Europe Milano SpA 21

Train People!!

Key Messages for Lean Implementation

Set the quantitative goals and commit before start.To make sure the business impact.

Forget “Lean tools”. Forget “Lean tools”. Learn the methods for improvement.

p

Tools can be different depending on your business characteristics. Wrong tools or tool applications make it worse.

Genba leader empowerment, training system, and career path design.For autonomous and continuous improvementFor autonomous and continuous improvement.

Commitment by top managementCommitment by top managementTop management must go to Genba, direct actions for actual

daily problems, and follow-up.


y p p

Be Creative, Re-think Your Model & Implementation Strategy…


Contact

Nobuyuki TAMARUNobuyuki TAMARUMobile: +39-340-4791841e-mail: [email protected]

JMA Consultants Europe Milano SpAJMA Consultants Europe Milano SpAphone: +39 02 72138.318/326fax: +39 02 8053784fax: +39 02 8053784web: www.jmac.itweb: www jmacglobal comweb: www.jmacglobal.comVia Fieno 1 - 20123 Milano, ITALY


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