tools of lean maufacturing

8/6/2019 Tools of Lean Maufacturing

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Tools of lean manufacturing-

By-

Disha SahuM.F.Tech(I)



Lean Manufacturing-

� Working from the perspective of the customer

who consumes a product or service, "value" is

defined as any action or process that a

customer would be willing to pay for. Basically,

lean is centered on preserving value with less

work .



� Lean manufacturing is a management philosophyderived mostly from the Toyota ProductionSystem (TPS) (hence the term Toyotism is alsoprevalent) and identified as "Lean" only in the1990s. It is renowned for its focus on reduction of the original Toyota seven wastes to improveoverall customer value, but there are varyingperspectives on how this is best achieved. The

steady growth of Toyota, from a small companyto the world's largest automaker, has focusedattention on how it has achieved this.



Some Lean Manufacturing Tools-

� 5S Visual Workplace

� Standardized Work Instructions

� Value Stream Mapping� Total Productive Maintenance (TPM)

� Kaizen

� Error and Mistake Proofing

� Self-Directed Work Teams



� Mixed/Level-Loaded Production

� Setup Reduction (S.M.E.D.)

� Inventory and Lead-time Reduction

� Lean Visioning

� Constraint Management (TOC) Theory of Constraints

� 2-Bin Auto-Replenishment System� Quality System Certification

� KanBan Implementation



5S Visual Workplace

� 5S Visual Workplace creates a work environment that isclean, well organized and efficient. It provides organizationwith a rapid, visible achievement while preparing yourworkforce for other advanced improvement efforts.

� The purpose of 5 S is to assure that everything has a placeor is accessed and everything is in its place. 5S stands for: ± "Sieri . Sort (Housekeeping),

± "Seiton . Set in order (Workplace Organization),

± "Seison . Shine (Cleanup),

±"Seiketsu . Standardize (Maintain Cleanliness and Order), and

± "Shitsuke . Sustain (Discipline).



Standardized Work Instructions

� Standardized Work Instructions (SWIs) are

specific instructions that allow processes to be

completed in a consistent, timely, and

repeatable manner. By implementing SWIs,

employees will increase production, improve

quality, and enjoy a safer, predictable working

environment.



Value Stream Mapping

� Value Stream Mapping is used to illustrate theflow and relationship between work processes. Akey component of VSM is differentiating valueadding activities from non-value adding activities.

� Reducing or eliminating non-value addingactivities is of paramount importance and aprinciple goal of Lean

� Manufacturing. Upon careful and detailedexamination of your processes through VSM, itsoon becomes obvious where improvementopportunities lie.



Total Productive Maintenance (TPM)

� TPM is a powerful program for planning and achievingminimal machine downtime. Equipment and tools areliterally put on proactive maintenance schedules tokeep them running efficiently and with greatly reduced

downtime.� Machine operators take far greater responsibility for

their machines upkeep. Maintenance technicians areliberated from mundane, routine maintenance,enabling them to focus on urgent repairs and proactive

maintenance activities. A solid TPM program allowsyou to plan your downtime and keep breakdowns to aminimum.



Kaizen

� Kaizen Blitz Events (also known as KaizenEvents) are highly focused improvement eventsdesigned to address and resolve important

business issues and/or constraints.� Kaizen Blitz events correct constraining factors in

a fast, efficient, and powerful way. When theseefforts are focused on real constraints they

usually have immediate and long-term majoreffects on profitability, safety, quality, andthroughput.



Error and Mistake Proofing

� Error and Mistake-Proofing (also known asPoka Yoke) is one of the powerful Lean toolsused to ensure products and processes are

completed correctly the first time.� If one is experiencing high levels of scrap and

rework, Error and Mistake Proofing providespinpoint focused tools that will help quicklyremedy these problems and dramaticallyreduce production losses.



Self-Directed Work Teams

� Through the natural evolution of the Lean

work environment, associates begin to work

more as interdependent teams in order to

accomplish area and company goals.

� When this begins, it is time to support the

transition to a self-directed workforce, capable

of managing their own areas with greatlyreduced supervision and oversight.



� Self-Directed Work Teams, to a large degree, voluntarilyinteract with internal customers and suppliers to improvearea effectiveness and effectively deal with area issues.

� Creating Self-Directed Work Teams that truly function is an

advanced undertaking that yields outstanding results whenproperly implemented and supported. Such teams earn thetrust and respect of management to deal with increasingindividual competence and team responsibilities. Theseefforts benefit the team, an area, and the entire company.The best companies in the world attribute their success tomaximizing the talents of their human resources bycreating positive production environments driven byadvanced teamwork.



Mixed/Level-Loaded Production

� Also known as Heijunka, Mixed/Level-Loaded Production provides a system foradvanced scheduling of production activities.

� This tool allows to reduce inventory, decreaselead-times, and produce the variety of products your customers want, as they wantthem. Many Lean tools should already be inplace to properly use and maintain a Heijunkascheduling system.



Setup Reduction (S.M.E.D.)

� Single Minute Exchange of Die (also known asS.M.E.D.), is the Lean tool used to create very fastchangeovers and setups that greatly reduce

machine downtime and increase throughput.� It is common to reduce machine changeover

times from hours to less then ten minutes. Whilethat may sound too good to be true, weve seen

it happen time and time again.� S.M.E.D. is a powerful tool for reducing downtime

due to setups and changeovers.



Inventory and Lead-time Reduction

� Reducing inventory will decrease your lead-time. Excess inventory inherently presents agreat deal of waste, not to mention quality

issues (spoilage), storage requirements,investment of funds, limiting cash flow, amongothers.

� If we need immediate cash flow and improvedon-time delivery, reducing inventory willgenerate a terrific windfall.



Lean Visioning

� Determining where you want to go is the first

step in getting there. Lean requires a journey

best taken through learning, planning, and

doing. Lean Visioning assists Senior

Management create a Lean Road Map with

which they may guide and direct the company

to greatness.



Constraint Management (TOC)

Theory of Constraints

� This tool addresses and helps to resolve themost important deterrent to increasedthroughput and productivity in operation.

� Constraint Management efforts canimmediately resolve extremely negativeeffects from machine, labor, and processinefficiencies, and have the ability to fundyour entire transition to Lean throughsubstantial increases in throughput.



2-Bin Auto-Replenishment System

� 2-Bin and other forms of Lean parts andsupplies replenishment eliminate downtimedue to parts shortages, making replenishment

simple while creating a self-evidentinventory.

� Inventory is relocated and positioned in aneasy-to-use manner. With fewer locations tomanage there is less of it and it is easily orautomatically reordered.



Quality System Certification

� Aligning company with the highest quality

standards and established certification

systems will generate and retain business

while creating a culture of World Class Quality.

� Becoming certified in an established quality

system will yield many benefits in nearly every

industry.



KanBan Implementation

� KanBans are self-evident signals that

indicate what work is to be done and when.

�

KanBans reduce inventory and give clearindicators of current production status.

tools of lean maufacturing

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