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Contents
What is lean production?
Why y has it been so difficult to decode?
Issues of implementation p
Guardian 14.11.2008
Lauri Koskela 2009
The question
Why does the Toyota Production System (TPS) ( )p perform better than conventional methods of production in car manufacturing?
Flow of materials
Human action
Input p
Production
Output
Decomposition
Materials, labor, machines Production Production process process
Products
Subprocess A
Subprocess B
Powerful assumption: decomposed subprocesses are mutually independent! Thus, the whole production effort can be integrated in an additive manner: by minimizing the costs of each department, function, section, and work station the total costs will be minimized minimized.
Lauri Koskela 2009
Sou ce Source: Schonberger (1996) World Class manufacturing: The Next Decade.
Car manufacturing
Figure from: Schonberger. 1996. World Class Manufacturing: The Next Decade.
Moving
Waiting
Processing A
Inspection
Moving
Waiting
Processing B
Inspection
Scrap
Fl Flow view i
Concept: Production is a flow, composed of transformation and other phenomena: inspection, moving, waiting First principle: Elimination of nontransformation phenomena (waste) Further principles: Time compression, variability i bilit reduction, d ti etc. t
Scientific method
(Sh (Shewhart h t & Deming D i 1939): 1939) It may b be helpful h l f lt to think of the three steps in the mass production process as steps in the scientific method. In this sense, specification, production, and inspection correspond respectively to making a hypothesis, carrying out an experiment experiment, and testing the hypothesis. These three steps constitute a dynamic scientific process of acquiring knowledge. Spear and Bowen (1999): whenever Toyota defines a specification, it is establishing sets of hypotheses that can be tested. Thus, the scientific method is followed followed.
Lauri Koskela 2009
Constantly evolving
Recent examples
A3 Monozukuri
A3
A3 (An A3 size standard paper) is used to visually explain problem solving processes, typically for kaizen events. It should h ld flow fl as a story, t explaining l i i the th PDCA steps t of f problem bl solving. l i It also keeps the visual record of past problem solving efforts.
Heading Plan Do
Check
Act
Footnotes
Monozukuri
monozukuri k i means h having i th the spirit i it t to produce d excellent products and the ability to constantly improve a production system and process. process. (JETRO) Monozukuri is a term used since the late 1990s to identify the cultural heritage that Japanese manufacturers have developed since the industrial revolution revolution. (Arai, (Arai MEMA) Similar to martial arts such as karate and bujyutsu, monozukuri requires continuous practice, effort, improvement and patience to master a skill or create a new skill to outperform others (Arai, others. (Arai MEMA)
Lauri Koskela 2009
Hitachi
Executive Officers [Effective January 1, 2007] [(b) Promotion/ (c) Change of Position] Etsuhiko Shoyama Chairman
President, General Manager of Supervisory Office for MONOZUKURI Executive Vice President and Executive Officer, in charge of Research & Development, Business Incubation, Hitachi Group Chief Innovation Officer and Hitachi Group Chief Technology Officer Executive Vice President and Executive Officer, General Manager g of Compliance Division, in charge of Corporate Planning & Development, Legal & Corporate Communications, Management Audit, Procurement
Takashi Hatchoji
Takashi Executive Vice President and Executive Officer, Chief Hitachi Group Miyoshi Headquarters, in charge of Business Development and Finance Lauri Koskela2009 2008 Lauri Koskela
TPS/Lean production
1 Leads to better products, 1. products more efficient production, production thanks to a more valid concept of production 2. Built-in continuous improvement p 3. Constantly evolving Lean production is a theory-based theory based, but practice-driven practice driven innovation Increasingly applied in Western manufacturing, but understanding d t di and di implementation l t ti i in th the W West tl lag behind in comparison to Japan The neglect of theory has slowed down the diffusion of lean manufacturing in the West for 15 20 years Focus on the transformation of mass manufacturing into lean manufacturing
Lauri Koskela 2009
Budget: The total cost is decomposed with regard g to individual work p packages g and tasks
Decision rule: If each task is kept within its budgeted cost, the whole project is completed in budget
Lauri Koskela 2009
Lean manufacturing
Lean construction
Outpu ut
Week 1
Week 2
Week 3 Time
Output
Week 1
Week 2
Week 3
Time
Critical path network: A task is started after the completion of the preceding task in the network (end-start (end start relationship)
Preceding task
(In site practice: A task should be started when the master schedule indicates that)
Task
Preceding task
Other inputs
Task
Assembly tasks
Consider a task with one week duration, with ith seven prerequisites/input i it /i t fl flows Let us assume that the reliability y of each input flow is 95 % during one week The probability of having no deviation in any input flow during the week, when starting and carrying out the task, is , 7 = 0,70. , 0,95
Lauri Koskela 2009
Making do Making-do
M Making-do ki d as a waste t refers f to t a situation it ti where h a task is started without all its standard inputs, or the execution of a task is continued although the availability of at least one standard input has ceased. ceased The term input refers not only to materials, but to all other inputs such as machinery machinery, tools tools, personnel, external conditions, instructions etc. Making-do do is equivalent to negative buffering buffering, Making i.e. the waiting time for a part is negative
Outpu ut
Week 1
Week 2
Week 3 Time
45%
35%
Budgeted B d t d Margin M i in i total: t t l $ 6,200,000 6 200 000 Realized Margin in total: $ 9,200,000
25%
% 15%
-5%
A contractor in Finland reports p on using g Last Planner: Antti Husso: Last Planner not only facilitates one's own work, but especially improves the productivity on site.
Lean Construction
Ends
Elimination of making-do g Lead time reduction (inventories, buffering)
Means M
Last Planner system of production control Practices and methods in lean production, when applicable pp
Conclusion
F For one-of-a-kind f ki d production d ti and d construction, we need theory-based development of lean manufacturing concepts do not cover all that is needed (although we increasingly find that manufacturing concepts are applicable in construction)
Issues of implementation
Rather/also the focus should be on: operational p design, g , prefabrication and site production processes where the end product is created Lean L principles i i l can b be used d everywhere, h even i in a point i t wise way but the results are increasingly better, the gg the area of application pp bigger
Lauri Koskela 2009
Thank You!
Questions? Comments?