IE 427- Lean Production Systems Dr.

Rupy Sawhney
Department of Industrial & Information Engineering
The University of Tennessee 1
Dr. Rupy Sawhney
Current Process
Bad Lead
time
Better Lead
time
Proposed Process
Time part
enters the
system
Time part
exits the
system
Time part
exits the
system
LEAN GOAL 1: REDUCE LEAD TIME
What Is Lead Time?
Receive Computer Input
Schedule
Data
Set
Materials Manager
Process Set- Up Queue Move
Value Added
Non Value Added
Shop Lead Time
Shop Lead time is the time that it takes a part to be
completed within manufacturing
Reduction of Conveyance
Time between Production.
Adaptable Production or JIT
Reduction of the Production Lead Time
Reduction of Processing
Time at each area.
Reduction of Waiting
Time between Processes.
Quick Conveyance
Means.
Line
Balancing.
Minimization of
Conveyance lot.
Belt, forklift,
Conveyor.
Standardization
of jobs.
Mutual relief
movement.
Reduction of
lot sizes.
Leveling of work
Load by sequence
Schedule.
Layout of
Machines.
Multi functional
Workers.
Quick Conveyance
Means.
Single Unit
Production
& Conveyance.
Small
Lot
Production.
SMED
Lead Time Analysis
Process Set- Up Queue Move
How to Think Where the Problem
Is?
4% 2% 3% 91%
People Work People Work People Work No One Works
Here
Variation is Evil
LEAN GOAL 2: REDUCE VARIATION
Total Variation
IE 427- Lean Production Systems Dr. Rupy Sawhney
Department of Industrial & Information Engineering
The University of Tennessee 2
LEAN GOAL 3: CHANGE WILL ONLY
COME THROUGH PEOPLE
To eliminate muda (waste or non value
added) in the process, in order to let the
business grow in a more efficient manner.
Result: More profit using
the same or less
resources.
What is waste?
Value is what the customer buys. It is a function of quality, time to deliver and price.
Value addition
Transforms or shapes material or information
Done right the first time
Customer wants it
Non-Value but Necessary Waste
Consumes resources
Cannot be eliminated based on current technology or policy
Project coordination, company mandate, regulatory, etc.
Non-Value and Pure Waste
Consumes resources
Rework , Check offs, etc.
Can be eliminated
Deborah Nightingale, 2005 Massachusetts Institute of Technology
Overproduction
Inventories
Transportation
Defective products
Processing
Motion
Delays
An eight source has
been considered by
some authors:
Waste of human
talent.
Dr. Stainback
suggests Waste in
Communications
IE 427- Lean Production Systems Dr. Rupy Sawhney
Department of Industrial & Information Engineering
The University of Tennessee 3
Overproduction:
The waste of overproduction is producing too much at a given time. It is
characterized by,
Producing more than is needed by the next process or customer
Producing earlier than is needed by the next process or customer
Producing faster than is needed by the next process or customer
Inventory:
Inventory is considered a waste as it does not add any value to the
product. Parts, raw materials, WIP, inventory, supplies and finished goods are all
forms of inventory.
Repair / Rejects:
Whenever defects occur, extra costs are incurred reworking the part,
rescheduling production, etc. This results in labor costs, more time in the
"Work-in-progress". Defects in practice can sometimes double the cost of one
single product. This cannot be passed on to the consumer and should be
taken as a loss.
Caused by:
incapable process;
incapable suppliers;
operator errors.
Motion:
Any motion of man and/or equipment that does not add value to the
product or service is considered a waste.
Caused by:
Poor workstation layout excessive walking, bending reaching;
Poor method design transferring parts from one hand to another;
Reorientation of materials.
Processing:
Over-processing occurs any time more work is done on a piece than is
required by the customer. This also includes using components that are more
precise, complex, higher quality or expensive than absolutely required.
Painting of unseen areas.
Unnecessarily tight tolerances.
Cleaning and polishing beyond the level required.
De-burring areas never accessed by the consumer.
Waiting:
Any kind of a wait either due to operator, machine downtime, etc are
considered wastes.
Waiting for the next production step
Interruptions of production during shift change.
IE 427- Lean Production Systems Dr. Rupy Sawhney
Department of Industrial & Information Engineering
The University of Tennessee 4
Transportation :
Transportation does not make any transformation to the product that
the consumer is willing to pay for.
Caused by:
Poor layouts;
Multiple storage locations;
Lengthy, or complex material handling systems.
What happened here?
Scrap
Capacity
Imbalances
Large Setup Unreliable
Times Suppliers
Toyota Production System (1998), Yasuhiro Monden
Toyota Production System (1998), Yasuhiro Monden
Over Production
Inventory
Transportation
Waiting
Over Processing
Defects
Motion