Lean Manufacturing

IMPROVEMENT STRATEGIES

Kaizen (p124 Lean Toolbox)

Japanese for Continuous Improvement Underpinning for Lean implementation

LEAN
K A I Z E N

Roles Within Kaizen

Top Management Allocate resources Establish: Strategy, systems, procedures. Middle Management Implementing Kaizen. Monitor performance. Education

Roles Within Kaizen

Supervisors Responsible for application Maintain rate of suggestions Improve communications between workers Shop-Floor Employees Learn new jobs Participate

Kaizen Event Outline

1. Identify the area Bite size 2. Identify Focus Changeover One piece flow Kanban Quality

Kaizen Event Outline

3. Identify suitable times. 4. Gain management commitment. 5. Select team 6. Establish TAKT time. 7. Preparation.

Kaizen Event Outline

8. Training. 9. General mapping. 10. Establish sub-teams. 11. Mapping & Data collection. 12. Initial analysis. 13. Initial Changes & testing. 14. Further changes.

Kaizen Event Outline

15. STANDARDISATION
Document new operation/work methods.

1. Single Minute Exchange of Die (SMED)

Setup time = time taken to change a machine from producing one part to another. Long set-up times force companies to manufacture in large batches. Small lots are important, ensuring customers can be supplied in required quantities without holding large stocks.

SMED

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SMED
Shingo methodology - separates internal from external activities. Maximise external preparation activities. Try to convert some internal activities to external. Methodology: Measure and record c/o times.

SMED
Involve team in analysis. Make a video to record and critique. Be aware of optimal sequence of c/o times. Much Internal setup consists of making adjustments, which can take up valuable time.

SMED
Use ideas such as quick release nuts, locator pins and any idea that makes the movements easier to reduce setup time substantially. Teams of two or three people should observe the setup activities and use these ideas to reduce the times. It may be necessary to use an additional person for the setups, as this can reduce the setup time by over 50%.

SMED Overview
1. Analyse current change-overs. 2. Separate internal and external operations. 3. Convert internal to external (i.e. pre-heat a mould). 4. Streamline all aspects of the set -up.

2. Gemba
Gemba = Workplace Go to place of action and collect FACTS.
Not discussing opinions in an office.

Mindset, should be part of Lean Implementation.

Gemba
It means the ability to manage and improve the shop floor by: being at the shop floor, seeing waste, working with operators.

ACTION NOT TALK!

Gemba Four Actuals

Go to actual workplace, Look at actual process, Observe what is actually happening, Collect actual data.

Gemba - Examples
Open-plan offices. Training schemes covering every operation. Senior managers spending time on the frontline.

3. Kobayashi
Audit procedure for lean manufacturing. Concentrates on shop-floor management. Concept of 20 Keys. Useful approach because guidance is given on order of implementation of the keys.

Kobayashi
A scale is provided for each key as an aid to internal evaluation. Links between keys are established. Not possible to reach higher levels in most keys without progress in all keys. Comparisons can be made with other organisations

Kobayashi 20 keys
1. Clean & tidy 5S. 2. Participative management style. 3. Teamworking on improvement. 4. Overproduction, reduced inventory & leadtimes.

Kobayashi 20 keys
5. Changeover reduction. 6. Continuous improvement. 7. Zero monitoring go from watching machines to almost no watching while tending several machines.

Kobayashi 20 keys
8. Cellular manufacturing. 9. Maintenance. 10. Disciplined working everyone knowing what they are doing when. 11. Defects from inspection to process control.

Kobayashi 20 keys
12. Supplier partnership. 13. Waste identification & elimination. 14. Worker empowerment & training. 15. Cross-functional working.

Kobayashi 20 keys
16. Scheduling achieve all targets 100% of time. 17. Efficiency. 18. Technology wide implementation through operator involvement. 19. Conserving energy & materials.

Kobayashi 20 keys
16. Appropriate site technology totally aware of the potential that can be achieved.