Académique Documents
Professionnel Documents
Culture Documents
Lean Systems
Lecture Outline
Basic Elements of Lean Production Benefits of Lean Production Implementing Lean Production Lean Services Leaning the Supply Chain Lean Six Sigma Lean and the Environment Value Stream Mapping
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Lean Production
Doing more with less inventory, fewer workers, less space Just-in-time (JIT)
smoothing the flow of material to arrive just as it is needed JIT and Lean Production are used interchangeably
Muda
waste, anything other than that which adds value to product or service
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Waste in Operations
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Waste in Operations
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Waste in Operations
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Basic Elements
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Flexible resources Cellular layouts Pull system Kanbans Small lots Quick setups Uniform production levels Quality at the source Total productive maintenance Supplier networks
Copyright 2011 John Wiley & Sons, Inc. Sons, Inc. Copyright 2011 John Wiley &
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Flexible Resources
Multifunctional workers
perform more than one job general-purpose machines perform several basic functions
Cycle time
time required for the worker to complete one pass through the operations assigned
Takt time
paces production to customer demand
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Cellular Layouts
Manufacturing cells
comprised of dissimilar machines brought together to manufacture a family of parts
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Pull System
Material is pulled through the system when needed Reversal of traditional push system where material is pushed according to a schedule Forces cooperation Prevent over and underproduction While push systems rely on a predetermined schedule, pull systems rely on customer requests
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Kanbans
Card which indicates standard quantity of production Derived from two-bin inventory system Maintain discipline of pull production Authorize production and movement of goods
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Sample Kanban
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Origin of Kanban
a) Two-bin inventory system Bin 1 Kanban Bin 2 Reorder card Q-R b) Kanban inventory system
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Types of Kanban
Production kanban
authorizes production of goods authorizes movement of goods a marked area designated to hold items
Signal kanban
a triangular kanban used to signal production at the previous workstation
Withdrawal kanban
Kanban square
Material kanban
used to order material in advance of a process
Supplier kanban
rotates between the factory and suppliers
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Other Kanbans
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Other Kanbans
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where
N d L S C
= number of kanbans or containers = average demand over some time period = lead time to replenish an order = safety stock = container size
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(150 x 0.5) + 7.5 dL + S N= = 25 C 75 + 7.5 = = 3.3 kanbans or containers 25 Round up to 4 (to allow some slack) or down to 3 (to force improvement)
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Small Lots
Require less space and capital investment Move processes closer together Make quality problems easier to detect Make processes more dependent on each other
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Move time
Reduce distances, simplify movements, standardize routings
Waiting time
Better scheduling, sufficient capacity
Setup time
Generally the biggest bottleneck
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Quick Setups
Internal setup
Can be performed only when a process is stopped
SMED Principles
Separate internal setup from external setup Convert internal setup to external setup Streamline all aspects of setup Perform setup activities in parallel or eliminate them entirely
External setup
Can be performed in advance
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Mixed-Model Sequencing
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Jidoka
authority to stop the production line
Poka-yokes
prevent defects from occurring
Andons
call lights that signal quality problems
Kaizen
a system of continuous improvement; change for the good of all
Under-capacity scheduling
leaves time for planning, problem solving, and maintenance
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5 Whys
A key part in an effective Kaizen is finding the root cause of a problem and eliminating it A practice of asking why? repeatedly until the underlying cause is identified (usually requiring five questions) Simple, yet powerful technique for finding the root cause of a problem
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Preventive maintenance
System of periodic inspection and maintenance to keep machines operating
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TPM Requirements
Design products that can be easily produced on existing machines Design machines for easier operation, changeover, maintenance Train and retrain workers to operate machines Purchase machines that maximize productive potential Design preventive maintenance plan spanning life of machine
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5S Workplace Scan
5S Scan
Seiri (sort)
Goal
Keep only what you need
Eliminate or Correct
Unneeded equipment, tools, furniture; unneeded items on walls, bulletins; items blocking aisles or stacked in corners; unneeded inventory, supplies, parts; safety hazards Items not in their correct places; correct places not obvious; aisles, workstations, & equipment locations not indicated; items not put away immediately after use Floors, walls, stairs, equipment, & surfaces not clean; cleaning materials not easily accessible; lines, labels, signs broken or unclean; other cleaning problems
A place for everything and everything in its place Cleaning, and looking for ways to keep clean and organized
Seisou (shine)
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5S Workplace Scan
5S Scan
Seiketsu (standardize)
Goal
Maintaining and monitoring the first three categories
Eliminate or Correct
Necessary information not visible; standards not known; checklists missing; quantities and limits not easily recognizable; items cant be located within 30 seconds
Shisuke (sustain)
Number of workers without 5S training; number of daily 5S inspections not performed; number of personal items not stored; number of times job aids not available or up-to-date
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Supplier Networks
Long-term supplier contracts Synchronized production Supplier certification Mixed loads and frequent deliveries Precise delivery schedules Standardized, sequenced delivery Locating in close proximity to the customer
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Lean Services
Basic elements of lean production apply equally to services Most prevalent applications
lean retailing lean banking lean health care
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Six Sigma
Reduces variability and enhances process capabilities Requires breakthrough improvements
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VSM Shapes
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Copyright 2011John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information herein.
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