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Chapter 12
Lean Production
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OBJECTIVES
Lean
Production Defined
The
Lean
Lean
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Lean Production
Lean Production can be defined as an integrated set of activities designed to achieve high-volume production using minimal inventories (raw materials, work in process, and finished goods) Lean Production also involves the elimination of waste in production effort Lean Production also involves the timing of production resources (i.e., parts arrive at the next workstation just in time)
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Here the customer starts the process, pulling an inventory item from Final Assembly
Pull System
Fab
Vendor
Sub
Fab Vendor
Final Assembly
Sub Fab Vendor
The process continues throughout the entire production process and supply chain
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Fab
Vendor
WHAT IT REQUIRES
Employee participation
Industrial engineering/basics Continuing improvement Total quality control Small lot sizes
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on two philosophies:
1. Elimination of waste
2. Respect for people
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Elimination of Waste
1. 2. 3. 4.
Focused factory networks Group technology Quality at the source JIT production
5.
6.
7.
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These are small specialized plants that limit the range of products produced (sometimes only one type of product for an entire facility)
Some plants in Japan have as few as 30 and as many as 1000 employees
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Using Departmental Specialization for plant layout can cause a lot of unnecessary material movement
Saw Saw Saw Grinder Grinder
Heat Treat
Lathe
Lathe
Lathe
Press
Press
Press
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Revising by using Group Technology Cells can reduce movement and improve product flow
Lathe
Press
Heat Treat
Lathe
Press
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Not uniform
Jan. Units
Feb. Units
Mar. Units
Total
1,200
3,500
or
4,300
9,000
Uniform
Jan. Units
3,000
Feb. Units
3,000
Mar. Units
3,000
Total
9,000
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Example: By identifying defective items from a vendor early in the production process the downstream work is saved
Paperwork backlog
Inspection backlogs
Decision backlogs
Example: By identifying defective work by employees upstream, the downstream work is saved
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Withdrawal kanban
Machine Center
Storage Part A
Storage Part A
Assembly Line
Production kanban
The process begins by the Assembly Line people pulling Part A from Storage
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Setting up a kanban system requires determining the number of kanbans cards (or containers) needed Each container represents the minimum production lot size An accurate estimate of the lead time required to produce a container is key to determining how many kanbans are required
2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
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A switch assembly is assembled in batches of 4 units from an upstream assembly area and delivered in a special container to a downstream control-panel assembly operation The control-panel assembly area requires 5 switch assemblies per hour The switch assembly area can produce a container of switch assemblies in 2 hours Safety stock has been set at 10% of needed inventory
2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
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19
Level payrolls Cooperative employee unions Subcontractor networks Bottom-round management style Quality circles (Small Group Involvement Activities or SGIAs)
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All work shall be highly specified as to content, sequence, timing, and outcome
2.
Every customer-supplier connection must be direct, and there must be an unambiguous yesor-no way to send requests and receive responses The pathway for every product and service must be simple and direct
Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization
2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
3.
4.
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responsibility SQC
Measure Enforce
compliance
methods inspection
2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Fail-safe
Automatic
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schedule
Underutilize
capacity
Establish
freeze windows
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pull
Backflush
Reduce
lot sizes
2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
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Frequent
Project
Quality
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Conveyors
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Standard product configuration Standardize and reduce number of parts Process design with product design Quality expectations
2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
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Continual
education
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Emphasize Track
improvement
trends
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Upgrade Housekeeping
Upgrade Quality
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Eliminate
Reorganize
Introduce
Develop
Demand-Pull Scheduling
Supplier Networks
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End of Chapter 12
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