Académique Documents
Professionnel Documents
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Lean Production
Operations
Operations Management
Management -- 55thth Edition
Edition
Roberta Russell & Bernard W. Taylor, III
Beni Asllani
University of Tennessee at Chattanooga
Lecture Outline
15-2
Lean Production
Doing more with less inventory, fewer
workers, less space
Just-in-time (JIT)
Muda
15-3
Waste in Operations
15-4
15-5
15-6
Basic Elements
1.
2.
3.
4.
5.
6.
7.
8.
9.
Flexible resources
Cellular layouts
Pull production system
Kanban production control
Small lot production
Quick setups
Uniform production levels
Total productive
maintenance
Supplier networks
15-7
Flexible Resources
Multifunctional workers
Cycle time
Takt time
15-8
Standard Operating
Routine for a Worker
15-9
Cellular Layouts
Manufacturing cells
15-10
15-11
15-12
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
Copyright 2006 John Wiley & Sons, Inc.
15-13
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
15-14
Sample Kanban
15-15
Origin of Kanban
a) Two-bin inventory system
Bin 1
Bin 2
Reorder
card
Q-R
R
Q = order quantity
R = reorder point - demand during lead time
15-16
Types of Kanban
Production kanban
authorizes production of
goods
Withdrawal kanban
authorizes movement of
goods
Kanban square
Signal kanban
Material kanban
Supplier kanban
15-17
15-18
15-19
15-20
Determining Number of
Kanbans
No. of Kanbans =
N =
dL + S
C
where
N
d
L
S
C
15-21
Determining Number of
Kanbans: Example
d
L
S
C
15-22
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
Copyright 2006 John Wiley & Sons, Inc.
15-23
15-24
15-25
Move time
Waiting time
Setup time
15-26
Quick Setups
Internal setup
Can be performed
only when a
process is stopped
External setup
Can be performed
in advance
SMED Principles
15-27
15-28
15-29
15-30
15-31
Mixed-Model Sequencing
15-32
Poka-yokes
Kaizen
a system of continuous
improvement; change for
the good of all
Jidoka
Andons
Under-capacity
scheduling
15-33
Examples of Visual
Control
15-34
Examples of Visual
Control (cont.)
15-35
Examples of Visual
Control (cont.)
15-36
Total Productive
Maintenance (TPM)
Breakdown maintenance
Preventive maintenance
15-37
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
Copyright 2006 John Wiley & Sons, Inc.
15-38
5S Scan
Seiri
(sort)
Seiton
(set in order)
Seisou
(shine)
Seiketsu
(standardize)
Shisuke
(sustain)
Goal
Keep only what you
need
A place for
everything and
everything in its
place
Cleaning, and
looking for ways to
keep clean and
organized
Maintaining and
monitoring the first
three categories
Sticking to the rules
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 lines, clean; cleaning materials not easily
accessible; labels, signs broken or unclean;
other cleaning problems
Necessary information not visible; standards
not known; checklists missing; quantities and
limits not easily recognizable; items cant be
located within 30 seconds
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
15-39
Supplier Networks
15-40
Benefits of Lean
Production
Reduced inventory
Improved quality
Lower costs
Reduced space requirements
Shorter lead time
Increased productivity
15-41
Benefits of Lean
Production (cont.)
Greater flexibility
Better relations with suppliers
Simplified scheduling and control activities
Increased capacity
Better use of human resources
More product variety
15-42
15-43
Lean Services
Basic elements of lean
production apply equally to
services
Most prevalent applications
lean retailing
lean banking
lean health care
15-44