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Recap Previous Lecture1. History of Lean manufacturing

2. Definition of Lean manufacturing

3. Why should we go Lean

4. Demings system of profound knowledge

5. Process inputs transformation - outputs

6. Womack & Jones 5 principles

7. Reading matl.

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Value Stream /

Process Mapping

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Lean Manufacturing/Operations

Understanding the Process

A process should be improved with the aid of a process/valuestream mapping tool

Inputs OutputsTransformation

Product

or

ServiceActivity

People

Machine

Method

Materials

Environment

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Process Mapping, What is it ?

Learn to See

All work occurs as a process

Wherever there is a process you can create a process

map

This tool will enable you to draw a picture of the process

which then enables you to identify sources of WASTE ie

non value added operations in the process

Instead of reading about a journey you can actually see itas you would by looking at a road map

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MD/Chairman

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Accounts HR Design /

Engineering

Operations Purchasing

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Gemba (the original place). For instance, for an airline, it is the

front desk where you buy the ticket,

wherever the value is being added,"

Design/Engineering

Accoun

ts

HR

Purchasing

Operations

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Process Mapping, The Method

Select the process

Form the team

Map the process (Current state)

Redefine the process (Create a vision for world class)

Redefine the process (The real world)

Create an action plan to deliver the revised process

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Learning to see or defining the process (a pictorial description)

Initial process definition is to define the boundaries of

the process

Key elements to be identified are:

Major activities

Purpose of the process

People in the process

Customer & Supplier relationships

Inputs & outputs

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It Helps You Learn to See

Process Mapping, Why ?

It Helps you visualise more than just a single process

It helps you to see the sources of waste

It shows the linkage between information flow and

material flow

Decision making for flow changes are simplified

It provides us with a common language

It starts you on the road to forming a fully integrated

lean manufacturing plan

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Process Mapping, Select the process/part

Select the part/process with greatest opportunity

Very high volume

Generic to the cell/business

Ensure the schedule is strong

Ensure the model type is current/new

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Process Mapping, Form a team

A high proportion of the team must come from inside theprocess (the real experts)

The team can also be sprinkled with technical experts

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One person leading, preferably the facilitator

Establish the base route: turn drill heat treat grind -insp. etc.

If the route is large, break the team up into groups butensure operations overlap by at least 2 operations

Each team to collect data at each operation eg:

Operation & number

Time taken

Set Time

Batch Qty

Non-conformance %

Process Mapping, Map the Process

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Process Mapping, Map the Process cont.

The team must actually walk along the route of theprocess, in the order that it happens, starting withcustomer acceptance and work backwards to supplierdelivery.

Ask questions vigorously Where did it come from where does it go

Do not use the routing card as the main driver

Transcribe results onto post its

Place in sequence on continuous roll of paperTotal up metrics

cycle time

set time

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Manufacturing

Process

Assembly

External

sources

C/T = 45 sec.

C/O = 30 min.3 shifts.

2% scrap.

Data Box

I300 pieces

1 day

Inventory

Mon.

&Wed

Truck

Shipment

Push ArrowFinished goods to

customer

FIFO

Max 20 pieces

First in first out

sequence flowSupermarket Withdrawal

Rother & Shook Learning to See

Symbols

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A rectangle is used to identify a process activity

eg. Grind Turn Assembly etc.

A diamond is used to indicate a yes no decision isrequired eg. Make or buy cast or forge right or

wrong.

This symbol is used to denote a delay in the

process eg. Temporary storage prior to an

operation

The inverted triangle symbol designates a

storage activity eg Raw matl placed in store room

or sub assy storage

Other Basic Symbols

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Waste

Exercise

Create A Simple Current

State Value Stream Using

The Data Provided

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In Coming Stores. 60 forgings are delivered to the factory, 1 lorry load every week.

Cycle Time: 2min

Process Time: 5 Days

Set Up Time: 0

Non-Conformance: 0

Batch Qty: 10

Distance to next op: 100m

Turn. Turn rough forging to size, leaving grinding allowance on some features.Cycle Time: 25min

Process Time: 2 Days

Set Up Time: 120min

Non-Conformance: 10%

Batch Qty: 10


Grind. Semi finish and finish grind 1 bores and 2 mating faces.

Cycle Time: 10min

Process Time: 7hrsSet Up Time: 15min


Batch Qty: 10


Final Inspection All finished features are checked against finished drawing.

Cycle Time: 20min

Process Time: 4hrs

Set Up Time: 0


Batch Qty: 10


Package and Despatch. Parts are packaged in batches of 8 per box and paperwork

checked.

Cycle Time: 15min

Process Time: 3hrs

Set Up Time: 0

Non-Conformance: 0

Batch Qty: 8

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Number of operations:

Cycle Time:

Process Time:

Set up time:

Non-conformance: Distance travelled:

Inventory:

Value Added vs Non Value

Added %

Record totals

420 minutes or 7hrs /day

40 parts/week

4weeks/month

Additional information

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Stores

TurningGrind

InspectionPackage &

Despatch

Tool Store

Planning

Office

Engineering

Offices



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Waste

Muda

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Waste

What is WASTE (Muda)?

Waste is all the activity and material that is not required by

the customer

It influences the selling price

Waste is normally 95% of a typical manufacturing process

World class is still only around 80% waste today

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Non-Value Added

Value Added

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80%

Waste

95%

Waste

Current Industry

Pre Lean Activity

Worlds Best

Post Lean Activity

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Waste

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Waste

The activities that comprise a process are:Value added

Non-value added

The majority of non-value added activity is WASTE

A customer will not pay for waste

The 7 wastes are:

Overproduction

Transportation

Waiting

Motion

Processing

Inventory

Defects

One other that is missed is

People

1

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Waste

Exercise

What are the most prevalent forms of waste in a

job that youve had or in a process (or activity)

that you are very familiar with?

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CORRECTION Repair or Rework, Scrap, Concession

MOTION Any wasted motion to pick up parts or stack parts. Also wasted

walking

OVERPRODUCTION Producing more than is needed before it is needed

CONVEYANCE Wasted effort to transport materials, parts, or finished goods

into or out of storage, or between processes.

INVENTORY Maintaining excess inventory of raw matls, parts in process,

or finished goods.

PROCESSING Doing more work than is

necessary

WAITING Any non-work time waiting for tools, supplies, parts, etc..


Recognising Waste

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The Sea of Inventory

RawMaterial Finish

edPar

ts

Poor

Scheduling

MachineBreakdown

Poor

Quality

Poor

deliveries

Long

Set Up

TimesIine

Imbalance

Poor

Communications

Poor

HousekeepingAbsenteeismLong

TransportationKiyoshi

Suzaki


Waste

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Waste

Overproduction Producing too much too soon Inventory, poor product flowPaperwork overload, poor flow

of data, poor communication,

No Decision making strategy,

Indiscernible project selection

Non-conformance

(defects)

Outside specified

requirements

Paperwork errors,

Communication errors to wrong

people, Design errors, Changing

priorities, Unclear Requirements,

Poor product quality, Delivery

performance,

Inventory

(unnecessary)

Oversubscribed Material Paperwork errors,

Communication errors, Dataconversion, Inappropriate

changes,

Too much raw material, too

many parts in progress. Toomany finished goods

Processing

(inappropriate)

Using flawed

systems/procedures to

achieve task

Overcomplicated paperwork

systems, Top heavy procedures,

Too many iterations, Out of

sequence working

Worn fixtures, Lack of S.O.P.,

overcomplicated

manufacturing process, Over

design of parts,

Transportation

(excessive)

Excessive materiel movement Communication flow, Paperwork

flow, Information flow, People

movement, Too many processiterations,

Movement of product,Product

flow, People movement,

Waiting Process Inactivity Paperwork inactivity, Excessiveverification, Poor system

connectivity, No Standard data,

poor process flow

Product inactivity, not adding

value

Motion

(unnecessary)

Ergonomic/Environmental

organisation

Bending, Stretching, Walking,

Workplace organisation,

People organisation/utilisation

Bending , Stretching,

Walking,, Workplace

organisation

7 Wastes Clarification Non-Transactional Transactional

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Recognising Waste

Waste does not add value it adds cost.

The customer is paying for waste.

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Process Mapping, Create the Future State.

A vigorous debate must be conducted around the valuestream map by the team and any other interested parties

What can we eliminate

What can we move

What operations can we roll up

Can we reduce distances

Can we reduce set up times

Can we improve the flow characteristics

What will give the most significant impact

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Display on

- waterfall charts

- Pie chart

- VA/NVA PictureValue added

Non-Value added

As a guide for operation recognition use stage drawings above the postit sequence where

available.

Process Mapping, Displaying Results

value added

11 28

VA NVA

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value added

Non-valueadd

ed

Non-value addedvalue added

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Recognising Waste

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Exercise

Create a future state value

stream by eliminating

obvious waste and creativethinking

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Question which operations are true value adding operations in the eyes of the

customer.

- Go for the ultimate dream for the process i.e.. Zero non-value added operations.

Total up the metrics again

Display on Waterfall, Pie charts etc..

Non-Value added

Value added

Process Mapping, Assess the process for worlds best (The Vision)

90 10

value added

non-value

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Non-valueadd

ed

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The only way to learn how to use this and all the

other tools we will be looking at is to actually use

them. Get familiar with them and the language

they use

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C G. Robinson

Reading materials:

The Lean Toolbox

John Bicheno isbn 0-9513-829-9-3

pages 21 to 26

The New Manufacturing Challenge

Kyioshi Suzaki isbn 0-02-932040-2

Chapter 1

You will need calculators next lecture

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Handout course work

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2 - 2nd Feb

Documents

Transcript of 2 - 2nd Feb