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LEAN
MANUFACTURING
By Eng. Tarek Saafan
QA Manager Misr Compressors
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Objectives
To achieve a common definition and vision of Lean Manufacturing
Be able to identify manufacturing system
wastes Understand Lean principles
To provide an overview of the Lean tools andtechniques
To understand Benefits of Lean Manufacturing
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Lean Manufacturing Definition
Is about doing more with Less. Less time, Less
inventory, Less space, Less people & money.
Is a philosophy, based on the Toyota Production
System, and other Japanese management practicesthat strive to shorten the time line between the
customer order and the shipment of the final product,
by consistent elimination of waste.
Is about operating the most efficient and effective
organization possible with the least cost and zero
waste
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Definition Of Work Components
wastevalue creationWORK
Increases
costs and reduces
quality
Customers
only want to pay
for this
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Lean History
In 1945, Toyoda challenged Taiichi Ohno to learnhow to compete with US Automakers not on buildinglarge volumes of similar models, but many models inlow volume.
Ohno was given 3 years to develop a system toachieve this goal.
Ohno went to the US and studied Ford massassembly processes at the Rouge River Plant.
Ohno learned a lot from this experience, but felt Ford
stopped short of a better system. Ohno also studied the supermarket concept of ordering and replenishing stock by a signal system.This resulted in Ohno applying the KANBAN conceptto the system he would develop
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Cont. Lean History
It took Ohno over 20 years to develop the system thatbecame known as The Toyota Production System(TPS)
It took until the 1974 Oil Crisis before outsiders and others
in Japan really took notice of the TPS system that Ohnobuilt and the way it was allowing Toyota to compete whenothers were faltering.
Lean Manufacturing came to the US with JamesWomack¶s Book, ³ The Machine That Changed The
World´ in 1990. Focused on Toyota Production System Concepts and
Why Toyota was able to so successful over US AutoManufacturers.
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Lean benefits
90% reduction in lead time (cycle time).
50% increase in productivity.
80% reduction in work-in-process inventory.
80% improvement in quality.
75% reduction in space utilization.
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The Lean Definition of Waste
Waste is anything that does not add value to
your product or service
It is anything other than the minimum amount
of equipment, materials, parts, space and
employees' time which is absolutely essential
to add value to the product or service.
Necessary activities add Value
Unnecessary or wasteful activities add Cost
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Seven Basic Types of Waste
Waste from overproduction
Waste from waiting times
Transportation waste Processing Waste
Inventory Waste
Waste of motion Waste from product defects
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Waste from Waiting times
Operator or machine idle time.
Causes of Waiting Waste
Unbalanced work load & un-levelscheduling
Unplanned maintenance
Long process set-up times
Upstream quality problem.
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Waste of Transportation
Transporting parts and
materials around the plant
without adding value
Causes: Poor plant layout
Poor understanding of the process
flow for production
Large batch sizes, long lead times,and large storage areas.
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Processing Waste
Effort that adds no value to the product or service
from the customers¶ viewpoint
Causes:
Product changes without process changes True customer requirements undefined
Over processing to accommodate downtime
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Inventory Hides ProblemsInventory Hides Problems
Scrap
Work in process inventory level
(hides problems)
Unreliable Vendors Capacity
Imbalances
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Less Inventory Exposes ProblemsLess Inventory Exposes Problems
Scrap
Reducing inventory reveals
problems so they can be solved.
Unreliable Vendors Capacity
Imbalances
WIP
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Waste of motion
Any movement of people or machines without addingvalue
Causes: Poor people/machine
effectiveness
Inconsistent work methods
Unfavorable facility or celllayout
Poor workplace organizationand housekeeping
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Waste from product defects
All the time and cost incurred
due to getting something
wrong
Causes:
Weak process control
Poor product & process design
Deficient planned maintenance
Inadequate education/training/work
instructions
Misunderstood Customer needs.
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Lean Building Blocks
Value
Stream
Mapping
Visual
Controls
The Lean Factory
5S System
Quick SetupsMistake Proofing
PULL / K anban Cellular Layout TPM
Standard
Work
Self
Inspection
Batch Reduction
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Standard Work
Standard work means that production
processes and guidelines are very clearly
defined and communicated, in a high level of
detail, so as to eliminate variation andincorrect assumptions in the way that work is
performed.
The goal is that production operations should
be performed the same way every time,except insofar as the production process is
intentionally modified.
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Standard Work Elements
Standard work sequence - This is the order in whicha worker must perform tasks, including motions and processes.This is clearly specified to ensure that all workers perform thetasks in the most similar ways possible so as to minimizevariation and therefore defects.
Standard timing ± Takt time is the frequency with whicha single piece is produced. Takt time is used to clearly specifyand monitor the rate at which a process should be occurring at
various production stages.
Standard in-process inventory ± This is theminimum unit of materials, consisting primarily of unitsundergoing processing, which are required to keep a cell or
process moving at the desired rate.
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Mistake proofing (Pok a Yoke)
POKA = ERRORS ERRORS
YOKE = AVOID AVOID
Poka-yoke is a Japanese improvement strategy for mistake-
proofing to prevent defects (or nonconformities) from arising
during production processes.
The Poka-yoke concept was created in the mid-1980s by
Shigeo Shingo, a Japanese manufacturing engineer.
Shingo lists characteristics of poka-yoke devices:
1. 100 percent inspection is possible
2. Devices avoid sampling for monitoring and control
3. Poka-yoke devices are inexpensive
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Pok a Yoke Methods
Shutdown. Poka-yoke devices monitor critical processconditions and shut down the process when a parameter movesout of the desirable range, indicating that a defective product
has either been produced or is about to be produced. Control. Poka-yoke devices are installed on process
equipment and/or work pieces, making it impossible to producedefects and/or to flow a nonconforming product onto the nextprocess.
Warning. Poka-yoke devices signal to a worker that a defect
has been produced. The worker must intervene to correct theprocesses responsible for causing the defect, since otherwisethe processes will output further nonconforming product.
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Poka Yoke Examples
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Poka Yoke Industrial Examples
In this example, each step of the machine cycle is wired to an indicator board
and a timer. If each cycle of the machine is not performed within the required
³time´ and ³sequence´, the indicator light for that step will be turned on and
the machine will stop.
Indicator BoardMachine
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Cont. Poka Yoke Industrial Examples
Warning sensors
connected to lights
Used to physically detect the presence or absence of
an object or item-prevents missing parts.
Used to physically detect the height of a part or
dimension.
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isual Controls
Simple signals that provide an immediate understanding of a
situation or condition.
Three reasons for using visual management tools:
1. To make problems visible
2. To help workers and management stay in direct contactwith the workplace
3. To clarify targets for improvement
A Visual Workplace includes:
Visual Orders
Visual Standards
Visual Measures
Visual Controls
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isual Controls Examples
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Cont. Visual Controls
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The 5 S
Sort - Everything in the work area. Sort through, then sort out. ³Whenin doubt, throw it out!´
Set In Order - Organize everything that remains.
Shine - Clean everything; ceilings, walls, floors, equipment, cabinets,desks, tooling, etc.
Standardize - Make it obvious where things belong, using lines, labels,signs, shadow boxes, shadow boards, etc.
Sustain - Create rules, guidelines, cleaning charts, action lists, etc.Use display boards, newsletters, and give recognition to sustainsuccesses.
The 5S System is a Japanese series of activities designed to
improve workplace organization and standardization. These
activities, all of which begin with the letter S, include:
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Before and After 5 S
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Quick Setups (SMED)
Single Minute Exchange of Die (SMED) concept is to take a longsetup change of perhaps 4 hours in length and reduce it to 3minutes.
Shigeo Shingo, developer of the SMED system has used it quiteeffectively in the Toyota Production System for just-in-timeproduction.
Single minute exchange of die does not literally require diechanges to be perfor med in only one minute, it merely implies thatdie changes are to be accomplished under a single digit of time(nine minutes or less).
SMED is a system that reduces the dependence on the long ter m experience of operators to perfor m an effective changeover.SMED will have a system to reduce the skill level needed for setup
changes. Internal setup: Can be perfor med only when a process is stopped
External setup: Can be perfor med in advance
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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
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SMED Techniques
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Cont. SMED Techniques
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Cellular layout
Cellular layout is a technique of arranging
operations and/or people in a cell (U-shaped,
etc.) rather than in a traditional straight
assembly line. Cellular layout helps to achieve many of the
objectives of Lean Manufacturing due to its
ability to help eliminate many non value-
added activities from the production processsuch as waiting times, bottlenecks, transport
and works-in-progress.
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Cellular Layout Characteristics
Continuous flow - There is a smooth flow of materials andcomponents through the cell with virtually no transport or waiting time between production stages.
One-piece flow - Cellular manufacturing utilizes a one pieceflow so that one product moves through the manufacturingprocess one piece at a time.
Multi-purpose workers - There is only one or several workersin each cell and unlike batch processing where workers areresponsible for a single process, in cell manufacturing the cellworkers are responsible for handling each of the differentprocesses that occur in the cell. Therefore each worker istrained to handle each process which occurs within the cell.
U-shape ± Cells are usually U-shaped, with the productmoving from one end of the U to the other end of the U as it isprocessed by the worker(s). The purpose of this is to minimizethe walking distance and movement of materials within a cell.
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K anban / Pull system
If the company is not producing what the customer wants than itis still waste.
This is where the concept of pulling demand from the customer,rather than pushing product.
In a production plant, each process can be considered as a
customer to the previous process. Various methods such asKanban (Japanese word for signal) are used to communicate tothe previous process the exact requirement of this process.
The kanban carries information regarding the part number,quantity, location, delivery frequency, etc.
The kanban travels with the actual parts and this system is asimple, seemingly foolproof way to make sure the right parts aremade at the right time in the right amount.
The Kanban may be an empty square marked on the floor, anempty shelf, a card describing the parts required, or anelectronic signal.
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Push Manufacturing
Batch process where resources are provided
to the consumer based on forecasts or
schedules
Complex schedule and material handling Excessive inventory
Poor communication
Long lead times
Large lots
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Pull System
A simple, flexible method of controlling & balancingthe flow of resources.
Eliminating waste of handling, storage, expediting,repair, rework, facilities, equipment, excess inventory
(work-in-process and finished).
Pull System consists of:
- Production based on actual consumption
-
Small Lots- Low Inventories
- Management by Sight
- Better Communication
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Batch Size Reduction
Historically, manufacturing companies have operated with largebatch sizes in order to maximize machine utilization.
Lean calls for the production of parts to customer demand, theideal batch size is ONE.
A batch size of one is not always practical, so the goal is topractice continuous improvement to reduce the batch size aslow as possible.
Reducing batch sizes reduces the amount of work-in-processinventory (WIP).
Therefore, smaller batch sizes shorten the overall production
cycle, enabling companies to deliver more quickly and to invoicesooner (for improved cash flow). Shorter production cyclesincreases inventory turns and allows the company to operateprofitably at lower margins, which enables price reductions,which increases sales and market share.
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Total Productive Maintenance
TPM combines preventive maintenance and total qualityconcepts
TPM aims at improving existing plant conditions and atincreasing the knowledge and skills of frontline personnel inorder to achieve zero accidents, zero defects, and zero
breakdowns. TPM goes beyond preventive maintenance, to optimize the
operation of the equipment.
TPM assigns basic preventative maintenance work includinginspection, cleaning, lubricating, tightening and calibration to theproduction workers who operate the equipment.
In TPM, the maintenance team is responsible for the higher value-added maintenance activities such as improving theequipment, performing overhauls and improvements, fixingproblems and providing training.
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Self inspection
The main responsibility for quality inspection
is done in-line by workers, not by separate
quality inspectors who inspect sample lots.
Although some independent Quality Control(QC) inspectors are often still used in lean
companies, their role is minimized (ideally
there are no QC inspectors because they
also are considered a waste in LeanManufacturing
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Lean Manuf acturing
WASTE
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Questions?
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