5 lean manufactu - Massachusetts Institute of Technology
Transcript of 5 lean manufactu - Massachusetts Institute of Technology
Source: Tom Shields, Lean Aerospace Initiative
Content
• General lean concepts in factory design
• Manufacturing Video
• Manufacturing System Design Framework
• Conclusions
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 2
© Deborah Nightingale, 2005 Massachusetts Institute of TechnologyESD.61J / 16.852J: Integrating the Lean Enterprise Page 3
Lean from the Toyota Production System Shows How It All Relates
JIT
JI DOKA
Leveled & Balanced Production
Cost control through the elimination of waste
TPS
KaizenStandardized Work
Right Qty Right Mix Right Time
Perfect Quality
Engaged and Creative Workforce
Aerospace Factory Designs Have Many Things to Consider
Inputs
• Production volume
• Product mix
• Product design
•
• Complexity
• Process capability
• Type of organization
•
•
•
•
•
•
•
Factory Design
Focus
Frequency of changes
Worker skill/knowledge Here
Outputs Cost Quality Performance Delivery Flexibility Innovativeness
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 4
Benefits from a Focus on Process Rather Than Operation Improvements
• Operations• Value adding • Transportation • Delay (2 types) • Inspection
• Factory Design • Layout choices • Operation policies • Process Technology • Tapping human
knowledge
X X Store in Warehouse
Move to Staging
Store at Staging
Move By AGV
Machine
X X Part B
Part A
Ope r atio n
Factory Design
I X
Storage Value Adding Inspection Transport
Types of Operations
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 5
Traditional Manufacturing
l Assembly
Center
i
Treat lyion and
Machining Center
MM
MMG
GGG
G G
L
L
L
L
L
L
DD D
D D
MC
MC D
1
4
2
3
5 10
7 6
8
9
12
13
11
Fina
Receiving, Incoming Inspect on,
and Shipping
Heat
Injection Molding Center
Component SubassembInspectTest Center
The material flow could take up to millions of different paths, creating waste of transportation and waiting at virtually every step.
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 6
Cellular Manufacturing
iing
Treat
MG
GL
D
M
M
G
G
LD
D D
MC MC
MG
GL
D
MG
GL
D
MG
GL
D
MG
GL
D
MG
GL
D
M
M
G
G
LD
D D
Work Flow
Receiving, Incoming Inspect on,
and Shipp
Heat
Injection Molding Center
Rather than route the materials required through the entire plant, materials flow to the head of each work cell, through each process in the cell, then to final assembly. This eliminates most of the transportation and waiting we would see in the traditional approach.
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 7
Only Understood Processes Can Be Improved
• Establish models and/or simulations to permit understanding • Ensure process capability & maturation • Maintain challenge of existing processes
Tools
• Five Whys
• Process flow charts
• Value stream mapping
• Statistical tools
• Data collection and discipline
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 8
Definite Boundaries Exist Between Flow and Pull
Flow • MRP used for planning
and control • Group technology • Reduce the number of
flow paths • Batch or single items • Inventory to buffer flow • Process control • Minimize space & distance
traveled with contiguous processing established
Pull • Takt time • Balanced production • Level production • Response time less than
lead time • Standard work • Single item flow • Correct problems
immediately - STOP if necessary
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 9
JILean Tools Can Apply even if
T System Not Logical • Value stream mapping • Work groups to implement
change • Visual displays and
controls • Error proofing • Standardized work • Quick changeover • Total productive
maintenance • Rapid problem solving • Self inspection • Five Sʼs
Source: J. Miltonburg, Manufacturing Strategy ©1995, p31.
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 10
Source: Tom Shields, Lean Aerospace Initiative
Content
• General lean concepts in factory design
• Manufacturing Video
• Manufacturing System Design Framework
• Conclusions
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 11
Production Operations Transition-To-Lean Roadmap
Prepare
• Select initial implementation scope
• Define customer
• Define value -Quality, Schedule, and Target Cost
• Select initial implementation scope
• Define customer
• Define value -Quality, Schedule, and Target Cost
• Record current state value stream
• Chart product and information flow
• Chart operator movement
• Chart tool movement
• Collect baseline data
• Record current state value stream
• Chart product and information flow
• Chart operator movement
• Chart tool movement
• Collect baseline data
• Standardize operations
• Mistake proof processes
• Achieve process control
• Implement TPM• Implement self-
inspection• Eliminate/
reduce waste• Cross train
workforce• Reduce set-up
times• Implement cell
layout• Implement visual
controls
• Standardize operations
• Mistake proof processes
• Achieve process control
• Implement TPM• Implement self-
inspection• Eliminate/
reduce waste• Cross train
workforce• Reduce set-up
times• Implement cell
layout• Implement visual
controls
• Select appropriate production system control mechanism
• Strive for single item flow
• Level and balance production flow
• Link with suppliers
• Draw down inventories
• Reassign people• Re-deploy/
dispose assets
• Select appropriate production system control mechanism
• Strive for single item flow
• Level and balance production flow
• Link with suppliers
• Draw down inventories
• Reassign people• Re-deploy/
dispose assets
Define Value
IdentifyValue Stream Implement Flow
Implement Total System Pull
IMPROVED COMPETITIVE
POSITION
• Develop a future state value stream map
• Identify takt time requirements
• Review make/buy decisions
• Plan new layout• Integrate
suppliers• Design visual
control system• Estimate and
justify costs• Plan TPM
system
• Develop a future state value stream map
• Identify takt time requirements
• Review make/buy decisions
• Plan new layout• Integrate
suppliers• Design visual
control system• Estimate and
justify costs• Plan TPM
system
Design Production System
ENTRY
6/5/00
• Integrate with Enterprise Level
• Establish an Operations Lean Implementation Team(s)
• Develop implementation strategy
• Develop a plan to address workforce changes
• Address Site Specific Cultural Issues
• Train key people
• Establish target objectives (metrics)
• Integrate with Enterprise Level
• Establish an Operations Lean Implementation Team(s)
• Develop implementation strategy
• Develop a plan to address workforce changes
• Address Site Specific Cultural Issues
• Train key people
• Establish target objectives (metrics)
• Build vision• Establish need• Foster lean
learning• Make the
commitment• Obtain Sr.
Mgmt. buy-in
• Build vision• Establish need• Foster lean
learning• Make the
commitment• Obtain Sr.
Mgmt. buy-in
Phase 5 Phase 6Phase 1 Phase 2 Phase 3 Phase 4Phase 0
Adopt Lean Paradigm
Phase 7
Strive for Perfection
Expand Internally/Externally
Enterprise / Production System Interface• Financial• Information
• Quality• Safety
• Training and Human Resources• Workforce/Management Partnership
+
• Institutionalize 5S• Institute Kaizen events• Remove system barriers
• Expand TPM• Evaluate against
target metrics
• Evaluate progress using lean maturity matrices
• Team development• Optimize quality
Top Leadership
LeanRoadmap
Supply Chain/External Environment• Legal• Environmental
Commitment
• Procurement• Engineering
• Government Reqd. Systems(MMAS, EVMS, etc.)
++
++
© 2000 Massachusetts Institute of Technology
Source: Tom Shields, Lean Aerospace Initiative
Content
• General lean concepts in factory design
• Manufacturing Video
• Manufacturing System Design Framework
• Conclusions
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 13
Background
• Matured aerospace industry
• Industrial innovation theory
• Implications on the aerospace industry
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 14
Matured Aerospace Industry
• Customers demanding specific capabilities
• Cost and affordability moreprominent
• Innovation characteristics have changed
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 15
ʼ iInnovation Model
Utterback s Dynam cs of
• Rate of productinnovation highest during formative years
• As product matures rate of process innovation overcomes product innovation
• Very mature products have low levels of both product & process innovations
Source: William Abernathy & James Utterback, 1978
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 16
Theory in Application N
umbe
r of F
irms
Fluid Phase:
innovation, many firms
founded shifts to process
Emergence of theign
Specific Phase:Stable, small number of firms
Destabilizing changes in technology
Utterbach's Dynamics of Innovation
Rapid technology Transition Phase: Shakeout, competition
Dominant Des
competition shifts to price
or process can destroy industry!
Time Source: Data (cars), from Entry and Exit of Firms in the U.S. Auto Industry: 1894-1992. National Academy of Science: theory concepts from Utterback, Dynamics of Innovation, 1994
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 17
Domi
1958
1995
nant Design?
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 18
Dominant Design?
1953
1972
2002
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 19
0
10
20
30
40
50
0
5
10
15
20
25
30
35
1860 1880 1900 1920 1940 1960 1980 2000
Year
Aeronautics: Jet transport and jet fighter-bomber
Cars: enclosed steel body
Typewriters: Open, moving carriage
Natural progression?
Government intervention motivated by cold war
Num
ber of major U
.S.
Aerospace com
panies
Industrial evolution and the emergence of the dominant design
Num
ber o
f maj
orty
pew
riter
com
pani
es
80
60
40
20
Num
ber o
f maj
orau
tom
obile
com
pani
es
l
Extension of Theory to the Aerospace Industry
Source: Murman, et a ., Lean Enterprise Value, 2002
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 20
Result: Heritage equipment, facilities and mindsets drive manufacturing system design
IndustryImplications for the Aerospace
• Producibility and cost are more competitive factors
• Manufacturing inputs should carry more weight
• Emphasis should be on process innovation
• Firm core competencies must match industrial maturity
• Manufacturing strategy cannot be stepchild to platform strategy
Result: Heritage equipment, facilities and mindsets drive manufacturing system design
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 21
A holistic manufacturing system design framework to ensure process considerations are integral
to the product development processl
Proposal
A holistic manufacturing system design framework to ensure process considerations are integra
to the product development process
Characteristics • Uses principles of systems engineering • Visual depiction of “design beyond factory floor” ideas • Manufacturing as part of the product strategy • Manufacturing system design is strategy driven, not product
design driven • Combines multiple useful tools • Provides insights into order and interactions
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 22
DesignManufacturing System
• Manufacturing system “infrastructure” design • Manufacturing strategy • Operating policy • Partnerships (suppliers) • Organization structure details
• Manufacturing system “structure” design• Buildings, location, capacity • Machine selection • Layout • WIP
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 23
Stakeholders
Corporate Level
Business Unit
Product StrategyProduct StrategySuppliersSuppliers Product DesignProduct Design ManufacturingManufacturing MarketingMarketing
[Interpret] [Seek approval]
Manufacturing SystemManufacturing System DesignDesignSociety Employees Mgmt Govt.Suppliers Customers Stockholders
(Corporate Strategy)
(Business Strategy)
Requirements/Considerations/Constraints
OptimizingManufacturing System Design/Selecti
lement (pilot)
on
Mod
ifica
tions
Imp
Evaluate/Validate
Stakeholders
Corporate Level
Business Unit
Product Strategy Product Strategy Suppliers Suppliers ProductProduct DesignDesign Manufacturing Manufacturing MarketingMarketing
Requirements/Considerations/Constraints
Manufacturing System Design/Selection
Implement (pilot)
Evaluate/Validate
[Interpret][Seek approval]
DFMA, IPT3-DCEConcurrent Engineering
• VSM • Kaizen• Trial & Error• Kaikaku
- Miltenburg, - 3P, - 2D plots, - MSDD - AMSDD - design Kaizen
Manufacturing System Manufacturing System DesignDesign
Mod
ifica
tions
Fine Tune
Finalized Product Design
Make/BuyRisk-sharing Partnerships
- Analytical Tools, - Simulation Tools
Customer NeedsTechnical FeasibilityFeasible performance guarantees
Following the framework process will result in thedevelopment of effective manufacturing system that
meets the goals of the corporation (Vaughn & Shields)
Insights from the Framework
• Linkage of strategy and manufacturing system design
• Three important characteristics• Phase presence • Phase timing • Breadth across functions
(Vaughn & Shields)
Following the framework process will result in the development of effective manufacturing system that
meets the goals of the corporation
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 26
•
Conclusions
Competitive advantage from manufacturing excellence (enterprise strategy)
• Performance more closely related to how system designed (not production volume)
• Manufacturing as a true participating partner with the other functions (coequal status)
ESD.61J / 16.852J: Integrating the Lean Enterprise © Deborah Nightingale, 2005 Massachusetts Institute of Technology Page 27