EngineeringManagement

MSE507Lean Manufacturing

IntroductionLean Thinking versus Muda

Learning Objectives

Present an overview of lean manufacturing concepts Introduce methods and tools designed to put these concepts

to work in a manufacturing environment This course will discuss the basic principles of:

• Lean

• Value

• The technical value stream

• Flow

• Pull, and

• Perfection

Compare and contrast lean with the Theory of Constraints and Quick Response Manufacturing

Background and Purpose

Value is a key attribute of the technical professional is his/her emphasis on and interest in professional values and goals rather than those of an organization.

Lean thinking principles are emerging as a method to improve the flexibility, reliability, and profitability of enterprises worldwide.

Lean thinking is being used to reduce setup times, lot sizes, and inventories.

Lean is all about removing waste in the enterprise. • In time as well as cost. As enterprises have reduced costs and

improved quality, the primary competitive measure is the ability to respond to the customer

Required Textbooks

Lean Thinking : Banish Waste and Create Wealth in Your Corporation • Womack, James P. and Jones, Daniel T. (2003)• New York: Simon & Schuster• ISBN: 0-7432-4927-5

Learning to See Version 1.3• Rother, Mike Shook, John Womack, James and Jones, Dan. (1999) • Lean Enterprises Inst Inc. • ISBN: 0966784308

Cellular Manufacturing: One-Piece Flow for Workteams (Shopfloor Series). • Productivity Press; 1st edition (1999)• Productivity Development Team• ISBN: 156327213X

Textbook 1

Lean Thinking : Banish Waste and Create Wealth in Your Corporation

Hardcover List Price: $30.00 ISBN: 0-7432-4927-5

Textbook 2

Learning to See Version 1.3 Spiral-bound paperback List Price: $50.00 ISBN: 0966784308

Textbook 3

Cellular Manufacturing: One-Piece Flow for Workteams (Shopfloor Series)

Paperback List Price: $25.00 ISBN: 156327213X

My Contact Info

David Shternberg

E-mail Address (use all three)• CSUN - david.shternberg@csun.edu• Home – ds823@aol.com

Phone Numbers• Cell 818-599-9944

Office Hours • 6:00-7:00PM Thursdays• JD 3310• By Appointment Only

My Work Experience

Israeli Air Force • F-16 Mechanic 1980-1981• F-16 Mechanical Systems Instructor 1981-1984

Israeli Aircraft Industries 1984-1986• Ground test inspector

CRANE Hydro-Aire, Burbank CA 1986-2003• Mfg Engineer, Producibility Mgr, Lean & Cont Improvement Mgr

Eaton Aerospace, Los Angeles Jan-2004 - July 2005• Manufacturing Manager• Mfg Eng & Fabrication Focus Factory Manager• Manufacturing and Sustaining Engineering Manager

Maintco Corporation, Burbank, Aug-2005 – July 2006• General Manager

Eaton Aerospace, Los Angeles July-2006 – Jan 2011• Manufacturing Engineering Manager• Supply Chain Manager• OpEx Manager

Meggitt Control Systems, N. Hollywood Jan 2011 – Present• Director of Operational Excellence

My Academic Records

Holtz Academy of Aviation Technology, Tel-Aviv, Israel 1975-1980• Certified Aircraft Technician

• Associate Engineer

Santa Monica College 1989-1993• AA Degree

California State University, Northridge 1994-1999• BS Mfg Systems Engineering

California State University, Northridge 2001-2003• MS Mfg Systems Engineering & Management

Part-time MSEM faculty member since Jan 2004

Class Material

Website URL• http://www.csun.edu/~shternberg/mse507.htm

MSE507 Course Page• Login: shternberg• Password: mse507

Class Syllabus PowerPoint Presentations Schedule of classes My E-mail and phone numbers

Reading Assignments

Essential for interaction and understanding Read assigned chapter prior to class Prepare to discuss issues/questions Preparation will make the course more interesting Pop-quiz may be given

Course Performance Evaluation Structure

25 % Mid-Term 25 % Final Exam 35 % Team Research Project 5 % Attendance and professionalism 10 % Participation and active learning (based in part

on Partnership Peer Review Reports)

Letter-Grade Scale Plus/Minus will be used

Score Grade Score Grade

90-100 A 70-74 C

88-89 A- 68-69 C-

85-87 B+ 60-67 D

80-84 B 58-59 D-

78-79 B- 0-57 F

75-77 C+

Student Roles & Responsibilities

Attend class sessions and to be prompt Be a team player Submit original work only

• I was a student too… Be considerate and respectful of one another Get the job done right and on time Budgeting 5-6 hours per week for this course, in addition to

class attendance, is not unreasonable

Course Overview

Muda

Muda means “waste” Any human activity which absorbs resources but creates no

value Mistakes which require rectification Production of items no one wants so inventories and

remaindered goods pile up Processing steps which aren’t actually needed Movement of employees and transport of goods from one place

to another without any purpose Groups of people in a downstream activity standing around

waiting because an upstream activity has not delivered on time Goods and services which don’t meet the needs of the

customer

Lean Thinking

Powerful antidote to muda Provides a way to specify value Line up value-creating actions in the best sequence Conduct these activities without interruption whenever someone

requests them Perform them more and more effectively Lean thinking is lean because it provides a way to do more and

more with less and less• Less human effort• Less equipment• Less time• Less space

Coming closer and closer to providing customers with exactly what they want

Lean Thinking

Make work more satisfying by providing immediate feedback on efforts to convert muda into value

Create new work rather than simply destroying jobs in the name of efficiency

Lean thinking steps:1. Precisely specify value

2. Fully map the value stream for a specific product, and eliminate wasteful steps

3. Make the remaining, value-creating steps flow continuously Require complete rearrangement of your mental furniture…

4. Let the customer Pull the product from you as needed

5. Continuously improve to reach perfection

Step 1 - Specify Value

The critical starting point for lean thinking Value can only be defined by the ultimate customer Only meaningful when expressed in terms of a specific product

(a good or a service, and often both) which meets the customer’s needs at a specific price at a specific time.

Value is created by the producer From the customer’s standpoint, this is why the producers exist Lean thinking must start with an attempt to precisely define

value in terms of specific products with specific capabilities offered at specific prices through a dialog with specific customers

Providing the wrong good or service the right way is muda

Step 2 - Identify the Value Stream

The value stream is the set of all specific actions required to bring a specific product (goods, services, or both)

Through the three critical management tasks of any business:• Problem solving task – from concept through detailed design and

engineering to production launch• Information management task – from order taking through detailed

scheduling to delivery• Physical transformation task – from raw materials to a finished

product in the hands of the customer Identifying the entire value stream for each product (or product

family) is the next step in lean thinking

Step 2 - Identify the Value Stream (cont.)

Value stream analysis will almost always show the three types of actions are occurring along the value stream:1. Unambiguously create value

2. Create no value but necessary with current technologies and assets (type One muda)

3. Create no value and could be removed (type Two muda) Lean enterprise – a continuing conference of all concerned

parties to create a channel for the entire value stream, removing all the muda

Flow

Make the remaining, value-creating steps of the process flow Redefine the work of functions, departments, and firms Create single piece flow instead of batch processing Ensure positive contribution to value creation Speak to the real needs of employees at every point along the

stream so it is actually in their interest to make value flow

Pull

Let the customer pull the product from you as needed rather than pushing products, often unwanted, onto the customer

The demands of the customer become more stable when they know then can get what they want right away

Pull system is more responsive to changes then push systems

Perfection

There is no end to the process of reducing effort, time, space, cost, and mistakes while offering a product which is ever more nearly what the customer wants

1

2

3

4

SPECIFY VALUE

IDENTIFY THE VALUE STREAM

FLOW

CONVERT PUSH TO PULL

Lean Manufacturing Cycle

Step 5 – CONTINUOUSLY IMPROVE• Getting value to flow faster always exposes hidden muda in

the value stream. • The harder you pull, the more the impediments to flow are

revealed so they can be removed.

Homework Assignment Lean Thinking Chapter 1 Value

• Pages 29-36 Question:

1. What do customers consider as value? Give examples

2. Explain why we need to define what value is before we start any performance improvement.

Questions? Comments?