Lean Manufacturing And It’s Implementation In Automotive Industry

By:Shenoy Nitesh K MB070323ME

Faculty Guide:Mr. Vinay Panicker

Asst. Professor

Agenda

• Introduction To Lean Manufacturing• History Of Lean• Introduce Key Concepts of Lean Manufacturing • Tools:

– Kanban– Poka-Yoke– 5S– Value Stream Mapping

• Conclusion

Craft Manufacturing • Late 1800’s• Car built on blocks in the barn as workers walked

around the car.• Built by craftsmen with pride• Components hand-crafted, hand-fitted• Excellent quality• Very expensive• Few produced

Timeline of Manufacturing:

Mass Manufacturing • Assembly line - Henry Ford 1920s• Low skilled labor, simplistic jobs,

no pride in work• Interchangeable parts• Lower quality• Affordably priced for the average family• Billions produced - identical

Timeline of Manufacturing:

Lean Manufacturing • Cells or flexible assembly lines• Broader jobs, highly skilled

workers, proud of product• Interchangeable parts,

even more variety• Excellent quality mandatory• Costs being decreased through process

improvements.• Global markets and competition.

Timeline of Manufacturing:

What is Lean?

• "Lean," is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination.

• Working from the perspective of the customer who consumes a product or service, "value" is defined as any action or process that a customer would be willing to pay for.

What is “Waste”?• Three types:

– “Muda”- Doesn’t add value to the product– “Muri”- overburden, unreasonableness or

absurdity– ”Mura”- unevenness, inconsistency

Seven Deadly Wastes:

Transport: Inventory:

Motion: Waiting:

Overproduction: Over Processing:

Defects:

Typesof

Waste

CORRECTION

WAITING

PROCESSING

MOTION

INVENTORYCONVEYANCE

OVERPRODUCTION

Repair orRework Any wasted motion

to pick up parts or stack parts. Also wasted walking

Wasted effort to transportmaterials, parts, or finished goods into or out of storage, or between processes.

Producing morethan is needed before it is needed

Maintaining excessinventory of raw matls,parts in process, orfinished goods.

Doing more work thanis necessary

Any non-work timewaiting for tools, supplies, parts, etc..

History Of Lean:

• Ford’s Manufacturing Of Model-T

• Japan in post WW2 economy

• Taichii Ohno and TPS(Toyota Production System)

POKA YOKE

INADVERTANT ERROR

YOKURE (TO AVOID)

MISTAKE PROOFING

Tools Of Lean:

INATTENTION ERROR

CAUSES EFFECTS

• DISTRACTION

• CONFUSION• LACK OF

PRACTICE

• UNCERTAINTY

• DEFECTS (QUALITY)

• INSUFFICIENT NUMBER (QUANTITY)

• ACCIDENTS (SAFETY)

• WORK DELAY

DETECTION DEVICES

LVDTVERTICAL PO TENTIOMETER

LIMITSW ITCH

PRESSURESW ITCH

MICROSW ITCH

CONTACTTYPE

PHOTOSW ITCH

PROXIMITYSW ITCH

ELECTRONICEYE /

V ID EO CAM ERA

NON CONTACTTYPE

AUDIO( BUZZER )

V ISUAL( BLINKERS )

( INDICATING LAMP)

ALARM S

DETECTIONDEVICES

Examples:

This pen prevents ruining shirts by retracting the tip automatically when the pen is clipped into your shirt pocket. The catch that keeps the tip out is actually in the pocket clip. When you pullout on the clip to put it on your shirt, the pin that engages the catch is released causing the tip to retract.

Example:

This star-shaped, clear-plastic wheel effectively checks the orientation of the cups that pass beneath it. If any cups are upside down, the solid bottom prevents the wheel from turning, bringing the flow of cups to an abrupt halt.

5S: What Are They?

• Seiri - Sorting• Seiton - Systematic Arrangement• Seiso - Cleaning • Seiketsu - Standardization• Shitsuke - Training & Discipline

AUTOMOTIVE SECTOR

5 S

Equipments

Material

Jigs / Tools

Methods

Workers

Products

Timeliness

MaintainsEnsures Max. UtilizationUpkeeps

ImprovesMotivates

Ensures Good

Promotes

QUALITY

SAFETY

EFFICIENCY

CONTROL

CUSTOMER SATISFACTION

EMPLOYEE SATISFACTION

TO CLEARLY DIVIDE OBJECTS INTO TWO GROUPS

- THOSE ITEMS THAT ARE NECESSARY.

- AND THOSE ITEMS THAT ARE NOT NECESSARY.

TO GET RID OF THE UNNECESSARY

AND TO KEEP THE NECESSARY

How to achieve Systematic Arrangement ?

• Decide where things belong

• Decide how things should be put away

• Obey the Put away rules

Clean workplace completely so that there is no dust on the floor, machines and Equipments

Activity - Keep workplace spotlessly clean- Inspection while cleaning- Finding minor problems with cleaning inspection

Success - Reduction in machine down timeIndicator - Reduction in no. of accidents

Setting up Standards / Norms for a Neat & Clean workplace and details of how to maintain the Norms (Procedure)

Activity - Innovative visual management- Colour coding- Early detection of problem and early action

We need everyone to maintain 5Sguidelines.

To maintain DISCIPLINE, we needto practice and repeat until itbecomes a way of life.

Discipline is the Core of 5S

Design Raw Materials

Assembly Plants Distribution Customer

Parts Manufacturing

Value Stream Mapping:

A Value Stream includes all elements (both value added and non-value added) that occur to a given product from its inception through delivery to the customer.

Requirements

VALUE STREAM

PROCESS

AssemblyCell

PROCESSWelding

PROCESSStamping

FinishedProduct

RawMaterial

Typically we examine the value stream from raw materials to finished goods within a plant.

It is also possible to map business processes using Value Stream Mapping.

Value Stream Mapping (VSM) is a hands-on process to create a graphical representation of the process, material and information flows within a value stream.

Finished GoodsAssembly

Layout

Welding

Rolling 6-wk ForecastWeekly Order

6 x / Day

PC & L6-wk forecast

Daily

Level Box

DA1 DA2 DA3

C/O Time =

CT =

TAKT Time

3 Shifts

DT =

Scrap =

Stamping

0 Overtime

2 Shifts

Max Size

# Material Handlers

C/O Time =

CT =

TAKT Time

3 Shifts

DT =

Scrap / Rework =

C/O Time =

CT =

TAKT Time

3 Shifts

DT =

Scrap / Rework=

Small Lot # Operators

Customer

X pcs / monthStd Pack Qty

# Shifts

WIP =

WIP = WIP =

Steel Supplier

Inv.TimeProc.Time TPc/t = ?? days ? days ? days ? days

? days ? days ? days

Future State Material, Information and Process Flowswith total Product Cycle Time

Provide the means to see the material, process and information flows.

Support the prioritization of continuous improvement activities at the value stream

Provide the basis for facility layout

Eliminate Waste

AND...

Kanban:

Just-In-Time-– What you Need– When you Need it– Exact amount you Need– Defined by the customer

Momo’s At Mini Canteen

Pizza Corner,Kettangel

Push Systems:

Push:

• Working in anticipation of demand• Maximize machine uptime• Local Efficiency

Disadvantages:• Undisciplined• High Waste• Low-Cost, High Volume

Pull:

• Disciplined• Low Waste• High customization/Low Volume

Types Of Pull:• FIFO Pull• Supermarket Pull• Hybrid

Customer Demand V/S Supply:

How then will you achieve JIT?

By utilizing Kanban:• Japanese- Signboard or Billboard• Production, Conveyance, Inventory Control• Pulling, Pacing, Sequencing

Basic Types:

• Visual Pull:Proximity to next station

• Bins:– Distance from replenishment– Small consumables

Bins:• Part Number• Photo• To Location• From Location• Quantity

Example Of A 3-Bin Kanban System

Conclusion:

“Learning is not compulsory... neither is survival.”

-E. Deming

References:• Womack, James P.; Daniel T. Jones, and Daniel Roos (1990), The

Machine That Changed the World, Rawson Associates

• Ohno, Taiichi (1988). Toyota Production System. Productivity Press.

• Askin, Ronald; Goldberg, Jeffery (2002); Design And Analysis Of Lean Production Systems, John Wiley And Sons.

• “Toyota Production Systems” http://www.simpleximprovement.com(As seen on 09/02/11)

Thank You