Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.
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Transcript of Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.
![Page 1: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/1.jpg)
Lean Manufacturing
Chapter 15pp. 438-466
June 29, 2012
![Page 2: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/2.jpg)
Lean Manufacturing
• Definition– Elimination– Waste– Continuous improvement
• 3 pronged approach– “Relentless” focus on quality– Eliminate waste– Involve employees
![Page 3: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/3.jpg)
Lean Manufacturing
• “A systematic approach to identifying and eliminating waste (non-value added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.”
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Lean Manufacturing
• Key principles– Value– Value stream
• “mapping”
– Flow– Pull– Perfection
• culture
![Page 5: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/5.jpg)
Lean Manufacturing
• Benefits– Lead time reduction– WIP reduction
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1 day
2 days1 day
14 days
45 minutes
60 minutes
30 minutes
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Lean Manufacturing
• Benefits– Lead time reduction– WIP reduction– Quality improvement– Space utilization – Greater customer satisfaction
![Page 8: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/8.jpg)
“A systematic approach to identifying and eliminating….”
• Value stream mapping
![Page 9: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/9.jpg)
“A systematic approach to identifying and eliminating….”
• Value stream mapping
![Page 10: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/10.jpg)
“…waste (non-value added activities) …”
• 8 wastes of lean– Overproduction– Inventory– Waiting– Defects– Extra processing– Excessive motion– Transportation– Underutilized employees
![Page 11: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/11.jpg)
“…waste (non-value added activities) …”
• 8 wastes of lean– Overproduction– Inventory– Transportation– Excessive motion– Extra processing– Defects– Waiting– Underutilized talents
![Page 12: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/12.jpg)
“non-value added activities”
• Value-added activities– Transforms or shapes material or information– Customer wants it– Done right the first time
• Machining• Assembly• Painting• Sewing
![Page 13: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/13.jpg)
“non-value added activities”
• Non-value added activities– Consume resources but create no value for customers– Could be stopped and it would be invisible to the
customer
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“…through continuous improvement …”• kaizen• Satisfying the customer• People = most important resource• Quality at the source
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“…through continuous improvement …”• 5S’s
– Sort– Stabilize (set in order)– Shine– Standardize– Sustain
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(Stabilize)
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Stability
![Page 18: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/18.jpg)
Stability
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Stability
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Stability
• Traditional layout• Cellular layout
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Stability
Lathe Mill Mill InspectDrill
Drill
TestDrillPack
1 2 3 4 5
10 9 8 7
6
27 Seconds 27
Seconds
Inspect
27 Seconds
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(Stabilize)
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“…by flowing the product at the pull of the customer…”
• Just-in time– Pull system (vs push)– Quick changeover (Set-up Reduction)
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“…by flowing the product at the pull of the customer…”
• Pull system– Production based on actual consumption– Small lots– Low inventories– Management by sight– Better communication
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Pull System
• Kanban
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Pull System
• Kanban• Supermarket
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Quick Changeover (Set-up Reduction)
Single minute exchange of dies (SMED)
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Quality at the Source
• Source inspection• Means to inspect• Samples or established standards• Process documentation• Mistake proofing
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![Page 30: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/30.jpg)
Quality at the Source
• Source inspection• Means• Samples or established standards• Process documentation• Mistake proofing• Andon
![Page 31: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/31.jpg)
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Standardization
• Standardized work
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Involvement
• Teams– with rotation of highly specified jobs
• Cross trained/multi-skilled employees– can work many operations within a cell and
operations in different cells
![Page 36: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/36.jpg)
Stability
Lathe Mill Mill InspectDrill
Drill
TestDrillPack
1 2 3 4 5
10 9 8 7
6
27 Seconds 27
Seconds
Inspect
27 Seconds
![Page 37: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/37.jpg)
Involvement
• Teams– with rotation of highly specified jobs
• Cross trained/multi-skilled employees– can work many operations within a cell and
operations in different cells• Continuous improvement philosophy• Process quality, not inspection• Use of participatory decision making
![Page 38: Lean Manufacturing Chapter 15 pp. 438-466 June 29, 2012.](https://reader036.fdocuments.in/reader036/viewer/2022062517/56649ebb5503460f94bc34a4/html5/thumbnails/38.jpg)
Why do it?
• Reduced inventory• Improved quality• Lower costs• Shorter lead time• Increased productivity• Greater flexibility• Greater customer satisfaction
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Last comment
• Lean and Six Sigma• “hand and glove”