7/28/2019 Chapter 1 Lean Systems
1/29
Lean Production
SystemsCopyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08- 01
7/28/2019 Chapter 1 Lean Systems
2/29
Systems
What is a Lean System?
Lean Systems
Operations systems that
maximize the valueadded by each of a
companys activities by
removing waste and
delays from them.
08-02Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall
7/28/2019 Chapter 1 Lean Systems
3/29
Eight Types of Waste or Muda
1. Overproduction(Makingproduct before it is needed)
2. Inappropriate Processing(Using expensive equipment when
simple machines would suffice)
3. Waiting (Wasted time whenproduct is not being processed)
4. Transportation (Excessivehandling of product)
5. Motion (Unnecessary effort)
6. Inventory(Excess
Inventory)
7. Defects (Result in rework &scrap. Add wasteful costs)
8. Underutilization of
Employees (Failure tolearn from employees)
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 - 03
7/28/2019 Chapter 1 Lean Systems
4/29
Continuous Improvement KaizenExcess capacity or inventory hides underlying
problems with the processes
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 -04
7/28/2019 Chapter 1 Lean Systems
5/29
Lean Systems
Supply Chain Considerations
Close Supplier Ties
Look for ways to improve efficiency and reduce inventories
throughout the supplier chain
Small Lot Sizes Single-digit setup (A setup time less than 10 minutes)
Lean systems use lot sizes that are as small as possible
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 - 05
Lean systems help to reveal problems by systematically loweringcapacities or inventories until the problems are exposed. Look for
ways to improve efficiency throughout the supply chain.
7/28/2019 Chapter 1 Lean Systems
6/29
Process Considerations
Pull Method ofWorkflow-Customer demand activates
the production of a good orservice item.
Push Method
Usingforecasts of demand and
producing the item before
the customer orders it.
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 - 06
7/28/2019 Chapter 1 Lean Systems
7/29
Process Considerations
Quality at the Source
Defects are caught and corrected
where they are created
Jidoka
Mistake-proofing methods
Poka-Yoke
(minimize human error)
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 - 07
7/28/2019 Chapter 1 Lean Systems
8/29
Process Considerations
Uniform Workstation Loads
Takt time (Cycle time matching production rate to sales)
Heijunka
The leveling of production load by both volume and
product mix (same amount made each day)
Mixed-model assembly
(producing a mix of models in smaller lots)
Standardized Components and Work
Methods (Standardization of common components)
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 - 08
7/28/2019 Chapter 1 Lean Systems
9/29
Process Considerations
Flexible Workforce
(Perform more than one job)
Automation (A key to low cost operations)
5S(Methodology for wastereduction)
Total Preventative
Maintenance - TPM
(Reduce machine downtime)
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 - 09
7/28/2019 Chapter 1 Lean Systems
10/29
5S
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 - 10
7/28/2019 Chapter 1 Lean Systems
11/29
Toyota Production System
1. All work should be specified as to content,
sequence, timing, and outcome.
2. All customer-supplier connections should bedirect and unambiguous.
3. All pathways should be simple and direct.
4. All improvements should be made under theguidance of a teacher using the scientific
method.
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 - 11
7/28/2019 Chapter 1 Lean Systems
12/29
House of Toyota
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08- 12
7/28/2019 Chapter 1 Lean Systems
13/29
One-Worker, Multiple MachinesFlexibility / Cellular Production
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08- 13
7/28/2019 Chapter 1 Lean Systems
14/29
Group Technology
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08- 14
Jumbled Flows
without GroupTech.
Lines Flows with 3 Group
Technology cells
7/28/2019 Chapter 1 Lean Systems
15/29
What is a Value Stream Mapping?
Value Stream Mapping
A qualitative lean tool for
eliminating waste or mudathat involves a (1) current
state drawing, a (2) future
state drawing and an (3)
implementation plan.
08- 15Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall
7/28/2019 Chapter 1 Lean Systems
16/29
Value Stream Mapping Metrics
Takt Time Cycle time needed to match the rate of production to
the rate of sales or consumption.
Daily availability/Daily Demand
Cycle Time The average time between completed units taking
into account all resources available at a process step.
Processing Time The time to complete one unit.
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 - 16
7/28/2019 Chapter 1 Lean Systems
17/29
What is a Kanban?
Kanban
A Japanese word
meaning card or
visible record that
refers to cards used to
control the flow ofproduction through a
factory
08- 17Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall
7/28/2019 Chapter 1 Lean Systems
18/29
The Kanban System
Receiving postKanban card
for product 1
Kanban card
for product 2
Fabrication cell
O1
O2
O3
O2
Storage
area
Empty containers
Full containers
Assembly line 1
Assembly line 2
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08- 18
7/28/2019 Chapter 1 Lean Systems
19/29
The Kanban System
Storage
area
Empty containers
Full containers
Receiving post Kanban card for
product 1
Kanban card for
product 2
Fabricationcell
O1
O2
O3
O2
Assembly line 1
Assembly line 2
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08- 19
7/28/2019 Chapter 1 Lean Systems
20/29
The Kanban System
Storage
area
Empty containers
Full containers
Receiving post Kanban card for
product 1
Kanban card for
product 2
Fabricationcell
O1
O2
O3
O2
Assembly line 1
Assembly line 2
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08- 20
7/28/2019 Chapter 1 Lean Systems
21/29
The Kanban System
Storage
area
Empty containers
Full containers
Receiving post Kanban card for
product 1
Kanban card for
product 2
Fabrication cell
O1
O2
O3
O2
Assembly line 1
Assembly line 2
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08- 21
7/28/2019 Chapter 1 Lean Systems
22/29
The Kanban System
Storage
area
Empty containers
Full containers
Receiving post Kanban card for
product 1
Kanban card for
product 2
Fabricationcell
O1
O2
O3
O2
Assembly line 1
Assembly line 2
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08- 22
7/28/2019 Chapter 1 Lean Systems
23/29
The Kanban System
Storage
area
Empty containers
Full containers
Receiving post Kanban card for
product 1
Kanban card for
product 2
Fabricationcell
O1
O2
O3
O2
Assembly line 1
Assembly line 2
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08- 23
7/28/2019 Chapter 1 Lean Systems
24/29
The Kanban System
Storage
area
Empty containers
Full containers
Receiving postKanban card for
product 1
Kanban card for
product 2
FabricationcellO1
O2
O3
O2
Assembly line 1
Assembly line 2
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08- 24
7/28/2019 Chapter 1 Lean Systems
25/29
The Kanban System
1. Each container must have a card.
2. Assembly always withdraws from fabrication(pull system).
3. Containers cannot be moved without a kanban.
4. Containers should contain the same number ofparts.
5. Only good parts are passed along.
6. Production should not exceed authorization.
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 - 25
7/28/2019 Chapter 1 Lean Systems
26/29
Number of Containers
Two determinations
1. Number of units to be held by each container
2. Number of containers Littles Law
oAverage work-in-process inventory equals the
average demand rate multiplied by the average
time a unit spends in the manufacturing process
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 - 26
7/28/2019 Chapter 1 Lean Systems
27/29
Other Kanban Signals
Container System
Using the container itself as a signal device.
Works well with containers specifically designed forparts.
Containerless System
Using visual means in lieu of containers as a signal
device.
Examples: a painted square on a workbench = one
unit.
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 - 27
7/28/2019 Chapter 1 Lean Systems
28/29
Organizational Considerations
The Human Costs of Lean Systems (Whencombined with Statistical Process Control, some systems
may make workers feel stressed)
Cooperation and Trust (The workforce andmanagement must be willing to trust each other and
cooperate in order to achieve their goals)
Reward Systems and Labor Classification(Former reward systems and labor contracts may have to be
revamped in order for lean systems to perform effectively)
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 - 28
7/28/2019 Chapter 1 Lean Systems
29/29
Process Considerations
Inventory and Scheduling
Schedule Stability (High-volume lean systems cannotrespond quickly to scheduling changes)
Setups (Lean systems use small lot sizes, but thatrequires a large number of setups)
Purchasing and Logistics (Frequent, small shipmentsof materials from suppliers must be arranged in order to
realize large inventory savings)
Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 08 - 29
Top Related