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Lean Manufacturing Vijay Kapoor – Principal Consultant Naresh K Chawla - Sr. Consultant 1850 Eli Whitney (Interchangeable parts) American Civil War Drawing conventions, Tolerances Modern machine tool development Fredrick Taylor (Standardized work, time study & work standards) 1900

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lean manufacturing

Lean Manufacturing

Vijay Kapoor – Principal ConsultantNaresh K Chawla - Sr. Consultant

slide2

1850

Eli Whitney (Interchangeable parts)

American

Civil War

Drawing conventions, Tolerances

Modern machine tool development

Fredrick Taylor (Standardized work, time study & work standards)

1900

Frank Gilbreth (Process charts, motion study)

World War I

Henry Ford (Assembly lines, flow lines,

manufacturing strategy)

World War II

Deming & Juran (SPC, TQM)

1950

Eiji Toyoda, Taiichi Ohno, Shigeo Shingo

Toyota production system, JIT

Stockless production, World class manufacture

1990

Lean Manufacture

History & Evolution

Before 1850 Craft manufacturing

slide3

Industry’s Concerns

Rising Cost of Input

(Raw material, Energy)

Govt. Policies

Competency of employees

Global Competition

Accountability to shareholders & financers

Above all SUSTAINABLE Improvement

survival kit
Survival Kit
  • Create precise customer value

- goods and services with higher quality and fewer defects

– with less human effort, less space, less capital, and less time than the traditional system of mass production.

  • Remove ‘waste’
    • Consume ‘just enough’ recourses
    • Do more with less
defining value and waste
Defining Value and Waste
  • Defining value-an item or feature for which a customer willing to pay.
  • Every thing else – waste
  • Waste - activities that consume time, resource and/or space but do not add value.
  • Lean - Production of product to meet demand on daily basis with minimum lead time & non value added activities eliminated or minimized
value added activity
Value Added Activity
  • Test for value added activities
  • - Transforms product in some way
  • - Customer sees & willing to pay
  • - Will the customer know if eliminated
slide8

Seven Wastes

An 8th waste

is the wasted

potential

of people

MUDA

is the Japanese word for WASTE.

5

7

2

1

4

3

6

Overproduction

To produce sooner,faster

or in greater quantities

than customer demand.

Seek it out and get rid!

1

Over Processing

Inventory

7

2

Processing beyond

the standard

required by the

customer.

Raw material,

work in progress

or finished goods

which is not having

value added to it.

Rework

6

Waiting

3

Non right

first time.

Repetition

or correction

of a process.

People or parts

that wait for

a work cycle to

be completed.

5

4

Transportation

Motion

Unnecessary movement

of people, parts or

machines within

a process.

Unnecessary movement of people

or parts between processes.

eliminating waste
Eliminating Waste

7 steps

1. Reduce lead time

2. Cut operations costs

3. Improve business performance visibility

4. Speed time to market

5. Exceed customer expectations

6. Streamline outsourcing processes

7. Manage global operations

slide10
“Lean manufacturing is not a collection of best practices from which manufacturers can pick and choose. It is a production philosophy, a way of conceptualizing the manufacturing process from raw material to finished goods and from design concept to customer satisfaction. Lean is truly a different way of thinking about manufacturing.”

- Running Today’s Factory: A Proven Strategy for Lean Manufacturing, Charles Standard.

Lean manufacturing is a systems approach

comparison of lead time
Comparison of lead time

Business as Usual

Customer

Order

Waste

Product

Shipment

Time

Lean Manufacturing

Customer

Order

Product

Shipment

Waste

Time (Shorter)

main features of lean manufacturing
Main Features of Lean Manufacturing
  • Greater Product Variety
  • Fast Response (Flexibility)
  • Stable Production Schedules
  • Supply Chain Integration
  • Demand Management
  • Broader jobs, highly skilled workers, proud of product
  • Excellent quality
  • Reduced costs
  • Ability to meet global market & competition
slide15

Lean Thinking Principle #1 ……‘Define Value’

???

Quality Flexibility Service Variety

- - - - V A L U E - - - -

Variability Response-Time Cost

The critical starting point for Lean Thinking is valueas defined by the ultimate customer.

lean thinking principle 2 identify the value stream

Value-add time (Hours)

Setup

Transportation

Waiting

Inspect

Inventory

Waiting

Typical value-add to lead-time ratio ~ 1%

Waste

Value-add activity

Lean Thinking Principle #2 ……‘Identify the Value Stream’

All the actions required to bring a specific product or service through the three critical transformation processes:

  • Idea transformation: concept to market launch
  • Information transformation: order-take through scheduling to delivery
  • Physical transformation: raw materials to final customer
lean thinking principles 3 4 5
Lean Thinking Principles #3,4,5

#3: Make the work flow

  • Every time the flow of work stops we consume resources that adds costs but generates no value

#4: Respond only when the customer pulls work

  • Overproduction is the worst form of waste as it generate all other waste types e.g. transportation, inventory, waiting,…..

#5: Strive to seek perfection

  • The real benchmark is zero waste, not what your competitors are doing!
lean tools supporting strategies
Lean Tools & Supporting Strategies

5S

Visual control

Team building

Problem solving

Standardised processes

Value stream mapping

lean tools supporting strategies19
Lean Tools & Supporting Strategies

Pull system

Kanban

Takt time – rate of customer demand

Manufacturing Cells

Heijunka

5Ws & 1H

slide20

Lean Tools & Supporting Strategies

  • Kaizen
  • Total Productive Maintenance
  • SMED (setup reduction)
  • Poka-Yoke or mistake-proofing
  • Cycle time reduction
  • Andon – signalling system to stop line
slide21

5S

  • A method for organizing a workplace, and keeping it organized.
  • Benefits
  • Improve safety
  • Decrease down time
  • Raise employee morale
  • Identify problems more quickly
  • Develop control through visibility
  • Establish convenient work practices
visual control
Visual Control

Any communication device used in the work

environment that tells us at a glance how work

should be done and whether it is deviating from the standard

Benefits

1. Increase productivity

2. Improve quality

3. On-time delivery

4. Reduce inventory

5. Increase equipment reliability

6. Boosts bottom-line profits

visual controls show
Visual controls show

Where items belong?

How many items belong there?

What is the standard procedure for doing something?

Status of work in process.

Many other types of information critical to the flow of work activities.

visual management
Visual management

Visual management maintains an orderly work environment.

Employees have quicker and safer access to items that are needed.

Colour-coding is often used to remind employees of where items belong.

If order is not continually stressed, disorder will result and create an unfriendly work atmosphere.

slide33

Kaizen & Total Productive Maintenance