Introduction to Lean Manufacturing

Underlying Principles to TPS Work shall be completely specified as to content, sequence, timing, and outcome Every customer-supplier connection, both internal and external, must be direct and specify personnel, methods, timing, and quantity of goods or services provided Product and service flows must be simple and direct – goods and services are directed to a specific person or machine Any improvement in the system must be made in accordance with the “scientific method” at the lowest possible level in the organization

Toyota Production System Since the Toyota Production System requires that activities, connections, and flow paths have built-in tests to signal problems automatically, gaps become immediately evident. Results of the TPS are improvements in reliability, flexibility, safety, and efficiency. These lead to increase in market share and profitability.

Lean Manufacturing Definition Lean has been defined in many different ways. “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.” By The MEP Lean Network Intro-To-Lean

Traditional batch manufacturing Traditional vs. Lean Traditional batch manufacturing Lean Manufacturing Orientation Supply driven Customer driven Planning Orders are pushed through factory based on production plan/forecast Orders are pulled through factory based on customer/downstream demand Inventory Buffer of work-in-progress between each production stage Little or no work-in-progress between each production stage Handoff of works in-progress Materials after each stage accumulate into works-in-progress storage areas before being retrieved by next production stage Materials handed off directly from one production stage to the next Production cycle time Longer than actual time Shorten

Muda (Waste) Taiichi Ohno (1912-1990), the Toyota executive who was the most ferocious foe of waste human history has produced, identified the first eight types of muda in manufacturing system: Transport – Moving people, products & information Inventory – Storing parts, pieces, documentation ahead of requirements Motion – Bending, turning, reaching, lifting Waiting – For parts, information, instructions, equipment Over production – Making more than is IMMEDIATELY required Over processing – Tighter tolerances or higher grade materials than are necessary Defects – Rework, scrap, incorrect documentation Skills – Under utilizing capabilities, delegating tasks with inadequate training Intro-To-Lean

Waste - Muda continued.. W – Waiting – For parts, information, instructions, equipment O – Over production – Making more than is IMMEDIATELY required O – Over processing – Tighter tolerances or higher grade materials than are necessary D – Defects – Rework, scrap, incorrect documentation S – Skills – Under utilizing capabilities, delegating tasks with inadequate training

Intro-To-Lean

Intro-To-Lean

Intro-To-Lean

KANBAN SYSTEM Intro-To-Lean

JIDOKA Intro-To-Lean

A poka-yoke is any mechanism in a lean manufacturing process that helps an equipment operator avoid (yokeru) mistakes (poka). Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur. -”MISTAKE PROOFING” Intro-To-Lean

Intro-To-Lean

To calculate takt time think touchdown, or T/D, since we simply divide the net available time by the customer demand. So, if our customer wants 240 toaster ovens and we have 480 minutes to produce these toaster ovens, our takt time is 2 minutes per toaster oven (480/240). Takt time cannot be measured with a stop watch.

Lean Overview Intro-To-Lean

The Objections to Lean How should you deal with these objections to lean? “It is very hard to deal with raw material suppliers if we fully depend on customer order.” “It takes too much discipline.” “It takes too long to implement.” “My process is too complex; I have to deal with too many uncontrollable variables, like late supplier shipments, sick people, etc.” “My process requires a large batch size.” “It doesn’t make sense in my industry.” “It’s unclear to me how lean will work with my MRP system.” Intro-To-Lean

Lean and Green The environmental impacts due to production and waste generation have made its way into every day society. Consumers are becoming more environmentally conscious. With the Earth’s limited resources, companies are more conscious of their carbon footprint, and there has been a movement to create more environmentally friendly decisions. Green engineering is the systems-level approach to product and process design where environmental attributes are treated as primary objectives or opportunities rather than simple constraints. Intro-To-Lean

lean manufacturing is a link to green engineering Lean manufacturing is the business model and collection of tactical methods that emphasize eliminating non-value- added activities (waste) while delivering quality products at lowest cost with greater efficiency. In conjunction, six goals of green engineering are: Select low environmental impact materials. Avoid toxic or hazardous materials. Choose cleaner production processes. Maximize energy and water efficiencies. Design for waste minimization. Design for recyclability and reuse of material. Intro-To-Lean

lean manufacturing is a link to green engineering Population grows Wastes increase Fossil fuels are diminishing and there is nothing replenishing them. Consumers are becoming more aware of the environment and prefer environmentally friendly companies. Being lean and green is so important now to reduce the consumption of natural resources and the CO2 concentration in the Earth’s atmosphere. The only real difference between lean and green manufacturing is that green actually designs the product or process with the environment as a constraint while lean creates a process with the view of the environment as a valuable resource and not a constraint. Intro-To-Lean

Key Steps in Transforming a Company to the Lean Approach Establish a steering team—conduct strategic planning session Train the steering team and the model line team in the disciplines of lean Perform PQR (product-quantity-routing) analysis Identify value streams—select a value stream Calculate model line takt time Value stream map the model line—assemble current state map Balance the line—assign standard work Establish standard WIP (inventory levels) Test the system (virtual cell)—document results Setup reduction event Intro-To-Lean

Key Steps in Transforming a Company to the Lean Approach Conduct 5S event—apply TPM techniques Establish visual signals—reduce paperwork Explore alternative flow patterns Develop block layout Develop detailed layout Execute move Select next value stream and repeat Gary Conner, President of Lean Enterprise Training, Newport, OR, Road Map to Lean for the Smaller Shop, Society of Manufacturing Engineers, Lean Manufacturing 2007, Supplement to Manufacturing Engineering, 2007. pp. 27-29. Intro-To-Lean