Lean Manufacturing An Overview Dr. Richard A. Wysk August 12, 2002

Agenda Review brief history of manufacturing systems Distinguish between mass, craft and lean manufacturing Introduce key Concepts of Lean Manufacturing Review the kinds of changes needed to be considered a lean manufacturer.

Readings Chapter 18 of Computer Aided Manufacturing, Wang, H.P., Chang, T.C. and Wysk, R. A., 3 rd Edition (2004 expected) “Building the Lean Machine,” Advanced Manufacturing, January

Exercise Readiness Assessment Test A.K.A. RAT AS A INDIVIDUAL AS A INDIVIDUAL, prepare a detailed process plan for the part shown noted in the course web page. Make sure the the time required to produce the part (Process, locating and handling) is included in the plan. This assignment will be collected in class and graded. Open Book / Open Notes

Exercise Readiness Assessment Test A.K.A. RAT AS A TEAM (4 members) AS A TEAM (4 members), take 3 minutes to provide a written to answer the following questions: Were all the plans the same? Is one better than the others? Why? Closed Book / Closed Notes

Objectives To identify waste elements in a system To apply value stream analysis to a complex engineering/manufacturing system To implement 3 M’s in a complex engineering environment To be able to identify and implement the 5Ss of lean

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

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

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.

In-class exercise Individually, respond to the following question (1-3 minutes) What are the most prevalent forms of waste in a job that you’ve had or in a process (or activity) that you are very familiar with?

Definition of “Lean” Half the hours of human effort in the factory Half the defects in the finished product One-third the hours of engineering effort Half the factory space for the same output A tenth or less of in-process inventories Source: The Machine that Changed the World Womack, Jones, Roos 1990

Lean Manufacturing uis a manufacturing philosophy which shortens the time line between the customer order and the product shipment by eliminating waste. Customer Order Waste Product Shipment Time Customer Order Product Shipment Time (Shorter) Business as Usual Waste Lean Manufacturing

13 The Nature of Lean Mfg What Lean Mfg is not –JIT –Kanban Characteristics –Fundamental change –Resources –Continuous improvement Defined –“A system which exists for the production of goods or services, without wasting resources.”

New Paradigm: Non-Blaming Culture Management creates a culture where: Problems are recognized as opportunities It’s okay to make legitimate mistakes Problems are exposed because of increased trust People are not problems - they are problem solvers Emphasis is placed on finding solutions instead of “who did it” SOLUTIONS PROBLEMS

What makes a manufacturing system lean? – the 3 M’s of lean muda – waste mura - inconsistency muri - unreasonableness

What makes a manufacturing system Lean?

17 Definitions Systems –Recognition –Efficiencies Waste –Muda –7 types –Truly lean

Waste “Anything that adds Cost to the product without adding Value” “Anything that adds Cost to the product without adding Value”

19 7 Types of Muda Excess (or early) production Delays Transportation (to/from processes) Inventory Inspection Defects or correction Process inefficiencies and other non-value added movement (within processes)

7 Forms of Waste Types of Waste CORRECTION WAITING PROCESSING MOTION INVENTORY CONVEYANCE OVERPRODUCTION Repair or Rework Any wasted motion to pick up parts or stack parts. Also wasted walking Wasted effort to transport materials, parts, or finished goods into or out of storage, or between processes. Producing more than is needed before it is needed Maintaining excess inventory of raw mat’ls, parts in process, or finished goods. Doing more work than is necessary Any non-work time waiting for tools, supplies, parts, etc..

Who wants what... Customer Low Cost High Quality Availability Your Company Profit Repeat Business Growth Cash !! $ Value !!

22 Elements of Lean Manufacturing Waste reduction Continuous flow Customer pull 50, 25, 25 (80,10,10) Percent gains

23 Benefits of Lean Manufacturing % Waste reduction –WIP –Inventory –Space –Personnel –Product lead times –Travel –Quality, costs, delivery

24 Setting the Foundation Evaluating your organization –Management culture –Manufacturing culture Lean Manufacturing Analysis –Value stream (from customer prospective) –Headcount –WIP –Inventory –Capacity, new business, supply chain

25 Tools of Lean Mfg/Production Waste reduction –Full involvement, training, learning –Cellular mfg –Flexible mfg –Kaikaku (radical change) –Kaizen (continuous improvement) & standard work –5S –Jidoka (autonomation) –Poka-yoke (visual signals) –Shojinka (dynamic optimization of # of workers) –Teien systems (worker suggestions)

26 Tools (cont.) Continuous Flow (10% - 25%) –SMED (Shingo) –Andon –Takt time –Line balancing –Nagara (smooth production flow)

27 Tools (cont.) Customer pull (10%- 25%) –Just-in-time –Kanban

Henry Ford - Standards “To standardize a method is to choose out of the many methods the best one, and use it. Standardization means nothing unless it means standardizing upward. Today’s standardization, instead of being a barricade against improvement, is the necessary foundation on which tomorrow’s improvement will be based. If you think of “standardization” as the best that you know today, but which is to be improved tomorrow - you get somewhere. But if you think of standards as confining, then progress stops.” Henry Ford, 1926 Today & Tomorrow

Captures best practices Posted at the work station Visual aid Reference document –work sequence –job layout –time elements –safety Developed with operators Basis for Continuous Improvement Standardized Work

Visual Factory Error Proofing Quick Change-over Total Productive Maintenance Other Tools

31 5S Programs Seiri (sort, necessary items) Seiton (set-in-order, efficient placement) Seison (sweep, cleanliness) Seiketsu (standardize, cont. improvement) Shitsuke (sustain, discipline)

“Ability to understand the status of a production area in 5 minutes or less by simple observation without use of computers or speaking to anyone.” 5-S –1SSift and Sort (Organize) –2SStabilize (Orderliness) –3SShine(Cleanliness) –4SStandardize(Adherence) –5SSustain(Self-discipline) Visual Factory

Error Proofing Preventing accidental errors in the manufacturing process –Error detection –Error prevention A way to achieve zero defects.

Exercise (3 – 5 minutes) Individually, identify an area or system that you feel lends itself to improvement using the 5S. What S’s can be easily applied (low hanging fruit)?

Exercise (3 – 5 minutes) As a group, discuss the recommendations made by each group member. –Can other recommendations be made? What activities do you feel will make the most significant impact?

End part #1 – Waste Elimination Questions?