1. 1 Lean Manufacturing: An overview Presented By: Laura S. Brown Industrial and Systems Engineering Senior Capstone Mercer University School of Engineering Macon, GA

2. Mercer University School of EngineeringSlide 2 What does lean mean?  Skinny up your organization!  Lean literally means to get rid of the excess ‘fat’ in your organization with the overall goal of shortening the time between the customer order and shipping

3. Mercer University School of EngineeringSlide 3 A brief history  Toyota Production System  First utilized what is now referred to as lean manufacturing almost 40 years ago!  Today in the U.S.A  The use of lean principles is catching on to give businesses a competitive edge with overseas companies.  Many of the terms we use originated from the tools developed by the Toyota Production System

4. Mercer University School of EngineeringSlide 4 Fit in today’s society…  Companies are competing for customers all over the globe, lean manufacturing can be key to a company’s success or failure in the global market.  Lean is not only for manufacturing; large corporations to small businesses to craftsman shops can utilize lean principles

5. Mercer University School of EngineeringSlide 5 The lean philosophy…  Major elements  5 S  5 Why’s  7 Wastes  Value Stream Mapping  Visual Controls

6. Mercer University School of EngineeringSlide 6 Introduction to the 5S’s SEIRI (SIMPLIFY) SIMPLIFY MEANS CLEARLY DISTINGUISHING BETWEEN WHAT IS NEEDED AND KEPT AND WHAT IS UNNEEDED AND THROWN OUT SEITON (STRAIGHTEN) STRAIGHTEN MEANS ORGANIZING THE WAY WE KEEP NECESSARY THINGS, MAKING IT EASIER TO FIND AND USE THEM SEISCO (SCRUB) SCRUB MEANS KEEPING THE FLOORS SWEPT, MACHINES AND FURNITURE CLEAN, AND ALL AREAS NEAT AND TIDY SEIKETSU (STABILIZE) STABILIZE MEANS MAINTAINING AND IMPROVING THE STANDARDS OF THE FIRST THREE S’S SHITSUKE (SUSTAIN) SUSTAIN MEANS ACHIEVING THE DISCIPLINE OR HABIT OF PROPERLY MAINTAINING THE CORRECT 5S PROCEDURES

7. Mercer University School of EngineeringSlide 7 The Five Why’s  Ask “Why?” Five times  It is important to identify the problem correctly. Asking the simple question “Why?” can uncover some interesting answers that you might not have known otherwise.  Why do we need this?  Why do we do this?  Why is this here?  Why does this need to happen before this…?

8. Mercer University School of EngineeringSlide 8 7 Wasteful Practices  Waiting  Transportation  Overproduction  Processing  Inventory  Motion  Defective Products

9. Mercer University School of EngineeringSlide 9 Value Stream Mapping  This is a sample of a hand drawn VSM

10. Mercer University School of EngineeringSlide 10 Visual Controls  Help to immediately identify the state of the system…  Tool boards  Flashing lights to indicate production performance  Clearly defined part delivery locations

11. Mercer University School of EngineeringSlide 11 Visual Control at Rheem Mfg.  Work instructions (S.O.P.’S)  Quality instructions  Safety reminders  Clearly marked part delivery locations  Tool boards (where needed)  Production boards (where needed)  Layouts Work Stations Should Include :

12. Mercer University School of EngineeringSlide 12 Flashing Lights

13. Mercer University School of EngineeringSlide 13 Part Delivery Locations

14. Mercer University School of EngineeringSlide 14 Tool Boards

15. Mercer University School of EngineeringSlide 15 Other lean practices…  Activity Based Costing  Agile Manufacturing  Awards and prizes  Benchmarking  Cell Manufacturing  Continuous Improvement  Design for Manufacturing  Just in Time  Kaizen  Kanban  One Piece Flow  Poka Yoke  Policy Deployment  Pull/Demand Flow  Quick Response Mfg.  SMED/Quick Changeover  Six Sigma  Statistical Process Cntrl.  Theory of Constraints  Total Productive Maint.  Value Streams  Visual Control

16. Mercer University School of EngineeringSlide 16 Building Blocks of a World Class Company One – Piece Work Flow Work Balancing Quality Improvements TPM 5’s Kanbans Cellular Layout Poka Yoke SMED VisualsWork Teams

17. Mercer University School of EngineeringSlide 17 Lean Manufacturing and you in the ‘REAL WORLD’  How to begin…  Educate and gain the full support of management! – Many companies fail at implementing lean because they do not have the support of upper management. Get management involved in the shop floor changes. Many times, employees will feel like a more important part of the change when they are working side by side with management.  Educate and gain support and get help from the general work force. – Changes that you implement will be in vain if you do not get the people who will be a vital part of the changes involved in making them. Be sure to get valuable input from the people who perform your vital business tasks!

18. Mercer University School of EngineeringSlide 18 The ‘REAL WORLD’ cont.  Some real results (from Rheem Manufacturing – Milledgeville, GA)  Reduced Lead-times from 8 weeks to 12 days  Reduced Inventory and Work In Process by approximately 7 million units  Increased Workable Floor Space by 40% in less than 1 year  Increased Efficiency by 3.5% in 2 years  Helped to Develop Standard Work Procedures

19. Mercer University School of EngineeringSlide 19 Lessons I Learned about Lean  You Do Not Have To Spend Money In Order To Make Improvements. Use Your Mind…Not Your Pocket Book  As You Solve One Problem, Others Are Bound To Surface, This Is What Continuous Improvement Is All About.  Even Though New Problems Surface, They Aren’t As Big As They Seem!

20. Mercer University School of EngineeringSlide 20 Questions? Comments… Shout-outs!

21. Mercer University School of EngineeringSlide 21 Resources and Acknowledgements  www.superfactory.com www.superfactory.com  www.anitech.net (tool board picture and sample VSM) www.anitech.net  My prior co-op experience at Rheem Manufacturing in Milledgeville, GA  Clyde Ingram, Plant Industrial Engineer for the use of Rheem training materials.

22. Mercer University School of EngineeringSlide 22 HOMEWORK You didn’t think you’d get off that easy!  Become familiar with vocabulary presented in the lecture and on your handout. Come to class and share your thoughts about how you might apply some lean principles to your life or job.