1. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Ch 26 Just-In-Time and Lean Production Sections: 1.Lean Production and Waste in Manufacturing 2.Just-in-time Production Systems 3.Autonomation 4.Worker Involvement

2. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. What is Lean Production?  Lean production means doing more work with fewer resources  Adaptation of mass production in which work is accomplished in less time, smaller space, with fewer workers and less equipment  Based on the Toyota Production System  The term "lean production" was coined by researchers at Massachusetts Institute of Technology

3. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Structure of Lean Production System Taiichi Ohno's structure of the Toyota Production System

4. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Activities in Manufacturing 1.Actual work - activities that add value to the product 2.Auxiliary work - activities that support the value-adding activities 3.Muda (waste) - activities that neither add value nor support the value-adding activities

5. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Muda (Waste) Taiichi Ohno’s seven forms of waste: 1.Production of defective parts 2.Production of more parts than needed (overproduction) 3.Excessive inventories 4.Unnecessary processing steps 5.Unnecessary movement of people 6.Unnecessary handling of materials 7.Workers waiting

6. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Keys to Eliminating Waste 1.Just-in-time production 2.Autonomation (automation with a human touch) 3.Worker involvement

7. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Just-In-Time Production Production and delivery of exactly the required number of each component to the downstream operation in the manufacturing sequence just at the moment when the component is needed  Minimizes:  Work-in-process  Manufacturing lead time

8. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Requisites for JIT 1.A pull system of production control 2.Setup time reduction for smaller batch sizes 3.Stable and reliable production operations

9. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Pull System of Production Control A system in which the order to make and deliver parts at each workstation in the production sequence comes from the downstream station that uses those parts  JIT is based on a pull system of production control  Alternative is a push system in which parts are produced at each station irrespective of the immediate need for those parts at the downstream station

10. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Kanban System  Toyota’s way of implementing a pull system of production control  Kanban means “card” in Japanese  Two types of kanbans: 1.Production kanban – authorizes upstream station to produce a batch of parts 2.Transport kanban – authorizes transport of the parts to the downstream station

11. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Operation of a Kanban System 1.Station i + 1 removes next P-kanban from dispatching rack. This P-kanban authorizes it to process a container of part b. A material handling worker removes the T-kanban from incoming container of part b and takes it back to station i.

12. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Operation of a Kanban System 1.At station i, the material handling worker finds the container of part b, removes the P-kanban and replaces it with a T-kanban. He then puts the P-kanban in the dispatching rack at station i.

13. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Operation of a Kanban System 1.The container of part b that was at station i is moved to station i + 1 as authorized by the T-kanban. The P-kanban for part b at station i authorizes station i to process a new container of part b, but it must wait its turn in the dispatching rack. Scheduling of work at each station is determined by the order of P-kanbans.

14. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Setup Time Reduction  Starting point in setup time reduction is recognition that the work elements in setup are of two types: 1.Internal elements – can only be done while the production machine is stopped 2.External elements – do not require the machine to be stopped

15. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. External Work Elements  Can be accomplished while previous job is still running  Strategy:  Design the setup tooling and plan the changeover procedure to permit as much of the setup as possible to consist of external elements  Examples:  Retrieve tooling for next job from tool crib  Assemble tools for next job  Reprogram machine for next job

16. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Internal Work Elements  Use time & motion study and methods improvement to minimize the sum of the internal work element times  Use two workers rather than one to accomplish the changeover  Eliminate adjustments in the setup  Use quick-acting fasteners rather than bolts and nuts  Use U-shaped washers instead of O-shaped washers  Design modular fixtures consisting of a base plus insert tooling that can be quickly changed for each new part style  Base part remains attached to production machine

17. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Examples of Setup Reduction Setup time Equipment type BeforeAfterReduction 1000 ton press 4 hr 3 min 98.7% Transfer line 9.3 hr 9 min 98.4% Punch press 2 hr 3 min 97.5% Machine tool 6 hr10 min 97.2% 45 ton press 50 min 2 min 96.0%

18. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Stable and Reliable Production Operations  Production leveling - distribute changes in product mix and quantity as evenly as possible over time  On-time delivery of components  Defect-free components and materials  Reliable production equipment  Workforce that is cooperative, committed, and cross- trained  Dependable supplier base

19. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Autonomation  “Automation with a human touch”  Production machines operate autonomously as long as they are functioning properly  When they do not function properly (e.g., they produce a defect), they are designed to stop  Autonomation topics: 1.Stop the process 2.Error prevention 3.Total Productive Maintenance (TPM)

20. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Stop the Process  “Jidoka”  Japanese word meaning machines that are designed to stop automatically when something goes wrong  Stop the process when:  Defective parts are produced  Required production quantity has been completed  Avoids overproduction

21. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Error Prevention  “Poka-yoke”  Japanese word meaning prevention of errors using low cost devices to prevent or detect them  Common mistakes in manufacturing:  Omitting processing steps  Incorrectly locating a part in a fixture  Using the wrong tool  Neglecting to add a part in assembly

22. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Poka-Yoke Functions  Performs 100% inspection for the following:  Workpart deviations  Processing and methods deviations  Counting and timing functions  Verification of steps during work cycle  When an error or other exception is identified, the poka- yoke responses are either or both of the following:  Stops the process when an error or problem is detected  Provides an audible or visible warning to alert operator and other workers

23. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Total Productive Maintenance  Goal: zero breakdowns  TPM = integration of preventive and predictive maintenance to avoid emergency maintenance  Emergency maintenance = repair equipment that breaks down  Preventive maintenance = routine repairs to avoid breakdowns  Predictive maintenance = anticipating malfunctions before they occur

24. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Equipment Availability Curve Typical U-shaped availability curve for a piece of equipment during its life

25. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Overall Equipment Effectiveness  Measure that includes availability (reliability), equipment utilization, yield of good product, and operating capability OEE = A U Y r os where OEE = overall equipment effectiveness A = availability (proportion uptime) U = equipment utilization (time equipment is used relative to available time) Y = yield of good product = 1 - q, where q = fraction defect rate r os = operating capability (actual speed / design speed)

26. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Worker Involvement  Components:  Continuous improvement  Visual workplace  Standard work procedures  Total productive maintenance

27. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Continuous Improvement  “Kaizen”  Japanese word meaning continuous improvement of production operations  Usually implemented by worker teams, sometimes called “quality circles”  Encourages worker sense of responsibility  Allows workers to gain recognition among colleagues  Improves worker’s technical skills

28. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Visual Management and 5S  Principle: the status of the work situation should be evident just by looking at it  Objects that obstruct the view are not allowed  Build-up of WIP is limited to a specific height  Andon boards located above the assembly line indicate the status of the workstations  Worker training includes use of photos and diagrams to document work instructions

29. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Worker Involvement through 5S Japanese word Seiri Seiton Seiso Seiketsu Shitsuke English equivalent Sort Set in order, simplify access Shine, sweep, scrub Standardize Self-discipline, sustain

30. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Standardized Work Procedures Three components: 1.Cycle time – actual time required  “Takt time” – reciprocal of demand rate adjusted for available shift time 2.Work sequence  Basically the same as a standard method 3.Standard work-in-process  Minimum number of parts to avoid waiting of workers

31. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Takt Time and Cycle Time  Takt time defined T takt = EOT / Q dd where T takt = takt time EOT = effective daily operating time Q dd = daily quantity demanded  In the Toyota Production System, the work must be designed so that the operation cycle time is consistent with the takt time

32. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Standard Operations Routine Sheet Shows the machines that must be visited by the worker during each work cycle

33. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. U-shaped Work Cell Allocation of work at nine machines between three workers in a production work cell

34. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Operations Routine Sheets Allocation of work at nine machines for three workers in a production work cell

35. ©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. Standard Work-In-Process Quantity Defined as the minimum number of parts necessary to avoid workers waiting  Factors that affect the standard WIP quantity:  If quality inspections must be performed as distinct steps, then additional parts must be provided  If processing includes heating of parts, then additional parts must be provided for heating and cooling time  If the worker's work sequence is in the opposite direction of the part processing sequence, then at least one workpart must be held between machines to avoid waiting time