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Chair, Dept of Ind. Egr/ Ind Mgt 2014 Introduction Background on the Evolution of Lean Manufacturing Overview to Lean Principles Highlights of Implementation of Lean Practices at Rheem Manufacturing Co. in Milledgeville, GA Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014
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Dr. Joan A. BurtnerAssociate Professor and Chair
Department of Industrial Engineering and Industrial Management
Mercer University School of EngineeringMacon, GA
IMPLEMENTATION OF LEAN AT RHEEM
MANUFACTURING
Background on the Evolution of Lean Manufacturing
Overview to Lean PrinciplesHighlights of Implementation of Lean
Practices at Rheem Manufacturing Co. in Milledgeville, GA
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 2
INTRODUCTION
EVOLUTION OF LEAN MANUFACTURING
Total Quality ManagementToyota Production System Six Sigma Process ImprovementTheory of ConstraintsValue Stream MappingWomack and Jones - Lean Thinking Rother and Shook - Learning to See
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 3
1. Clarify improvement needs (objectives)2. Observe operation(s) through your own
eyes3. Identify problems based on observations4. Resolve problems (kaizen)5. New ideas become new standard
operating procedure6. Maintain new methods7. Continuously repeat steps 1 through 6
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 4
CONTINUOUS IMPROVEMENT PROCESS (WITH A LEAN SPIN)
WASTEFUL PRACTICES
WaitingTransportationOverproductionProcessingInventoryMotionDefective Products
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 5
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 6
5S’S MODIFIED FROM BESTERFIELD
(SIMPLIFY or SORT) SIMPLIFY MEANS CLEARLY DISTINGUISHING BETWEEN WHAT IS NEEDED AND KEPT AND WHAT IS UNNEEDED AND THROWN OUT
(STRAIGHTEN) STRAIGHTEN MEANS ORGANIZING THE WAY WE KEEP NECESSARY THINGS, MAKING IT EASIER TO FIND AND USE THEM
(SCRUB or SHINE) SCRUB MEANS KEEPING THE FLOORS SWEPT, MACHINES AND FURNITURE CLEAN, AND ALL AREAS NEAT AND TIDY
(STABILIZE or STANDARDIZE)
STABILIZE DEVELOP BEST PRACTICES AND STANDARD OPERATING PROCEDURES BASED ON WHAT WAS LEARNED FROM THE FIRST THREE S’S
(SUSTAIN) SUSTAIN MEANS ACHIEVING THE DISCIPLINE OR HABIT OF PROPERLY MAINTAINING CORRECT 5S PROCEDURES
LEAN METRICS (QUANTITATIVE)
Lead-times Inventory Inventory TurnsWork In Process Workable Floor Space Efficiency Cycle Time
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 7
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 8
Building Blocks of a World Class Company
One – Piece Work FlowWork Balancing
Quality ImprovementsTPM
5’s
KanbansCellular Layout
Poka YokeSMED
Visuals Work Teams
Time studiesLine BalancesCreating work cellsHousekeeping (5 S’s)Visual Control
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 9
TYPICAL IMPROVEMENT PROJECTS
GENERAL GUIDELINES FOR VISUAL CONTROL AT RHEEM
Work instructions (S.O.P.’S)Quality instructionsSafety remindersClearly marked part delivery
locationsTool boards (where needed)Production boards (where needed)Layouts
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 10
Work Stations Should Include:
Spring and Summer 2003Kaizen and 5 S All Assembly LinesCreated Zoned Housekeeping Layouts for All Major Production Areas
Designated Part Delivery and Storage Locations
Placed Production and Quality Status Boards Began Drafting Standard Operating Procedures and Safety Reminders for All Work Stations
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 11
IMPLEMENTATION OF VISUAL CONTROL AT RHEEM
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 12
KAIZEN OF AN ASSEMBLY LINE 1
Before After
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 13
KAIZEN OF AN ASSEMBLY LINE 2
Before After
Cross-functional work teams for solving problems
Composition of Work TeamsUpper managementSupervisorsCo-op StudentsEngineersAssembly Line Workers
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 14
USING WORK TEAMS AT RHEEM
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 15
CONTINOUS IMPROVEMENT TOOLS FOR BALANCING WORK Takt Time Available Daily Work Time Time Observation Standard Work Flow Diagrams Cellular Layout Work Distribution Sheet
Observe a process or machineEnter each task component onto a formNote exceptions or non-repeating tasksCalculate the average cycle time for
each taskAdd all average element times to find
the cycle time of the total process
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 16
TIME OBSERVATION
Used to help identify the flow of the operation(s) you are observing
Used as a layout for developing an improved process
An excellent tool to use to develop standard work procedures
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 17
STANDARD WORK FLOW DIAGRAM
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 18
CELLULAR LAYOUTS
The arrangement of manufacturing work cells to allow for a flowing process
With this concept, work can performed without the need for large inventory batches
The parts enter the beginning of the cell as raw materials and exit the cell as completed units
Rheem Manufacturing Permission to use training materials Permission to use photos
ISE and IDM Students Permission to use student work
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 19
ACKNOWLEDGMENTS
Contact Information Dr. Joan Burtner Burtner_J@Mercer.edu 478 301-4127
Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 20
QUESTIONS AND DISCUSSION
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