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Lean Manufacturing Introduction
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By Saurabh Gour
Principles and Practices of Lean Manufacturing
CONTENTS
What is Lean ?
The Lean House
Principles of Lean
Goals of Lean
The 3M’s
Major Wastes (TIMWOODS)
Tools and Techniques of Lean
Practical Implementation
WHAT IS LEAN ??
Lean is a systematic approach for identifying and eliminating waste (non-
value-added activities) through continuous improvement.
Improved flow = Decreased cost
Decreased cost = Sustainable profits
The Lean HouseQUALITY
DELIVERY TIMES COSTSJIT JIDOKA
HEIJUNKA STANDARD WORKING
TAKT TIME
MAN/MACHINE SEPARATION
REDUCTION IN MUDAS KAIZEN
STABILITY
PULL FLOW
(Reduction in all wastages) (Continuous improvements)
(Production leveling)
(Multimachine capabilities)
(Stop & notify anomalies)
(Pace of production to meet demand)
(Smaller batches, quick response to customer demand
and smooth product flow)
(The seven zeros for zero inventories)
(Customer satisfaction to earn profit)
PILLER-I PILLER-II
(Team stability, method standardization, strategy monitored over time)
Principles of Lean
Specify value from the standpoint of the end customer by product family.
Define value from customer perspective
Identify all the steps in the value stream for each product family, eliminate those steps that do not create value.
Identify the value stream
Make the value-creating steps occur in tight sequence.
Make the process flow
As flow is introduced, let customers pull value from the next upstream activity.
Pull from the customer
Begin the process again and continue it until a state of perfection is reached.
Head towards perfection
To minimize cost,
company must
produce customer demand
only.
Goals of Lean
LEAN GOALS
Improve Quality
Eliminate Waste
Reduce Time
Reduce Total Cost
Company must understand what customer wants & needs to meet his expectations and
requirements.
Reducing the time it takes to finish an activity from start to finish is one of the most
effective ways.
Waste is any activity that consumes
time, resource or space but does not add any value to
the product or service.
3M's: Mura, Muri and Muda
3 M’s
MURA (Unevenness)Any variation leading to unbalanced situations
MUDA (Waste)Any activity in process
that does not add value.
MURI (Overburden)Any activity asking stress or effort from personnel, material or equipment.
The Major Wastes (TIMWOODS) Transportation
Inventory
Motion
Waiting
Over-Production
Over-Processing
Defects
Any movement of material that is not required for “just-in-time” production.
Any supply in excess of one piece flow.
Any movement that does not add value.
Being idle between operations.
Producing more or sooner or faster than needed.
Effort which add no additional customer value to part.
Rework of products to fulfill customer requirements.
The new waste is introduced recently. So, there are total 8 major wastes of lean manufacturing in the useful mnemonic TIMWOODS.
Skills(Unutilized human brains)
Due to not engaging employees, listening to their ideas.
Tools and Techniques of Lean
5s Visual Workplace
Poka-yoke (Error Proofing)
Kanban
Kaizen
Cellular Manufacturing
SMED
OEE
Just-in-time (JIT)
Jidoka
5-S Implementation 5S activity seeks to organize the work place in a way that makes it more
productive.
SEIRI(Clear/sort)
SEITON(Set in order)
SEISO(Shine)
SEIKETSU(Sustain)
SHITSUKE(Discipline)
Remove what is not needed
Place things in such a way that they are easily
accessible
Keep things clean & polished
Standardize the best practices &
process of cleaning
Develop an attitude to follow
above the 4S
The unorganized life without 5s
The systematic life with 5s
Poka-yoke (Error Proofing) Contains fool proofs operations and reduces/eliminates mistakes in
processes.
Helps in minimizing defects before they reach the customer.
Investigation in the defect cause is essential to elimination.
Ex- Color-coding separation, provide fix stoppers.
Kanban Card system that helps control flow & help to establish JIT goals.
Easy to understand and requires a relatively simple setup.
Card should be attached to a product container and contain essential
information (job card and job route card)
Cellular Manufacturing
Work cells are central to the idea of one piece flow.
Equipment is movable and placed in close proximity.
Quick feedback between operators.
Benefits include: Higher throughput, Improved Co-ordination, Improvement
in quality and productivity.
Kaizen means gradual and orderly, continuous improvement.
People work together to make improvements with low capital investments.
Benefits include: Simulation of workers, Save money & time, Create
belongingness.
Kaizen
SMED
Single Minute Exchange of Dies is a “Process” focused on reducing setup
time.
The main objective of SMED is “ Make operator as a surgeon”.
Primary goal is to change all internal setups to external ones.
Reduce length of internal setup if unable to convert to external. Reduce
length of all external setups as well.
Benefits include: Lower manufacturing cost, smaller lot sizes, lower
inventory levels, smoother startups.
OEE Overall Equipment Effectiveness is a measure of the how well lines or
equipment are utilized in relation to their full potential.
OEE
Availability(Measures Down Time Loss)
Performance (Measures Speed Loss)
Quality(Measures Quality Loss)
Set-up loss
Breakdown loss
Minor Stop-pages loss
Speed loss
Start-up loss
In process loss
Inconsistent times, Insufficient skills, Different methods, Poor tooling
Lack of maintenance, Low operator interest, unawareness of problems
Material not available, Change over at start/ end Jams/ overloads
Unclear design specs, Incorrect settings, Poor maintenance history,
Poor machine changeover, Inconsistent materials, No start-up check lists
Inconsistent materials, Process not followed, Gauges not calibrated
OEE = Availability x Performance x Quality
Just-In-Time (JIT) Establish flow processes so there is an even, balanced flow throughout the entire production process. Goal: Generate zero queues & Minimize lot sizes. Benefits include: Reduced inventory levels (improved profits), Improved product quality, Reduced delivery lead times.
It is the ability for machines to be self-dependent and error proof without any human interaction. It contains three elements :
o Separate human from machine worko Machines detect/prevent abnormalitieso “Stop the Line” authority in operation
Jidoka
Practical Implementations in Current Project
OEE: Redesign floor layout and achieved 10% improvement in the overall
productivity by reducing maximum losses.
SMED: Making operator as a surgeon I have achieved quick changeover
in setups at press & CNC Shop.
Single Piece Flow: Reduce Manufacturing lead time 20% by the
elimination of batching concept.
Cell Concept: Establish cell layout for the manufacturing of flexible
jumpers, containing four lines.
Process Redesign: Reduce the production time and eliminate the
unnecessary processes using Time & Motion study.
Thank You
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