31139930 Best Lean Manufacturing Presentation

7/28/2019 31139930 Best Lean Manufacturing Presentation

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LEAN

MANUFACTURING

By Eng. Tarek Saafan

QA Manager Misr Compressors



Objectives

To achieve a common definition and vision of Lean Manufacturing

Be able to identify manufacturing system

wastes Understand Lean principles

To provide an overview of the Lean tools andtechniques

To understand Benefits of Lean Manufacturing



Lean Manufacturing Definition

Is about doing more with Less. Less time, Less

inventory, Less space, Less people & money.

Is a philosophy, based on the Toyota Production

System, and other Japanese management practicesthat strive to shorten the time line between the

customer order and the shipment of the final product,

by consistent elimination of waste.

Is about operating the most efficient and effective

organization possible with the least cost and zero

waste



Definition Of Work Components

wastevalue creationWORK

Increases

costs and reduces

quality

Customers

only want to pay

for this



Lean History

In 1945, Toyoda challenged Taiichi Ohno to learnhow to compete with US Automakers not on buildinglarge volumes of similar models, but many models inlow volume.

Ohno was given 3 years to develop a system toachieve this goal.

Ohno went to the US and studied Ford massassembly processes at the Rouge River Plant.

Ohno learned a lot from this experience, but felt Ford

stopped short of a better system. Ohno also studied the supermarket concept of ordering and replenishing stock by a signal system.This resulted in Ohno applying the KANBAN conceptto the system he would develop



Cont. Lean History

It took Ohno over 20 years to develop the system thatbecame known as The Toyota Production System(TPS)

It took until the 1974 Oil Crisis before outsiders and others

in Japan really took notice of the TPS system that Ohnobuilt and the way it was allowing Toyota to compete whenothers were faltering.

Lean Manufacturing came to the US with JamesWomack¶s Book, ³ The Machine That Changed The

World´ in 1990. Focused on Toyota Production System Concepts and

Why Toyota was able to so successful over US AutoManufacturers.



Lean benefits

90% reduction in lead time (cycle time).

50% increase in productivity.

80% reduction in work-in-process inventory.

80% improvement in quality.

75% reduction in space utilization.



The Lean Definition of Waste

Waste is anything that does not add value to

your product or service

It is anything other than the minimum amount

of equipment, materials, parts, space and

employees' time which is absolutely essential

to add value to the product or service.

Necessary activities add Value

Unnecessary or wasteful activities add Cost



Seven Basic Types of Waste

Waste from overproduction

Waste from waiting times

Transportation waste Processing Waste

Inventory Waste

Waste of motion Waste from product defects





Waste from Waiting times

Operator or machine idle time.

Causes of Waiting Waste

Unbalanced work load & un-levelscheduling

Unplanned maintenance

Long process set-up times

Upstream quality problem.



Waste of Transportation

Transporting parts and

materials around the plant

without adding value

Causes: Poor plant layout

Poor understanding of the process

flow for production

Large batch sizes, long lead times,and large storage areas.



Processing Waste

Effort that adds no value to the product or service

from the customers¶ viewpoint

Causes:

Product changes without process changes True customer requirements undefined

Over processing to accommodate downtime





Inventory Hides ProblemsInventory Hides Problems

Scrap

Work in process inventory level

(hides problems)

Unreliable Vendors Capacity

Imbalances



Less Inventory Exposes ProblemsLess Inventory Exposes Problems

Scrap

Reducing inventory reveals

problems so they can be solved.

Unreliable Vendors Capacity

Imbalances

WIP



Waste of motion

Any movement of people or machines without addingvalue

Causes: Poor people/machine

effectiveness

Inconsistent work methods

Unfavorable facility or celllayout

Poor workplace organizationand housekeeping



Waste from product defects

All the time and cost incurred

due to getting something

wrong

Causes:

Weak process control

Poor product & process design

Deficient planned maintenance

Inadequate education/training/work

instructions

Misunderstood Customer needs.





Lean Building Blocks

Value

Stream

Mapping

Visual

Controls

The Lean Factory

5S System

Quick SetupsMistake Proofing

PULL / K anban Cellular Layout TPM

Standard

Work

Self

Inspection

Batch Reduction



Standard Work

Standard work means that production

processes and guidelines are very clearly

defined and communicated, in a high level of

detail, so as to eliminate variation andincorrect assumptions in the way that work is

performed.

The goal is that production operations should

be performed the same way every time,except insofar as the production process is

intentionally modified.



Standard Work Elements

Standard work sequence - This is the order in whicha worker must perform tasks, including motions and processes.This is clearly specified to ensure that all workers perform thetasks in the most similar ways possible so as to minimizevariation and therefore defects.

Standard timing ± Takt time is the frequency with whicha single piece is produced. Takt time is used to clearly specifyand monitor the rate at which a process should be occurring at

various production stages.

Standard in-process inventory ± This is theminimum unit of materials, consisting primarily of unitsundergoing processing, which are required to keep a cell or

process moving at the desired rate.



Mistake proofing (Pok a Yoke)

POKA = ERRORS ERRORS

YOKE = AVOID AVOID

Poka-yoke is a Japanese improvement strategy for mistake-

proofing to prevent defects (or nonconformities) from arising

during production processes.

The Poka-yoke concept was created in the mid-1980s by

Shigeo Shingo, a Japanese manufacturing engineer.

Shingo lists characteristics of poka-yoke devices:

1. 100 percent inspection is possible

2. Devices avoid sampling for monitoring and control

3. Poka-yoke devices are inexpensive



Pok a Yoke Methods

Shutdown. Poka-yoke devices monitor critical processconditions and shut down the process when a parameter movesout of the desirable range, indicating that a defective product

has either been produced or is about to be produced. Control. Poka-yoke devices are installed on process

equipment and/or work pieces, making it impossible to producedefects and/or to flow a nonconforming product onto the nextprocess.

Warning. Poka-yoke devices signal to a worker that a defect

has been produced. The worker must intervene to correct theprocesses responsible for causing the defect, since otherwisethe processes will output further nonconforming product.



Poka Yoke Examples



Poka Yoke Industrial Examples

In this example, each step of the machine cycle is wired to an indicator board

and a timer. If each cycle of the machine is not performed within the required

³time´ and ³sequence´, the indicator light for that step will be turned on and

the machine will stop.

Indicator BoardMachine



Cont. Poka Yoke Industrial Examples

Warning sensors

connected to lights

Used to physically detect the presence or absence of

an object or item-prevents missing parts.

Used to physically detect the height of a part or

dimension.



isual Controls

Simple signals that provide an immediate understanding of a

situation or condition.

Three reasons for using visual management tools:

1. To make problems visible

2. To help workers and management stay in direct contactwith the workplace

3. To clarify targets for improvement

A Visual Workplace includes:

Visual Orders

Visual Standards

Visual Measures

Visual Controls



isual Controls Examples



Cont. Visual Controls



The 5 S

Sort - Everything in the work area. Sort through, then sort out. ³Whenin doubt, throw it out!´

Set In Order - Organize everything that remains.

Shine - Clean everything; ceilings, walls, floors, equipment, cabinets,desks, tooling, etc.

Standardize - Make it obvious where things belong, using lines, labels,signs, shadow boxes, shadow boards, etc.

Sustain - Create rules, guidelines, cleaning charts, action lists, etc.Use display boards, newsletters, and give recognition to sustainsuccesses.

The 5S System is a Japanese series of activities designed to

improve workplace organization and standardization. These

activities, all of which begin with the letter S, include:



Before and After 5 S



Quick Setups (SMED)

Single Minute Exchange of Die (SMED) concept is to take a longsetup change of perhaps 4 hours in length and reduce it to 3minutes.

Shigeo Shingo, developer of the SMED system has used it quiteeffectively in the Toyota Production System for just-in-timeproduction.

Single minute exchange of die does not literally require diechanges to be perfor med in only one minute, it merely implies thatdie changes are to be accomplished under a single digit of time(nine minutes or less).

SMED is a system that reduces the dependence on the long ter m experience of operators to perfor m an effective changeover.SMED will have a system to reduce the skill level needed for setup

changes. Internal setup: Can be perfor med only when a process is stopped

External setup: Can be perfor med in advance



SMED Principles

Separate internal setup from external setup

Convert internal setup to external setup

Streamline all aspects of setup

Perform setup activities in parallel or eliminate

them entirely



SMED Techniques



Cont. SMED Techniques





Cellular layout

Cellular layout is a technique of arranging

operations and/or people in a cell (U-shaped,

etc.) rather than in a traditional straight

assembly line. Cellular layout helps to achieve many of the

objectives of Lean Manufacturing due to its

ability to help eliminate many non value-

added activities from the production processsuch as waiting times, bottlenecks, transport

and works-in-progress.



Cellular Layout Characteristics

Continuous flow - There is a smooth flow of materials andcomponents through the cell with virtually no transport or waiting time between production stages.

One-piece flow - Cellular manufacturing utilizes a one pieceflow so that one product moves through the manufacturingprocess one piece at a time.

Multi-purpose workers - There is only one or several workersin each cell and unlike batch processing where workers areresponsible for a single process, in cell manufacturing the cellworkers are responsible for handling each of the differentprocesses that occur in the cell. Therefore each worker istrained to handle each process which occurs within the cell.

U-shape ± Cells are usually U-shaped, with the productmoving from one end of the U to the other end of the U as it isprocessed by the worker(s). The purpose of this is to minimizethe walking distance and movement of materials within a cell.









K anban / Pull system

If the company is not producing what the customer wants than itis still waste.

This is where the concept of pulling demand from the customer,rather than pushing product.

In a production plant, each process can be considered as a

customer to the previous process. Various methods such asKanban (Japanese word for signal) are used to communicate tothe previous process the exact requirement of this process.

The kanban carries information regarding the part number,quantity, location, delivery frequency, etc.

The kanban travels with the actual parts and this system is asimple, seemingly foolproof way to make sure the right parts aremade at the right time in the right amount.

The Kanban may be an empty square marked on the floor, anempty shelf, a card describing the parts required, or anelectronic signal.



Push Manufacturing

Batch process where resources are provided

to the consumer based on forecasts or

schedules

Complex schedule and material handling Excessive inventory

Poor communication

Long lead times

Large lots



Pull System

A simple, flexible method of controlling & balancingthe flow of resources.

Eliminating waste of handling, storage, expediting,repair, rework, facilities, equipment, excess inventory

(work-in-process and finished).

Pull System consists of:

- Production based on actual consumption

-

Small Lots- Low Inventories

- Management by Sight

- Better Communication







Batch Size Reduction

Historically, manufacturing companies have operated with largebatch sizes in order to maximize machine utilization.

Lean calls for the production of parts to customer demand, theideal batch size is ONE.

A batch size of one is not always practical, so the goal is topractice continuous improvement to reduce the batch size aslow as possible.

Reducing batch sizes reduces the amount of work-in-processinventory (WIP).

Therefore, smaller batch sizes shorten the overall production

cycle, enabling companies to deliver more quickly and to invoicesooner (for improved cash flow). Shorter production cyclesincreases inventory turns and allows the company to operateprofitably at lower margins, which enables price reductions,which increases sales and market share.



Total Productive Maintenance

TPM combines preventive maintenance and total qualityconcepts

TPM aims at improving existing plant conditions and atincreasing the knowledge and skills of frontline personnel inorder to achieve zero accidents, zero defects, and zero

breakdowns. TPM goes beyond preventive maintenance, to optimize the

operation of the equipment.

TPM assigns basic preventative maintenance work includinginspection, cleaning, lubricating, tightening and calibration to theproduction workers who operate the equipment.

In TPM, the maintenance team is responsible for the higher value-added maintenance activities such as improving theequipment, performing overhauls and improvements, fixingproblems and providing training.



Self inspection

The main responsibility for quality inspection

is done in-line by workers, not by separate

quality inspectors who inspect sample lots.

Although some independent Quality Control(QC) inspectors are often still used in lean

companies, their role is minimized (ideally

there are no QC inspectors because they

also are considered a waste in LeanManufacturing



Lean Manuf acturing

WASTE



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31139930 Best Lean Manufacturing Presentation