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Implementation of Lean at Rheem Manufacturing
Presenter
Dr. Joan A. BurtnerAssociate Professor
Industrial and Systems EngineeringMercer University School of Engineering
Macon, GA
Dr. Joan Burtner 2010 Slide 2
Introduction
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 2010 Slide 3
Evolution of Lean Manufacturing
Total Quality Management Toyota Production System Six Sigma Process Improvement Theory of Constraints Value Stream Mapping Womack and Jones - Lean Thinking Rother and Shook - Learning to See
Dr. Joan Burtner 2010 Slide 4
Continuous Improvement Process (with a lean spin)
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 2010 Slide 5
Wasteful Practices
Waiting Transportation Overproduction Processing Inventory Motion Defective Products
Dr. Joan Burtner 2010 Slide 6
Lean Metrics (Quantitative)
Lead-times Inventory Inventory Turns Work In Process Workable Floor Space Efficiency Cycle Time
Dr. Joan Burtner 2010 Slide 7
Building Blocks of a World Class Company
One – Piece Work FlowWork Balancing
Quality ImprovementsTPM
5’s
KanbansCellular Layout
Poka YokeSMED
Visuals Work Teams
Dr. Joan Burtner 2010 Slide 8
Introduction to the 5S’sSEIRI (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
Dr. Joan Burtner 2010 Slide 9
Typical Improvement Projects
Time studiesLine BalancesCreating work cellsHousekeeping (5 S’s)Visual Control
Dr. Joan Burtner 2010 Slide 10
General Guidelines for Visual Control at Rheem
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:
Dr. Joan Burtner 2010 Slide 11
Implementation of Visual Control at Rheem
Spring and Summer 2003 Kaizen and 5 S All Assembly Lines Created 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 2010 Slide 12
Kaizen of an Assembly Line 1
Before After
Dr. Joan Burtner 2010 Slide 13
Kaizen of an Assembly Line 2
Before After
Dr. Joan Burtner 2010 Slide 14
Using Work Teams at Rheem
Cross-functional work teams for solving problems
Composition of Work Teams Upper management Supervisors Co-op Students Engineers Assembly Line Workers
Dr. Joan Burtner 2010 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
Dr. Joan Burtner 2010 Slide 16
Time Observation
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 2010 Slide 17
Standard Work Flow Diagram
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 2010 Slide 18
Cellular LayoutsThe 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
Dr. Joan Burtner 2010 Slide 19
Additional Visuals
Spaghetti DiagramCurrent State DiagramFuture State Diagram
Dr. Joan Burtner 2010 Slide 20
Acknowledgments
Rheem Manufacturing Permission to use training materials Permission to use photos
ISE and IDM Students Permission to use student work
Dr. Joan Burtner 2010 Slide 21
Questions and Discussion
Contact Information Dr. Joan Burtner [email protected] 478 301-4127
