Lean Manufacturing Conf Papers

8/8/2019 Lean Manufacturing Conf Papers

1/13

10/26/20

Lean Implementation andIssuesDr.Raj Mohan, [email protected]

Plant LayoutPlant Layout Key ElementsKey Elements

House

keep

ing

Qua

lityFirs

t

Plan

tLayou

t

Lean People

Product Design

Value StreamMapping

ANDON

Lean Layouts

One Piece Flow

Load Leveling / LineBalancing (Heijunka)

A cornerstone of LMS. VSM was used to understandcurrent flow, identify waste and execute principles toeliminate waste and arrive at the optimum future state.

Plant LayoutPlant Layout Value Stream MappingValue Stream Mapping Plant LayoutsPlant Layouts Andon SystemsAndon Systems

Stopped module

Materials

Maintenance

Production

Quality

Module Running

Andon communication systems make abnormalconditions immediately visible and apparent.Response systems are developed and adhered toin order to assure quick response and resolution


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Plant LayoutPlant Layout 1Pc1Pc Flow / Manage by Takt TimeFlow / Manage by Takt Time

0

10

20

30

40

50

60

70

1 2 3 4 5 6 7 8 9 10 11 12 13

OPERATIONS

CYCLETIMEIN

SECOND

0

10

20

30

40

50

60

70

1 2 3 4 5 6 7 8 9 10 11 12

OPERATIONS

CYCLET

IM

EI

NS

ECOND

Decreasing line Takt time to coincide withcustomers Takt time. Reduce waste bybuilding what is needed when it is needed.

Plant LayoutPlant Layout LevelLevel Loading / Line Balancing (HeijunkaLoading / Line Balancing (Heijunka))

Heijunka allows the set up of robust flexibleoperations that optimize labor using strategicbuffering and level loaded schedules to balancethe work load.

Plant 2 FrontLine - AFTER

0.00

10.00

20.00

30.00

40.00

50.00

60.00

1 0 2 0 3 0 4 0 5 0 7 0 8 0 9 0B 1 0 0 1 10 1 30 1 4 0 1 5 0 1 60 1 7 0 1 80 1 90 2 0 0 2 20 2 30 2 40 2 7 0 2 90 3 00 3 1 0 3 50 3 8 0 3 90 4 10 4 2 0 4 30 4 40 4 50 4 6 0 4 80 5 00 5 2 0 5 30 5 4 0 5 60 5 70

Stations

Tim

e[

sec.]

WeightedAverage[Sec.]@ 65JPH

TAKTTIME[TT]= 55.4s(65JPH)

CUSTOMERTAKT TIME[TT] = 57.1s(63JPH)

Material FlowMaterial Flow Key ElementsKey Elements

House

keep

ing

Qua

lityFirs

t

Ma

teria

lFlow

Plan

tLayou

t

Lean People

Product Design

Lean Containers &Packaging

Plan For Every Part(PFEP) / Plan For EveryStation (PFES)

Central Material StoragePull Systems (Kanban)

Exportshippingsupport.comExportshippingsupport.com

Another cornerstone of LMS. Right-sized containers is the keyenabler of Lean Material Flow and effects the entire value stream. Itensures proper workstation design and layouts which optimizesvalue added labor, freight and protects product

Material FlowMaterial Flow LeanLean Containers & PackagingContainers & Packaging

Understand TheTRUE COSTS

Of Incorrect Packaging


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Tool and process used to determine flow rates, storage anddelivery systems and line side presentation requirements.Designing stations from operator out to ensure operator success

Material FlowMaterial Flow PlanPlan For Every Part / Station (PFEP / S)For Every Part / Station (PFEP / S)

L W H

1 LatchASM -Floor,O/B,2RS,60%L H,920 L0033097AF,01 BAE 24 Returnable 12 15 10 2400 480 20 2 60 3 4 120 5 24 720 30 48 11 LatchASM -Floor,I/B,2RS,60%LH, 920 L0033099AF,01 BAE 15 Returnable 12 15 10 0 0 2 0 0 4 0 2 24 0 0 48 01 LatchASM -Floor,O/B,2RS,40%RH, 920 L0033100AF,01 BAE 24 Returnable 12 15 10 0 0 2 0 0 4 0 2 24 0 0 48 02 CableASM- LatchSynch,2RS,40%RH L0033114AD,01 Capro 150 Returnable 32 15 8 0 0 2 0 0 4 0 2 24 0 0 18 02 CableASM- LatchSynch,2RS,60%LH L0033115AD,01 Capro 135 Returnable 48 15 8 0 0 2 0 0 4 0 2 24 0 0 18 02 CableASM- Synch40%I/BMaster L0064674AD,01 Capro 145 Returnable 48 15 8 0 0 2 0 0 4 0 2 24 0 0 18 02 60%I/BMASTERSYNCHCABL L0064675AE,01 Capro 135 Returnable 48 15 7.5 0 02 CableASM- FloorLatchReleaseO/B40%/60% L0064677AC01 Capro 290 Returnable 32 15 8 0 0 2 0 0 4 0 2 24 0 0 18 0

2 CableASM- FloorLatchReleaseI/B60% L0064682AC,01 Capro 290 Returnable 32 15 8 0 0 2 0 0 4 0 2 24 0 0 18 0

Part Delivery Inventory control - SupermarketInventoryControl - Line Side

Station

#PDM #

Color

Code

Supplier/Container Usage

ContainerSizeAvg

Wkly

Usage

(830)

Avg

Daily

Usage

(830/5)

Cntnrs

perday

Part Information

Super

Market

(Y/N)

Min.Inv.

Hours

on

hold

Stationside

inventory

SupplierStd

Pack

Std.

Cntnr

Cntnr

Retrn

or

Expnd

Row Part Description

MaxInv.

Hours

on

holdMin Inv.Min

Contnr

Max

Inv.

Max

Contr

Bulk/

Supermarket

Storage

Bulk

Storagefor

Supermarke

t

Stationside

inventory

Max

Inventory

HoursOH

~

Include

Safety

Stock

Max

Inv.

Max

CntnrCntnr

per

pallet

#of

Spots

Controls Inventory. Inventory costs and abnormalconditions are made visible and immediately dealt with.

Material FlowMaterial Flow Central Material StorageCentral Material Storage

Material FlowMaterial Flow Pull Systems (Kanban)Pull Systems (Kanban)

Pull systems are employed to regulate productionflow. Tuggers are used to deliver sequenced parts.This levels production, materials flow, operatorflow and controls inventory

The Carrot ModelWe see and want

the leafy green easy

stuff-

The lean tools andtechniques

But, the part we

really want is

below the surface

and it takes hard

work and effort to

get to it (and youhave to get your

hands dirty!)

Most

organizations

never get deep

enough into the

lean process to

achieve true

success


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10/26/20

Direct

ExecutiveSteering

Committee

Provide Strategic Direction

Provide Resource Make Decisions Meet RegularlyGuide Deployment

Plan

HeadquartersLean Support

Team

Provide Tactical Direction

Coordinate Planning Develop Training Material

Coordinate Training

Develop Operating Standards Provide Lean Expertise Support Implementation

Assess Progress

Implement

Plant LeanFacilitators

Develop & Integrate Plans

Execute Plans Conduct Training

Assist Implementation

Lean Resident Resource

Conduct Assessment Process

Established structure to drive implementation and a common approach. Drives accountability by assigning responsibility.

LMS Deployment StructureLMS Deployment Structure

Lean VisionDr. Raj Mohan

Chief Mentor, Man2succeed(International Management Consultants and Training

Providers)[email protected]

Lean Manufacturing!!!!

Eliminating Manufacturing Waste

Produce what you need, only as much asyou need, when you need

TaiichiOhno Toyota Production System

If something is not needed in a particularquantity at a particular time, why produce

it? Usual answer: to meet production targets!

What, how much and when arethe essential elements of demand.

Paradigm Shift2000 to 2010

In 2000

Manufacturing

Based andEvent Driven

NOW

Value chainFocused andProgramDriven


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DirectLabour

Othercosts

Lean

Transfor-mation Lea

nMgt

LowGrowth

Spending

SupplyChain

Trans-action

volume

Then Now

Three Levels of CultureThree Levels of Culture

What we see:

Andon, Kanban, Charts,People look engaged,Clean and orderly, andLittle inventory

What they say: CustomerFirst,

Respect for People &Continuous Improvement

.

What is at their Core:All team associates deeply committed to

the company mission of contributing to

society through high-value added

manufacturing.

.

Artifacts

& Behavior

Norms& Values

UnderlyingAssumptions

Customer Service PerformanceCustomer Service Performance New AchievementsNew Achievements

Reduced from 15% to 40%Storage

Order Shipped Complete and On-Time Improvements over 12%

OSCOT

Reduced by 45% to 70%Freight Cost

Reduced between 18% and 30%Finished goods

inventory

Improved over 20%

Materialsprocessing

velocity

New Lean Culture

SustainableLean

Culture

RightEnterpriseBehaviour

CustomerDriven

Response

TalentRecruiting

& Mgt

AppropriateMeasure-

ment


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10/26/20

Means and Measures

Business strategy identifies culture design

Employees see how culture drives right

behaviors

Future-state cultural design codifies change

needs (Building premises and standards)

Cash flow builds confidence in the cultural

investment (Lean Culture)

Bonding Cultural change with winning formula

Components + Metrics = Success / ExcellenceSource: Hofstede Cultural Scores for Japan, U.S., and World Average

0

10

20

30

40

50

60

70

80

90

100

Power Distance Individuality Uncertainty

Avoidance

Long Term

Thinking

Japan

U.S.

World

Is it Surprising Lean is Challenging inIs it Surprising Lean is Challenging in India with world leaders ahead?India with world leaders ahead?

Green and Lean Energy Area

15-30% of a manufacturing companys monthly energybill creates greenhouse gases.

The energy management within a facility - benchmarkcompetitors.

Lean methodologies can be used to reduce waste in theconsumption of energy within a manufacturing facility.

The ultimate goal - eliminate equipment not needed in

the process. If elimination is not possible, minimize the use

plot energy consumption to predict maintenance schedulesand replacement cycles. 23

G.A.S. Index: Global AssetSustainability Index

G.A.S. Index = Availability * Performance *Quality * EnergyEfficiency

Availability = All downtime / Scheduled time

Performance = Actual output for scheduledtime / Design output for scheduled time

Quality = Total production minus defects orrework / Total production

Energy Efficiency = Design energyconsumption/Actual energy consumption24


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25

Example: Motor Efficiency

90,000 Watts 100 HP 76,000 Watts

1HP = .746 kWatts

15,400 Watts (17.4%)

Motor EfficiencySavings (US)

Energy Savings = 90kW x 8,000 hrs./year x(1-(.828/.94)) = 87,336 kWh/yr.

At an average cost of 11 cents per kWh, theestimated savings would be $9,607 per year.

Motor operating cost:

(100 HP x .746 kW/HP x 8,000 hrs. x $.11/KWh) / .94 efficiency = $69,838 per yr.

26

Spend less andSpend less andgrowgrow

Lean

Mgt

Low GrowthSpending

Supply Chain

Trans-actionvolume

Lean Scope


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...that car up ahead

Looking through...

How we usually do it...

How it should be done!

Down onDown onthe shop floor ,the shop floor ,

better demand

input on designs (for

manufacturability)

betters tools for production

flexibility

ease of access to relevant

information

Manufacturing wantsManufacturing wants

just like any other supplier!just like any other supplier!

Challenges &Vision

Capacity promisingCapacity promisingassumptions across theassumptions across thesupply websupply web

Traditional countermeasure:under-capacity planning

Future countermeasure:real options planning

Challenges &Vision

Instability of ECO processInstability of ECO process

Traditional countermeasure:ECO clumping on a fixed schedule (bus)

Future countermeasure:process integration upstream


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Challenges &Vision

Instability of transitionInstability of transitionmanagementmanagement

Traditional countermeasure:buffers

Future countermeasure:budget-achieved, life ends

Challenges &Vision

Balancing flexibility (reach)Balancing flexibility (reach)with stability (differentiablewith stability (differentiablerichness)richness)

Traditional countermeasure:year-to-year internal policy and metric mgmt

Future countermeasure:shared policy in the supply web

Challenges &Vision

Shared record accuracyShared record accuracy

Traditional countermeasure:recent history-->few successes!

Future countermeasure:data model simplification andstandards

Lean e-Manufacturing-Choice

Benefits

30% throughput increase with no

corresponding asset increase (yields

greater share)

turns increase of 50-100% coupled

with service increase

30-50% reduction in cost of quality


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10/26/20

A long journey that needs commitment,A long journey that needs commitment,

patience, longpatience, long--term thinking, positiveterm thinking, positive

mindset and attitude, and continuousmindset and attitude, and continuous

improvement which are merged togetherimprovement which are merged together

as operational excellence and as a strategicas operational excellence and as a strategic

weapon.weapon.

Lets start the journey and Do our Best!Lets start the journey and Do our Best!

Lean isLean is

Dr.Raj Mohan,Chief Mentor, Man2succeed

Lean Assessment

Nine Key areas ofAssessment

Inventory

The Team Approach

Processes

Maintenance

Layout & Material Handling

Suppliers

Setup Quality

Production Control & Scheduling

Inventory we failin this area

Inventory monitoring by Middle LevelManagers

Inventory turnover

Industry index comparison


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Team Approach

Compensation to Operatives ?

Job Security

Attrition

Training

Cross-functional Work teams

Quality Teams IntrinsicMotivation

TrustTrust

Initiative

Ideas

Mastery

Learning

Coaching

Control

Contributors to Self-Efficacy

StandardizedWork System

SuggestionSystem

Respons-ibility

AwarenessMeaningful-

ness

Contributors to Satisfaction Cross-functional

Teams

Processes

No of large-scale processes

Flexibility

Operating capacity

Technology adoption Level

Maintenance

Uptime records

Unplanned Maintenance

Preventive Schedules

Overall equipment effectiveness


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Layout andMaterial Handling

Space Utilisation

Free Flow ofmaterial

Free flow of people

Process flowoptimisation

Housekeeping

Can we imagine a situation likethis?

Supplier

Average number of suppliers

Inspection requirements (How much/Howmany pieces)

Delivery frequency

Defect rate

SetupSetup

No missing screws

All screws seated

Worker skill improvementManager worker co-operation inimprovement studies

Specify what to inspect

Clear inspection criteria

Dont overload operator withcomplex content or criteria


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10/26/20

Quality

SPC training

Defect rate

Process defectsmonitoring

Production ControlScheduling

Work in process storage

Kanban possibilities

On-time delivery

Documents

Lean Manufacturing Conf Papers