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What is Lean Manufacturing?
Work in every facet of the value stream by:
Eliminating waste to reduce cost
Maximizing or fully utilizing activities that add value from the customer’s perspective
Generate capital
Bring in more sales
Remain competitive in a growing global market
The value stream, defined as “the specific activities within a supply chain required to design, order and provide a specific product or value”
What is Lean Manufacturing?
“Lean” focuses on abolishing or reducing wastes (“muda”) and on maximizing or fully utilizing activities that add value from the customer’s perspective.
Value is equivalent to anything that the customer is willing to pay for in a product or the service that follows
The Seven Wastes in Manufacturing
Over Production Producing more material than is needed before it is needed
Inventories Take space, costs and can be damaged
Producing Defective Products Impede flow and lead to wasteful handling, time and effort
Motion excessive bending or stretching and frequently lost items
The Seven Wastes in Manufacturing
Processing Extra processing not essential to value - added
Transportation Moving material does not enhance the value of the product to the customer
Waiting Material waiting is not material flowing through value-added operations
Lean Manufacturing Tools and Techniques
Cellular Manufacturing Arrangement of people,
machines, materials, and methods with the processing steps placed right next to each other in sequential order, through which parts are processed in a continuous flow
Continuous Improvement
Kaizen is a systematic approach to gradual, orderly, continuous improvement.
One of the most effective tools of continuous improvement is 5S modular step toward serious waste reduction Seiri (Sort) Eliminating unnecessary items from the workplace Seiton (Straighten) Focused on efficient and effective storage methods Seiso (Sweep and Clean) clean the work area Seiketsu (Systemize) standardizing best practice in your work area Shitsuke (Standardize) defining a new status quo and standard of work place
organization
Just in Time
Management idea that attempts to eliminate sources
of manufacturing waste by producing the right part
in the right place at the right time
Getting Started with Lean
1. The first step in value stream mapping is to choose a product family as the target for improvement products group by similar sequence of final processing steps and machines
2. Draw a current state map to take a quick view of how things are being done now shipping department, and then working ones way up to the upstream processes
3. Create the future state map highlight the sources of waste and help make target areas for improvement visible
Getting Started
Creating a future state map is done through
answering a set of questions with regards to issues
related to building of the future state map, and
technical implementation related to the use of lean
tools.
1. Do you have the Right end Items?
Flexibility
Product A Product B
If demand gyrates between products and you can keep changeover times short share products between mix- model cell
Products A&B
Assign right products to the pacemaker process
Demand high enough to allow you to dedicate individual products so their own cells or lines
2. What is the Takt Time?
Reference number that is used to help match the rate of production in a pacemaker process to the rate of sales
Demand per production shift
shiftper demandCustomer
shiftper work timeAvailable TimeTakt
Cycle Time
How frequently a finished unit actually comes off the end of the pacemaker
Cycling much faster than takt may require more people
Takt time
Cycle time
Extra operator
Setting the pace
Takt time is customer demand (which can not be changed) divided into available production time (which can be changed)
The available production time # or length of shifts
The number of end items produced in a cell
The number of cells making a particular end item
3. What are the Work Elements for Making one Piece?
Work Element “The smallest increment of work that could be moved to another person” Always break work into elements. It would help identify and eliminate waste
that is otherwise buried within the total operator cycle
Paper Kaizen Elimination of waste! What not to include as work element:
Walking Out-of-cycle work for operators Operators waiting for machines to cycle Time for removing finished parts from machines wherever an automatic eject
could be introduced
4. What is the Actual Time Required for Each Work Element?
It is needed to go to the workplace and use stop watches Collect real times at the process Position yourself so you can see the operator’s hand motions Time each work element separately Time several cycles of each work element Observe an operator who is qualified to perform the job Always separate operator time and machine time Select the lowest repeatable time for each element Remember shop floor courtesy!
5. Can your Equipment Meet Takt Time?
Each machine must be able to complete its cycle on each part within takt time
The ‘effective cycle time’ of each machine should be considerably less than takt time if continuous flow is to be achieved Effective machine cycle time:
schangeover between pieces of numberby divided time changeover )( time unload and load
piece per time cycle Machine cyclecannot machine the whichduring
6. How much Automation?
Load Machine
Machine Cycle
Unload Machine
Transfer Part
1
2 Auto
3 Auto Auto
4 Auto Auto Auto
5 Auto Auto Auto Auto
LEVE
L
The Great Divide
Levels of Automation
Remove a finished workpiece from Machine 1
Place a new workpiece in Machine 1
Start Machine 1 (which then cycles unattended)
Carry the finished workpiece to Machine 2 (the next processing step)
Repeat the sequence at Machine 2
7. How can the physical process be laid out so one person can make one piece as efficiently as possible?
Arrange the machines, workstations, and material presentation devices as if only one operator makes the product from beginning to end Avoids isolated islands of activity Minimizes inventory accumulation between processes Eliminates excessive walking Removes obstacles in walking paths Brings the people-driven, value-creating steps as close to one another
as possible
8. How many operators are needed to meet Takt Time?
Operators of Number
TimeTakt kaizen) paper (afterContent Work Total
Remainder in # of operators calculation (aftert paper
kaizen)
Guideline / Target
< .3Do not add an extra operator Further reduce waste & incidental work
.3 - .5
Do not add an extra operator. After two weeks of cell operation & kaizen, carefully evaluate if enough waste & incidental work can be taken out.
> .5
Add an extra operator if necessary and keep reducing waste & incidental work to eventually eliminate the need for that operator in the cell.
Guidelines for determine the number of operator in a cell
9. How will you distribute the work among the operators?
Some approaches to consider: Split the work The circuit Reverse flow Combinations One-Operator-per-Station The Ratchet
Split the Work
Split the Work among operators so each performs one takt time worth of the total work content, often moving between several machines
Raw material
Finished product
Operator 3
Operator 2
Operator 1
Circuit work distribution
The Circuit One operator performs all the work elements to make a complete circuit of the cell in the direction of material flow. A second operator follows a few stations behind
1 2
Return walking distance
Reverse Flow
Reverse Flow The operators make a circuit in the reverse direction of the material flow
Finished product
Raw material
Machine 3
Machine 1
Machine 2
Part holding positions
Material flow
Operator flow
Combination work distribution
Combinations of splitting the work and a circuit or reverse flow
3 2 1
Raw material
Finished product
(circuit portion)
One-Operator-per-Station Distribution
One-operator-per-Station Each operator stays at one workstation
Empty station for volume increase
Material flow
1 2 3 4
The Ratchet The Ratchet Each operator works two machines and
“ratchets” the work piece ahead each time the operator moves to a downstream machine
Work station responsibility in the RatchetOperator 1: Workstation A+B Operation 3: Workstation C+DOperator 2: Workstation B+C Operation 4: Workstation D+E
A B C D E
1 3
2 4
10. How will you schedule the pacemaker?
In order to maintain continuous flow and a lean value stream Schedule and operate a cell ‘Leveling the volume’ of work
Decide the most appropriate batch sizes to run before changing over to another product type ‘Leveling the product mix’
Both must be part of the cell design process
11. How will the pacemaker react to changes in Customer Demand?
Absorb day-to-day customer fluctuations with a finished goods supermarket
Run a little overtime each shift It is better than to stop production a little early because operator productivity stays high
Toggle the number of operators
Comparison between "traditional" and
"Lean" manufacturing
Area Traditional Manufacturing Lean Manufacturing
Scheduling Forecast - push Customer Order - pull
Production Stock Customer Order
Lead Time Long Short
Batch Size Large - Batch & Queue Small - Continuous Flow
Inspection Sampling 100% - Source
Layout Functional Product Flow
Empowerment Low High
Inventory Turns Low - <7 turns High - 10+
Flexibility Low High
COGS (Cost of good sold) High and Rising Lower and Decreasing
Lean manufacturing is not only a project or program. It is way of thinking.
Six Sigma is focused on reducing variation and improving process yield by following a problem-solving approach using statistical tools.
Lean is primarily concerned with eliminating waste and improving flow by following the Lean principles and a defined approach to implement each of these principles.
In fact these two processes are incredibly similar in their goals, methods, and applications.
Both the Lean and the Six Sigma methodologies have proven over the last twenty years that it is possible to achieve dramatic improvements in cost, quality, and time by focusing on process performance.
Integrating Lean and Six Sigma
Integrating Lean and Six Sigma The impressive results companies such as Toyota, General
Electric, Motorola, and many others have accomplished using either one of them have inspired many other firms to follow their example. As a result, most companies have either a Lean or Six Sigma program in place.
However, using either one of them alone has limitations: Six Sigma will eliminate defects but it will not address the
question of how to optimize process flow; and the Lean principles exclude the advanced statistical tools
often required to achieve the process capabilities needed to be truly 'lean'.
While each approach can result in dramatic improvement, utilizing both methods simultaneously holds the promise of being able to address all types of process problems with the most appropriate toolkit. For example, inventory reduction not only requires reducing batch sizes and linking operations by using Lean, but also minimizing process variation by utilizing Six Sigma tools.
Comparing Lean And Six Sigma
Lean Six Sigma
Goal Create flow and eliminate waste Improve process capability and eliminate variation
Application Primarily manufacturing processes All business processes
Approach Teaching principles and "cookbook style" implementation based on
best practice
Teaching a generic problem-solving approach relying
on statistics
Project Selection
Driven by Value Stream Map Various approaches
Length Of Projects
1 week to 4 months 2 to 6 months
Infrastructure Mostly ad-hoc, no or little formal training
Dedicated resources, broad-based training
Training Learning by doing Learning by doing
Table 1: Comparing Lean And Six Sigma
Comparing Lean & Six Sigma
Differences to be considered between Lean
and Six Sigma.
Lean projects are very tangible, visible, and can oftentimes be completed within a few days (whereas Six Sigma projects typically require a few months). An integrated approach should emphasize Lean projects during the initial phase of the deployment to increase momentum.
Lean emphasizes broad principles coupled with practical recommendations to achieve improvements. For example, Lean suggests a technique to analyze and reduce changeover time that does not require sophisticated analysis and tools. However, Lean principles are oftentimes inadequate to solve some of the more complicated problems that require advanced analysis. Therefore, Six Sigma needs to be introduced during the first year of the deployment to ensure that the improvement roadmap includes a generic problem-solving approach.
Differences to be considered between Lean
and Six Sigma.
An integrated improvement program needs to be fueled by a vision of the future state and by a pipeline of specific projects that will help close the gap between current and future state. Lean introduced Value Stream Mapping as the central tool to identify the gaps and to develop a list of projects that can be tackled using Lean or Six Sigma methodology.
Differences to be considered between Lean
and Six Sigma.
Whereas the Six Sigma process and tools can be applied to virtually every process and industry, the Lean approach is much more specific and the content needs to be adjusted to industry needs: For example, reducing set-up time in a plant that has lines dedicated to a single product is pointless. Therefore, the Lean curriculum needs to be adjusted to meet the needs of the
specific business.
The following roadmap provides an example for how one could approach the integration of Lean and Six Sigma into a comprehensive roadmap.
Differences to be considered between Lean
and Six Sigma.
Lean Sigma-DMAIC integration model
LeanTime VariabilityIncrease SpeedEliminate WasteQuick Fix Solutions
Six SigmaProcess VariabilityImprove QualityIncrease YieldRoot Cause Solutions
Benefits of Lean Six Sigma
It can be applied across various sectors of industry - While it is true that lean thinking first began as an approach in the manufacturing sector, these days Lean Six Sigma is being successfully implemented in industries across the board. It is no longer accurate to say that Lean Six Sigma is only for manufacturing companies.
Immediate functional improvements from the implementation of Lean Six Sigma - You will see reduced production times and costs much faster than you anticipate. The main reason for this quick improvement is the implementation of several different tools including kaizen (a method to continuously analyze and improve processes), kanban (which assists with production), and poke yoke (which works to eliminate mistakes).
Benefits of Lean Six Sigma
Ease of execution - Lean Six Sigma is a powerful tool for transforming corporations, in part because of its ability to create links between strategic priorities and operational improvements. The goals set by a corporation’s top management personnel are the strategic priorities. They usually focus on improved customer experiences and higher returns on investment.
Sustainable management capability - Lean Six Sigma is intricately woven into every aspect of the businesses, making it very sustainable for everyone, from corporate managers down the workers on the floor. The quick results that are obtained from implementing the process are the key to its sustainability.
Benefits of Lean Six Sigma
Increased value for consumers - Real tangible value is created for consumers with the implementation of Lean Manufacturing and Six Sigma. Reduced costs and the improved quality of products are just two of the benefits that consumers of your products or services will enjoy. Most corporation implement Lean Six Sigma for one simple reason, it improves the bottom line of
the corporation.