Lean Manufacturing Through Waste Elimination

8/18/2019 Lean Manufacturing Through Waste Elimination

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Lean Manufacturing through waste

elimination and Lean Manufacturing at FORD


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Waste is any activity that consumes time,

resources, or space but does not add anyvalue to the product or service.

What is Waste?


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Value - A capability provided to a customerat the right time at an appropriate price, asdefned by the customer.

• Cost

• Quality

• Deliery

What is alue?


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overproduction (occurs when production shouldhave stopped)

Waiting (periods o inactivity) Transport (unnecessary movement o materials) Etra !rocessing (rewor" and reprocessing) #nventory (ecess inventory not directly re$uired

or current orders) %otion (etra steps ta"en by employees due to

ine&cient layout) 'eects (do not conorm to specifcations or

epectations)

!he "een Forms of Waste


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Oer#roduction $ !roducing moresoonerthan the #nternal or Eternal customerneeds.

Waiting $ong periods o inactivity orpeople, inormation, machinery ormaterials.

!rans#ortation $Ecessive movement opeople, inormation or materials.



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%n a##ro#riate #rocessing$

*sing the wrong set o tools, proceduresor systems.

&nnecessary %nentory$

Ecessive storage and delay oinormation or products.



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Motion $

people or e$uipment moving or wal"ingmore than is re$uired to perorm the

processing.

Defects $

+re$uent errors in paper wor", product

$uality problems etc..



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ust-#n-Time (#T)

anban

'rum-/u0er-1ope All reduce inventory and its carrying costs,

along with cycle time.

Tie-in with small lot and single unit

processing

'(ull' (roduction Control"ystems


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!ractically now dice can be changed in asingle digit minutes time.

2. #nternal setup re$uires the tool to stop.◦ 1educe internal setup time, or convert internal

to eternal setup.

3. Eternal setup can be perormed while thetool is wor"ing on another 4ob.

5. 6%E' reduces cycle time by acilitatingsmaller lot si7es, mied model production,andor single-unit 8ow

"M)D


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Error-proofng ma"es it di&cult or

impossible to do the 4ob the wrong way.

6lots and "eys, or eample, prevent parts

rom being assembled the wrong way.

!rocess recipes and data entry also can be

error-prooed.

)rror-(roo*ng +(o,a-o,e.


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We "now lean manuacturing, which also

reers as Toyota !roduction 6ystem (T!6), is

created at Toyota.

#n the +ord system they manuactured

automobiles in large $uantities o standard

designs, which made the system highly

e&cient, delivering a product with low cost.

Lean manufacturing history-!he Ford "ystem


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#nstead o the +ord push system, Toyota created

a uni$ue pull system.

ean9s undamental principles developed by

Toyota are universally accepted but commonly

adapted to each organi7ation or industry. :ne

eample o these transormations is +ord %otor

;ompany, indicating the +ord !roduction

6ystem.

Lean manufacturing history-!he Ford "ystem


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/y implementing +!6, +ord attempted to

transorm itsel rom mass production

system to lean manuacturing system.

/y utili7ing policy deployment, visualmanagement, process confrmation, and

time and data management, +!6 will deliver

a more aligned and capable organi7ation,

which will be continually improving and

ultimately building a better manuacturing

!he Ford "ystem


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The ten +!6 ;ontinuous #mprovement %odel

!rocesses>◦ ;ontinuous #mprovement /oard

◦ 6tart?up ;onfrmation

◦

1esults !rocess◦ 6upport !rocess

◦ Time and 'ata %anagement

◦ /asic Administration

◦

ai7en◦ 6tandardi7ed Wor"

◦ 6tar !oints

!he Ford "ystem


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!he Ford "ystem


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ean manuacturing aimed at bringing together

people, material and mechanical resources at the

right time to accomplish the 4ob, while reducing

cost and bring continuous improvement.

#t strived to eliminate seven "inds o waste

including waste rom over production, waste o

waiting time, transportation waste, processing

waste, inventory waste, waste o motion and

waste rom product deects.

Lean Manufacturing in(ractice

f i i


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Lean Manufacturing in(ractice

d i " f h


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/y 3@@5, all the plants o +ord had adopted +!6 in

their operations. #t was estimated that ater the

implementation o +!6, +ord had achieved

savings to the tune o B@@ million per year.

/y mid-3@@5, +ord was in the process o

standardi7ing manuacturing operations across all

its plants globally. The company planned to

implement standard operating procedures and

uniorm plant layouts.

(roduction "ystems of !heFuture


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Documents

Lean Manufacturing Through Waste Elimination