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Lean ManufacturingLean Manufacturing
ByByDr. P.V. MohanramDr. P.V. Mohanram
HoD Mechanical EngineeringHoD Mechanical EngineeringPSG College of TechnologyPSG College of Technology
LEAN LEAN ? ?
Less of Every thing?Less of Every thing?
SpaceSpaceInventoryInventoryPeoplePeopleTimeTime
THOSE DAYSTHOSE DAYS
TODAYTODAY
Changes in Life Style - Banking facilitiesChanges in Life Style - Banking facilities
TRADITIONAL ……TRADITIONAL ……ASK WHAT YOU WANT & GETASK WHAT YOU WANT & GET
Traditional Market Purchase to Traditional Market Purchase to Super Market PurchaseSuper Market Purchase
SUPER MARKET/ SUPER MARKET/ DEPARTMENTAL STORESDEPARTMENTAL STORESPICK WHAT YOU WANT & PAYPICK WHAT YOU WANT & PAY
Flat empowered organisationFlat empowered organisationMessage reaching time Message reaching time • UnskilledUnskilled• SkilledSkilled• Asst. foremanAsst. foreman• Deputy foremanDeputy foreman• ForemanForeman• Asst. ManagerAsst. Manager• Deputy ManagerDeputy Manager• ManagerManager
Go GlobalGo Global
Be LocalBe Local
Be LocalBe Local
Think GlobalThink Global
ManagerManager
SupervisorSupervisor
WorkerWorker
Rs.65 lakhsRs.65 lakhsper yearper yearsavings savings
Changing ScenarioChanging Scenario
Changing ScenarioChanging Scenario
Cost + ProfitCost + Profit = Selling Price= Selling Price
Selling PriceSelling Price – Profit – Profit = Cost= Cost
(fixed by customer)(fixed by customer)
At all cost do itAt all cost do it
At no cost I wantAt no cost I want
Drivers: Drivers: – MarketMarket
– CompetitionCompetition
– Government policyGovernment policy
If one doesn’t sell his/her productsIf one doesn’t sell his/her productsHe/she has to sell the companyHe/she has to sell the company
Past success, do not guarantee future successPast success, do not guarantee future success
Rear view mirror
ChallengesChallengesFlexibilityFlexibility - - Gross, SubtleGross, Subtle
Product ComplexityProduct Complexity - Cell phone, Gauges- Cell phone, Gauges
Decrease in Decrease in - Out Sourcing- Out SourcingProduction depthProduction depth (Marriage arrangements)(Marriage arrangements) Global marketGlobal market Faster responseFaster response Buy, test, dispatch Buy, test, dispatch (BATA)(BATA) Make daily, sell daily, collect dailyMake daily, sell daily, collect daily JIT type deliveryJIT type delivery
GoalsGoals Single piece flowSingle piece flow Zero scrap (Coolant tank)Zero scrap (Coolant tank) Zero Maintenance (hire / own vehicle)Zero Maintenance (hire / own vehicle) Any model any dayAny model any day Little of this & little of thatLittle of this & little of that Zero InventoryZero Inventory Lead Time Lead Time Quality Quality CustomerCustomer Worth Worth ManufacturerManufacturer Reasonable Profit Reasonable Profit
QualityQualityInspectionInspection
AssuranceAssuranceQualityQuality
PreventionPrevention
Perfection (SONY)Perfection (SONY)
TRUSTTRUST RUST RUST Involve People Involve People Win over people Win over people (House Construction)(House Construction) Transparency Transparency
RAISE RAISE QUERY QUERY BURY BURY EncourageEncourage
Multi skilled person in house Multi skilled person in house OwnershipOwnership
Worker - OwnerWorker - Owner
• Japanese National Railway (JNR)Japanese National Railway (JNR)
• Imported Insulator Imported Insulator - Rs.8/-- Rs.8/-
• Indigenous insulator (mica)Indigenous insulator (mica) - Rs.0.30- Rs.0.30
• Continuous improvementContinuous improvement
• Kaizen/KaikakuKaizen/Kaikaku
EssenceEssence
What customerWhat customer NeedsNeeds Do itDo it
Doesn’t needDoesn’t need Don’t do it Don’t do it
Customers Pay For Customers Pay For Transforming. . . Transforming. . .
• . . .a billet into a piece of machined metal. . .a billet into a piece of machined metal
• . . . A raw potato into chips (which are . . . A raw potato into chips (which are
cooked)cooked)
• . . . A request for information into a . . . A request for information into a
response (verbal, email, or letter)response (verbal, email, or letter)
Definition of valueDefinition of value
Things that people Things that people receivereceive
Things that they must Things that they must give up to get themgive up to get them
Value Addition (maximise)Value Addition (maximise)• Change of geometry of work while passing through itChange of geometry of work while passing through it
• Request by customerRequest by customer
• fuel level indicator in scootyfuel level indicator in scooty
• Legally requiredLegally required
• Strap in carsStrap in cars
• Customer is willing to payCustomer is willing to pay
• Car A/cCar A/c
Waste of Inventory?Waste of Inventory?
InventoryInventory• It reflects an underlying illness of a manufacturing It reflects an underlying illness of a manufacturing
processprocess
• The best way to reduce inventory is The best way to reduce inventory is • improve processes continuallyimprove processes continually• better schedulingbetter scheduling• lower setup timeslower setup times• reduce maintenance and break downreduce maintenance and break down• ensure quality & ensure quality & • build in better functional layoutsbuild in better functional layouts
Lean Concept?Lean Concept?
Breakdown
WorkerAbsentism
Defects
Waste of Inventory?Waste of Inventory?
““Slash the inventory level”Slash the inventory level”
Nothing happensNothing happens- -
Stoppage occursStoppage occurs - -
Leaner systemLeaner system
Attack the root causeAttack the root cause
Functional-oriented OrganisationFunctional-oriented OrganisationSu
pplie
r
Sales
Engineering
Operations
Distribution
Cus
tom
er
Process managed by the functionProcess managed by the function
Relative size of resources managed by the functional organisationRelative size of resources managed by the functional organisation
Process-oriented OrganisationProcess-oriented Organisation
SalesSales EngineeringEngineering OperationsOperations DistributionDistribution
Prospect-proposal-to-payment process
Supplier
Customer
Process OwnerProcess Owner
Lean PrincipleLean PrinciplePerfection?Perfection?
Producing exactly what the customer Producing exactly what the customer
needs with no delay at a fair price needs with no delay at a fair price
with minimum with minimum WASTEWASTE
Lean CharacteristicsLean CharacteristicsSimplicity?Simplicity?
DESIGN?DESIGN?
SUPPLIERS?SUPPLIERS?
PLANT?PLANT?
Part Count ReductionPart Count Reduction StandardisationStandardisation
Working closely with a few Working closely with a few trusted partnerstrusted partners
Factories within factories Factories within factories Simplest M/c consistent with Simplest M/c consistent with
quality requirements quality requirements
Lean CharacteristicsLean CharacteristicsTransparency?Transparency? Adopt visual factoryAdopt visual factory
Runners, Repeaters & Runners, Repeaters & Strangers Strangers
An example from our own lifeAn example from our own life
• RunnerRunner - Heartbeat- Heartbeat
• RepeaterRepeater - Breakfast, sleep, etc… - Breakfast, sleep, etc…
(regularity)(regularity)
• StrangerStranger - Doing different things in a day- Doing different things in a day
WASTE WASTE X X
7 Mudas ( Wastes)1. Over production2. Waiting3. Transporting4. Inappropriate processing5. Inventory6. Unnecessary operator motions7. Defects
VALUEVALUE
Waste of Over-Production?Waste of Over-Production?
Kanban/ Contingency plans
Waste of Waiting?Waste of Waiting?
WaitingWaiting xx Smooth flowSmooth flow
WASTE OF TRANSPORTING?WASTE OF TRANSPORTING?
Small wheeled containers/ Manual
5S Map of Layout in Machining Operations
BEFORE
AFTER
Waste of Inappropriate processing?Waste of Inappropriate processing?
• ““Using a hammer to crack a nut”Using a hammer to crack a nut”
• One big machine instead of several smaller One big machine instead of several smaller
ones discourages ownership (distributed to ones discourages ownership (distributed to
the points of use)the points of use)
• Smallest machine capable of producing the Smallest machine capable of producing the
required quantityrequired quantity
Waste of Unnecessary MotionWaste of Unnecessary Motion
““Quality of work Life”Quality of work Life”
BendingBending
ReachingReaching
Number of turns to loose a nut > 2Number of turns to loose a nut > 2
Walking widerWalking wider
Waste of Defects?Waste of Defects?Defect = Challenge
= Opportunity to
improve
Longer duration of
undetected defects
= Defect cost
Decision MakingDecision Making
1.1. Remain in officeRemain in office
2.2. Discuss opinionsDiscuss opinions
3.3. Simulation, class Simulation, class room teaching, etcroom teaching, etc..
1.1. Go to actual workplaceGo to actual workplace
2.2. Look at the actual processLook at the actual process
3.3. Observe what is actually Observe what is actually happeninghappening
4.4. Collect the actual dataCollect the actual data
Traditional wayTraditional way
Impementation by involving Impementation by involving everyone in the workplaceeveryone in the workplace
ChalkChalk circle approachcircle approach
Senior Manager (60%)Senior Manager (60%)
Gemba way (workplace)Gemba way (workplace)
ProcessProcess• EffectiveEffective
Output meets stakeholder’s expectationsOutput meets stakeholder’s expectations
• EfficientEfficientCycle time required to produce error free output Cycle time required to produce error free output
• FlexibleFlexibleAdjust quickly and easily toAdjust quickly and easily to
1. Internal constraints1. Internal constraints2. Poor input quality2. Poor input quality3. Changes in stakeholders requirements3. Changes in stakeholders requirements
Mass Customisation?Mass Customisation?
Mass CustomisationMass Customisation• Production of customised products/services unique Production of customised products/services unique
for each customerfor each customer
VarietyVariety InfinityInfinity
Example:Example:• ““Three days a car”Three days a car”• Configurable softwaresConfigurable softwares• ModularityModularity• Variety introduction stage be advanced forwardVariety introduction stage be advanced forward
Takt time?Takt time?= average rate at which customer buy products
= rate at which are product are to be manufactured
It should drive the whole thinking of the plant
(bottleneck resources)
Prod
uctiv
ityPr
oduc
tivity
TimeTime
Deterioration byDeterioration by
poor performancepoor performance
INNOVATION APPROACHINNOVATION APPROACH
What should beWhat should be
KAIZEN APPROACHKAIZEN APPROACH
TimeTime
MaintenanceMaintenance
KAIZENKAIZEN
InnovationInnovation
KAIZENKAIZEN
Prod
uctiv
ityPr
oduc
tivity
Enforced breakthroughEnforced breakthrough (Kaikaku or Kaizen Blitz)(Kaikaku or Kaizen Blitz)
Changeover Reduction (SMED)Changeover Reduction (SMED)
Measure and record changeover timesMeasure and record changeover times
Put the pressure on reducing and keeping to Put the pressure on reducing and keeping to
setup timessetup times
Involve the team in analysisInvolve the team in analysis
Make a video and get operators to record and Make a video and get operators to record and critiquecritique
Consider a financial incentive for quick setupConsider a financial incentive for quick setup
Mixed Model Production?Mixed Model Production?
Overall Equipment EffectivenessOverall Equipment Effectiveness
• A measure of effectiveness of a single piece of equipment, monitoring the six major losses
• Breakdowns• Set-up & adjustment• Idling & minor stops• Reduced speed• Start-up• Quality defects
Availability
Performance
Quality
AGILITY?AGILITY?
Bringing together core skills & Bringing together core skills &
competencies from several organisations competencies from several organisations
to achieve convenience, flexibility cost & to achieve convenience, flexibility cost &
serviceservice
agility =agility = cost + quality + delivery + flexibilitycost + quality + delivery + flexibility
Process Performance MeasureProcess Performance Measure
Value Added Value Added RatioRatio
Value Added timeValue Added timeLead TimeLead Time
Increase
Decrease
=
Why planning is a value Why planning is a value adding activity?adding activity?
ResultsResults - better (minimise rework)- better (minimise rework)
- faster- faster
- adaptable to change- adaptable to change
Simplify, Eliminate, CombineSimplify, Eliminate, Combine
VA or NVA?VA or NVA?
• Approval Approval - 1 Signature?- 1 Signature?- more than 1 signature?- more than 1 signature?
VA or NVA?VA or NVA?
CountingCounting - once?- once?- more than once?- more than once?
VA or NVA?VA or NVA?
• Sorting document prior to allocation?Sorting document prior to allocation?
VA or NVA?VA or NVA?
• Sorting prior to selective assembly?Sorting prior to selective assembly?
VA or NVA?VA or NVA?
• Movement, storage?Movement, storage?
VA or NVA?VA or NVA?
• Rework?Rework?• Machine repair?Machine repair?
VA or NVA?VA or NVA?
• Processing waste Processing waste (chips, scrap)?(chips, scrap)?
VA or NVA?VA or NVA?
• Observing the on-going process?Observing the on-going process?
• Adjustments in machine?Adjustments in machine?
VA or NVA?VA or NVA?• Measurement?Measurement?
VA or NVA?VA or NVA?• Verification?Verification?
VA or NVA?VA or NVA?• Auditing?Auditing?
VA or NVA?VA or NVA?• Hand written request?Hand written request?• Typist typing the written request?Typist typing the written request?
VA or NVA?VA or NVA?
• Sending reminders?Sending reminders?
VA or NVA?VA or NVA?• Set-up time?Set-up time?
VA or NVA?VA or NVA?• Searching for file?Searching for file?
VA or NVA?VA or NVA?• Processing an insurance claim?Processing an insurance claim?
VA or NVA?VA or NVA?
• Review meeting of Review meeting of projects?projects?
• Regular production meetings?Regular production meetings?
VA or NVA?VA or NVA?• SPC Chart?SPC Chart?• Preparing master schedule?Preparing master schedule?• Calibration of instruments?Calibration of instruments?• Posting a customer order in number of Posting a customer order in number of
locations?locations?• Queue?Queue?• Payment of tax?Payment of tax?• Assembly of parts?Assembly of parts?
Indirectly adding customer Indirectly adding customer valuevalue
• Employee welfareEmployee welfare
• Community welfare Community welfare
measuresmeasures
• Supplier/vendor/dealer Supplier/vendor/dealer
promotion meetspromotion meets
• Poka-Yoke process error Poka-Yoke process error
preventionprevention
• Process planningProcess planningSATCHIDANADA JOTHI NIKETHAN, KALLARSATCHIDANADA JOTHI NIKETHAN, KALLAR
Importance of visualsImportance of visuals“Can you see it? If yes, then improvement is possible”
E.g. Defective components, trend charts
Learning ProcessLearning Process
Inquire
Learn from every experience
Lean Manufacturing IILean Manufacturing IIValue Stream Mapping (VSM)Value Stream Mapping (VSM)
Faculty of Mechanical SciencesFaculty of Mechanical Sciences
PSG College of TechnologyPSG College of Technology
Introducing VSMIntroducing VSM• What is VSM?What is VSM?
• An example from “Learning to See”An example from “Learning to See”• By Mike Rother and John ShookBy Mike Rother and John Shook
• Current-state Map (snap shot)Current-state Map (snap shot)
• Future-state MapFuture-state Map
Why Value Stream Mapping?Why Value Stream Mapping?• Helps to see the present stateHelps to see the present state• See the sources of waste in the See the sources of waste in the
value streamvalue stream• A graphical representation A graphical representation
which can be used to study the which can be used to study the effect of any change on the effect of any change on the performance measureperformance measure
• Lead timeLead time• Total processing timeTotal processing time
Value Stream Improvement and Value Stream Improvement and Process ImprovementProcess Improvement
- A Case Study- A Case Study
Understanding the VSM ToolUnderstanding the VSM Tool
Designing a lean flow and Designing a lean flow and how to get therehow to get there
Product Family
Implementation
Even
tual
ly re
peat
Even
tual
ly re
peat
Understanding how the shop Understanding how the shop
floor currently operates. floor currently operates. Current-State
Drawing
Future-State Drawing
Cycle Time? Cycle Time? (for a process)(for a process)
Time taken for a part to complete a given Time taken for a part to complete a given processprocess
(or the time it takes for an (or the time it takes for an operatoroperator to go through all to go through all
of his/her work elements before repeating them)of his/her work elements before repeating them)
TermsTerms
Value Added Time?Value Added Time?
TermsTerms
Time associated with those activities that Time associated with those activities that actually transform the partactually transform the part in a way that the in a way that the customer is willing to pay for.customer is willing to pay for.
VA TimeVA Time
Lead Time?Lead Time?
Cycle timefor all
processes +
Other VA time
WaitingTime(NVA)
Lead Time?Lead Time?
TermsTerms
The time taken for The time taken for one part to one part to move move through all the through all the processesprocesses of a of a value stream; from value stream; from start to finish start to finish - or -- or -
Typical Steps for Current State Typical Steps for Current State DrawingDrawing
1.1. Customer informationCustomer information
2.2. Quick walk through in the shop floor to identify the main Quick walk through in the shop floor to identify the main processes (in order)processes (in order)
3.3. Fill in the data boxes and draw inventory trianglesFill in the data boxes and draw inventory triangles
4.4. Delivery to customerDelivery to customer
5.5. Supplier dataSupplier data
6.6. Information flow (manual & electronic)Information flow (manual & electronic)
7.7. Determine the current state and identify what is VA and Determine the current state and identify what is VA and NVANVA
The Current StateThe Current State
• Define the Customer’s demandDefine the Customer’s demand
Customer RequirementsCustomer Requirements• 18,400 pieces per month18,400 pieces per month
• 12,00012,000 per month of type per month of type “LH”“LH”
• 6,4006,400 per month of type per month of type “RH”“RH”
• The company operates on two shiftsThe company operates on two shifts
• Palletized returnable tray packaging with Palletized returnable tray packaging with 20 brackets in a 20 brackets in a
traytray and upto and upto 10 trays on a pallet10 trays on a pallet. The customer . The customer orders in orders in
multiple of traysmultiple of trays
• One daily shipmentOne daily shipment to the assembly plant (customer) by to the assembly plant (customer) by
trucktruck
Customer RequirementsCustomer Requirements
Assembly PlantAssembly Plant(customer)(customer)
18,400 units per month18,400 units per month
12,000 LH12,000 LH
6,400 RH6,400 RH
20 units per tray20 units per tray
The Current StateThe Current State
• Define the Customer’s demandDefine the Customer’s demand• Map the basic production processesMap the basic production processes
Mapping The ProcessMapping The Process
Mapping tipsMapping tips• Do an initial quick walk through from door to door and Do an initial quick walk through from door to door and
then go back to gather the informationthen go back to gather the information
• Begin at the shipping dock (customer end) and work Begin at the shipping dock (customer end) and work
upstream to the receiving dock (supplier end)upstream to the receiving dock (supplier end)
• Let each person/team map entire value stream Let each person/team map entire value stream
himself/herself himself/herself
• Mapping begins with the customer requirementsMapping begins with the customer requirements
Mapping IconsMapping IconsCurrent-State Drawing
IInventoryInventory
(incl. count & time)(incl. count & time)
Days of InventoryDays of Inventory
TruckTruckShipmentShipmentTue & Fri
Electronic Electronic Information flowInformation flow
1 time daily
I
2 ShiftsCycle timeC/O time
VA TimeVA TimeData BoxData Box
Pr. Control
MRPMRP
Material Material movement movement via pushvia push
Stamping Assembly
2 ShiftsCycle timeC/O time
Manual Manual InformationInformationflowflow
Manual Manual InformationInformationflowflow
IManufacturing Manufacturing Process (or a Process (or a Department)Department)
Assy. PlantAssy. Plant(customer)(customer)
Outside Source or Outside Source or CustomerCustomer
Raw Matl.Raw Matl.suppliersupplier
Map the Basic Production ProcessesMap the Basic Production Processes
Assy. PlantAssy. Plant(customer)(customer)
18,400 units/month18,400 units/month12,000 LH12,000 LH6,400 RH6,400 RH
20 units/tray20 units/tray
IStampingStamping
11I
Spot Spot Welding #1Welding #1
11
I
Spot Spot Welding #2Welding #2
11
I
AssemblyAssembly #1#1
11
I
AssemblyAssembly #2#2
11
IShippingShipping
11
The Current State The Current State contd…contd…
• Define the Customer’s demandDefine the Customer’s demand• Map the basic production processesMap the basic production processes• Define the data to be collectedDefine the data to be collected
• Cycle time (C/T)Cycle time (C/T)• Changeover time Changeover time
(C/O)(C/O)• Batch sizeBatch size• Pack sizePack size
• No. of operators No. of operators • Working time Working time
(in secs minus breaks)(in secs minus breaks)• UptimeUptime• Scrap rateScrap rate OEE
The Current StateThe Current State
• Define the Customer’s demandDefine the Customer’s demand• Map the basic production processesMap the basic production processes• Define the data to be collectedDefine the data to be collected• Collect and map the dataCollect and map the data
Working time calculationWorking time calculation
8 Hours x 60 mins/hr x 60 secs/min8 Hours x 60 mins/hr x 60 secs/min
= = 28,800 s/shift28,800 s/shift
Subtract breaks:Subtract breaks:
2 x 10 mins break 2 x 10 mins break = 20 mins x 60 s/min= 20 mins x 60 s/min
= = 1,200 s1,200 s
28,800 – 1,20028,800 – 1,200 = = 27,600 working s/shift27,600 working s/shift
Fill in Data boxes andFill in Data boxes andInventory trianglesInventory triangles
C/TC/T 11 ssC/OC/O 480480 ss
UptimeUptime 8585 %%Working Working
timetime 27,60027,600 ss
C/TC/T 3939 ss
C/OC/O 600600 ss
UptimeUptime 100100 %%Working Working
timetime 27,60027,600 ss
C/TC/T 4646 ss
C/OC/O 600600 ss
UptimeUptime 8080 %%Working Working
timetime 27,60027,600 ss
C/TC/T 6262 ss
C/OC/O 00 ss
UptimeUptime 100100 %%Working Working
timetime 27,60027,600 ss
C/TC/T 4040 ss
C/OC/O 00 ss
UptimeUptime 100100 %%Working Working
timetime 27,60027,600 ss
CoilsCoils5 Days5 Days
4600 LH4600 LH2400 RH2400 RH
1100 LH1100 LH 600 RH600 RH
1600 LH1600 LH 850 RH850 RH
1200 LH1200 LH 640 RH640 RH
2700 LH2700 LH1440 RH1440 RH
18,400 units/month18,400 units/month12,000 LH12,000 LH6,400 RH6,400 RH
20 units/tray20 units/tray
IStampingStamping
11I
Spot Spot Welding #1Welding #1
11
I
Spot Spot Welding #2Welding #2
11
I
AssemblyAssembly #1#1
11
I
AssemblyAssembly #2#2
11
IShippingShipping
11
Assy. PlantAssy. Plant(customer)(customer)
The Current StateThe Current State
• Define the Customer’s demandDefine the Customer’s demand• Map the basic production processesMap the basic production processes• Define the data to be collectedDefine the data to be collected• Collect and map the dataCollect and map the data• Define the supplier’s dataDefine the supplier’s data
Add Supplier’s DataAdd Supplier’s Data
Raw Mtl.Raw Mtl.SupplierSupplier
CoilsCoils5 Days5 Days
4600 LH4600 LH2400 RH2400 RH
1100 LH1100 LH 600 RH600 RH
1600 LH1600 LH 850 RH850 RH
1200 LH1200 LH 640 RH640 RH
2700 LH2700 LH1440 RH1440 RH
18,400 units/month18,400 units/month12,000 LH12,000 LH6,400 RH6,400 RH
20 units/tray20 units/tray
IStampingStamping
11I
Spot Spot Welding #1Welding #1
11
I
Spot Spot Welding #2Welding #2
11
I
AssemblyAssembly #1#1
11
I
AssemblyAssembly #2#2
11
IShippingShipping
11
Assy. PlantAssy. Plant(customer)(customer)
Tue & FriI time daily
C/TC/T 11 ssC/OC/O 480480 ss
UptimeUptime 8585 %%Working Working
timetime 27,60027,600 ss
C/TC/T 3939 ss
C/OC/O 600600 ss
UptimeUptime 100100 %%Working Working
timetime 27,60027,600 ss
C/TC/T 4646 ss
C/OC/O 600600 ss
UptimeUptime 8080 %%Working Working
timetime 27,60027,600 ss
C/TC/T 6262 ss
C/OC/O 00 ss
UptimeUptime 100100 %%Working Working
timetime 27,60027,600 ss
C/TC/T 4040 ss
C/OC/O 00 ss
UptimeUptime 100100 %%Working Working
timetime 27,60027,600 ss
The Current StateThe Current State
• Define the Customer’s demandDefine the Customer’s demand• Map the basic production processesMap the basic production processes• Define the data to be collectedDefine the data to be collected• Collect and map the dataCollect and map the data• Define the supplier’s dataDefine the supplier’s data• Map the information flowMap the information flow
How do processes know How do processes know what to make?what to make?
Pr. Control
MRPMRP
6 week forecast6 week forecastRaw Mtl.Raw Mtl.SupplierSupplier
CoilsCoils5 Days5 Days
I4600 LH4600 LH2400 RH2400 RH
1100 LH1100 LH 600 RH600 RH
1600 LH1600 LH 850 RH850 RH
1200 LH1200 LH 640 RH640 RH
2700 LH2700 LH1440 RH1440 RH
Weekly forecastWeekly forecast
90/60/30 Day 90/60/30 Day forecastforecast
Daily orderDaily order
Daily Ship Daily Ship ScheduleSchedule
Weekly ScheduleWeekly Schedule
18,400 units/month18,400 units/month12,000 LH12,000 LH6,400 RH6,400 RH
20 units/tray20 units/tray
IStampingStamping
11I
Spot Spot Welding #1Welding #1
11
I
Spot Spot Welding #2Welding #2
11
I
AssemblyAssembly #1#1
11
I
AssemblyAssembly #2#2
11
IShippingShipping
11
Assy. PlantAssy. Plant(customer)(customer)
Tue & FriI time daily
C/TC/T 11 ssC/OC/O 480480 ss
UptimeUptime 8585 %%Working Working
timetime 27,60027,600 ss
C/TC/T 3939 ss
C/OC/O 600600 ss
UptimeUptime 100100 %%Working Working
timetime 27,60027,600 ss
C/TC/T 4646 ss
C/OC/O 600600 ss
UptimeUptime 8080 %%Working Working
timetime 27,60027,600 ss
C/TC/T 6262 ss
C/OC/O 00 ss
UptimeUptime 100100 %%Working Working
timetime 27,60027,600 ss
C/TC/T 4040 ss
C/OC/O 00 ss
UptimeUptime 100100 %%Working Working
timetime 27,60027,600 ss
The Current StateThe Current State
• Define the Customer’s demandDefine the Customer’s demand• Map the basic production processesMap the basic production processes• Define the data to be collectedDefine the data to be collected• Collect and map the dataCollect and map the data• Define the supplier’s dataDefine the supplier’s data• Map the information flowMap the information flow• Calculate the status of the current stateCalculate the status of the current state
Value added vs Value added vs Non value added time Non value added time (Time Line)(Time Line)
C/TC/T 11 secsec
C/OC/O 480480 secsec
UptimeUptime 8585 %%
Working Working timetime 27,60027,600 secsec
I
CoilsCoils5 Days5 Days
StampingStamping
11
I
4600 LH4600 LH2400 RH2400 RH
5 Days5 Days
1 sec1 sec
Customer DemandCustomer Demand12,000 LH/month 12,000 LH/month 6,400 RH/month6,400 RH/month
12,000/20 = 600 LH per day12,000/20 = 600 LH per day
6400/20 = 320 RH per day6400/20 = 320 RH per day
4,600/600 = 7.7 days4,600/600 = 7.7 days
2400/320 2400/320 = 7.5 days = 7.5 days
7.7 Days7.7 Days
Max.Max.
What is “Touch Time” vs Lead TimeWhat is “Touch Time” vs Lead TimeCurrent-State Drawing
Pr. Control
MRPMRP
6 week forecast6 week forecastRaw Mtl.Raw Mtl.SupplierSupplier
CoilsCoils5 Days5 Days
4600 LH4600 LH2400 RH2400 RH
1100 LH1100 LH 600 RH600 RH
1600 LH1600 LH 850 RH850 RH
1200 LH1200 LH 640 RH640 RH
2700 LH2700 LH1440 RH1440 RH
Weekly forecastWeekly forecast
90/60/30 Day 90/60/30 Day forecastforecast
Daily orderDaily order
Daily Ship Daily Ship ScheduleSchedule
5 Days5 Days
1 sec1 sec
7.7 Days7.7 Days
39 secs39 secs
1.8 Days1.8 Days
46 secs46 secs
2.7 Days2.7 Days
62 secs62 secs
2 Days2 Days
40 secs40 secs
4.5 Days4.5 DaysProduction leadProduction leadTime = 23.7 daysTime = 23.7 daysProcessingProcessingTime = 188 secsTime = 188 secs
Weekly ScheduleWeekly Schedule
18,400 units/month18,400 units/month12,000 LH12,000 LH6,400 RH6,400 RH
20 units/tray20 units/tray
IStampingStamping
11I
Spot Spot Welding #1Welding #1
11
I
Spot Spot Welding #2Welding #2
11
I
AssemblyAssembly #1#1
11
I
AssemblyAssembly #2#2
11
IShippingShipping
11
Assy. PlantAssy. Plant(customer)(customer)
Tue & FriI time daily
C/TC/T 11 ssC/OC/O 480480 ss
UptimeUptime 8585 %%Working Working
timetime 27,60027,600 ss
C/TC/T 3939 ss
C/OC/O 600600 ss
UptimeUptime 100100 %%Working Working
timetime 27,60027,600 ss
C/TC/T 4646 ss
C/OC/O 600600 ss
UptimeUptime 8080 %%Working Working
timetime 27,60027,600 ss
C/TC/T 6262 ss
C/OC/O 00 ss
UptimeUptime 100100 %%Working Working
timetime 27,60027,600 ss
C/TC/T 4040 ss
C/OC/O 00 ss
UptimeUptime 100100 %%Working Working
timetime 27,60027,600 ss
Analyse the Improvement Analyse the Improvement OpportunitiesOpportunities• Compute the takt timeCompute the takt time
What is our Production What is our Production for each shiftfor each shift
18,400 pieces per month18,400 pieces per month
12,00012,000 per month of type per month of type “LH”“LH”
6,4006,400 per month of type per month of type “RH”“RH”
12,000 LH/20 12,000 LH/20 = 600 LH/day= 600 LH/day
6,400 RH/20 6,400 RH/20 = 320 RH/day= 320 RH/day
600 + 320 = 600 + 320 = 920 pcs/day/2 shifts = 920 pcs/day/2 shifts = 460 pcs/shift460 pcs/shift
Takt timeTakt time (Drum (Drum beating)beating)• How to synchronise the pace of production to match the pace How to synchronise the pace of production to match the pace
of salesof sales
• Rate for producing a component based on its sales rateRate for producing a component based on its sales rate
Takt time =Takt time =Operating time per shiftOperating time per shift
Customer requirement per shiftCustomer requirement per shift
27,600 secs 27,600 secs per shiftper shift
460 pcs 460 pcs per shiftper shift
= 60 sec= 60 sec60 sec60 sec
60 sec60 sec
The Principles of Just-In-TimeThe Principles of Just-In-Time
• Paced to Paced to TTakt Timeakt Time
• OOne piece flow productionne piece flow production
• At the At the PPull of the customerull of the customer
Analyse the Improvement Analyse the Improvement OpportunitiesOpportunities• Compute the takt timeCompute the takt time• Continuous flowContinuous flow
Continuous flow processing?Continuous flow processing?
Lead time: 30++ minutes for total orderLead time: 30++ minutes for total order• Continuous Flow Continuous Flow “make one, move one”“make one, move one”
• Batch & Push ProcessingBatch & Push Processing
ProcessA
ProcessB
ProcessC
ProcessA
ProcessB
ProcessC
Lead time: 12 minutes for total orderLead time: 12 minutes for total order
1 min
Steady VelocitySteady VelocityTraditional:Traditional: Batch Production Batch Production (like a meandering stream with many stagnant pools, waterfalls, and eddies)(like a meandering stream with many stagnant pools, waterfalls, and eddies)
FLOW:Production:FLOW:Production: Pipeline with fast-flowing water or productPipeline with fast-flowing water or product
The right Job mustThe right Job must keep movingkeep moving
2 WEEKS!2 WEEKS!When do we get our Parts?When do we get our Parts?
Analyse the Improvement Analyse the Improvement OpportunitiesOpportunities• Compute the takt timeCompute the takt time• Continuous flowContinuous flow• Determine what prevents us from producing Determine what prevents us from producing
to takt timeto takt time
Line BalancingLine Balancing
1
3946
62
40
0
10
20
30
40
50
60
70
Stamping Weld #1 Weld #2 Assemble #1 Assemble #2
Total workTotal work = 188 sec= 188 sec Takt time Takt time = 60 sec= 60 sec
= # Operators reqd.= # Operators reqd. 188/60 = 3.13 Operators 188/60 = 3.13 Operators
Bottleneck operationBottleneck operation
workworkTaktTakt
Line Balancing Line Balancing contd…contd…
• If 3.13 operators are required, 4 operators are If 3.13 operators are required, 4 operators are wasteful; but 3 operators can’t do the workwasteful; but 3 operators can’t do the work
• Combine some tasks?Combine some tasks?
• Can the work be reduced to 56 s per operator so that Can the work be reduced to 56 s per operator so that pace can be maintained?pace can be maintained?
• Find a way to reduce the total work content to 168 s Find a way to reduce the total work content to 168 s or lessor less
Line Balancing Line Balancing contd…contd…
1
39
17
29
27
56
0
10
20
30
40
50
60
70
Stamping Weld Weld/Assy Assemble
56 56 56
Earlier processing timeEarlier processing time = 1 + 39 + 46 + 62 + 40= 1 + 39 + 46 + 62 + 40 = 188 sec= 188 sec
New processing timeNew processing time = 1 + 39 + (17 + 29) + (27 + 56)= 1 + 39 + (17 + 29) + (27 + 56) = 169 sec= 169 sec{102 sec. of assy time reduced to 83 sec}{102 sec. of assy time reduced to 83 sec}
S W W A A S W W A A
S W W A S W W A
What if flow is not possible?What if flow is not possible?
Kanban: only make the customer wantsKanban: only make the customer wants
Machining Assembly
PullPull
PW W
PullPull
ProductProduct ProductProduct
Almost aShadow Board
Application of 5S
Distributors – Main Assy
Internal Fan Alternators - Pondy
Car Starters – Main Assembly
MODULE LAYOUT 2W – Starters Assembly - Pondy
Example of 5S
3K - Dangerous job
In-process InspectionIn-process Inspection
AGV for Material Transport
InnovationInnovation
Standing poseStanding pose
The future stateThe future state
EPEEPE 11 minmin
C/OC/O 480480 secsec
TaktTakt 6060 secsec
C/OC/O 5656 secsec
C/OC/O 00 secsec
UptimeUptime 100100 %%Working Working
timetime 22 shiftsshifts
Future-State Drawing
Pr. Control
MRPMRP
6 week forecast6 week forecastRaw Mtl.Raw Mtl.SupplierSupplier Weekly forecastWeekly forecast
90/60/30 Day 90/60/30 Day forecastforecast
Daily orderDaily order
Daily orderDaily order
1.5 Days1.5 Days
1 sec1 sec
1 Day1 DayProduction leadProduction leadTime = 4.5 daysTime = 4.5 daysProcessingProcessingTime = 169 secsTime = 169 secs
18,400 units/month18,400 units/month12,000 LH12,000 LH6,400 RH6,400 RH
20 units/tray20 units/tray
StampingStamping
11
Weld & Weld & AssemblyAssembly ShippingShipping
Assy. PlantAssy. Plant(customer)(customer)
Daily
CoilsCoils
changeoverchangeover
LLRR
XOXOXOXOBatchBatch
1 Day1 Dayweldweldchangeoverchangeover
welderwelderuptimeuptime
Total work Total work 169 sec169 sec
At the pressAt the press
168 sec168 sec2 Days2 Days
33 2 Days2 Days
20w
20P
20w
20w
I time daily
Coil
Coil
Significant ImprovementsSignificant Improvements
• Lead time reduced by 81%Lead time reduced by 81%
• Processing time reduced by 10%Processing time reduced by 10%
RECENT TRENDS Multi-Tasking Machines
Reconfigurable Machines
Parallel Kinematic Machines
Multi-axis Machines
High Speed Machines
MULTI - TASKING MACHINES • Intended to Integrate Diverse Operations
• (Turning, Milling, Grinding) – Conflicting Machine Design
Turning & MillingTurning Twin Spindle Twin Turret
Merits of Multi-Tasking MachinesMerits of Multi-Tasking Machines• Reduction in Work in Progress and throughput Time
• Elimination of Part Movement from Machine to Machine
• Avoidance of Multiple Setups
• Completion of Parts in one Machine
• Reduces Overall Parts Cycles
Ingersoll Multitec – Multi-Tasking Machines
1. Milling of flange surface using the vertical spindle unit
2. Drilling of the flange holes using the vertical spindle unit
3. Grinding of the sealing surface
4. Drilling holes using the universal spindle unit
5. Back spot-facing using the universal spindle unit
6. Milling of a vertical slot into the outer diameter
7. Milling of a radial groove
8. Turning of a conical inner face
RE-CONFIGURABLE MACHINESThe concept of re-configurable machines is to design systems, machines, and controls for cost effective response to the requirements of manufacturing to meet the market demand• To provide exact functionality and capacity when it is
required
• Designed for its rapid change in its structure as well as hardware and software components
• Combines the functionality of CNC with the high production rate of conventional dedicated lines
PARALLEL KINEMATIC MACHINES• Conventional Machines Adopt Serial Mechanism as their Kinematic Structures
• Serial mechanism based machines have perpendicular connection between adjacent links from the base to base to spindle unit (large work space and simple control operating units)
• Parallel Mechanism – Due to their high stiffness and speed receives more attention
Machining Center Parallel Mechanism
•Parallel Link – These links are able to change their lengths independently to perform 6 d.o.f.s movement of the spindle
•Decreasing inertia mass can increase the velocity and acceleration oof a machine
•Stiffness of each link can be increased substantially (each link is subjected only tension and compression, not bending)
•Accuracy of a system can be improved because each link error do not accumulate while that of serial mechanism does
• Serial mechanism are 3 Axis Cartesian Co-ordinate SystemsParallel Mechanism are 6 d.o.f.s system which have the ability of 5 face and 6 axis machining.
• Mfg. Cost can decrease since the machine parts can be modularized.
- Limited Work Space
- Complex control units
Merits• Stiffness and Accuracy
• Mechanically Less Complex than Conventional Design
• Most Stresses are in Tension and Compression
• High Rigidity
• Multiple Ball Screws Share Machining Loads
• Excellent Volumetric Accuracy
( Errors in individual actuators of PKM Machines Tend to Average it out rather than Stack up )
Thank youThank you