Lean Production Waste Identification

7/25/2019 Lean Production Waste Identification

1/35

2005 APLOMET

Lean ProductionLean Production

by

Duke Okes


2/35

2005 APLOMET

What is it?

The relentless identification and

elimination of waste (non-value

added activities and resources)that get in the way of roviding

customers e!actly what they

need when they need it"


3/35

2005 APLOMET

Tyes of Waste

Overroduction

Waiting

Transortation

Over-rocessing

#nventory

$ovement Defects

%nused &rainower


4/35

2005 APLOMET

Overroduction

$aking more than is needed to meet current

shiment re'uirements

%ses la&or materials and rocess time that could

&e used for orders needed now

reates inventory which creates lots of other

ro&lems (see slide on inventory)

Orders may not &e received for it

The worst waste of all, since it creates all others!


5/35

2005 APLOMET

Waiting

Peole standing around waiting for* materials

tooling

information maintenance suort

#ncur cost of la&or that could &e invested in

something roductive+


6/35

2005 APLOMET

Transortation

Transorting something doesn,t add value

Transortation re'uires eole e'uiment

$aterial fre'uently gets damaged during

transortation

Transortation is often to get it out of the way or

to the ne!t rocess

Arrange work so that minimum transportation

will be required


7/35

2005 APLOMET

Over-rocessing

Doing more than is necessary for the

effective functioning of the roduct

e"g" surface finish grinding.olishing.&uffing

ainting lating

Often done &ecause of un&alanced work

design or lack of understanding of

roduct re'uirements


8/35 2005 APLOMET

#nventory

Takes u sace that could &e used for other

rocessing

/e'uires eole e'uiment etc" to count

transort store and maintain it

Often &ecomes damaged or o&solete &efore it is

needed

0ides ro&lems that should &e corrected orimrovements that could &e made


9/35 2005 APLOMET

#mact of One Piece 1low

Op #1

10 min

Op #2

10 min

Op #3

10 min

233 Piece 4atch One-Piece 1low

ycle Time 100 hours 30 min

W#P 600 3


10/35 2005 APLOMET

$ovement

%nnecessary hysical actions &y workers

Takes time energy and cost that could &e used

roductively

$ovements are often awkward and cause

discomfort or detract from other activities

Design processes to integrate worker and machine


11/35 2005 APLOMET

Defects

Product does not meet re'uirements

Wastes time of eole and machinery lus raw

materials that could have &een used to make

good roduct

auses the organi5ation to schedule more than

was ordered &y the customer and there&y &uild

inventory


12/35 2005 APLOMET

%nused 4rainower

Peole are told to do and not asked to think

Pro&lems are overlooked and oortunities missed

Peole loose their motivation at work

$anagement has to send time dealing with day-

to-day ro&lems rather than longer-term issues


13/35 2005 APLOMET

Tools for #dentifying Waste

6aghetti diagram

Work flow diagram

Work com&ination chart

Work &alance sheet


14/35

2005 APLOMET

What Lean #sn,t

#s not a workforce reduction rogram

#s not a 7work harder8 rogram #s not a descrition of staffing levels

#s not a 71lavor of the $onth8


15/35

2005 APLOMET

omarison to 9uality

#mrovement

Criteria LM QMPerformance

Measures

Floor space, inventory/turns, labor

efficiency, cycle time; waste

Variation, customer satisfaction, cost of

quality, on-time delivery; variation

around target

Tools Spagetti diagrams, !or" combination

carts, !or" balance carts, "anban,

SM#$, %S, visual management, standardoperations; physical items

Seven basic &' tools, seven

management tools, SP', $o#, surveys;

data, concepts

(urus )enry Ford, Taiici *no, +icard

Sconberger, Sigeo Singo

#d!ards $eming, .osep .uran,

rmand Feigenbaum, 0aoru 1si"a!a,

Masaa"i 1mai

2ltimate Target 3-piece flo!, 4ero inventory 5ero variation around target, 3667

customer satisfaction and retention

)o! *rgani4ed #8ternally initiated 9:sensei


16/35

2005 APLOMET

:!amle /esults

Performance $easure 4efore ;fter

$anufacturing cycle time ieces

Work in Process


17/35

2005 APLOMET

6higeo 6hingo

imilarly, at Toyota, we search for the waste that

usually escapes notice because it has become

accepted as a natural part of eeryday work"#

6hingo in

A tudy of the Toyota $roduction ystem


18/35

2005 APLOMET

:!amles from

233A 6hingo Pri5e Winners

A33E on-time delivery


19/35

2005 APLOMET

Lean Tools.Techni'ues

0ousekeeing (=6)

Total Productive $aintenance

9uick hangeover (6$:D)

ellular Production$ulti-6kill.Process Workers

6tandard Oerations

Gero 9

Takt Time.Production6moothing

Hisual $anagement

Lot 6i5e /eduction (One-

Piece 1low)

Poka-Ioke;utonomation

Halue 6tream $aing

Jai5en 4lit5

Jan&an

K#T


20/35

2005 APLOMET

6amle Halue 6tream $a

Customer

M - 2

CT - 10s

CO - 30m

!T - 10"

- 6"

M - 1

CT - 30s

CO - 5m

!T - 3"

- 16"

M -$

CT - 30s

CO - 30m

!T - 1$"

- 11"

M - 2

CT - 10s

CO - %0m

!T - 1&"

- '" (hippin)

P*intin)+e,in)

(u.*ss/

M*hine21-*/

21

ee

3

$ */s3 */s6 */s

$ */s

10 */s

& */s

&00*/

(upp,ier

1000*/

%ote& 'alue adding time ( )* seconds,

ersus + days of inentory!


21/35

2005 APLOMET

The Process Line

4end

ut

Press

Wra

;ssem&le

-Pack

/$

W#P

5 4t

3604t

10 4t30 4t

3 4t5 4t

' 4t

$50 4t1

W#P

W#P

W#P

W#P

60 4t

2$

4t


22/35

2005 APLOMET

1irst ;nalysis of $an.$achine

OP:/M ;T#H#TI T#$: T#$: /:L;T#OF60#P10 20 30 $0 50 60 '0 &0 %0 100 110 120 130 1$0 150 160 1'0 1&0

1 Pu,, m*teri*, into MC

Lo onto 4iture

Lu.ri*te s,ie

(t*rt MC

Assist s,ieCut o44 eess

Cut into p*rts

e,p remoe 4rom MC

TOTAL

Assist ut into p*rts

7emoe 4rom MC

P,*e on t*.,e8e m*teri*, on MC

Pu,, m*teri*, onto MC

TOTAL

1%5 se

$' se

2 &

% 15

15

9 3 min

:;ti,i


23/35

2005 APLOMET

1inal ;nalysis of $an.$achine

OP:/M ;T#H#TI T#$: T#$: /:L;T#OF60#P10 20 30 $0 50 60 '0 &0 %0 100 110 120 130 1$0 150 160 1'0 1&0

1 Pu,, m*teri*, into MC

Lo onto 4iture

(t*rt MC

Cut into p*rts

P,*e on t*.,e

8e m*teri*, on MC

Cut o44 eess

Push 4iture on

7emoe 4rom MC

Pu,, 4iture up

TOTAL

Auto /,eMC

26

$0

20

136

120

9 3 min

:;ti,i


24/35

2005 APLOMET

1indings /esults

There *re no st*n*rs to )uie this proess@

Or)*ni


25/35

2005 APLOMET

The Process 6ituation

6 min $ min $ min 3 min

7We,re getting 2"= arts.man-hourN we need

@"3 arts.man-hour"8

Total time to roduce one (A) art >@@ A> min

Total man time to roduce one art > ! 2 min

:fficiency >BE


26/35

2005 APLOMET

1irst #mrovement

Total time to roduce one (A) art >@@ A> min

Total man-time to roduce one art > ! @ A< min

Productivity


27/35

2005 APLOMET

Productivity M Parts e"g" 2"=.man hr

$an 0ours

aacity Time availa&le e"g" min

/eali5ation of Takt Time

6 min 3 min $ min 3 min


28/35

2005 APLOMET

6 min 3 min $ min 3 min

6econd #mrovement

6uorts 2 lines can

oerate 2 hours.day

aacity 23.day

allocated er line.roduct

/e'uires no additional

suort ersonnel

$aterial transort

simlified

7Parts fall off the line8

aacity A23.shift

:fficiency A3.A2


29/35

2005 APLOMET

Linkage of L$ Techni'ues

=6

6etu

/eductionells

Gero 9

TP$

$ultiskill

Hisual

Worklace

One Piece

1low

Jan&an

6tandard

Oerations

Production

Leveling


30/35

2005 APLOMET

Leveraging Lean for #*

; hain /eaction

%se the tools (=-6 6$:D TP$ Poka Ioke)

#mroved e'uiment availa&ility and roduct 'uality

/educed lot si5es

6horter lead time lower inventory

0igher rofits higher customer satisfaction

Tactic

al

6trateg

ic


31/35

2005 APLOMET

Why Don,t $ore omanies

Do Lean?

%6 mindset of*

sales romotions

end of month count

s'uee5ing suliers

short term gains for to management &onus


32/35

2005 APLOMET

#ntegration of Lean and 6i! 6igma

4oth are roRect-&y-roRect aroaches to

imrovement &ut focused on different

measures*

lean time and sace

si! sigma defects and variation

4oth re'uire a change in mindset of they

are to &ecome im&edded


33/35

2005 APLOMET

0ow does lean aly to

everyday life?

1inding tools in your garage

/unning out of food toothaste etc"


34/35

2005 APLOMET

To Learn $ore

Local comanies*

$erillat ;tkins H; - 233@ 6hingo Pri5e winner

Pals 6udden 6ervice - 2332 4aldrige and T9; winner

4ooks &y*

Taichi Ohno

6higeo 6hingo

Keffrey Liker

We&sites*

www"lean"org

www"suerfactory"com

www"gem&a"com


35/35

6eaker #nfo

Duke Okes

2@-@2@-B=B>dokesSearthlink"net

www"alomet"com

Documents

Lean Production Waste Identification