Bill Costantino, Lean Mfg616-891-7578 [email protected] 1 SW 2-Day Training
Toyota Production System& Lean Tools
Feb 1, 2012
BGI MGT-564 Sustainable OperationsCollaborate Session #4
Feb 1, 2012
Note: This SlideCast has Audio. Please turn your speakers on!
MGT 564 - First Day of Class Roadmap
Operations Tools
MGT 564 - First Day of Class Roadmap
MRP Waiting Lines
ForecastingInventory Management
Operations Tools
Lean Tools
MGT 564 - First Day of Class Roadmap
MRP Waiting Lines
ForecastingInventory Management
Kanban
Takt TimeOne Piece Flow
5S
Standard Work
Waste
Bill Costantino, Lean Mfg616-891-7578 [email protected] 5 SW 2-Day Training
5S
Bill Costantino, Lean Mfg616-891-7578 [email protected] 6 SW 2-Day Training
History of 5-S … Yes, Japan. SEIRI - Sense of Use (eliminate from the work place
everything not required to perform the work)
SEITON - Sense of Ordinance (efficient placement and
arrangement of equipment and materials)
SEISON - Sense of Cleanness (tidiness and cleanliness)
SEIKETSU - Sense of Health (ongoing, standardized,
continually improving ‘seiri’, ‘seiton’, ‘seison’)
SHITSUKE - Sense of self-discipline (discipline with
leadership)
Bill Costantino, Lean Mfg616-891-7578 [email protected] 7 SW 2-Day Training
GILL
Bill Costantino, Lean Mfg616-891-7578 [email protected] 8 SW 2-Day Training
Tool and WIP BoardTo Be
Ordered
In Process
Next Run
Spec Card
Maintenance Log&
Maintenance Request Forms
Bill Costantino, Lean Mfg616-891-7578 [email protected] 9 SW 2-Day Training
Organize & Demand the Maintenance of Tools
Everything has a Dedicated Home
Bill Costantino, Lean Mfg616-891-7578 [email protected] 10 SW 2-Day Training
Operating Room OrderlinessPit Crew Efficiency
Bill Costantino, Lean Mfg616-891-7578 [email protected] 11 SW 2-Day Training
A place for everything and everything in its place, clean and ready for use
Bill Costantino, Lean Mfg616-891-7578 [email protected] 12 SW 2-Day Training
The Next Step - Visual Factory
Ability to understand the status of a production area in 5 minutes or less by simple observation without use of computers or speaking to anyone.
Provides the ability for workers to make decisions / take actions based solely on the status of visual indicators.
Bill Costantino, Lean Mfg616-891-7578 [email protected] 13 SW 2-Day Training
MaintenanceReplacement PartKanban
Addresses
Bill Costantino, Lean Mfg616-891-7578 [email protected] 14 SW 2-Day Training
Establish Method of Ordering and
Tracking Replacement Parts
Bill Costantino, Lean Mfg616-891-7578 [email protected] 15 SW 2-Day Training
Visual Control of Seasonal Inventory
Bill Costantino, Lean Mfg616-891-7578 [email protected] 16 SW 2-Day Training
Visual scheduling boards
Bill Costantino, Lean Mfg616-891-7578 [email protected] 17 SW 2-Day Training
Takt Time
Bill Costantino, Lean Mfg616-891-7578 [email protected] 18 SW 2-Day Training
Standardized Work is only one part of a
fully integrated manufacturing system
Bill Costantino, Lean Mfg616-891-7578 [email protected] 19 SW 2-Day Training
Lean Philosophy Customer First
No defect shall be passed to the “customer”
People Are The Most Important Asset People’s ingenuity will eliminate waste and
lead to a better job
Continuous Improvement There is always more to improve
Shop Floor First The shop floor is where value is added
Bill Costantino, Lean Mfg616-891-7578 [email protected] 20 SW 2-Day Training
Lean Manufacturing
“All we are trying to do is
shorten the lead time…”
Taiichi Ohno
Bill Costantino, Lean Mfg616-891-7578 [email protected] 21 SW 2-Day Training
Lean Manufacturing is a manufacturing philosophy which shortens the time line between the
customer order and the product shipment by eliminating waste.
Bill Costantino, Lean Mfg616-891-7578 [email protected] 22 SW 2-Day Training
Lean Manufacturing is a manufacturing philosophy which shortens the time line between the
customer order and the product shipment by eliminating waste.
CustomerOrder
Waste ProductShipment
Time
Business as Usual
Bill Costantino, Lean Mfg616-891-7578 [email protected] 23 SW 2-Day Training
Lean Manufacturing is a manufacturing philosophy which shortens the time line between the
customer order and the product shipment by eliminating waste.
CustomerOrder
Waste ProductShipment
Time
CustomerOrder
ProductShipment
Time (Shorter)
Business as Usual
Waste
Lean Manufacturing
Bill Costantino, Lean Mfg616-891-7578 [email protected] 24 SW 2-Day Training
Product Leadtime
Value Added Time is only a very small percentage of the Leadtime.
Traditional Cost Savings focused on only Value Added Items.
TimeRawMaterial
FinishedParts
WaitingStagingTransportation Inspection Set-up
= Value Added Time
= Non-Value Added Time (WASTE)
Mixing Packaging
Raw MaterialProduction
Bill Costantino, Lean Mfg616-891-7578 [email protected] 25 SW 2-Day Training
Time
Time
Focused on Non-Value Adding Items
Large Amount of Time Eliminated
Traditional vs Lean Results
Time
Time
Traditional Results of Manufacturing Improvement
Small Amount ofTime Eliminated
Bill Costantino, Lean Mfg616-891-7578 [email protected] 26 SW 2-Day Training
Time
Time
Focused on Non-Value Adding Items
Large Amount of Time Eliminated
Traditional vs Lean Results
Time
Time
Traditional Results of Manufacturing Improvement
Small Amount ofTime Eliminated
Lean Results
Bill Costantino, Lean Mfg616-891-7578 [email protected] 27 SW 2-Day Training
Waste
“Anything that adds Cost
to the product
without adding Value”
“Anything that adds Cost
to the product
without adding Value”
Bill Costantino, Lean Mfg616-891-7578 [email protected] 28 SW 2-Day Training
7 Forms of Waste
Typesof
Waste
CORRECTION
WAITING
PROCESSING
MOTION
INVENTORYCONVEYANCE
OVERPRODUCTION
Repair orRework Any wasted motion
to pick up parts or stack parts. Also wasted walking
Wasted effort to transportmaterials, parts, or finished goods into or out of storage, or between processes.
Producing morethan is needed before it is needed
Maintaining excessinventory of raw mat’ls,parts in process, orfinished goods.
Doing more work thanis necessary
Any non-work timewaiting for tools, supplies, parts, etc..
Bill Costantino, Lean Mfg616-891-7578 [email protected] 29 SW 2-Day Training
WasteWaste
• Waste is unclear, not defined• Crisis corrections• Reactive improvement
Bill Costantino, Lean Mfg616-891-7578 [email protected] 30 SW 2-Day Training
Shift Mindset
Correction
Over-Production
MaterialMovement
Motion
Waiting
Inventory
Processing
WasteWaste TypesOf
Waste
• Waste is unclear, not defined• Crisis corrections• Reactive improvement
• Waste is tangible, well defined• Focus on “small” opportunities• Continuous improvement
Bill Costantino, Lean Mfg616-891-7578 [email protected] 31 SW 2-Day Training
Better Utilization
Work Waste
Work
Work
Waste
Waste
Waste
Work
Waste
Work
Waste
Waste
Work Waste
NewParadigm
Work
Work
Working Smarter through the Elimination of Waste
Bill Costantino, Lean Mfg616-891-7578 [email protected] 32 SW 2-Day Training
Three Components of Standardized Work
Standardized WorkWork
Sequence
StandardIn-Process
Stock
TaktTime
Bill Costantino, Lean Mfg616-891-7578 [email protected] 33 SW 2-Day Training
Takt Time
The production rate, in seconds, to satisfy
customer demand.
Bill Costantino, Lean Mfg616-891-7578 [email protected] 34 SW 2-Day Training
Takt Time
Amount of production time per shiftnumber of products needed by the customer per shift
= amount of time to produce one product
7.5 hrs/shift x 60 minutes/hr x 60 seconds/min.450 products needed by customer/shift
= 27,000 seconds/shift450 products
= 60 Second Takt Time
Example :
Bill Costantino, Lean Mfg616-891-7578 [email protected] 35 SW 2-Day Training
Cycle Time
The amount of time to process one unit
Includes human and machine work,
walking time, and waiting time
Determine by observing the actual time
to process one part
Bill Costantino, Lean Mfg616-891-7578 [email protected] 36 SW 2-Day Training
A B C D E
Step A1Step B1
Step A2Step B2
Step A3Step B3
Step C1
Step C2
Step C3
Step C4
Step C5
Step E1
Step E2
Step E3
Step E4
Step E5
Step D1
Step D2Step D3Step D4Step D5
Operators
Takt Time ( 60 sec )
Step A4
10
20
30
40
50
60
0
If Takt Time and Cycle Time are not the same, an imbalance exists in the operating system
If Cycle Time is less than or equal to Takt Time, production will satisfy customer demand
If Cycle Time is greater than to Takt Time, production cannot satisfy customer demand
Takt Time and Cycle Time
Bill Costantino, Lean Mfg616-891-7578 [email protected] 37 SW 2-Day Training
Takt Time and Planned Cycle Time
Takt Time is based ONLY on customer demand and available minutes for production.
Planned Cycle Time is the required production rate to satisfy customer demand allowing for scrap, downtime, change-overs, inefficiency, or other losses to production.
A B C D E
Step A1Step B1
Step A2Step B2
Step A3Step B3
Step C1
Step C2
Step C3
Step C4
Step C5
Step E1
Step E2
Step E3
Step E4
Step E5
Step D1
Step D2Step D3Step D4Step D5
Operators
Takt Time ( 60 sec )
Step A4
10
20
30
40
50
60
0
Planned Cycle Time ( 52 sec )
Bill Costantino, Lean Mfg616-891-7578 [email protected] 38 SW 2-Day Training
Work SequenceWork Sequence refers to the series of steps in a single process that is
fastest, most efficient, of acceptable quality, and safe. When the work
sequence is carefully followed, the cycle time will be constant, no steps
will be forgotten, and the chance of equipment damage or other major
problems will be minimized.
1
23
54
10
98
7 61
2 3 45
10 9 8 76
Poor Good
Bill Costantino, Lean Mfg616-891-7578 [email protected] 39 SW 2-Day Training
Standard In-Process Stock
Bill Costantino, Lean Mfg616-891-7578 [email protected] 40 SW 2-Day Training
Sample Standard Worksheet from Toyota
Bill Costantino, Lean Mfg616-891-7578 [email protected] 41 SW 2-Day Training
Stack Chart - Line Balance
A B C D E
Step A1Step B1
Step A2Step B2
Step A3Step B3
Step C1
Step C2
Step C3
Step C4
Step C5
Step E1
Step E2
Step E3
Step E4
Step E5
Step D1
Step D2Step D3Step D4Step D5
Operators
Takt Time ( 60 sec )
Step A4
10
20
30
40
50
60
0
Bill Costantino, Lean Mfg616-891-7578 [email protected] 42 SW 2-Day Training
Stack Chart - Line Balance
# 1Blank
Cut &Fold
GlueUp
TissueCandy
Pen
43 sec
33 sec
Operators
Takt Time ( 72 sec )
10
20
30
40
50
60
0
# 2Blank
70
50 sec 48 sec
15 sec
Theoretical # Workers =Total Work Time
Takt Time=
43 + 33 + 50 + 48 + 15
72= 2.6 = 3 Workers
Bill Costantino, Lean Mfg616-891-7578 [email protected] 43 SW 2-Day Training
Bill Costantino, Lean Mfg616-891-7578 [email protected] 44 SW 2-Day Training
Stack Chart - Line Balance
A B C D E
Step A1Step B1
Step A2Step B2
Step A3Step B3
Step C1
Step C2
Step C3
Step C4
Step C5
Step E1
Step E2
Step E3
Step E4
Step E5
Step D1
Step D2Step D3Step D4Step D5
Operators
Takt Time ( 60 sec )
A B C D E
Step A1Step B1
Step A2Step B2
Step A3Step B3
Step A4 Step C1
Step C2
Step C3
Step C4
Step C5
Step E1
Step E3
Step E4
Step E5
Step D1
Step D2Step D3Step D4
Step D5
Operators
Takt Time ( 60 sec )
Step A4
Step E2
10
20
30
40
50
60
0
10
20
30
40
50
60
0
Bill Costantino, Lean Mfg616-891-7578 [email protected] 45 SW 2-Day Training
One Piece Flow
Just-In-Time Systems
Bill Costantino, Lean Mfg616-891-7578 [email protected] 46 SW 2-Day Training
Mass ProductionMaterial
ReceivingWarehouse
Stamp
Rework
Storage Weld
Assembly
ShippingWarehouse
Storage
Storage
Storage
Storage
Value added time =minutes
Time in plant =WEEKS
Bill Costantino, Lean Mfg616-891-7578 [email protected] 47 SW 2-Day Training
Mass ProductionMaterial
ReceivingWarehouse
Stamp
Rework
Storage Weld
Assembly
ShippingWarehouse
Storage
Storage
Storage
Storage
Value added time =minutes
Time in plant =WEEKS
Two Big Problems Large Batch Production Poor Flow
Within processes Between processes
Bill Costantino, Lean Mfg616-891-7578 [email protected] 48 SW 2-Day Training
Station CStation A
Station BBatch & Queue
Bill Costantino, Lean Mfg616-891-7578 [email protected] 49 SW 2-Day Training
The Basic Philosophy of Lean Production
What is Needed (Sold) When it is Needed In the Amount Needed (with the Minimum Materials, Equipment, Labor and Space)
HOW TO MANUFACTURE MOST ECONOMALLY:
HOW TO MANUFACTURE MOST ECONOMALLY:
Bill Costantino, Lean Mfg616-891-7578 [email protected] 50 SW 2-Day Training
But This Assumes: Equal Cycle Times Physical Proximity of Processes Highly Stable Processes Little/No Changeover Time
IDEAL = One Piece FlowIDEAL = One Piece Flow
Bill Costantino, Lean Mfg616-891-7578 [email protected] 51 SW 2-Day Training
Station CStation A
Station BBatch & Queue
Workcell
One Piece Flow
Bill Costantino, Lean Mfg616-891-7578 [email protected] 52 SW 2-Day Training
Bill Costantino, Lean Mfg616-891-7578 [email protected] 53 SW 2-Day Training
But This Assumes: Equal Cycle Times Physical Proximity of Processes Highly Stable Processes Little/No Changeover Time
IDEAL = One Piece FlowIDEAL = One Piece Flow
Just-In-Time is NOT a Zero
Inventory System.
Bill Costantino, Lean Mfg616-891-7578 [email protected] 54 SW 2-Day Training
Kanban Tool for Real Time
control of MaterialsPart #
Storage Area Address
Flow Rack 15CDescription
Quantity / Box
Number of Cards:
Date Issued:
_______ of ________
February 1, 2012
Production Withdrawal Kanban
11227T
Left Hand Headrest Tube
400
Bill Costantino, Lean Mfg616-891-7578 [email protected] 55 SW 2-Day Training
Goal: Elimination of waste.
Lean Production: Model = TPS
Customer Order
Bill Costantino, Lean Mfg616-891-7578 [email protected] 56 SW 2-Day Training
Goal: Elimination of waste.
Lean Production: Model = TPS
Customer Order
FG Delivery
Bill Costantino, Lean Mfg616-891-7578 [email protected] 57 SW 2-Day Training
Goal: Elimination of waste.
Lean Production: Model = TPS
Customer Order
FG Delivery
Bill Costantino, Lean Mfg616-891-7578 [email protected] 58 SW 2-Day Training
Goal: Elimination of waste.
Lean Production: Model = TPS
Kanban: Order to Make
Replenish FG Taken
Bill Costantino, Lean Mfg616-891-7578 [email protected] 59 SW 2-Day Training
Part #
Storage Area Address
Flow Rack 15CDescription
Quantity / Box
Number of Cards:
Date Issued:
_______ of ________
February 1, 2012
Production Withdrawal Kanban
11227T
Left Hand Headrest Tube
400
Production Instruction Kanban
Production Withdrawal Kanban
Bill Costantino, Lean Mfg616-891-7578 [email protected] 60 SW 2-Day Training
Lean Production: Model = TPS
Kanban: Order to Make
Replenish Parts Taken
Bill Costantino, Lean Mfg616-891-7578 [email protected] 61 SW 2-Day Training
Lean Production: Model = TPS
Kanban: Order to Take
Part #
Storage Area Address
Flow Rack 15CDescription
Quantity / Box
Number of Cards:
Date Issued:
_______ of ________
February 1, 2012
Production Withdrawal Kanban
11227T
Left Hand Headrest Tube
400
Replenish Parts Taken
Bill Costantino, Lean Mfg616-891-7578 [email protected] 62 SW 2-Day Training
Lean Production: Model = TPS
Kanban: Order to Make
Replenish Parts Taken
Bill Costantino, Lean Mfg616-891-7578 [email protected] 63 SW 2-Day Training
Lean Production: Model = TPS
Kanban: Order to Take
Part #
Storage Area Address
Flow Rack 15CDescription
Quantity / Box
Number of Cards:
Date Issued:
_______ of ________
February 1, 2012
Production Withdrawal Kanban
11227T
Left Hand Headrest Tube
400
Replenish Parts Taken
Bill Costantino, Lean Mfg616-891-7578 [email protected] 64 SW 2-Day Training
Information flow
Material flow
Lean Production: Model = TPSPart #
Storage Area Address
Flow Rack 15CDescription
Quantity / Box
Number of Cards:
Date Issued:
_______ of ________
February 1, 2012
Production Withdrawal Kanban
11227T
Left Hand Headrest Tube
400
Bill Costantino, Lean Mfg616-891-7578 [email protected] 65 SW 2-Day Training
Information flow
Material flow
Lean Production: Model = TPS
Time Cash
Part #
Storage Area Address
Flow Rack 15CDescription
Quantity / Box
Number of Cards:
Date Issued:
_______ of ________
February 1, 2012
Production Withdrawal Kanban
11227T
Left Hand Headrest Tube
400
Bill Costantino, Lean Mfg616-891-7578 [email protected] 66 SW 2-Day Training
Information flow
Material flow
Lean Production: Model = TPS
Time Cash
Taiichi Ohno: “Reduce the time line by removing non-value added wastes.”
Operations Tools
Lean Tools
MGT 564 - First Day of Class Roadmap
MRP Waiting Lines
ForecastingInventory Management
Kanban
Takt TimeOne Piece Flow
5S
Standard Work
Waste
Operations Tools
Lean Tools
MGT 564 - First Day of Class Roadmap
MRP Waiting Lines
ForecastingInventory Management
Kanban
Takt TimeOne Piece Flow
5S
Standard Work
Waste
TPSGenchi Genbutsu
Heijunka
Kaizen
Muda
Kata