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LEAN PRODUCTION SYSTEM (LPS)
Master Approach Sdn. Bhd
06TH SEPT 2011
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WHAT IS LPS ?
LPS is about doing more with less:
Time
Inventory Space
Labor
Cost
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LPS CONCEPT
5SStandard Operation
7 Wastes ControlSuggestion System
Visual ControlDefect Detection
Total Preventive Maintenance (TPM)
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LPS CONCEPT
2 Pillars ofLPS
JIT
JIDOKA
Method
Reduce Leadtime
1) Process Flow
2) Takt timeProdn
3) Pull Production
Small lot size1-piece flowMachine layoutStreamline of production
Setup time improvement
Standardized work
KANBAN
Stop aftercompletion
Stop at abnormality
1) Worksegregation
(Man/MC)
2) DefectPrevention
Man Utilization
Quality built-in process
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WHAT IS JUST-IN-TIME (JIT) ?
Inventory control method which uses
Pull Production System to eliminate
waste of:
Raw Material
Work-In-Progress (WIP)
Finished-Goods
Purpose of JIT is to:
Produce product to meet demand, not tosurplus or in advance of need.
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WHAT IS JIDOKA (AUTONOMATION)?
Humanized Automation or Awarenessto :
Detect Abnormalities & Product Defect Detect Process Malfunction
Alert Operator of Defect
STOP if Defect is detected Seek Permanent Action by Checking RootCause
Purpose of JIDOKA is to:
Detect defect immediately and correct itaccordingly.
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LPS ROAD MAP
The LPS improvement which jumps over this step is impossible.
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SUMMARY OF 5S DEFINITION
JapaneseTerm
English Equivalent Meaning in Japanese Context
Seiri SortingThrow away all rubbish and unrelated materials in the
workplace
Seiton Setting in order Set everything in proper place for quick retrieval andstorage
Seiso Systematic Cleaning Clean the workplace; everyone should be a janitor
Seiketsu Standardization Standardize the way of maintaining cleanliness
Shitsuke Self-DisciplinePractice 'Five S' daily - make it a way of life; this also
means 'commitment'
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LPS IMPLEMENTATION (STEP I)
Practice of 2S + 1S
Seiri(Sorting)
Seiton(Setting in
Order)
Seiso(Systematic
cleaning)
Seiketsu
(Standardizing)
Shitsuke
(Self-discipline)
Safety
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SEIRI (SORTING)
Eliminate all unnecessary tools, parts, and instructions. Gothrough all tools, materials, and so forth in the plant and workarea. Keep only essential items and eliminate what is notrequired, prioritizing things per requirements and keepingthem in easily-accessible places. Everything else is stored ordiscarded
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SEIRI (SORTING)
IDENTIFYCATEGORY OF ITEM
REQUIRED ?
ISSUERED TAG
LABELITEM &
STORAGEAREA
RECORD
ITEM
KEEP INTEMPORAR
YSTORAGE
DISPOSITION
WITHIN 30DAYS
Y
N
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SEIRI (SORTING)
SORTING GUIDELINE:-
Things used frequently - Keep at the workplace/on the person.
Things used infrequently - Keep far away.Things used sometimes - store at workplace.
Things not used - Discard.
Things used to be kept for just-in-case - keep as contingency items
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SEITON (SETTING IN ORDER)There should be a place for everything and everything
should be in its place. The place for each item should beclearly labeled. Items should be arranged in a manner thatpromotes efficient work flow, with equipment used most oftenbeing the most easily accessible. Workers should not have tobend repetitively to access materials. Each tool, part, supply,or piece of equipment should be kept close to where it will beused in other words, straightening the flow path. Seiton isone of the features that distinguishes 5S from "standardizedcleanup".
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SEIRI (SORTING)
TOOLS ARRANGEMENT
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SAFETY
Safety at minimum should ensure all Personal ProtectiveEquipment (PPE) is in place for operators. Evidence ofperiodic check on PPE condition and usage must bedisplayed. Briefing operators on importance of using PPE fortheir own safety must be conducted.
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RULES AND REGULATION
GUIDELINE :-Entry and Exit
Attire Requirement
Working Hour
Replacement of operatorCleanliness / Housekeeping
Facility Maintenance Schedule
Parameter Checking
Food and DrinkAuthorized Personnel
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VISUAL CONTROL
Visual control are means, devices, or mechanisms that aredesigned to manage or control the operations (processes) soas to meet the following purposes:
Make the problems, abnormalities, or deviation from standards visible toeveryone and thus corrective action can be taken immediately,
Display the operating or progress status in an easy to see format.
Provide instruction.
Convey information.
Provide immediate feedback to people.
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VISUAL CONTROL APPLICATION
Color-coded pipes, wires or marking at gauges to displaycontrol level.
Painted floor areas for good stock, scrap, trash, etc.
Shadow boards for parts and tools.
Indicator lights .
Workgroup display boards with charts, metrics,procedures, etc.
Production status boards.
Direction of flow indicators
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EDUCATION AND TRAINING
Establish Standard Operating Procedure
Review Operator Skill Chart Adequacy
Establish Operator Training Process FlowEstablish Operator Training Record
Review manpower requirement
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TIMELINE TO EXIT STEP 1
No Activity Leader
05/0
9
12/0
9
19/0
9
26/0
9
03/
10
10/
10
17/1
0
24/
10
31/1
0
1 Implement 2S + 1S KN Lee
2 Rules and Regulation HanifTajul
Zairol
3 Visual Control Board HanifTajulZairol
4 Training Material Setup Zambri
Zubri5 Operator Training Zambri
Zubri
6 Exit Step 1 -
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REQUIREMENT FROM LEADERS
Establish Team
Provide activity detail and timeline
Guide and drive Team to achieve resultProvide weekly update to committee
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COMMITTEE TEAM
TEAM MEMBER
TEAM 1 TEAM 2 TEAM 4TEAM 3
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OPERATION CODE NAME
IMAPSImproving Master Approach Production
System
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CRITERIA TO SUCCEED
Team commitment to accomplish goal andtimeline
High spirit of team work to support each other
Good communication and feedback on progress
Support from top management
Never give-up spirit
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PRIORITIZATION OF WORK
Name Immediate Permanent
KN Lee 1. Setup raw part preparation line to 600pcs/daycapacity
2. Define jobscope of Executive, Supervisor andleader
3. Transfer quality checking process to production
1. 5S activity plant wide2. Re-layout Block C to meet
LPS concept
Hanif 1. Manage hourly output achievement2. Change position of Persona-E spoiler Mold #13. Machine and equipment maintenance schedule
1. Initiate rules and regulationfor Blk C
2. Visual controlimplementation at shopfloor
Tajul 1. Oven temperature stabilization2. Parameter control setup for paint supply3. Paint mixing room document setup
4. Manage hourly output achievement5. Manpower issue6. Establish maintenance plan
1. Initiate rules and regulationfor Blk C
2. Visual control
implementation at shopfloor
Zainal 1. Color matching activity2. 2 hourly meeting on quality3. Spray booth outstanding fabrication issue
1. Problem solving for top 2defect
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PRIORITIZATION OF WORK
Name Immediate Permanent
Mike 1. Setup flow of supply from Blk C to Blk B
Zubri 1. Transfer assembly and rework line from Blk Ato Blk B
1. Establish SOP2. Training operator
3. Cycletime improvement