getting started in lean manufacturing in flexible ...aimcal 2009 fall technical conference...

AIMCAL 2009 Fall Technical ConferenceA li I l d Fl idAmelia Island, Florida

Getting Started in Lean Manufacturing in Flexible Substrate Coating and Converting

By Dave Schoellerman

Lean Manufacturing

Using the right process…..

2B

takt timeX O X O

To get the right results

OP

1

OP

3

OP

2AO

P 2

L

RLowest CostHighest Quality

To get the right results

A B C

MATERIALSFINISHED

GOODS

Highest QualityShortest Leadtime

f

10/7/2009 AIMCAL 2009 Fall Technical Conference 2

Through elimination of waste

Lean “tools” versus “thinking”

Lean tools (what you see)

Lean thinking (what you don’t see)


Lean House

Safety Quality Cost Delivery People“Zero “Zero “Lowest “100% “100%

5 Objectives

Incidents” Defects” Cost” On-time” Involved”

JidokaPeopleJust-in-Time

Jidoka

Level & Stable Operations

Jidoka• Prevent defects, STOP if a

problem occurs• Countermeasure the problem

S t l f hi


Level & Stable Operations• Separate people from machines

Toyoda Loomworks: First example of “Jidoka”

Floaters positioned on each thread provide continuous verification that each thread is NOT broken.


A dropped floater jams the bar which causes a cam to causes a cam to disengage the clutch and stop the machine.


Li hts i di t hi h

Toyota more recent exampleLights indicate which parts to pick for this model / option.


Jidoka example in coating: Proper base material used 100% of time

Five Layers of Quality

Coater

LAYER 1: PREVENTION LAYER 2 DETECTION LAYER 3 INSPECTIONLAYER 1: PREVENTIONBarcode verification that correct base roll is loaded

LAYER 2: DETECTIONColor sensor verifies

100% of product

LAYER 3 INSPECTION: Functional check

verification

Layer 4: SPC Control charting verifies the process


Layer 4: SPC Control charting verifies the process Layer 5: Quality system

PREVENTION: Barcode verification makes it impossible to run wrong roll


DETECTION: Color sensor provides continuous detection during coating


Visual and just in time information for operators

Red indicates non-mixable rolland machine will automatically cutoff at winder

Time to next roll change


All problems escalated to morning market

MORNING MARKET QUESTIONS:

What was the problem?pHow was it contained?What was the root cause?What countermeasure was

i l t d t dd thimplemented to address the root cause?

How did you verify that the countermeasure was effective?

Have you standardized the countermeasure?

A problem is not “DONE” until all of these questions are answered!answered!


“Five Layers” of Quality


Lean House


5 Objectives



J t i Ti


Just in Time• Produce only what is needed, in

the amount needed, when needed



The Pull System at Toyota

Toyota’s pull system Toyota s pull system often uses a Kanban, or “signal” card


Kanban in coating & converting operations

These cards determine

Kanban cards removed from

pallet as product is sold from the

what is made nextis sold from the “supermarket”


Coating Value Stream Map

MixingChemLeveling Box

CoaterFIFO ConvertCustomer

BaseBaseSupplier Features:

1. Production leveling2. Kanban pull throughout value stream3. Supermarkets used as controlled “buffers”4 B i f i i


4. Basis for continuous improvement

How many kanban do you need?

The Eight Components of Inventory

8 Information Cycle: How much time

P

P

W

Supplier

8. Information Cycle: How much time to get information through the system?

1. Mfg Leadtime/Lot Size: How much time does it take manufacturing to fill an order, considering changeover and other factors?

P

Prod.Customer CustomerSupplier

7. Demand Variability: How much demand variation from our customer

2. Supply Variation: How reliable is your process?

BufferCustomerStore

Customer

3. Geography: How long to physically transport from Point A to Point B?

4. Shipping Lot Size : How big a batch must go in the container?5. Shipping Frequency: How often do we ship?6.Lane Variability: How much variation in the shipping lane do we need to cover for?

fdo we need to protect against?


Components of Inventory Example

Code # 8389

Item Takt = 1.14 Rolls/Day8.0 Rolls/week

Components of Inventory# kanbans

4 D 4 6 Ti t T t th it f th S li t th C tGeography 4 Days 4.6 Time to Transport the item from the Supplier to the Customer (includes receipt & put-away time, if any)

Lane Variability 1 Days 1.1 Variability of transportation time

Shipping Interval 1 Days 1.1 Time between shipments

Shipping Lot Size 1 1.0 Minimum # of units (with fixed shipping interval this is usually 0)

Demand Variability 15 15.0 Demand Variability in units

Information Flow 1 Days 1.1 Frequency of returning cards to Box 1 + Frequency of loading Box 2(time for diagramming normally included in information flow) (time for diagramming normally included in information flow)

Total Withdrawal Cards = 24

Ahead 22.9 23 Total withdrawal cards - information flowBehind 6.8 7 Geography + Lane Variability + Shipping Interval


Lean House


5 Objectives






Production Leveling, or “Heijunka”

What sales sees What production wants

120 120120

100

80

120

100

80Model A

60

40

60

40

Model B

Model C

O r d e r s

oduc

tion

20

0

20

0

Total Pro

Date Date

4/12 4/13 4/14 4/15 4/16 4/19 4/20 4/21 4/12 4/13 4/14 4/15 4/16 4/19 4/20 4/21

How do we get from here...…to here?


Example of coating machine leveling box


Leveling example

Coating Shipping

Time Product A Product B Product C Time Product A Product B Product C0:00 X 0:00 X1:00 X Supermarket 1:00 X2:00 X 2:00 X3:00 X 3:00 X4:00 X 4:00 X5:00 X 5:00 X6:00 X 6:00 X7:00 X 7:00 X8:00 X 8:00 X9:00 X 9:00 X9:00 X 9:00 X10:00 X 10:00 X11:00 X 11:00 X12:00 X 12:00 X13:00 X 13:00 X14:00 X 14:00 X15:00 X 15:00 X16:00 X 16:00 X17:00 X 17:00 X17:00 X 17:00 X18:00 X 18:00 X19:00 X 19:00 X20:00 X 20:00 X21:00 X 21:00 X22:00 X 22:00 X23:00 X 23:00 X

Kaizen

Can I afford 3 changeovers per shift?

Level shipping to minimize leadtime & logistics cost

Kaizen


changeovers per shift? leadtime & logistics cost

Example: Coater Product Change Kaizen

NowBefore: 375 feet waste each change


CB Coater: Product ChangesExample: Coater Product Change Kaizen

NowAfter: 90 feet waste each change

BEFORE VS. NOW DIFFERENCE = 285 FT ANNUAL COST SAVINGS = $190K/YR


Coater Process Control Room

Building precision into the system, not the setup


Changeover kaizen golden rules

1. Shift internal elements to external

2. Eliminate, simplify, automate (in that order)

3. One way, the right way, the same way, every time

4. Build precision into the system not the setup


Coating 5S & TPM Visual Control

Standard tasks doneeach shift (Day/Night)( y g )

Standard tasks doneeach crew rotationeach crew rotation (A,B,C,D)


Lean House


5 Objectives






Lean is about people:Building a culture of continuous improvement

Safety FirstyTraining & developmentKaizen teamsSuggestion system

Suggestion systemsSuggestion systemPeople recognitionEmployee wellnessCCommunications


Thank YouThank You

getting started in lean manufacturing in flexible ...aimcal 2009 fall technical conference...

Documents