lean mfg presentation ppt
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Lean Mfg Presentation PPTTRANSCRIPT
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Lean Manufacturing
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Definition
Lean Manufacturing – A way to eliminate waste and improve efficiency in a manufacturing environment
Lean focuses on flow, the value stream and eliminating muda, the Japanese word for waste
Lean manufacturing is the production of goods using less of everything compared to traditional mass production: less waste, human effort, manufacturing space, investment in tools, inventory, and engineering time to develop a new product
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Lean and Just-in-Time
Lean was generated from the Just-in-time (JIT) philosophy of continuous and forced problem solving
Just-in-time is supplying customers with exactly what they want when they want it
With JIT, supplies and components are “pulled” through a system to arrive where they are needed when they are needed
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What is Waste?
Waste is anything that happens to a product that does not add value from the customer’s perspective
Products being stored, inspected or delayed, products waiting in queues, and defective products do not add value
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Seven Wastes
Overproduction – producing more than the customer orders or producing early. Inventory of any kind is usually waste.
Queues – idle time, storage, and waiting are wastes Transportation – moving material between plants,
between work centers, and handling more than once is waste
Inventory – unnecessary raw material, work-in-process (WIP), finished goods, and excess operating supplies
Motion – movement of equipment or people Overprocessing – work performed on product that
adds no value Defective product – returns, warranty claims,
rework and scrap
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Origins
Lean Manufacturing is sometimes called the Toyota Production System (TPS) because Toyota Motor Company’s Eiji Toyoda and Taiichui Ohno are given credit for its approach and innovations
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Underlying Principles to TPS
Work shall be completely specified as to content, sequence, timing, and outcome
Every customer-supplier connection, both internal and external, must be direct and specify personnel, methods, timing, and quantity of goods or services provided
Product and service flows must be simple and direct – goods and services are directed to a specific person or machine
Any improvement in the system must be made in accordance with the “scientific method” at the lowest possible level in the organization
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Toyota Production System
Since the Toyota Production System requires that activities, connections, and flow paths have built-in tests to signal problems automatically, gaps become immediately evident.
Results of the TPS are improvements in reliability, flexibility, safety, and efficiency.
These lead to increase in market share and profitability.
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Key Lean Manufacturing Techniques
5S
Single Minute Exchange of Dies
Kanban
Cellular Manufacturing
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5S
Strategy for creating a well organized, smoothly flowing manufacturing process
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5S Examples
Before After
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Benefits of 5S
Increases organization and efficiency
Avoids wasted motion Increases safety Eliminates unnecessary inventory Offers improvements at an
inexpensive cost
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5S Drawbacks
If not fully implemented, may result in “Jive S” Store things Stick to the rules Superficially clean Switch to new fixtures Serve reluctantly
Can not be considered an end goal – must be part of a continuous improvement movement
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Single Minute Exchange of Dies (SMED)
Method that focuses on the rapid conversion from manufacturing one product to the next
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SMED Examples
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Benefits of SMED
Increases throughput by reducing setup times
Eliminates setup errors Increases safety Reduces the cost of setups Reduces waiting times and inventory
buildups Decreases the required skill level of
the operators
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Kanban
A system that uses replenishment signals to simplify inventory management Signals (usually cards) hold product details
What to make, when to make it, how much to make, and where to send it
Cards stay attached to a bin that holds the product
When bin is empty, it is returned to the start of the assembly line for replenishment
Full bins are returned to the customer, and the cycle continues
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Kanban Example
Supermarket Ordering System
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Benefits of Kanban
Highly visible systems Simple, effective, and inexpensive Reduces inventory and eliminates
stock-outs Improves the quality of service Improves lead times
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Cellular Manufacturing
Dividing the manufacture of products into semi-autonomous and multi-skilled teams known as work cells
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Benefits of Cellular Manufacturing
Simplifies material flow and management
Reduces interdepartmental travel Reduces throughput time Reduces lot sizes Simplifies scheduling
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Lean Manufacturing Advantages and Disadvantages
Advantages: Increased overall
productivity Reduced amount of
floor space required Reduced
manufacturing lead time
Improved flexibility to react to changes
Improved quality
Disadvantages: Difficulty involved
with changing processes to implement lean principals
Long term commitment required
Very risky process - expect supply chain issues while changing over to lean
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How People Benefit from Lean
Element Traditional Lean Improvement
Communication Slow & Uncertain Fast & Positive Quality & Coordination
Teamwork Inhibited Enhanced Effective Teams
Motivation Negative, Extrinsic Positive, Intrinsic Strong Motivation
Skill Range Narrow Broad Job Enrichment
Supervision Difficult and Fragmented
Easy & Localized Fewer Supervisors
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How Customer’s Benefit from Lean
Element Traditional Lean Improvement
Response Weeks Hours 70-90%
Customization Difficult Easy Competitive Advantage
Delivery Speed Weeks-Months Days 70-90%
Delivery Reliability
Erratic Consistent & High Up to 90%
Delivery Quantities
Large Shipments JIT as Required Locks in JIT Customers
Quality Erratic Consistent & High Delighted Customers
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Economics
Reduction of Inventory Less space necessary to hold inventory
Reduced Waste Decreased Production Cost
Increased market share Able to provide what the customer wants
quickly Increased competitive advantage
Faster response to the customer Lower Cost Higher Quality
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Quality Control
6 sigma process Combination of old and new ideas
6 ingredients Genuine focus on the customer Data- and fact-driven management Process focus, management, and improvement Proactive management Boundarlyless collaboration Drive for perfection, tolerance failure