project presentation
DESCRIPTION
Toyota production lineTRANSCRIPT
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Principles and Practices of Lean Manufacturing
Colin Haley
Mike Tulk
Jon Farrell
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Lean Manufacturing
Principles and practices
Specific manufacturing examples (formerTerra Nova Soes!
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The 7 Major Wastes
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Seven Wastes
Most important concept in lean manufacturing
is te distinction of te " ma#or $astes%
&astes are also kno$n as 'Muda%
&astes are defined as unnecessary resourcetat is re)uired to produce a )uality productas defined *y te customer%
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Seven Wastes
+verproduction
,o$n Time Transportation
-nappropriate Processing
.nnecessary -nventory
.nnecessary Motions ,efects
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Overproduction
Producing more product tan necessary%
Creates excessive lead times%
-ncreases storage cost%
,ifficulty of finding defects%
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Down Time
-dle products or employees%
Concentrate on *ottlenecks $ill alleviate te
$aiting $aste%
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Transportation
-nefficient factory layout%
No value added%
+pportunity for damage%
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Inappropriate Processing
Ceap tools instead of expensive ones
/ess tecnology $ere possi*le
Several macines rater tan one
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nnecessar! Inventor!
0ssociated cost $it excess stocks%
Pro*lems *ecome overlooked since tere is excess
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nnecessar! Motions
1eep ergonomics in
mind
Misplaced tools%
Searcing for materials%
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Defects
,efects are goods oflo$ )uality%
&asted material2 timeand money
0s product moves do$nte supply cain2 tecost associated $it tedefect rises%
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The "ai#en Techni$ue
Masaaki -mai (lean3s founding fater!4 1ai5en 6 'a
means of continuing improvements in personal life2
ome life2 social life2 and $orking life
&orkplace 6 managers and $orkers $orking togeter
to make improvements $it lo$ capital investments
1ai 6 to modify or cange
7en 6 to tink a*out making good or *etter
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"ai#en Strategies%&oals
8limination of te seven $astes Team$ork *ased4Train all employees (kai5en 9
pro*lem solving! Communicate ideas up and do$n company
ierarcy: every one is encouraged to seek out andexploit ne$ opportunities
,efine clear leadersip initiatives Prioriti5ing pro*lems Create a culture $ere Perfection is perpetually
cased
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"ai#en Implementation
Practices exist for te successful implementation of
1ai5en2 $ic include4
;alue Stream Mapping
Te < &ys
P,C0 (Plan2 ,o2 Ceck2 0ct! <6S
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'enefits of "ai#en Implementation
Makes te #o*4 = 8asier
= Safer
= /ess unpleasant
= More efficient
Saves money and time
Stimulates $orkers
Creates an atmospere of armony and a strong
sense of community2 family2 and *elonging
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"ai#en 'lit#( )n )lternate
)pproach
,efinition4 0 *usiness strategy $ic promotes rapid
implementation of plant improvement ideas%
-mprovements = Small
= >apid
= .tili5e minimal resources
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"ai#en 'lit#( Strateg!
,iscover pro*lem
?rainstorm solutions
0pply rapid implementation
Monitor for success
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"ai#en 'lit#( 'enefits
Cange is almost immediate
>elatively simple to plan and implement
>e)uired resources are lo$
Many small improvements can *e as2 if not more2
*eneficial tan larger scale canges%
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*+S Implementation
Promotes visual management and a clean and safe
$orkplace tat results in a ig level of organi5ation
and efficiency
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The *+S,s
'Straigten 6 separating $at is and is not needed
'Sort 6 a place for everyting2 and everyting in its
place
'Sine 6 a clean $orkplace sould *e an
esta*lised goal
'Sustain 6 aderence to te first tree S3s in te <S
program
'Standardi5e 6 continuous use of te first four S3s
until tey *ecome second nature to employees
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'enefits of *+S
-ncreased morale
Safety
Non6;alue 0dded activity decreased
8fficiency and organi5ation
-ncreased )uality
Faster /ead Time -ncreased creativity2 and $illingness to contri*ute
among employees%
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*+S -.amples
Sado$ *oard for cutting dies
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*+S -.amples
?efore 0fter
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/ust+In+Time 0/IT1
Techni$ue
Products produced only as tey are re)uired
8sta*lis flo$ processes so tere is an even2
*alanced flo$ trougout te entire production
process
?est suited to processes $ere te same product is
produced continuously
@oal4 @enerate 5ero )ueues 9 Minimi5e lot si5es
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/IT( 'enefits
>educed inventory levels (improved profits!
/ess $astes4 improved product )uality
>educed delivery lead times
>educed costs associated $it e)uipment pro*lems2
macine setup2 etc%
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/IT( Strategies
?alanced $orkload trougout te factory
Canges in product demand sould not result in
large fluctuations in production levels
8sta*lis a T01T time
Minimi5e setup times to acieve single digit times
(improved planning 9 redesigning processes!
/ead times sould *e reduced troug cellular
manufacturing2 reducing )ueue times2 etc%
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Preventative Maintenance
-dle $orkers use teir time more effectively and
maintain $orkstations to elp in te prevention of
various pro*lems tat $ould alt production 0dvantages of flexi*le $orkers4
6 Auality inspections
6 +peration of several macines
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/ido2a
,efinition4 -t is te a*ility for macines to *e self6dependent and error proof $itout any uman
interaction%
B 8lements4
= Separate uman from macine $ork
= Macines detectprevent a*normalities = 'Stop te /ine autority in operation
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"e! 3oncepts of Lean
Pokayoke
1an*an
Cellular Manufacturing
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Po2a!o2e
Simple macines and mecanisms rater
tan complex2 ig6tec ones
Fool proofs operations and
reduceseliminates mistakes in processes
,evices are usually )uite simple2
inexpensive2 and eiter inform te operatortat a mistake is a*out to *e made or prevent
te mistake altogeter
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Po2a!o2e 0cont,d1
Pokayoke elps minimi5e defects *efore teyreac te customer
-mportant to reali5e Pokayoke is not asolution to te defect pro*lem
-nvestigation in te defect cause is essential
to elimination 8x% color6coding parts so tey can not *e
mixed up
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"an4an
Card system tat elps control flo$
;ery effective in esta*lising J-Tmanufacturing goals 8asily understood and re)uires a relatively
simple setup
Card sould *e attaced to a productcontainer and contain essential information(part D2 )uantities2 etc%!
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"an4an 0cont,d1
Tere are t$o types of 1an*an systems4
Production 1an*an Conveyance 1an*an
Production kan*an signals te need for te
production of more parts
Conveyance kan*an signals te re)uireddelivery of parts to te next stage of
production
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"an4an 0cont,d1
8nvironments $it a igly fluctuating
demand and $ide variety of product are less
likely to experience success
Smaller kan*ans at various sectors of a plant
may *e elpful
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"an4an 0cont,d1
'asic 5ules of "an4an
"an4an signal onl! used when the representative productis used
Products are onl! issued%made when a 2an4an is received Onl! $ualit! components are used There is no overproduction
Manufacturing follows order in which 2an4an cards arereceived
There should 4e a reduction of 2an4an cards over time
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3ellular Manufacturing
&ork cells are central to te idea of one
piece flo$
-deally tese $ork cells focus on a lo$ range
of similar products
Product continually moves around te cell to
eac operation until complete at te end ofte '.
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3ellular Manufacturing 0cont,d1
Te u6saped layout optimi5es flo$ from one
station to te next
?enefits include4 Higer trougput
-mproved coordination
Strong sense of team$ork -mproved )uality and productivity
Simplicity of cellular manufacturing
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3ellular Manufacturing 0cont,d1
1
2
3
5
4
10”
12”
11”
13”
8”
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3ellular Manufacturing 0cont,d1
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Single Minute -.change of Dies0SM-D1
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&eneral Pro4lems
/arge time losses due to setup are generally
accepted in many industries
8xpensive2 ig6tec e)uipment is often
seen as *eneficial in saving time and money
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Lean )pproach
-t is often te case tat creativity and
simplicity is te *est solution to tese
pro*lems
@enerally several smallersimpler macines
$ill *e more *eneficial
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'enefits of SM-D
>educed setup time
Higer efficiencies
-ncreased capacity
>educed &-P3s
/o$er *atc si5es
-ncreased safety
-ncreased flexi*ility
8limination of $aiting
+perators preference
Stockless production
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Internal 6s -.ternal Setup
Classification essential to effective SM8,
system
8xternal Setup4 +ne tat may *e completed
$ile macine is in operation
-nternal Setup4 +ne tat re)uires te sut
do$n of te macine for completion
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Internal 6s -.ternal 0cont,d1
Primary goal is to cange all internal setups
to external ones
>educe lengt of internal setup if una*le to
convert to external
>educe lengt of all external setups as $ell
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Simple Suggestions
0nalysis of setup procedures using
videotapes
.se more people $ere availa*le
.se offline time as maintenance time
Practice makes perfect
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SM-D -.amples
Split tread *olts
Handles Toggle clamps
.6saped $asers
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-.ample Tools
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-.ample Tools 0cont,d1
u6saped $asers Split tread *olts
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SM-D -.amples
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SM-D -.amples
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SM-D and Lean
SM8, needs to *e treated as a constant
improvement program
Setup times can not *e minimi5ed overnigt
Continuous evaluation and exploration of
furter improvements is a*solutely necessary