Transcript
Waste EliminationNon-Value Adding,but unavoidable with current technology or methods. Any work carried out that does not increase product value
Value Add
Waste
Traditional Focus
• Work Longer-Harder-Faster
• Add People or Equipment
Lean Manufacturing
• Improve the Value Stream to Eliminate Waste
LEAD TIME
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Incidental Work (NVA)E.g. Inspection
Non-Value Adding,but unavoidable with current technology or methods. Any work carried out that does not increase product value
QUALITY PRODUCTS
Defects should never be passed on to the following process
The idea that defects are the responsibility of inspection specialists at the end of the line does not existwww.beyondlean.com
Value Added (VA)E.g. Good Thinking….
….Good ProductsEmployees are not expected to simply routinely do
their job but are expected to contribute to the improvement of their own work operations, utilising
their own personal experience, knowledge and creativity.
On the remaining slides are brief overviews of some of the ‘Lean’ Tools
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Kaizen
The aim of Kaizen
Kai Zen
Change for the Good
Is the Japanese word for continuous improvement & is now a well used word around the world which
translates to:
“The continuous, incremental improvement of an activity to create
more value with less waste, giving quantifiable and sustainable benefit”
Kaizen
To create an environment of continual improvement, utilising the skills and
abilities of all our people to enable quantifiable and sustainable change,
whilst focusing on adding value and removing waste to increase customer
satisfaction and profitability.
7 W
AS
TES
VIS
UA
L M
GT &
C
ON
TR
OL
STA
ND
AR
DO
PER
ATIO
NS
KAIZEN
LEANMANUFACTURE
WO
RK
PLA
CE
OR
GA
NIS
ATIO
N&
HO
US
EK
EEP
ING
PEOPLE, ORGANISATION & CULTURE
Building Blocks
PLAN
KAIZENImprovement
Cycle
DOCHECK
ACT STEP 1PRE DIAGNOSTIC
STEP 2DIAGNOSTIC
STEP 3WORKSHOP
STEP 4AUDIT
STEP 5REVIEW
Kaizen I mprovement Board
Project
A rea
O bj ect ive
T eam Members Date S tar ted
Focus
Current S ituation Future S ituation
Measures
T ools Used
Main Causes
FactsCounter
Measure
ProposalCounter
Measure
1
2
3
Eff ectProposed
A ction List
Results / Benefi t
5C7WC/ E5W
MeasuresQ CDP
Sch Adh
Lead T ime
Concessions
Product ivity
Dist T rav
Velocit y
Category of I ssue
A common approach
Involve everybody in improvement
Continuous innovation and change
Simple, common and easily understood measures Easy to use improvement tools and techniques
GEMBAKAIZEN
Focus in theworkplace
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5C Workplace Organisation & HousekeepingThe 5C’s are actually steps of the technique that begin with ‘C’ and are utilised to create a The 5C’s are actually steps of the technique that begin with ‘C’ and are utilised to create a
workplace suited for visual control and lean production by enabling waste elimination, workplace suited for visual control and lean production by enabling waste elimination, standardisation and continuous organisation of the workplace. standardisation and continuous organisation of the workplace.
This technique was first developed in Japan by Toyota and used 5S’s.
5S's5S'sSeiriSeiriSeitonSeitonSeisoSeisoSeiketsuSeiketsuShitsukeShitsuke
5C's5C'sClear OutClear OutConfigureConfigureClean and checkClean and check
ConformityConformityCustom and PracticeCustom and Practice
5C is a foundation forcontinuous improvement.Without 5C all otherimprovements will be lost.
The aim of 5C is to:-Improve the work environment
Reduce wasteful activitiesEncourage visual controls
Enhance team workingReduce frustrationIncrease efficiency
It is all about having what
you need to do your job when you need it.
No more and no less.
Sust
aina
ble
con
tinu
ous
impr
ovem
ent
! 1.Clear Out
Separate the essentialSeparate the essentialfrom the non-essentialfrom the non-essential
Tools Jig 5, Stage 56
1
21
2
3
2.ConfigureA place for everythingA place for everythingand everything in its place and everything in its place.
3.Clean and CheckClean up the workplace & Checkfor opportunities to improve
4.ConformityEnsures we don’t dowhat we always did
5CPla
nD
oChe
ck
Re
v i
ew
Ka iz e n
ImprovementCycle
5.Custom and PracticeMake the other C’s part of everyday life to maintain improvement
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The 7 Wastes
Overproduction
Waiting
Inventory
Transportation Motion
Over Processing
Rework
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66
77
55 44
33
22
To produce sooner,fasteror in greater quantitiesthan customer demand.
Raw material, work in progressor finished goods
which is not having value added to it.
People or parts that wait for
a work cycle tobe completed.
Unnecessary movementof people, parts ormachines within
a process.
Unnecessary movement of peopleor parts between processes.
Non rightfirst time.Repetitionor correctionof a process.
Processing beyondthe standardrequired by thecustomer.
is the Japanese word for WASTE.MUDA
Seek it out and get rid!
1
2
34
5
6
7
An 8th waste is the wasted
potential of people
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MIFA - Material & Information Flow Analysis
Component / Sub-Assembly forecasts Finished Goods Forecasts Orders
Raw Materials Components Sub-Assemblies Final Assembly
Supplier CustomerCompany
ProcessA
ProcessB
ProcessC
ProcessD
DespatchGoodsInwards
Production Control
Forecast
OrdersFaxForecast
Weekly Schedule
I I I I
ProductionLead Time
ProcessingTime
Hrs Hrs Hrs Hrs
Days Days Days Days Days
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Continuous Flow Processing
WIP builds up
ProcessA
ProcessB
ProcessC
BATCH MANUFACTURE
Batch manufacturing is oftenorganised by grouping processes,
however this can inhibit material flow
ProcessABC
X ONE PIECE FLOW
Inventory is eliminated between processes allowing the product to
flow through the value stream
PROCESS 1 2 3 4 5 6 7 8 9(Time in hrs)123 DELAY
DELAY
PARTS WAIT UNTILPREVIOUS PARTSARE PROCESSED
LEAD TIME = 7HOURS
PROCESS 1 2 3 4 5 6 7 8 9 (Time in hrs)123
REDUCED LEAD TIME = 3 HOURSPARTS WAIT UNTILPREVIOUS PARTSARE PROCESSED
eg: if the stock between processes is three units the following situation would occur
The introduction of continuous flowsignificantly reduces Lead Time
Benefits of CFP are:Reduced work in progressReduced Lead TimeReduced transportation
Floorspace savingImproved communication
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People and Organisation
Stage 1.I nformation
Stage 3Direction
Stage 2.Support
Stage 4Encouragement
Anger Confusion
Time
Con
fide
nce,
Mora
le&
Eff
ect
ivene
ss
Looking to the past Looking to the future
Hid
den
beh
avio
urO
pen
beh
avio
ur
The Change Curve
Lean Transformation:-Is more than just a new way of manufacturing.It is going to challenge & change the whole organisation.Success depends on the people in the organisation and their acceptance and commitment.
Lean will touch everyone
Clear and consistent
communications
Change the way you do things, be different - be the best!
Good Quality ProductOn time every time
Shared BenefitsCustomer Service
Build a PartnershipLess firefighting
Improved relationships
Invest in job creation Create a long term future
Provide everything for the jobCreate a change environment
Encourage innovationWork together for a common goal
Give people more skillsProvide the tools to be the best
Create a safer & cleaner environment
Have the skills for the jobInvolved in problem solving
Work smarter not harderRaise & solve problems
Create sustainable improvementLess frustration
Ownership of cell targetsTeam working
Innovative culture
Leadership
Change
The WILLto
improve
Inspirethe
BELIEF
Providethe
TOOLS
DO it!
Management
Quality productsHigh productivityFlexibility
Job securityGood working environmentReasonable salary & benefits
Expects Expects
Workforce
You’re not a failureif you don’t make it.You’re a successbecause you try.
“If we always do whatwe always did then
We’ll always get whatwe always got”
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Visual Management and Control
Visual Controls are simple, clear and concise visibleindicators such as charts, diagrams, lights, measurements,floor markings,locations and signs.
Every day use of lights beingused to display actions, allowingyou to take control yoursituation.
Vice A1234
Handle A1234(H)
PlateBXY2
SpannerAB
MandrelABC
A1
A2 A3
A4
A5 A6Empty
Assembly Barchart
Aircraft No. Schedule Finish:Schedule Start:
Build Sequence DAY 1 DAY 2 DAY 3 DAY 4 DAY 5 DAY 6 DAY 7
AssemblyOperator No.1
AssemblyOperator No.2
AssemblyOperator No.3
AssemblyOperator No.4
Operators DateActual
12/10 13/10 14/10 15/10 16/10 19/10 20/1013/10 14/10 15/10 16/10 17/10 20/10 21/10
FINALINSPECT
POSITIONPLATES
FITGUIDES
1
REMOVEFROMJIG
LOADMOUNTING
RIVETBLOCKS
REMOVESUBASSY
FITCOVER
DISMANTLEANDDEBURR
FUEL GUAGE 24WEEK NO.
MON TUE WED THU FRI SAT SUN
PLANNED
ACTUAL
% COMPLETE
0 25 50 75 100
1010
10 9
10 10 10 10 10
11 10
A picture paintsa 1000 words
Always geteveryone in
the workplaceinvolved
What we can’tsee we can’t
improve
The aim of all these indicators is to make it immediatelyobvious to everyone the current situation or desired statusof a machine, resource, assembly or cell and to expose theABNORMAL undesired status so that action can be taken
to rectify it immediately.
SHADOWBOARD
Visibility of partsstatus,quantity & order level.
Poka Yoke
Colour coding
5C driven initiative
Targets
Achievements
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Cause & Effect Analysis
Foreign bodies found on RawMatl' / M/c
Out of date clamping devices
Wrong Specification
In process measuringnode
Gauges not calibrated
Method Sheet
No visualstandards
M/c capability
No plant maintenance
After sales service Poor Lighting
Spindle Speed
No Budget
Repairs
Replacements
Lack of Training
Shift Changeover
Careless checkingNew Operator
measuring equip'ineffective
Out ofspecification parts on CNC103
Overloaded
Method sheets do notcontain inspectioninstructions
New measuringequipment
Measurement Method Machinery
Money Manpower Materials
Problem SolvingBrainstorming
This technique can be used to pool together a list of views,opinions, facts or feelings about a particular issue, or to
generate new ideas that can promote unconventional‘creative thinking’. All team members have the opportunity to share their ideas, which are written down for discussionafter the brainstorming session has finished.
Brainstorming helps out of the box thinking which can often lead to being the most innovative ideas for improvement, or
solving a problem.
‘Out of the box’ thinking
The 5 Why’s
Never accept the first answer given when questioning to solve a problem, probe by asking ‘WHY’ at least 5 times………..
The 5 Why’s is simply a way of finding the root causeof a problem. The technique is essentially a questioningattitude which aims to get to root cause quickly andsimply by asking ‘Why’ 5 times in succession
Why, Why, Why, Why, Why????
Children are very good at this technique as they are forever asking WHY? And it makes you think and answer.
02040
6080
100120 A B C
ParetoPareto Analysis AnalysisPareto Analysis is a simple but effective problemprioritisation tool.
Simply a frequency distribution of attribute data arranged by category.
Commonly known as "ABC Analysis" or "the 80 / 20 Rule".
Its one of the most effective yet simple tools available. An effective ongoing improvement tool. Identifies the most significant problems to be worked on first. Has varying applications for use in manufacturing.
80% of the wealth is owned by 20 % of the people 80% of holidays are taken during 20% of the year 80% of overtime is worked by 20% of the workers
Benefits
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Standardised Operations
Standard Operations enableour daily life to become:
A method of ensuring manufacturing consistency,using less effort and less time to become more
productive and reduce waste.
StandardOperationSequence
Standard Operation sequence help to bring order out of chaos
High qualitySafe operations
Good productivityConsistent processes
Orderly workplaceClear training
Highq
uality S
af e
op
era
tion
s
Good
productivity
Consistent
processes
Ord
erly
workplace
Clear
training
SIMPLE & SAFE
STANDARD OPERATIONS CHART
RawMaterial
FinishedGoods
OP 1 OP 2
OP3
OP4 OP5
The standard operations chart definesthe motion and sequence of operations
WORK INSTRUCTION CHART
StepWorkInstruction Notes
CarePoints Photo
1
H&S Quality Knack
2
3
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Levelled ProductionThe pre-requisite of Just in Time working.Levelled production maximises the benefits of Just in Time by smoothing both the quantity and variety of parts over a production period.
Levelled Production
C F P
ContinuousFlow Processing
Takt time
PullSystem
60
Overworked
Under-utilised
60
Non-Levelled Production Levelled Production
Avoids overburdening through even distribution of workConsistent production supporting customer demandImproved labour effectiveness
Benefits of Production Levelling are:
Mins Mins
ProductProduct
Cycle time
2030
10
Mins
Product
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Sequential PullFill-up PullFactors for type of pull
High product varietyLarge product sizeShort shelf lifeManuf LT > Cust LTHigh variable demandUnreliable processHigh piece cost
xx
xxx
x
OK BEST
Pull SystemPull systems relyon the customerorder ‘pulling’
material throughthe productionsystem when it
is required.
The system canbe thought of
as a chainreaction,initiatedby the customer
withdrawing parts.
Rawmaterials
FinishedGoods
Supplier CustomerManufacturing site
Fill-up Pull
Sequential Pull
all parts are available in this system (like a supermarket)kanbans are used to authorise replenishment and control build sequencethe rate of production is controlled through the levelling board
parts are built to order. Customer lead time must exceed production lead timeproduction is triggered at the point at which the variant is defined, via a sequence listtablet kanban is used to authorise production or withdrawal, but does not specify variantFIFO principles must be used to ensure production sequence equals demand sequence
KANBAN
Kanban is not a system,but a means of communicatingcustomer orders through the
manufacturing process.
There are 3 main types:- Production Instruction Kanban
Parts Withdrawal Kanban Tablet Kanban PI PW T
ProcessA
DespatchArea
ProcessB
PI PW PI PW
Levelling Board
Customer
ProcessA
DespatchArea
ProcessB
T T
Levelling Board
Customer
T T
Production ControlSequence
List
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Takt Time
A B D E FC
10
30
0
20
Mins
ProcessA B D E FC
10
30
0
20
Mins
Process
‘Takt’ Time ‘Takt’ Time
‘Takt is the German word for ‘beat’ and represents the pace at which the customerrequires the product. Takt is therefore used to determine the rate which parts
have to be produced throughout the shift.
Takt Time = Total production time available* Total customer demand
eg: Total time available = 5 Hrs Customer demand = 10 units
*(does not include breaks,meetings & clean up time)
Therefore = 5 x 60minstakt time 10 units
= 300 mins 10 units
= 30 mins
This means that each process needs to complete one unit every 30 mins to satisfy thecustomer demand of 10 units in 5 hours.
Current FutureTakt allows the work to bebalanced, which frees upmachines and operators.
WorkBalancing
Benefits of Takt time are:Easily managed processesConsistent qualityEmployee accountability
Employee safetyImproved efficiency
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Just In Time
Levelled Production
C F P
ContinuousFlow Processing
Takt time
PullSystem
What is Just In Time?
“Manufacturing and conveyingwhat is needed,
when it is needed,in the amount that is needed,
at the quality requiredand in the
shortest possible lead time”
Just In Time is:-
JIT has 3 parts,based on one pre-requisite.
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“Vision without action is merely a dream. Action without vision just passes the time. Vision with action can
change the world.”Author: Joel Barker
“When the winds of change come, some people build walls, others build windmills.”
Author: Brian Mayne
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