Cypress Review—Confidential 1 Lean Manufacturing Toolbox Tim Conway [email protected]13 November, 2018 Lean Manufacturing Toolbox 2 Tim Conway Are You A Lean Practitioner? Do you… Have a drop zone for your keys, wallet, purse, etc.? Organize your kitchen silverware by type and size? Have a set location for your garage shop tools? Set out your work clothes the night before? Wash your car windshield while the gas is pumping? Prefer roundabouts over stop lights for low-volume intersections? If you strive to be efficient and organized then you’re a lean practitioner
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May result from internal standards that are tighter than the true customer requirements in order to provide risk mitigation
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Waste – Defects
Defect is anything that prevents the product, service or process from performing its intended function
Requires additional resources, line capacity and buffer inventory to avoid major disruption to the production pace
0
50
100
150
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250
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1 4 7 10 13 16 19 22 25 28
Reworked
Quantity
Day
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The 8th Type of Waste
Under-utilization of resources and talents
“Are there online training resources that we can use so we don’t have to wait for a class.”
“I spend a lot of time doing paperwork that really has no benefit.”
“I waste time each day waiting on reports to be delivered from other departments.”
“Our team spends a lot of time collecting metric data that we feel is not relevant.”
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7
5 4
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The 8th type of waste is under-
utilization of people6
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Lean Manufacturing: Principles
Flow: Near Continuous Flow, Small Batch Sizes
Pace: Synchronized Between Steps, Aligned to Customer Needs
Pull: Scheduling at Each Step Linked to Customer Demand
Level: Resources Balanced to Reduce Over or Under-Utilization
Stability: Enabler of Flow, Pace, Pull & Level, Leading to Decreased Waste and Increased Business Impact
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Map out entire business process
Identify waste and incidental steps
Eliminate waste and streamline incidental tasks/steps
Eliminate other blockages to flow (e.g. batching)
1 2
3 4
5Wait
Wait
Value add
Internal buffer
A
1 2 3 4 5
Value addFrom To
Flow
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Determine the rate of customer demand
Synchronize all process steps to that rate
Only produce what is needed when needed without waiting or inventory
1 2 3 4 5
WIP (Work in progress)
1 2 3 4 5
WIPFrom To
Pace
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Only produce what the customer wants when they want it
Set up clear system to produce on customer orders
From To
1 2 3 4 5
From
Push
WIP
Push
WIP
Push
WIP
Push
WIP
Signal to do workFlow of work
1 2 3 4 5
To
Pull
Signal
Pull
SignalPull
Signal
Pull
Signal
Signal to do workFlow of work
Pull
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Level
No asset or person under or over utilized
This requires work standards and cross training
1 2 3 4 5From
Time per activity
21 543
1 2 3 4 5To
Time per activity
21 543
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Lean Tools
Lean Manufacturing Toolbox 28Tim Conway
Lean Tools
Common lean tools include:
1. Value Stream Mapping (VSM)
2. Spaghetti Diagrams
3. Continuous Flow Manufacturing; Theory of Constraints (TOC)
4. Visual Factory
5. 5S
6. Poka-Yoke
7. Total Productive Maintenance (TPM)
8. Setup Reduction
9. Kaizen
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Value Stream Mapping (VSM)
Objective: Identify and Eliminate Waste1. Map the process; identify the current state. Include relevant data such as processing
and waiting times and failure rates.
2. Classify activities as Value-Added (green), Non-Value-Added (red) or Incidental (yellow)
3. Identify the desired future state. Eliminate, combine, streamline tasks.
4. Define action plan to achieve the future state
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Final VSM (Current & Future State Maps)
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VSM is called “Material and Information Flow” by Toyota
The top part of the map is for information flow ( from right to left)
The bottom part of the map is for material flow (from left to right)
VSM with Information Flow (Toyota System)
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Spaghetti Diagrams
Spaghetti diagrams show the path taken by a person or product through a portion of the processing flow Highlights handoffs and potentially wasted motion in the process
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Continuous Flow Manufacturing
Continuous Flow Manufacturing (CFM)
Objective: move material one piece (process unit) at a time, at a rate determined by the needs of the customer Supports the Flow, Pace, Pull and Level objectives of Lean Manufacturing
Utilizes a number of techniques Kanban (pull system) to signal when the next operation needs product
Poka-Yoke (mistake proofing) to prevent defects from proceeding
Inspections and self-checks to catch defects
Total Productive Maintenance to ensure high line capability
1 2 3 4 5 1 2 3 4 5
WIP (Work in progress)
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Theory of Constraints (TOC)
Developed by Eli Goldratt “The Goal” (1986) and “Theory of Constraints” (1990)
Objective Maximize throughput and minimize cycle time
Three basic measures Throughput
Inventory
Operational Expense
Focus Identify bottleneck constraint and reduce it’s impact
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Theory of Constraints (cont.)
Procedure Identify the system constraint
Ensure non-constraints are managed to provide materials and resources to the constraint
Work to resolve the root causes of the constraint
Repeat; look for new constraints
Drum – Buffer - Rope Goal: Ensure a smooth flow of material to the constraint
Drum: The pace of the operation as determined by the constraint
Buffer: Inventory at the bottleneck to ensure it never waits
Rope: Feedback mechanism to ensure buffer is maintained at the proper inventory level
TOC promotes the Flow, Pace, Pull and Level principles
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Visual Factory
Visual Factory communicates critical information quickly
Objective: Make relevant problems obvious to all in real time
R O U T E
Relevant EngageObviousUnderstand
QuicklyTimely
• Key Performance Indicators
• Key Steps
• Key Locations
• In Plain Site
• Simple (e.g., light tower)
• Show Status vs Standard or Goal
• Colors to HighlightIssues
• Emphasize Visual Displays (not numbers)
• Update Regularly
• Ideally Update Automatically
• Create Urgency
• Create Ownership
• Drive Action
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Visual Factory (cont.)
Visual Factory examples
Light Tower allows real time visual notification of problems
Blue tape makes it obvious when setup is not per standard
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5S
5S is an important element of visual control Enables detection of non-standard practices
Instills order and cleanliness in the workplace by: Establishing orderly workplace
Sustaining the new order
Achieved by: Sort: clear out unnecessary items
Set in Order: arrange & mark optimum work area layout
Shine: clean workplace regularly
Standardize: document best practices
Sustain: maintain workplace best practices
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Poka-Yoke (Mistake Proofing)
Pronounced POH-kah YOH-kay It is a translation of a shortened Japanese phrase meaning “to make mistakes impossible”
Developed by S. Shingo of Toyota Shingo calls it “Zero Quality Control” (ZQC)
Why is Poka-Yoke important? It has extremely high impact, usually at little cost
Conceptually is one of the simplest tools to learn
Poka-Yoke has two parts: Making mistakes impossible (prevention and solution)
Making mistakes immediately obvious (detection)
Example Part design only allows the correct install orientation
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Total Productive Maintenance (TPM)
Total Productive Maintenance (TPM) originated in Japan as a method for improved machine availability through better utilization of maintenance and production resources.
TPM is a critical adjunct to lean manufacturing.
TPM enhances lean efforts and facilitates productivity
1. Starts with 5S / Visual Factory
2. Analyzes downtime events by cause, frequency, and duration
3. Prevents downtime using effective Preventive Maintenance (PM)
4. Predicts downtime using Predictive Maintenance
5. Expands role of Operator as first point of early warning and prevention
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Total Productive Maintenance (TPM)
TPM eliminates waste and lost time: Due to equipment downtime and setup
Due to idling and minor stoppages
Due to discrepancies between designed and actual speed of equipment