LEAN PRODUCTION FOR COMPETITIVE ADVANTAGE A Comprehensive Guide to Lean Methodologies and Management Practices John Nicholas L-oC) CRC Press >V^ J Taylor & Francis Group Boca Raton London New York CRC Press is an imprint of the Taylor & Francis Group, an informa business A PRODUCTIVITY PRESS BOOK
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LEAN PRODUCTIONFOR COMPETITIVE
ADVANTAGE
A Comprehensive Guide to Lean
Methodologies and Management Practices
John Nicholas
L-oC) CRC Press>V^ J Taylor & Francis Group
Boca Raton London New York
CRC Press is an imprint of theTaylor & Francis Group, an informa business
A PRODUCTIVITY PRESS BOOK
Contents
Preface xxi
Acknowledgments xxv
1 Race without a Finish Line 1Competitive Advantage: Better, Cheaper, Faster, More Agile 2Lean Production and Total Quality Management 3Lean Production and the Production Pipeline 3The Lean Difference 4Evolution of Manufacturing 5
The Machine That Changed the World 5Craftsmanship Yields to Industrialization 5Craft Production of Automobiles 6Ford's Mass Production System 6Emergence of Modern Mass Production 7Mass Production around the World 8Toyoda and Ohno 8
Toyota Production System—Prototype for Lean Production 8Reduced Setup Times 9Small Lot Production and One-Piece Flow 9Employee Involvement and Empowerment 10Quality at the Source 10Equipment Maintenance 10Pull Production 11Standard Work 11Supplier Partnerships 11
America's Fall from Manufacturing Grace 12Climbing Back 13Modern Developments 13
The Imperative 14Organization of Book 14Notes ~ 16Suggested Readings 16Questions 17Research Questions 17
vii
viii • Contents
SECTION I CONTINUOUS IMPROVEMENT, WASTE ELIMINATION,CUSTOMER-FOCUSED QUALITY
2 Fundamentals of Continuous Improvement 21Continuous Improvement as Tactics and Strategy 22
Incremental Improvement: Kaizen '. ." 22Innovation Improvement 24Making the Leap 24Improvement as Strategy 26
Finding and Implementing Improvements... 28PDCA Cycle 28
Plan Step 29Do Step 29Check Step 30Act Step 30
Five-Why Process 30Value Analysis/Value Engineering 31
Value Analysis Procedure 31Process Reengineering .33
Total Quality Management 91TQM Integrative Framework 92
Marketing, Sales, and Finance 92Product Design and Manufacturing Design 93Purchasing and Suppliers 94Production Management and Frontline Workers 95Customer Service 95
Six Sigma 96Statistical Interpretation 96DMAIC Improvement Process 97Belts and Certification 98
Statistical Process Control (SPC) 98Control Chart 99Process Stability 100Process Capability 101Nonstatistical Process Control 101
Employee Involvement and Quality Ownership 101Frontline Worker Responsibility 101Process Orientation 102Quality Training and Education 102
Implementing TQM 103Barriers to Successful TQM 103
TQM and Lean Production 104Summary 105Notes 105Suggested Readings 106Questions : 106
SECTION II ELEMENTS OF LEAN PRODUCTION
5 Small Lot Production I l lLot Size Basics I l l
Dollar Costs Associated with Lots 112Lot Sizing and Setup Reduction 112Kind of Lots 113
Lot Sizing 113Process and Purchase Batches 113
Lot-for-Lot 113Period Order Quantity 114Economic Order Quantity 115Economic Manufacturing Quantity 116
Scope of Project 153Setup Reduction Team 154Ready, Get Set, Shoot! 154Analysis of Video Recording 154Generating and Selecting Ideas 155Continuous Improvement 156
Preventive Maintenance Program 172Causes of Equipment Problems 172Maintain Normal Operating Conditions 173Maintain Equipment Requirements 173Keep Equipment and Facilities Clean and Organized 174Monitor Equipment Daily 174Schedule Preventive Maintenance 174
Ways of Scheduling PM 175Scheduled PM and Failure Pattern 175
Manage Maintenance Information 179Use Predictive Maintenance 182Role of Operators 183
Contents • xiii
Total Productive Maintenance 184Perform TPM Preventive Maintenance 184Develop In-House Capability to Restore and Redesign Equipment 185Eliminate Human Error in Operation and Maintenance 187
Education and Training:.... 187Foolproofing 187Improving Maintenance Procedures 189
Implementing TPM 191Program Feasibility 191Program Objectives and Master Plan 192Target Areas 192Target Area Committees 193Plantwide Issues 193Management Support 194Maintenance Organization 194
8 Pull Production Systems 201Production Control Systems 202Pull Systems and Push Systems 202
Pull Production Process 203Why Pull Production Cannot Be Stockless 204Push Production Process 206Pull Production and Push Production Contrasted 209Containers and Cards 209Rules for Pull Production 210
How to Achieve Pull Production 211Pull System as a Fixed-Quantity/Reorder-Point System 212Containers in a Buffer 214
Container Size 214Material Handling 214Outbound and Inbound Buffers 215
Conveyance Kanbans 216Production Kanbans 218
Safety Factor 220Another Single-Card System 220Signal Kanban 221What, More Cards? 225
Other Mechanisms for Signal and Control 226Wheeled Carts 226Kanban Squares 227Golf Balls 227Electronic Kanban 227Clothespin Clips 228Milk Run 228Kanban Sequence Board 229
Process Improvement 232Practical Matters 232
Necessary Conditions for Pull Production 233Pull Production and Repetitive Production 234When Pull Does Not Work 234Pull and Push Systems, Both at Once 235Getting Started 235
Time to Complete a Task or an Operation 313Completion Time per Unit 315Production Capacity 316
Standard Operations Routine 316Kinds of SORs 316SOR Sheet 317Operations Routine and Process Routing Sequence 320Idle Time 321
Standard Quantity of WIP 321Standard Operations Sheet 322
Improvement Tool 323Conditions for Successful Standard Operations 326Standard Operations in the Service Sector 327Summary 328Notes 328Suggested Reading .- 329Questions 329
12 Quality at the Source and Mistake-Proofing 331SPC Limitations 331100% Inspection (Screening) 332
Self-Checks and Successive Checks 332Self-Checks 332Successive Checks 332
Requirements for Self-Checks and Successive Checks 333Check Targets 333
Feedback and Action 333Consideration and Support for Workers 334
Automation 334Cycle Time 335Pursuit of Perfection: Limits of Inspection 335
Jidoka 336Autonomation 336Andons 336
Contents • xvii
Source Inspection and Pokayoke 337Source Inspection 338Pokayoke Functions 340
SECTION III LEAN PRODUCTION PLANNING, CONTROL, ANDSUPPLY CHAINS
13 Uniform Flow and Mixed-Model Scheduling 351Production Leveling 351
Leveling Production with Buffer Stocks 353Leveling Production with Uniform Schedules 353Requirements for Leveling Production Schedules 355
Continuous, Stable Demand 355Short Setup Times 356Production = Demand 356
Leveling Focus 356Leveling the Master Schedule 357
Leveling One Product Group 357Leveling Multiple Products 358
Leveled Schedules: A Cooperative Effort 361Level Scheduling in Pull Production •. 362
Mixed-Model Production 362Final Assembly Schedule 362Heijunka: Mixed-Model Production 363Batch Size 363MMP and Production Smoothing 363
The MMP Schedule 364Requirements for MMP 365
Flexible Workers 366Effective Quality Assurance 366Small-Lot Material Supply 366
Advantages of MMP 366Elimination of Losses Due to Line Changeover 366Process Improvement 367Balanced Work Loads 367Fewer Losses from Material Shortages 367
Production Planning and Scheduling in Different Circumstances 367Production Philosophy 367
Make to Stock 367
xviii • Contents
Assemble to Order 368Make to Order 368
Final Assembly Scheduling versus Master Production Scheduling 369MTS: Uniform Load Production Schedule 370Assemble to Order 372
Modular Bills 372Modularization Procedure 373Planning Bills 375Alternative to Planning Bills 376Role of Concurrent Engineering 376
Make to Order 377Scheduling with Backlogs 377Minimizing Scheduling Problems 378
Hybrid Systems 380Summary 381Notes 382Suggested Reading 383Questions 383
14 Synchronizing and Balancing the Process 389Synchronization 389
Synchronized Cycle Times 390The Essence of Cycle Time 392
Bottleneck Scheduling 393Principles 393
Throughput Pace 393Buffer Stock 393Process Scheduling 393Drum-Buffer-Rope : 393
Pull from Bottleneck 394Balancing 394
Line Balancing 395Balancing for MMP 397Other Ways to Achieve Balance 400
Dynamic Balance 400Parallel Line 400
Balancing for Synchronous Flow 401Balancing through Worker Reassignment 402Maintaining Synchronization 403
Adapting to Schedule Changes 404Alter the Production Workday 404Alter the Production Rate (Adjust Cycle Time) 405In Practice: Adjusting to Schedule Changes 405
15 Planning and Control in Pull Production 411The Whole Enchilada 412
Centralized System 412Decentralized System 413
Centralized Planning and Control System 414Monthly Planning 414
Planning MPSs for Future Periods 414MPSs for Shop Floor Planning 415
Daily Scheduling 415Integrating Recent Demand Information 415Daily Order Alterations 416Material Procurement Forecast 417Kanban Supplier Link 417MRP Supplier Link 418
Decentralized Planning and Control System 418Detailed Capacity Planning 418
Shop-Floor Control 419Visual Management, Again 419
Role of Worker Teams 419Adapting MRP-Based PPC Systems to Pull Production 420
Simplified Bills of Materials 420FlatBOMs 421Phantom Records 423
Stock Areas and Point of Use 424Postdeduct and Deduct Lists 426Rate-Based Master Schedules 427Implementing Pull Production with MRP PPO 428
Step 1: Create a Logical Flow; Improve Material Handling 429Step 2: Introduce the Pull System 429Step 3: Create a New Layout; Reduce Reliance on MRP 430Step 4: Continuously Improve Processes 430
16 Lean Production in the Supply Chain 437Produce versus Buy 438Relying on Suppliers 438
Core Competency 438Supply Chain Management 439
Process and Customer Focus 440Customer-Supplier Relationships 440
Joint Problem Solving 441
xx • Contents
Quality at the Source 441Information Sharing 441Partnership Relationships 441
Purchase Criteria 442Design Source 443Number of Suppliers 443Type of Agreement 444Terms of Agreement 444Customer—Supplier Interaction 445It Doesn't Come Easy 447Small-Customer, Big-Supplier Partnership 448
Supplier Selection 448Certification 448
Certification by Customer 449Certification by Industry Standard or Award 450
Evaluation 450Purchasing 451
Evolution of Purchasing 451Role of Purchasing in Lean Production 451
Lean in the Supply Chain 453Facilities Layout 453Teamwork 455Setup Reduction and Small-Batch Shipping 455Preventive Maintenance 458Kanban 458Communication and Scheduling 460
Share Plans, Maintain Uniform Schedules 460Point-to-Point Communication 461
Getting Started: Begin at Home ; 463Summary 463Appendix: Supplier Kanban 464Notes 466Suggested Readings 467Questions 467