M A N U F A C T U R I N G E X T E N S I O N P A R T N E R S H MTES maryland technology extension service Management Information Session Lean Manufacturing Maryland Technology Extension Service Contributions made by the Lean Manufacturing Working Group * Locally known as Alabama Technology Network/University of Alabama, Huntsville; Georgia Manufacturing Extension Partnership; Massachusetts Manufacturing Partnership; Michigan Manufacturing Technology Center; Delaware Valley Industrial Resource Center; and Tennessee Manufacturing Extension Partnership
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M A N U F A C T U R I N G E X T E N S I O N P A R T N E R S H I P MTES maryland technology extension service Management Information Session Lean Manufacturing.
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M A N U F A C T U R I N G E X T E N S I O N P A R T N E R S H I PMTESmaryland technology extension service
Management Information Session
Lean Manufacturing
Maryland Technology Extension Service
Contributions made by the Lean Manufacturing Working Group
* Locally known as Alabama Technology Network/University of Alabama, Huntsville; Georgia Manufacturing Extension Partnership; Massachusetts Manufacturing Partnership; Michigan Manufacturing Technology Center; Delaware Valley Industrial Resource Center; and Tennessee Manufacturing Extension Partnership
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OBJECTIVE
To present a brief introduction to Lean Manufacturing to address the following:
1. What are the benefits of Lean Manufacturing?
2. What parts of the Organization are affected by Lean?
3. What are the “Keys To Success” in implementing Lean?
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What Are The Benefits of Lean?
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WHY COMPANIES INTRODUCED CELLULAR MANUFACTURING
1. On-Time delivery
2. Improved response
3. Reduced inventory
4. Improved quality
5. Improved workflow
6. Achievement of flexibility
7. Culture change
8. Delegation of accountability
9. Better use of plant
10. Better use of skilled labor
11. Job satisfaction
12. Information FlowFrom Ingersoll Engineers’ Study in “Making Manufacturing Cells Work” Edited by Lee R. Nyman, 1992
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LEAD TIME AND INVENTORY RESULTS
LEAD TIME % of Companies
No Change 4%
Decreased up to 25% 38%
Decreased 25%-50% 30%
Decreased more than 50% 28%
INVENTORY % of Companies
No Change 18%
Decreased up to 25% 30%
Decreased 25%-50% 33%
Decreased more than 50% 19%
“A majority of companies rated their overall investment as small or none.”
From Ingersoll Engineers’ Study in “Making Manufacturing Cells Work” Edited by Lee R. Nyman, 1992
From “AMERICA’S BEST - INDUSTRYWEEK’S Guide to World-Class Manufacturing Plants”
JIT/Continuous-flow Manufacturing 1993 1994 1995
96% 96% 100%
INDUSTRYWEEK - BEST PLANTS
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Lead Time Reduction
Productivity Increase
WIP Reduction
Quality Improvement
Space Utilization
0 25 50 75 100
Percentage of Benefits Achieved
Flexibility Skill Enhancement Visual Mgmnt
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Simplified Scheduling Less Transactions Less Variation, “More” Predictability Forecasts Become More Accurate Quicker Response To Design Changes Quicker Market Response Problems Are Visible Product Team Organization - Eliminates
Departmental Conflicts Facilitates Cross Training Facilitates Alternate Pay Schemes (Pay
For Skills)
ADDITIONAL BENEFITS
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BUSINESS GOALS THAT “LEAN” SUPPORTS
Turn Sales Orders into Profits as Quickly as Possible Decrease the time period from buying or fabricating components until you get paid by the customer for the finished product.
Increase ProfitsReduce Costs and Increase Sales.
Use Limited Resources Wisely People, Equipment, Buildings, etc.
“A team based approach to identifying and eliminating waste (non-value-adding activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection”
DEFINING LEAN (OR ONE PIECE FLOW, OR JIT, OR …..)
ANOTHER DEFINITION
“A manufacturing philosophy that shortens the time line between the customer order and the shipment by eliminating waste (non-value-adding activities).”
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Value AddedAny activity that increases the market form or function of the product or service. (These are things the customer is willing to pay for.)
Non-Value Added = Waste Any activity that does not add market form or
function or is not necessary. (These activities should be eliminated, simplified, reduced or integrated.)
DEFINITION OF VALUE ADDED
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Typically 95% of Total Lead Time is Non-Value Added!!!
Cell– A grouping of dissimilar work stations or operations into a flow
line to produce a specific product or product family.– Cells can be formed to produce a complete assembly, a
portion of an assembly, or a component(s).– Continuous Flow refers to producing one product at a time
within the cell.
Functional Department– A grouping of similar workstations or operations that perform
the same type of function. (e.g. All lathes are located in one area, and all grinders are located in a separate area.)
DEFINITIONS
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Cell Advantages Over Functional Department
1. Shorter Lead Time
2. Improved Quality - Quicker problem identification
3. Improved Quality - Less potential rework or scrap
4. Less Material Handling
5. Improved Coordination
6. Reduced Inventory
7. Departmental conflicts eliminated
8. Simplified Scheduling
9. Less Space Required
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FUNCTIONAL DEPARTMENTS AND CELLS
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Case Study
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Original Functional Layout
CASE STUDY - INJECTION MOLDER / ASSEMBLER
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Improved Flows - Product Group #1
NOTES METRICS
• 6 Cells • Flow Distance reduced from 280’ to 34’• Warehouse removed from process • Lead-time (molding through packaging)• Controlled amount of buffer reduced from 9 days to 5 hours• Color coding per cell • Lead-time (including all WIP) • Parts boxed for shipment in cell reduced from 9 days to 2.5 days• Molding Final Inspection eliminated • 65% WIP reduction