World Class Manufacturing

WORLD CLASS MANUFACTURING

SAMINA SHEIKH

HITESH GAWAD

VIPUL SHETTY

Critical Control

Points

Mass Production World Class

Manufacturing

Logistics �Large batch production

� Just-in-case

inventories

�Specialized, Robust &

Rigid machinery

�Single unit flow production

�Just-in-time inventories

� Flexible machinery and

�rapid machine changeover

Quality � End of line inspection

� Reworking of defects

�Quality-at-source at each

part of production process

Work organisation �Division of labor

between skilled and

unskilled workers

� Specialized R&D and

product development

�Multi-tasking &multi -

skilling

�Continuous improvement in

green areas as well as

specialized staff

Contrasting Mass Production & WCM

WORLD CLASS MANUFACTURING

METHODOLOGIES

3 M

5 - S

TPM

JITSMEDLEAN

MFRGPOKAYOKE

K

A

I

Z

E

N

AUTONOMOUS

MAINTENANCE

3M

• MUDA WASTE

• MURI STRAIN

• MURA INCONSISTENCY/

IMBALANCEMURI

MUDA

MURA

5S-Workplace Organization &

Standardization

• Developed in Japan.

• Structured program to

implement workplace

organization &

Standardization.

• Known to improve work

efficiency, safety,

productivity & establishes a

sense of ownership.

• Lays the foundation for

other Methodologies

5s stands for ……

• Seiri Clearing-up

• Seiton Organizing

• Seiso Cleaning

• Seiketsu Standardization

• Shitsuke Self Discipline

Total Productive Maintenance (TPM)

Total Productive Maintenance (TPM)

Meaning

• TPM is a maintenance

philosophy designed to

integrate equipment

maintenance into the

manufacturing process

• is a group effort where

the entire organization

works together to

maintain and improve

the equipment.

Goal

• To eliminate losses tied to

equipment maintenance

or, in other words, keep

equipment producing

only good product, as fast

as possible with no

unplanned downtime.

• ‘Can do’ philosophy.

Autonomous Maintenance

• Individual preserving

one’s own equipment

• Significant change from

the theory of “I

Manufacture-You

Repair”

We are too busy

to do regular

checks

They do not

maintain

The machine is

so old, no

wonder it

breaks down

Too loaded to do

corrective

action

They take too

long

Production do not

know to

operate

Maintenance

does not know

its job

Maintenance

(Before)

Production

(Before)

Autonomous Maintenance

Solution

4. Master how to repair the

equipment.

7. All-out autonomous

management

6. Orderliness and tidiness.

3. Learn how to operate the

machine with the required

accuracy and how to

evaluate the product

quality.

5. Autonomous check-up

4. General inspection

2. Study the mechanism and

functions of the

equipments and the

machines.

3. Formulation of clean-up

and lubrication standards

2. Measures against sources

of outbreaks.

1. Familiarize with the

concept of equipment

maintenance and

improvement and with

how to put the idea into

practical realization

1. Initial clean-up

4 steps to become an operator

strong on equipment

Autonomous Maintenance-7

steps

POKAYOKE

Poka Yoke is also termed as “Mistake / Fool proofing”

• Poka “Inadvertent errors”

• Yoke “To avoid”

Classification of POKA YOKE:

• Prediction v/s Detection

• Alarm v/s Shutdown v/s Control

• Contact v/s Fixed value v/s Motion

SINGLE MINUTE EXCHANGE OF DIES

• No set-up should take more

than 9 minutes

• It is a systematic approach

that decreases disturbances

and problem

• Based on team-work and

creativity

• SMED methods is used for

exchange of dies, but also

for cleaning, and for regular

maintenance

SINGLE MINUTE EXCHANGE OF DIES

Problems in setup operations

� Considered to be a skill

� Variability

� No SOP’s available

� Engineering time not studied

� Tool and adequacy of manpower not clear.

Steps in reducing Setup time

� Elimination of the 3M’s

� Reduce external time

� Reduce internal time

� Convert from internal to external time

� Stream line the operations

� Re-look at 1S, 2S, and 3S.

� Standardize procedure

� Training

� Sustain through audits

� Look for next improvement

Just In Time in world Class

Manufacturing

• Uses a systems approach to develop and

operate a manufacturing system

• Organizes the production process so that

parts are available when they are needed

• A method for optimizing processes that

involves continual reduction of waste

Just In Time in world Class

Manufacturing

• Inventory Reduction as

a Tool for Improvement

• Supplier Relationships

• Inventory “Pull”

• Uniform Plant Loading

• Reduced Setup Times

• Shop-Floor Layout and

Production Cells

• Total Quality Assurance

• Preventive

Maintenance

Advantages of Just In Time in world

Class Manufacturing

• Materials Cost Savings

• Manufacturing Cost

Savings

• Sales Cost Savings

Lean Manufacturing

Definition

• A systematic approach

to identifying and

eliminating waste

through continuous

improvement, flowing

the product at the pull

of the customer in

pursuit of perfection.

Principles

• Understanding Customer

value.

• Value Stream Analysis

• Flow.

• Pull.

• Perfection.

WORLD CLASS

MANUFACTURING

PROCESS

Kanban

System

•Kanban is a simple yet effective

control system that can be easily

introduced and adopted in

various production environments.

• It is considered to be the

“central element” of Lean and

World Class Manufacturing.

•Uses a systems approach to

develop and operate a

manufacturing system.

•Organizes the production process

so that parts are available when

they are needed.

•A method for optimizing

processes that involves continual

reduction of waste.

CONWIP stands for Constant

Work-In-Process, and

designates a control

strategy that limits the total

number of parts allowed

into the system at the same

time

CONWIP control. Movement

of parts shown in blue,

circulation of release

authorizations in green.

CONWIP control

Once the parts are released, they

are processed as quickly as

possible until they wind up in the

last buffer as finished goods. One

way to view this is that the system

is enveloped in a single Kanban

cell: Once the consumer removes

a part from the finished goods

inventory, the first machine in the

chain is authorized to load

another part.

How a WCM is achieved

• Develop the awareness of the need to make the

transition to World Class Manufacturing

• Develop the ability to search for relevant tools and

to apply them effectively

• Monitor progress so that an improvement program

can be systematically utilized.

Factors which can make a WCM

Some other factors

Implementing WCM :

Tools to Measure and Record Progress

Success Factors WCM Tools Measurement Indicators

1. Cost control Just In time logisitics,

quality at source & supply

chain management tools.

• Inventory holdings

• Absence of defects and rework

• Cost of incoming materials

2. Quality Statistical Process Control,

fool-proofing to prevent

errors, Pareto analysis of

types and causes of

production defects

• Customer return rates

• Internal reject, rework & scrap

rates.

• Supplier quality Performance.

3.External

flexibility

Just-in-time logistics,

quality at source and

supply chain management

tools

•· Time from customer order to

• delivery

•· Delivery frequency & reliability

to customers.

• Delivery frequency and

reliability of suppliers

Success

Factors

WCM Tools Measurement Indicators

4. Internal

flexibility

Cellular layouts, single unit

flow, production pulling,

Kanban signaling system,

single-minute exchange of

dies for rapid machine changeover,

supply chain

management

Machine changeover times

Batch and lot sizes

Inventory levels

Throughput time through factory

Machine utilization levels

5. Capacity

to change

(Human

resource

development)

Multi-tasking,

Multi skilling,

Quality circles,

Kaizen groups,

Training,

Incentive schemes.

Numeracy and literacy levels

Labor/management turnover levels

Absenteeism rates

Training expenditure and types of

training

Employee development

Suggestion schemes/continuous

improvement

6.Innovation

capacity

Concurrent engineering,

new product development

techniques

R&D expenditure

Proportion of sales from

new products