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Introduction to LeanManufacturing
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Lean Manufacturing Definition
Lean has been defined in many different ways.
A systematic approach to identifying and eliminatingwaste(non-value-added activities) through continuousimprovementby flowing the product at the pullof thecustomer in pursuit of perfection.
By The MEP Lean Network
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History Timeline for Lean Manufacturing
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Lean manufacturing is a
philosophyIn 1990 James Womack, Daniel T. Jones, and
Daniel Rooswrote a book called The Machine
That Changed the World: The Story of LeanProduction-- Toyota's Secret Weapon in the Global CarWars That Is Now Revolutionizing World Industry
In this book, Womack introduced the ToyotaProduction System to American.
What was new was a phrase"Lean Manufacturing."
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How to Increase Profit?
Intro-To-Lean
Profit
Cost
ProfitCost
ProfitCost
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Muda (Waste)
Taiichi Ohno (1912-1990), the Toyota executive who was the mostferocious foe of waste human history has produced, identified thefirst seven types of mudain manufacturing system:
Storage Transportation Waiting Motion
Process Defects Over-production
Mud
ais everywhere.
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Lean Overview
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Lean Manufacturing Tools 5S Value Stream Mapping
Standardized Work
Load Leveling
Kaizen Kanban
Visual Workplace
Quick Changeover
Andon Poka-yoke
One-piece flow
Cellular Manufacturing
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Production Planning System (Push System)
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Push or Pull?
A push system
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Push or Pull?
A pull system
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Kanban Operation
WK(2)PK(1) PK(i+1)PK(2) PK(N)WK(1) WK(N)WK(i+1)WK(i) PK(i)
RM FG
Kanban Stage
1
Kanban Stage
i
Station
1
Station
2
Station
i
Station
i+1
Station
N+1
Figure 3.3. A kanban stage formed by two adjacent stations.
From stage i-1 To stage i+1
12
i
3
Kanban Stage
i
i +1
WKPK
4
KK-1
5
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Finishedgoods
Raw materials inventory
Semi-finishedparts
PKPK PK WKWKWK
Station 1 Station 2
Station 3
Semi-finished parts
Material
handler Order
receiving
RMRMRM
14
3
2
1
3
4
4
5
6
7
7
7
7
8
8
9
12
13
13
11
10
11
11
11
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Current State Map of A Case Study Example
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Future State MapAt which stations, are parts withdrawn?At which stations, are parts scheduled?
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Which to ChooseMRP
(ERP), or Kanban?Where MRP (ERP) works best:
MRP is by its very nature a forward-lookingsystem.
MRP can be very effective in an environment witha great deal of variability.
MRP is recognized an engine to drive an integrated
enterprise-wide information system. Purchasingand logistics activities were similarly beingintegrated with fundamental internal materialsmanagement principles into an enterprise-wideapproach.
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MRP or Lean Manufacturing?
MRP is a predictive system. It does not reflect tocustomers demand (easy to get overproduction).
A company takes MRP suggestions and acts on them withouttoo much review is very risky.
MRP wont fully support the cost-cutting.
MRP needs lots of data for production management.
MRP generates high overhead.
MRP builds high work-in-process. MRPs lead times are fixed.
MRP creates potential quality hazard.
Where MRP is not as effective.
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Which to Choose MRP
(ERP), or Kanban?Where Kanban works best.Kanban is a very reactive system. Very little is planned
ahead. Instead, Kanban causes replacement of material used in a
totally reactive mode. Kanban works best in a highly stable andpredictable environment.
Where it is not as effective.
Kanban can quickly fail in a highly volatile environmentbecause of the reactive nature of the system. Volatility incustomer demand, processing problems, and extensive changesin product designs make it very difficult for a Kanban system towork effectively.
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Which to Choose MRP(ERP), or Kanban?
Kanban and MRP Combination
The combination of these two systems is becoming quite
common. An MRP system is used for advanced planning,including long lead-time purchased materials, adding resources,and implementing product design changes. Once the MRP has thematerials and resources linedup,however, Kanban is used asan execution system, bringing with the characteristics of rapid
response to customer order and reduced inventory levelsthroughout the process.
Hybrid Systems
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The Objections to Lean
How should you deal with these objections to lean?
It is very hard to deal with raw material suppliersif we fully depend on customer order.
It takes too much discipline.It takes too long to implement.
My process is too complex; I have to deal withtoo many uncontrollable variables, like late suppliershipments, sick people, etc.
My process requires a large batch size.
It doesnt make sense in my industry.
Its unclear to me how lean will work with my
MRP system.
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Lean and Green
The environmental impacts due to
production and waste generation
have made its way into every day
society.
Consumers are becoming more
environmentally conscious.
With the Earths limited resources,
companies are more conscious of
their carbon footprint, and there has
been a movement to create moreenvironmentally friendly decisions.
Green engineering is the systems-level approach to product and
process design where environmental attributes are treated as primary
objectives or opportunities rather than simple constraints.
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lean manufacturing is a link
to green engineeringLean manufacturing is the business model and collection of tactical
methods that emphasize eliminating non-value- added activities
(waste) while delivering quality products at lowest cost with greater
efficiency. In conjunction, six goals of green engineering are:
1. Select low environmental impact materials.
2. Avoid toxic or hazardous materials.
3. Choose cleaner production processes.
4. Maximize energy and water efficiencies.
5. Design for waste minimization.
6. Design for recyclability and reuse of material.
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lean manufacturing is a link
to green engineeringPopulation growsWastes increase
Fossil fuels are diminishing and there is nothing replenishing them.
Consumers are becoming more aware of the environment and
prefer environmentally friendly companies.Being lean and green is so important now to reduce the
consumption of natural resources and the CO2 concentration
in the Earths atmosphere.
The only real difference between lean and green manufacturing is
that green actually designs the product or process with the
environment as a constraint while lean creates a process with the
view of the environment as a valuable resource and not a
constraint.
Key Steps in Transforming
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Key Steps in Transforminga Company to the Lean
Approach1. Establish a steering teamconduct strategic planning session2. Train the steering team and the model line team in the
disciplines of lean
3.Perform PQR (product-quantity-routing) analysis
4. Identify value streamsselect a value stream5. Calculate model line takt time6. Value stream map the model lineassemble current state map7. Balance the lineassign standard work
8. Establish standard WIP (inventory levels)9. Test the system (virtual cell)document results10. Setup reduction event
Key Steps in Transforming
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Key Steps in Transforminga Company to the Lean
Approach11. Conduct 5S eventapply TPM techniques12. Establish visual signalsreduce paperwork13. Explore alternative flow patterns
14. Develop block layout15. Develop detailed layout16. Execute move17. Select next value stream and repeat
Gary Conner, President of Lean Enterprise Training, Newport, OR, Road Map to
Lean for the Smaller Shop, Society of Manufacturing Engineers, LeanManufacturing 2007, Supplement to Manufacturing Engineering, 2007. pp. 27-29.
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References
Society of Manufacturing Engineers, Lean Manufacturing 2007,Supplement to Manufacturing Engineering, 2007.
Society of Manufacturing Engineers, Lean Manufacturing 2008,Supplement to Manufacturing Engineering, 2008.
Garrett Brown and Dara ORourke, LeanManufacturingComestoChina: A Case Study of its Impact on Workplace Health and Safety,
International Journal of Occupational and Environmental Health (IJOEH),
13(3), JUL/SEP 2007.
Challenges in Applying Lean Manufacturing in China, McKinseyQuarterly, 2006 Special Edition available at Jackson Library. Friday,
October 12, 2007 | Posted by Simone Yuin International
Intro-To-Lean
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