2 Outline Review of lean concepts Review the current state of Vandal paper factoryVSMThe products and practiceSimulation 1Role assignmentExecution and data gatheringAnalysisSimulation 2Review slides from day 4, transition to future state, calculating Takt timeRedesignSimulation 3Review slides from day 4, pacemaker process,Wrap up
4 House of Lean ThinkingContinuous Cost Reduction Through The Elimination of Waste5S / Visual ManagementLevel Loaded ProductionJust In TimeOperate with the minimum resource requirements to consistently produceJust what is neededJust the required amountJust where it is neededJust when it is neededJidokaBuilt in QualityIn station quality: never pass a bad part onto the next process.Poke Yoke (error proofing)Automatic line stops (andon)Man-Machine SeparationPrevent Problems (controls)Root cause analysis (5 why’s)Best Quality, Cost, Delivery, Safety Defects and Morale (QCSDM)Decision makingCommon goalsCross-trainingSelectionPEOPLE & TEAMWORKWASTE REDUCTIONCONTINUOUS IMPROVEMENT (KAIZEN)Problem SolvingEyes for WasteGenchi Genbutsu: go to gembaThe TPS HouseThe TPS House is a system based on a manufacturing philosophy, not just a set of tools.It is perhaps the most recognizable symbol in modern manufacturing.Developed by Taichi Ohno to share “best practices” with Toyota’s supply base.Why a house?A house is a structural system: the house is strong only if the roof, pillars and foundation are structurally sound.One weak link weakens the whole system.There are slightly different versions of the house, but the core principles are the same.Our Lean discussion today will revolve around this house.Lean Champion Series
5 Forms of Waste Defects Overproduction Waiting 5%Value-AddedDefectsOverproductionWaitingNon-Value Added Processing.TransportationInventory (Time)MotionEmployees - Knowledge, Skills and AbilitiesEnergy and Environment95%Waste
8 SIMULATION Round 1 (Traditional) Round 2 (Student Redesigned) Round 3 (Instructor Prompted)TIME: Max ___ minutesPURPOSE: Introduce the progression from Traditional to LeanKEY POINTS: Change doesn’t happen in a day. The different rounds implement in incremental improvements.QUESTIONS:TRANSITIONS: Often a company starts out as a small operation and grows into a larger one. Often efficiency and structure/planning suffer in the process. Let’s take a look at the factory we’re going to work in today.Principles of Lean Manufacturing
13 WBGS $2.00/person/shift Labor cost: $1.00/sq ft/shift Facilities cost: Paper Boat Factory:GBWSSells for $8Materials cost $0.50WBGSSells for $8Materials cost $0.50Labor cost:Facilities cost:Material cost:$2.00/person/shift$1.00/sq ft/shift$.25/sheet paper
14 Fabrication PBF Sales Representative Processes “Customer Order” Production Scheduler Generates “Factory Order” from forecastKitter(s) Organizes raw materials for “Factory Orders”Material Handler Moves product between ALL workstationsFolder I Initial folding: GreenFolder I Initial folding: WhiteFolder II Final folding : GreenFolder II Final folding: WhiteLogo Stamper (white)Logo Stamper (green)Oven Operator (white)Oven Operator (green)FabricationInspector (2) Assures QualityReworker Repairs failed boatsWarehouse/Ship Clerk Matches boats to “Customer Orders”Production Supervisor Supervises productionIndustrial Engineer (2) Monitors production processTrucker Ships products to the customer
18 Production Scheduling Process PBFProduction Scheduling ProcessShipmentstocustomersCustomerorders(demand)CustomerorderformsProductionforecastFactoryorderformsFinishedGoodsWarehouse
19 All orders are filled “first-in, first-out” (FIFO) PBFPromised shipments to customersPromisedshipmentstocustomers4 minutes after order4 minutes after orderAll orders are filled “first-in, first-out” (FIFO)
20 Handle all parts first-in, first-out (FIFO) Paper Boat FactoryAll shifts are 10 minutesKeep busy at all timesYell if you need partsHandle all parts first-in, first-out (FIFO)Only the Material Handler can move partsStay at your workstationThe boss is always right!Principles of Lean Manufacturing
21 Set-up Role assignment Paper boat folding practice Wet the line IE data collection strategies/objectives
22 Paper Boat FactoryRound 1Principles of Lean Manufacturing
23 Debriefing QuestionsWhat forms of DOWNTIME waste were experienced in the simulation?What opportunities exist for waste elimination through 5s/visual control?How were issues of load leveling experienced?In what areas of the factory were product flow best? Most problematic? Why?What issues in product quality were encountered? What was the root cause of these defects?Which jobs were most stressful? In what ways? Why is it important to engage workers in these positions in lean improvements?
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