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Lean Manufacturing Basic Overview XYZ Company
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Is a way of life. It is a never ending process……
Lean Manufacturing Is a way of life. It is a never ending process…… Its tools need to tailored to meet XYZ Company’s needs. Not a “one size fits all” method. XYZ Company
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Lean Manufacturing Defined
“A systematic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection” --The MEP Lean Network WASTE WASTE SUPPLIER XYZ Company CUSTOMER WASTE WASTE XYZ Company
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Lean Manufacturing Objectives
OUR CUSTOMER XYZ Company “Strealthy” growth Satisfaction ASSEMBLY PROCESS Elimination of muda or waste XYZ Company
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The Principles of Lean Manufacturing
Focus on Value - Your customer determines value. Eliminate Waste - Eliminate all forms of waste. Build only what customer Pulls Quality, Quality, Quality ….Jim Womack XYZ Company
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Ask yourself – IS MY CUSTOMER PAYING FOR THIS ?
What is Waste? “Anything that adds Cost to the product without adding Value” Value = ? Ask yourself – IS MY CUSTOMER PAYING FOR THIS ? Yes – Can I do it faster, better, safer ? No – Why am I doing it ?! XYZ Company
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Cost – Profit Relationship
COSTS INCREASES V V V PROFIT DECREASES XYZ Company
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The Never Ending Cycle…..
Value !! Low Cost High Quality Availability XYZ Company OUR CUSTOMER XYZ Company
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How can we make/increase PROFITS ?
Selling Price Increase our selling price P Selling Price P XYZ Company’s Cost P Decrease our cost XYZ Company’s Cost Decrease our cost !!! - HOW ? XYZ Company
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7 Forms of Waste Value added Non-value added Value added
LEAN = ELIMINATING THE WASTES XYZ Company
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7 Forms of Waste Overproduction – Producing faster than consumption
Defects – Variations and complexity Non-value added processing – Lack of standard methods Waiting – Producing slower than consumption Transportation – Disconnected operations Excess motion – Lack of better processes Excess inventory – Long lead times, …….. XYZ Company
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Bricklaying, through late Nineteenth Century
The brick weighs about five pounds (2.3 kg). How much is the worker actually raising and lowering every time he bends over for another brick? XYZ Company Source: Levinson Productivity Systems, P.C.
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Bricklaying, after Frank Gilbreth
The joke about the underachievers and the light bulb isn't so funny any more. Lesson: waste can, by long habit ("living with it," "working around it") become built into a job. XYZ Company Source: Levinson Productivity Systems, P.C.
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INVENTORY – Ship Analogy
GOOD OR BAD ? Inventory Level Finished Goods Raw Material Long Lead Time Poor Quality Poor Training Poor Housekeeping Downtime Poor Layout No Standards Scrap Long Setups Poor Communication Poor Scheduling Supplier Relations XYZ Company
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Cannot reduce inventory instantaneously!
INVENTORY – Ship Analogy Cannot reduce inventory instantaneously! Finished Goods Raw Material Inventory Level Long Lead Time Poor Quality Poor Training Poor Housekeeping Downtime Poor Layout No Standards Scrap Long Setups Poor Communication Poor Scheduling Supplier Relations XYZ Company
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Solve problems – Remove rocks before lowering inventory!
INVENTORY – Ship Analogy Solve problems – Remove rocks before lowering inventory! Finished Goods Raw Material Inventory Level Poor Housekeeping Downtime Poor Layout No Standards Scrap Long Setups Poor Communication Poor Scheduling Supplier Relations XYZ Company
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Identify waste in your cell
Re-pack Scrap Load/Unload Containment Expedite Counting Sorting Storing Invoices Rework XYZ Company
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Lean Manufacturing Tools
Value stream mapping Quality at the source Workplace organization: 5S TPM Visual Management Set-up reduction (SMED) Batch size reduction (one-piece-flow) Cellular manufacturing Standardized work (CYCLE Time) Work balancing (TAKT Time) Production leveling / smoothing / Heijunka Point-of-use systems Kanban Kaizen XYZ Company
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Source: The MEP Lean Network
Lean Building Blocks Continuous Improvement Pull/Kanban Cellular/Flow Quick Changeover Quality at Source Plant Layout Batch Reduction TPM 5S System Standardized Work Visual Systems POUS Value Stream Mapping Teams/Employee Involvement XYZ Company Source: The MEP Lean Network
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Toyota Production System
Best Quality - Lowest Cost - Shortest Lead Time Through Eliminating Waste Just in Time “The right part at the right time in the right amount” Jidoka “Built in Quality” Manual / Automatic Line Stop Labor-Machine Efficiency Error Proofing Visual Control Continuous Flow Pull System Level Production (Heijunka) Flexible, Capable, Highly Motivated People Operational Stability Standardized Work Total Productive Maintenance Robust Products & Processes Supplier Involvement XYZ Company
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