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Chapter 12 Lean Manufacturing
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After completing the chapter you will:
12-2 Learning Objectives After completing the chapter you will: Learn how a production pull system works Study Toyota Production System concepts Learn about how value stream mapping can be used to identify wasteful activities See how Kanban cards can be used to control a pull system Understand how to accomplish lean production See examples of lean concepts applied to service systems
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12-3 Lean Production Lean Production can be defined as an integrated set of activities designed to achieve high-volume production using minimal inventories (raw materials, work in process, and finished goods) Lean Production also involves the elimination of waste in production effort Lean Production also involves the timing of production resources (i.e., parts arrive at the next workstation “just in time”) 3
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Then sub-assembly work is pulled forward by that demand…
Here the customer starts the process, pulling an inventory item from Final Assembly… Pull System Customers Sub Fab Vendor Final Assembly Then sub-assembly work is pulled forward by that demand… The process continues throughout the entire production process and supply chain 4
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Features of Lean Production
Management philosophy “Pull” system though the plant WHAT IT IS Attacks waste Exposes problems and bottlenecks Achieves streamlined production WHAT IT DOES Employee participation Industrial engineering/basics Continuing improvement Total quality control Small lot sizes WHAT IT REQUIRES Stable environment WHAT IT ASSUMES 13
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The Toyota Production System
12-6 The Toyota Production System Based on two philosophies: 1. Elimination of waste 2. Respect for people 5
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Focused factory networks Group technology Quality at the source
12-7 Elimination of Waste Focused factory networks Group technology Quality at the source JIT production Uniform plant loading Kanban production control system Minimized setup times 6
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Minimizing Waste: Focused Factory Networks
12-8 These are small specialized plants that limit the range of products produced (sometimes only one type of product for an entire facility) Minimizing Waste: Focused Factory Networks Some plants in Japan have as few as 30 and as many as 1000 employees Coordination System Integration 7
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Minimizing Waste: Group Technology (Part 1)
12-9 Minimizing Waste: Group Technology (Part 1) Note how the flow lines are going back and forth Using Departmental Specialization for plant layout can cause a lot of unnecessary material movement Saw Saw Saw Grinder Grinder Heat Treat Lathe Lathe Lathe Press Press Press 8
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Minimizing Waste: Group Technology (Part 2)
12-10 Minimizing Waste: Group Technology (Part 2) Revising by using Group Technology Cells can reduce movement and improve product flow Grinder 1 2 Lathe Press Saw Lathe Heat Treat Grinder A B Lathe Press Saw Lathe 9
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Minimizing Waste: Uniform Plant Loading (heijunka)
12-11 Minimizing Waste: Uniform Plant Loading (heijunka) Suppose we operate a production plant that produces a single product. The schedule of production for this product could be accomplished using either of the two plant loading schedules below. Not uniform Jan. Units Feb. Units Mar. Units Total 1,200 3,500 4,300 9,000 or Uniform Jan. Units Feb. Units Mar. Units Total 3,000 3,000 3,000 9,000 How does the uniform loading help save labor costs? 12
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Minimizing Waste: Inventory Hides Problems
12-12 Minimizing Waste: Inventory Hides Problems Example: By identifying defective items from a vendor early in the production process the downstream work is saved Work in process queues (banks) Change orders Engineering design redundancies Vendor delinquencies Scrap Design backlogs Machine downtime Decision Inspection Paperwork backlog Example: By identifying defective work by employees upstream, the downstream work is saved 14
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Minimizing Waste: Kanban Production Control Systems
12-13 Minimizing Waste: Kanban Production Control Systems This puts the system back were it was before the item was pulled Once the Production kanban is received, the Machine Center produces a unit to replace the one taken by the Assembly Line people in the first place Withdrawal kanban Storage Part A Storage Part A Machine Center Assembly Line Production kanban Material Flow Card (signal) Flow The process begins by the Assembly Line people pulling Part A from Storage 15
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Cooperative employee unions Subcontractor networks
12-14 Respect for People Level payrolls Cooperative employee unions Subcontractor networks Bottom-round management style Quality circles (Small Group Involvement Activities or SGIA’s) 21
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Toyota Production System’s Four Rules
12-15 Toyota Production System’s Four Rules All work shall be highly specified as to content, sequence, timing, and outcome Every customer-supplier connection must be direct, and there must be an unambiguous yes-or-no way to send requests and receive responses The pathway for every product and service must be simple and direct Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization 21
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Lean Implementation Requirements: Design Flow Process
12-16 Lean Implementation Requirements: Design Flow Process Link operations Balance workstation capacities Redesign layout for flow Emphasize preventive maintenance Reduce lot sizes Reduce setup/changeover time 23
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Lean Implementation Requirements: Total Quality Control
12-17 Lean Implementation Requirements: Total Quality Control Worker responsibility Measure SQC Enforce compliance Fail-safe methods Automatic inspection 24
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Lean Implementation Requirements: Stabilize Schedule
12-18 Lean Implementation Requirements: Stabilize Schedule Level schedule Underutilize capacity Establish freeze windows 25
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Lean Implementation Requirements: Kanban-Pull
12-19 Lean Implementation Requirements: Kanban-Pull Demand pull Backflush Reduce lot sizes 26
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Lean Implementation Requirements: Work with Vendors
12-20 Lean Implementation Requirements: Work with Vendors Reduce lead times Frequent deliveries Project usage requirements Quality expectations 27
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Lean Implementation Requirements: Reduce Inventory More
12-21 Lean Implementation Requirements: Reduce Inventory More Look for other areas Stores Transit Carousels Conveyors 28
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Lean Implementation Requirements: Improve Product Design
12-22 Lean Implementation Requirements: Improve Product Design Standard product configuration Standardize and reduce number of parts Process design with product design Quality expectations 29
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Lean Implementation Requirements: Concurrently Solve Problems
12-23 Lean Implementation Requirements: Concurrently Solve Problems Root cause Solve permanently Team approach Line and specialist responsibility Continual education 29
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Lean Implementation Requirements: Measure Performance
12-24 Lean Implementation Requirements: Measure Performance Emphasize improvement Track trends 29
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Lean in Services (Examples)
12-25 Lean in Services (Examples) Organize Problem-Solving Groups Upgrade Housekeeping Upgrade Quality Clarify Process Flows Revise Equipment and Process Technologies 30
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Lean in Services (Examples)
12-26 Lean in Services (Examples) Level the Facility Load Eliminate Unnecessary Activities Reorganize Physical Configuration Introduce Demand-Pull Scheduling Develop Supplier Networks 31
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Answer: d. All of the above
12-27 Question Bowl Lean Production seeks to achieve high volume production using which of the following? Minimal inventory of raw materials Minimal inventory of work-in-process Minimal inventory of finished goods All of the above None of the above Answer: d. All of the above 7
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Answer: d. All of the above
12-28 Question Bowl In the Toyota Production System, the “elimination of waste” involves which of the following? Overproduction Waiting time Transportation All of the above None of the above Answer: d. All of the above 7
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12-29 Question Bowl In the Pull System the partner that begins the process of “pulling” is which of the following? Customers Vendors Fabrication personnel CEO All of the above Answer: a. Customer 7
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A Lean Production program requires which of the following?
12-30 Question Bowl A Lean Production program requires which of the following? Employee participation Total quality control Small lot sizes Continuing improvement All of the above Answer: e. All of the above (Also included in Industrial engineering/basics) 7
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Answer: d. All of the above
12-31 Question Bowl Inventory has been known to hide which of the following production problems? Scrap Vendor delinquencies Decision backlogs All of the above None of the above Answer: d. All of the above 7
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12-32 Question Bowl When trying to implement Lean system a “stabilized schedule” includes which of the following? Demand pull Backflush Fail-safe methods All of the above None of the above Answer: e. None of the above (These include: level schedule, underutilization capacity, and establish freeze windows.) 7
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12-33 End of Chapter 12
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