2012 Lean Toolbox 20120322 4 Asqn Nsec1
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1. The Toyota Production System (TPS) is a systematic approach to eliminating waste from all aspects of production. Its goal is to add value for the customer through the most efficient production methods. 2. The Toyota Way consists of 14 principles for lean manufacturing, including basing decisions on long-term goals, continuous process flow, eliminating overproduction, and developing exceptional people. 3. Toyota's core values that guide its work are genchi genbutsu (go to the source), kaizen (continuous improvement), challenge, teamwork, and respect for others.
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Quexx International Ltd.](https://image.slidesharecdn.com/2012leantoolbox201203224asqnnsec1-13437568799224-phpapp02-120731125038-phpapp02/85/2012-Lean-Toolbox-20120322-4-Asqn-Nsec1-15-320.jpg)
2012 Lean Toolbox 20120322 4 Asqn Nsec1
- 1. Toolbox 1 Quexx International Ltd.
- 2. LEAN Toolbox Definitions is a is a part of TOYOTA WAY. systematic It is a production system approach based on the philosophy of of the complete elimination eliminating waste of all waste from all aspects of so every step product creation in pursuit of adds value the most efficient for the Customer. production method. "The key to the Toyota Way and what makes Toyota stand out is not any of the individual elements. What is important is having all the elements together as a system. It must be practiced every day in a very consistent manner —not in spurts." Taiichi Ohno 2 Quexx International Ltd.
- 3. LEAN Toolbox 14 Principles Toyota's 14 Management Principles of Lean Manufacturing* 1. Base your management decisions a long-term philosophy, even at the expense of short-term financial goals. 2. Create continuous process flow. 3. Use pull systems to avoid overproduction. 4. Level out workload. 5. Get quality right the first time. 6. Standardization for continuous improvement and employee empowerment. 7. Use visual controls, so no problems are hidden. 8. Use only reliable, thoroughly tested technology - serves your people and process. 9. Grow leaders who thoroughly understand the work done by your company. 10. Develop exceptional people and teams who follow your company's philosophy. 11. Respect your extended network of suppliers and Highest Quality – Lowest Cost – Shortest L/T partners by challenging them and helping them improve. Just‐in‐Time Jidoka Continuous Stop process 12. Go see for yourself in order to understand the situation. Flow and fix problems 13. Make decisions slowly by considering all options; Takt Time implement them rapidly. Separate people from 14. Become a lean organization through Pull System machines relentless reflection and continuous improvement. Heijunka Standard Work Kaizen *Jeffery Liker‘ "The Toyota Way" Stability 3 Quexx International Ltd.
- 4. LEAN Toolbox The TOYOTA WAY – Core Values Five core beliefs and values shared by all Toyota team members who, at every level, are expected to apply these values in their daily work and relations with others: Genchi Genbutsu ‐ go to the source to find the facts to make correct decisions, build consensus and achieve goals. Kaizen ‐ continually improve. No process can ever be declared perfect, there is always room for improvement. Challenge – embrace challenge, maintain a long‐term vision and meet all challenges with the courage and creativity needed to realise that vision. Teamwork ‐ stimulate personal and professional growth, sharing opportunities for development and maximising individual and team performance Respect ‐ respects others, make every effort to understand others, accept responsibility and do your best to build mutual trust. 4 Quexx International Ltd.
- 5. LEAN Toolbox Process ( ) <> Time ( ) Current WEEKS Value Stream Customer Process Process Process Process Focus Value Cycle Metrics Flow LEAN Stream Takt Focus Mapping Pitch 4 10 13 Muda JIT Heijunka 7 Wastes Kanban Process 2 5 7 Levelling LEAN 11 14 LEAN Design 3 7 Tools PDCA 9 SPC A3 Report Tools Kaizen Jidoka 7 Continuous Supplier and Autonomation Improvement Integration Techniques 1 6 8 12 15 Poka-yoke 5S Andon Gemba Strategic Mistake Workplace Visual Go & See Planning Proofing Organization Controls Management Future Value Stream DAYS 5 Quexx International Ltd.
- 6. Hoshin – Kanri LEAN Toolbox Management‐by‐Policy HOSHIN KANRI STRATEGY ‐ define approach POINTING DIRECTION MANAGEMENT which will support strategic objectives LONG‐TERM POLICY CONTROL OBJECTIVES ‐ define measurable parameters for key VISION PLANNING strategic areas TARGET MEASURES – establish metrics of AND MEANS performance necessary to achieve objectives HOSHIN KANRI MANAGEMENT MANAGEMENT BY POLICY BY TARGETS AND MEANS MANAGEMENT BY POLICY DEPLOYMENT 6 Quexx International Ltd.
- 7. LEAN Toolbox MBP – Key Elements BUSINESS DEFINITION DIRECTION VISION MISSION THEME OBJECTIVES STRATEGY MEASURES STRATEGY SHORT‐TERM PLAN PLANNING MID‐TERM PLAN ACTION LONG‐TERM PLAN 7 Quexx International Ltd.
- 8. HOWS Design Features HOW – Design Feature #1 HOW – Design Feature #2 HOW – Design Feature #3 HOW – Design Feature #4 HOW – Design Feature #5 HOW – Design Feature #6 Quexx International Ltd. HOW – Design Feature #7 HOW – Design Feature #8 HOW – Design Feature #9 PCP ‐ Process Control Plan 8 LEAN Toolbox
- 9. LEAN Toolbox Design – 3P (Production Preparation Process) 3P Definition Customer Needs … a part of LEAN Design. Stage 1: Design Design It includes: Planning Plan ‐ QFD Design Research ‐ design reviews at each stage Design Input ‐ post‐start up and post‐mortem Design Design Stage 2: Design ‐ cross‐functional team approach and Process Review Development ‐ de‐bugging of design and systems Design Output Design Changes Design Transfer 3P Basics Stage 3: Design Design Records multiple alternatives for each Verification process step evaluated against defined criteria, Stage 4: Design Validation e.g., takt time, cost. LEAN design principles followed Product 9 Quexx International Ltd.
- 10. LEAN Toolbox Kaizen ‐ Principles Definition: Kaizen = uninterrupted, ongoing incremental improvement Key focus areas: people are the most important assets involve everybody gather and analyze quantitative evidence identify opportunities Kaizen consider risks and benefits gradually eliminate waste Go and See Gemba Mgmt Standardization keep improving Customer Focus JIT and Kanban New Product Devel’t Automation / Autonomation TQC Error‐proofing Employee Empowerment Productivity Improvement 5S Workplace and Discipline TPM 10 Quexx International Ltd.
- 11. LEAN Toolbox Muda = Waste MUDA: Muda = waste, doesn't add value or is unproductive Transport (moving products that are not actually required to perform the processing) Inventory (components, WiP and finished product not being processed) Motion (people or equipment moving or walking more than is required to perform the processing) Waiting (waiting for the next production step) Overproduction (production ahead of demand) Overprocessing (resulting from poor tool or product design creating activity) Defects (the effort involved in inspecting for and fixing defects) TIMWOOD Other forms of Waste: Unused or underutilized human skills Missed customer demand, requirements or expectations 11 Quexx International Ltd.
- 12. LEAN Toolbox Mura = Unevenness MURA: Mura = Unevenness (inconsistency, irregularity) Happens sometimes Happens some places Happens to some people Happens only in some conditions One OK; the other NOT Solutions: Just In Time (the right part, the right time, the right amount) First‐In‐First‐0ut Kanban “pull system” Heijunka – process leveling Multi‐process handling Buffers Defects must be quickly identified and corrected. 12 Quexx International Ltd.
- 13. LEAN Toolbox Muri = Unreasonableness MURI: Muri = overburden, unreasonableness, absurdity obstructed work flow illogical directions non‐repeatable operations or process steps irrational methods or decisions unjustified/unreasonable takt time endurance allowed for a process Muri = effect of poor organization (work, workplace, logistics, etc.): ‐ pushing a person (or a machine, often beyond limits) ‐ carrying (too) heavy weights ‐ moving things around too much, too often ‐ dangerous, unreasonable or annoying tasks ‐ forcing work significantly faster than usual 13 Quexx International Ltd.
- 14. LEAN Toolbox 7 Tools of Quality INFO FROM Legend: FIELD MEETING INPUT: INVESTIGATION REGISTRATION Production process Item location Product EXAMPLES check sheet distribution info. REQUEST REPORTING Technical MORE HIGH Report ESTABLISH LOW Dimension FIELD PRIORITY FILE Defective item File - history INFORMATION ACTION ab c d e f g h i j k l m n o p 50 Dealer Visit check 45 Service Total: x i 45 Customer REPORT REPORT REPORT MONITORING 39 REQUEST x n 40 Evaluation SUMMARY TO TO - Scars 3 TO MANA QC/QA SQA INVESTIGATION x Warranty BY THE ADMINISTRATION - x N c 35 31 Sales GEMENT Returns SUPPLIER 6 o i 30 - - Cracks Other INVESTIGATION SUPPLIER - - . d 25 FLOW - - Incomplete 1 x o e 20 - - - 12 FIELD f n 15 9 CHARTS: 4 REPORT ESTABLISH - - - Distorted t 10 5 5 4 4 - - 3 COUNTERMEASURE * organization - - Damaged 12 s 5 1 1 - - PROCEDURE - 0 - - * process x 6 x ACTION - - Flows * procedure - - - - - x x x x - - - - - - x x - 2 x - - - - - - - Burrs * information - - - - - - - - x - 12 ADVISE ISSUE * activity Indentations x x x DISTRIB. BULLETIN - - - - - - - - - - - Area affected MONITOR EFFECT DEALER x x x - - - - - - - - - - - 3 x x IN THE FIELD - - Broken - - - - - - - - - No preven.mainten'ce With preven.maint'ce - - - - - - - - - - - - - - - - 0 Foreign matter AIR BUBBLE ADVISE SUCCESSFUL FILE RESULT 1 2 3 8 19 16 10 5 4 2 1 1 2 x FOREIGN PARTICLE IN GLASS Overheated UNSUCCESSFUL 10 10 22 7 SCRATCHES Frequency Flowchart Checksheet Pareto 30 Freq. MGM'T PROCESS MACHINE MEN Concentricity % Part: Pin y SCALE IND.TRAINING Operation:Final machining II I MIXER 25 SPC TRAINING Part No.: 608 2445 - A QUALIFICAT. Audit performed by:A.R. 20 EXTRUDER 23 ON-THE-JOB TR. Date:12.06.92 TEAMWORK Batch No.236/92 Illumin. CUTTER SKILLS 20 Batch quantity:1250 ABSENTEEISM Sample quantity:79 15 13.56 UCL INVOLVEMENT PRODUCT ENVIRON. 17 Y KNOWN 15 10 pn CLEANSERS Humidity ADDITIVES VERIFIED 6.48 12 CL SEPARATORS VISIBLE EXPERIMENTAL 5 CATHALYSTS 10 UCL/LCL FILLERS ADEQUATE 9 POINT RESINS ROUTINE PLASTICISER 7 UP-DATED x POLIMERS 5 1 2 3 4 5 6 7 8 9 10 11 13 15 17 19 21 23 25 III X IV WRITTEN 5 12 14 16 18 20 22 24 SUB-GROUP MATERIAL METHOD 4 2 1 Control Charts Scatter CaE or Fishbone 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.09 0.10 mm. Histogram (P, Pn, C, U, X/R) 14 Quexx International Ltd.
- 15. LEAN Toolbox 7 Tools – Application Graphs G F C P C H R C S P L O l h a i u o c i i t Most R E o e r s n n a e n h Legend: Frequently A w c e t t t e e D C r t r Used k t o G likely use P C i h o o g e r G a a in H h S r l r a r G most likely use a h D g r a p a r Quality-related S r e i r t C D m h p a t t a a h i Rubber volume swell Applications h p s s g m a a Test performed in 80C temp. h r r g 16 s a t r V QUALITY PROCESS 14 m m o Problem identification l 12 u Problem investigation m 10 Cause Identification [ e % 8 Select Countermeasure ] Action Plan Develop't s 6 w Process Monitoring 4 e Countermeasure follow-up l 2 Quality verification l 0 Quality Engineering 0 1 2 3 4 5 6 7 8 9 Quality Performance Exposure [days] Quality Assurance Supplier Quality Assurance. A B C D Quality Experiments Quality Costs Reliability Durability "Quality is fitness for purpose" - Brainstorming select graph for Quality Planning your specific application Quality Reporting being guided by Quality Audits the above FMEA Proc.Analysis/Productivity 15 Quexx International Ltd.
- 16. LEAN Toolbox Poka‐Yoke ‐Error‐proofing Definition: Making it easy (possible) to do it right, and difficult (impossible) to do it wrong. Key strategies: Awareness: Expecting mistakes, communicating the potential, and planning the design of the product or process to detect and/or prevent it. Detection: Allow the mistake to happen but provide some means of detecting it and alerting someone so that it is fixed before sending it to our customer. Prevention: Do not allow the possibility for the mistake to occur in the first place. 16 Quexx International Ltd.
- 17. LEAN Toolbox PDCA <> DMAIC DMAIC (methodology) DEFINE MEASURE ANALYSE IMPROVE CONTROL 17 Quexx International Ltd.
- 18. LEAN Toolbox PDCA = Plan‐Do‐Check‐Act Plan for improvement, …apply define objectives plan and req’d action Plan and (Mgmt) action items P …assist PDCA Action Do and (Mgmt) A D (worker) prevent occurrence C Check (worker, inspector, … if improvement Mgmt) “works” and is effective Example: Implementation Procedure Research ‐ develop examples and cases (PLAN) Organize the team (PLAN) Develop a plan and budget (PLAN) Announce the start of the program (DO) Training and educate participants (DO) Define deadline and make commitment (DO) Monitor and evaluate the results (CHECK) Find opportunities and correct (ACTION) 18 Quexx International Ltd.
- 19. LEAN Toolbox 5s – Workplace Organization 1S - SEIRI ORGANIZATION No mess… everything in the right place 2S - SEITON NEATNESS Practical layout… encourages productivity and safety 5S - SHITSUKE DISCIPLINE Follow 5S practices… check effectiveness, perform audits 3S - SEISO CLEANING Clean workplace… improved work environment 4S - SEIKETSU STANDARDIZATION Making it right… the first time and every time 19 Quexx International Ltd.
- 20. LEAN Toolbox 5S – Workplace Standardization FLOW CHARTS or FLOW DIAGRAMS (diagrams that show the step-by-step sequence of actions/activities in a process) PURPOSE/APPLICATION: HELPS TO UNDERSTAND THE PROCESS STATION 15 Operator movement sequence EDUCATES ABOUT PROCESS STEPS SHELVING SHELVING PRESS IDENTIFIES STEPS/ACTIVITIES WHICH ARE: 6 5 13 12 9 7 3 * MISSING 10 2 BOX * MISPLACED BOX 15 14 11 8 4 1 * UNNECESSARY 16 * EXCESSIVE CONVEYOR CONVEYOR HELPS TO MAINTAIN FOCUS IDENTIFIES ERRORS (PROCESS / LAYOUT) THIS IS A RECOMMENDED SEQUENCE - Try to improve it! SHORTENS FAMILIARISATION CONCISE INSTRUCTIONS , DO’s and DON’Ts 20 Quexx International Ltd.
- 21. LEAN Toolbox Jidoka ‐ Autonomation Definition: A process which combines automatic action (stop, alert, adjust – a Quality Control function) of the machine with human interaction / intervention (Quality Assurance function). Autonomation: identifies defects Standard process / workflow is modified. Machine detects problem and eliminates overproduction communicates it. triggers investigation prevents re-occurrence Normal process/workflow JIDOKA Cause of the problem affected. Steps: is identified and removed. Detect Line Stop stopped. Correct Identify the root cause Define and implement a countermeasure. Verify effectiveness Maintain or correct further 21 Quexx International Ltd.
- 22. LEAN Toolbox JIT ‐ Kanban Definition: is a “pull” scheduling system that helps determine what to produce, when to produce it, and how much to produce. 6 Rules of Kanban: Do not send defective products to the subsequent process The subsequent process comes to withdraw only what is needed Produce only the exact quantity withdrawn by the subsequent process Level the production Fine tune Kanban JIT ‐ Kanban Rationalize the process A Production Instruction Kanban A Parts Retrieval Kanban A A A AAA A AAA AAA AAA A A AA A AAA AAA A A A Next Process AAA AAA AAA AAA AAA AAA Proceeding Process 22 Quexx International Ltd.
- 23. LEAN Toolbox SPC – Statistical Process Control Definition: “… the application of statistical methods to the monitoring and control of a process to ensure that it produces as much conforming product as possible with the least possible waste.” USL USL UCL UCL - - R R LCL LCL LSL LSL PROCESS NOT IN CONTROL FOR RANGES PROCESS NOT IN CONTROL FOR RANGES (LONG RUN UP) (LONG RUNS ABOVE AND BELOW -/R) USL USL UCL UCL - - R R LCL LCL LSL LSL PROCESS NOT IN CONTROL FOR RANGES PROCESS NOT IN CONTROL FOR RANGES (POINTS BEYOND CONTROL LIMITS) (POINTS TOO CLOSE TO THE -/R) USL UCL Steps: - R Understand the process LCL Identify the cause of variation LSL PROCESS IN CONTROL FOR RANGES Eliminate special causes 23 Quexx International Ltd.
- 24. LEAN Toolbox Andon – Visual Control Definition: Actual: means, devices, or mechanisms designed to Designated location/position manage or control our operations (process) Defined quantity/maximum inventory sand serve the following purposes: Distinguished differences make the problems, abnormalities, or Specified form / format deviation from standards visible to everyone allow corrective action can be taken Analog: immediately Color display the operating or progress status in Shape a easy to see format. Contour provide instruction Symbol convey information Characters provide immediate feedback Number Graph Lights/Illumination Sound Touch Smell Taste. 24 24 Quexx International Ltd.
- 25. LEAN Toolbox Levelling ‐ Heijunka Definition: a technique for reducing the waste caused by process unevenness (mura) and increase of the production efficiency by producing goods at a stable and constant rate, to allow further processing to be subsequently carried out at a Mixed Production ‐ Traditional constant and predictable rate. Monday A A A A A A A A A A A A A A A A A A A A Tuesday A A A A A A A A A A B B B B B Key: Wednesday Thursday B B B B B B B B B B B B B B B B B B B B Demand Levelling Friday C C C C C C C Production Levelling Mixed Production ‐ TPS Monday A A A B B C A A A B B C SMED Tuesday A A A B B C A A A B B C Levelling by Volume Wednesday A A A B B C A A A B B C Levelling by Product Thursday A A A B B C A A A B B C EPEC Friday A A A B B C A A A B B C Inventory proportional to the variability of demand Optimum between batch size, demand and process change 25 Quexx International Ltd.
- 26. LEAN Toolbox A3 – Tataki Dai How Does it work 1 – Identify a problem 2 – Research and understand it 3 – Perform root cause analysis 4 – Establish countermeasure(s) 5 – Propose an implementation plan 6 – Define follow up plan and outcomes 7 – Discuss 8 – Endorse 9 – Implement 10 – Follow and evaluate 26 Quexx International Ltd.
- 27. LEAN Toolbox Gemba Definition: Genchi Genbutsu – "go and see" requires that in order to truly understand a situation one needs to go to 'gemba' or, the “real place” ‐ where work is done. ‐ a key management problem‐solving technique ‐ the shopfloor problems needs to be understood and solved at the shopfloor. ‐ the management need to frequent the place where real value is actually created. Guidelines: Reports distance us from reality Management responsibility is to “know” Management is expected to lead improvement efforts Hands‐on experience is irreplaceable “Management by wandering around” Gemba decisions given priority Three “reals”: 1 ‐ real Gemba (shopfloor) 2 ‐ real Gembutsu (product) 3 ‐ real Jujitsu (facts) 27 Quexx International Ltd.
- 28. LEAN Toolbox What’s next? 5W+H LEAN Accounting SUGGESTION SCHEMES LEAN Construction MOTIVATION LEAN Distribution TEAMWORK LEAN Procurement COMMUNCATION LEAN Government HANSEI (self-reflection) LEAN Healthcare JISHU-KANRI (autonomous LEAN IT groups) LEAN Jobshop KAIZEN-TEIAN (business LEAN Laboratory improvement) LEAN Office KAMISHIBAI (visual LEAN Procurement communication of 5S) LEAN Software NEMAWASHI (consensus) LEAN …. QUALITY CIRCLES SUPPLIER INTEGRATION YOKOTEN (best practices) ? 28 Quexx International Ltd.
- 29. LEAN Toolbox Quexx International Ltd. Ph: 1 778 628 6807 E-mail: mail@quexx.com Web: www.quexx.com 29