7_Copy _And _Paste _Lean _Processes.pdf

7 COPY & PASTE
Lean Processes
Instantly apply these Processes to your Shop Floor
The

www.lean-toolbox.org
2
Leveled Production Schedule
(3) + (4) Leveled Production Schedule
• Calculate the average necessary
production output per week based
on the customer forecast of that
week (or history data of past weeks)
• Stabilize that condition by involving
production, planning and sales and
indicating the benefits for the
production
4
Shipping
0
50
100
150
Mon Tue Wed Thu Fri
Fluctuating Customer
Demand
-10
40
90
140
Mon Tue Wed Thu Fri
Leveled Production
Schedule
1
2
3
5
(1) Fluctuating Customer Demand
• When customer orders fluctuate,
your production will have to react
1:1 on these fluctuations
• Try to pass leveled production
schedules towards your internal
production
(2) Increase your Finished Goods
Storage
• Simulate a stable production
based on history demands
• Increase your safety stock
level to be able to produce at
a constant internal takt time
even when the customer
demand fluctuates
(5) De-coupling of Customer Demand
Use the same principle even within
internal customers
Production

3
Checklist – Leveled Production Schedule
# Topic Description Duration Check
1
Collect shop floor and
customer data
Gather history data: Past customer demands per day/week, past
production output and production scheduling.
8 hours -
2
Simulate 1 week with an
constant production output
Calculate the average daily demand for 1 week. Assume you have
produced with that average for 5 days, have you had run out of
finished goods if the customer demand still fluctuated? Note the
amount of missing parts.
2 hours -
3
Increase safety stock based
on simulation output
Increase the level of finished goods according to the missing stock of
step #2. Once you figured out the amount of safety stock you need,
simulate further weeks.
1 hours -
4
Simulate several weeks with
updated numbers
Try to stabilize the production output within each week: The output
may change from week to week but should be stable within each
week.
4 hours -
5
Define rules for production
scheduling
Once you defined a stable amount of safety stock and a leveled
production output, standardize and define rules for that approach.
2 hours -
6 Define emergency processes
In the seldom case of very high unexpected customer demand
changes, define rules like extra shifts at the weekend or additional
operators. Try to minimize the frequency of these cases.
2 hours -

4
The 2-Box Pull Principle
Full (IN)
Empty (OUT)
1
2
6
7
(1) Each Empty Box triggers the Line Feeder
The whole process starts when a box is
empty
3
5
(2) The Empty Box is picked by the Line
Feeder / Water Spider / Forklift Driver
Each time the line feeder passes by the
assembly line, he picks all empty boxes
to his trolley / device
(4) Pick a full Box for each
Empty Box
• Each single box the line
feeder just picked at
the assembly line has
to be replenished
• Therefore pick one full
box for each empty box
4
(3) Unload Empty Boxes
Unload all empty boxes to a
dedicated location for empty
boxes or a hand-over
location
(5) Replenish the Line with
the full Boxes
(6) The 2-Box Shelve at the Assembly Line
All part numbers at the assembly line are present with 2 fix locations of full boxes.
Whenever 1 box is empty, the operator can continue with the remaining box. During
that time the line feeder has time to refill that 1 box. If the time is too short, increase
the line from a 2-box principle to a 3-box principle (or more).
(7) A dedicated Position for Empty Boxes
Make sure to have a dedicated position for empty boxes. As the box acts as a
Kanban information for the line feeder, that position has to be accessible for
the line operators and line feeder easily.

5
Checklist – The 2-Box Pull Principle
1
Define the Frequency the
Line Feeder passes by the
Assembly Line
Use todays standard routine: How often does the line feeder passes
by the assembly line? Define the required stock level at the assembly
line based on that frequency. Maybe decrease the frequency if
required.
2 hours -
2
Calculate the Amount of
Boxes per Part Number at the
Assembly Line
If the line feeder will passes by each 30 minutes, he will take 30
minutes to pick the empty box (worst case) and further 30 minutes to
finally replenish the box. You would need at least 1 hour of stock at
the assembly line for each part number. Calculate the number of
required boxes at the line carefully. Try to achieve a maximum number
of 2 boxes per part.
8 hours -
3
Create dedicated Position for
two Boxes per Part Number
Modify the shelves or create new shelves for the 2-box principle. Make
sure to force FIFO for each part number by positioning the boxes
behind each other, not beside each other (!)
1 week -
4 Simulate and Validation Train your staff and simulate that condition as soon as possible. 2 days -
5 Standardize the Process
Define standard work sheets to fix that process. Make sure to
communicate and train your staff accordingly.
8 hours -

6
The Kanban-Loop between Two Stations
1
2
3
6
4
5
Pre-Production Production
(1) Move each Kanban Card to the Post Box
• Whenever a box is empty, move the Kanban card from
that box to the Kanban postbox
• The Kanban post box must be located close to the
operator. If required use several post boxes at the
assembly line
Kanban
Postbox
(1) Move each Kanban Card to the Post Box
• The Kanban post box collects all Kanban cards
• Each Kanban card represents 1 production
order to refill that 1 particular box
(3) Move the Kanban card upstream to the Pre-
Production Station
Use the line feeder to move the cards from the
downstream process to the upstream process
(4) Each Kanban Card is an individual Production Order
• Just produce the amount of boxes according to the
Kanban cards
• Each Kanban card is 1 box of a fixed number of parts
• If all Kanban cards are processed, stop the production
until the next Kanban card arrives
(5) Place the Kanban card to the Box of
prepared Parts
(6) Use the Line Feeder to move the
Boxes to the Assembly Line
Additional Information
• The Kanban card is a physical piece of paper or plastic
• Make sure to clearly put all required information on that
card, like the part number and the quantity of parts per
box
• Use different colors of cards to clearly indicate the
different part numbers (e. g. yellow for part (A), green for
part (B))
• The physical card can be replaced by an e-Kanban card
• The e-Kanban card is a lable printed
and taped to each box
• The box is scanned and the order
forwarded to the upstream process

7
Checklist – The Kanban-Loop between Two Stations
1 Implement a 2-Box Principle
The foundation of a Kanban loop is a 2-box principle for all materials.
Because: In the case 1 box is empty, the operator can continue to use
the second box until the first box is replenished. Therefore, design
shelves for all materials with the capability of 2 boxes per part
number. In some cases even more than 2 boxes are necessary.
1 week -
2
Define the Packaging and
Quantity of Parts per Box
Define a fixed number of parts per box. 1 day -
3 Define the Quantity of Boxes
To calculate the amount of boxes between the upstream and
downstream process, measure how long it takes to replenish 1 full
box. Divide this time by the time it takes to consume 1 full box of that
part at the downstream process. The result is the number of boxes
insider your Kanban loop (add a fixed number of safety boxes first).
2 days -
4 Prepare the Kanban Cards
As 1 Kanban card matches 1 box, you have the same amount of cards
inside the loops as boxes. Print information like the quantity and part
number on each Kanban card.
8 hours -
5 Simulate and Maintain Support a full simulation before implementation. 2 days -
6 Standardize and Sustain Prepare standard work sheets to standardize that condition. 2 days -

8
The Heijunka Box Planning
Production
Warehouse
Heijunka Box
(The customer)
Shift / Day Time
01 02 03 04 05 06 07 08 09 10 11 12
Mo
Tu
We
Th
Fr
Sa
Su
Line Feeder
2
1
3
4
(3) Pick the Raw Materials according to
the Heijunka Box Card
Use color codes to separate between
different products
(4) Feed the Line and handover the Card
to the Operators
Feed the line with all materials needed
to produce the parts written on the
Heijunka Box card. Align the written
quantity to 1 full pallet of customer
finished goods (1 card = 1 pallet). Hand-
over the card to the production in the
case they must prepare for a change-
over
(1) The Line-Feeder picks the next Card from the
Heijunka Box
The next card is the yellow card on the top row
(Monday, 09 o’ clock)
(2) Each Card is 1 Production Order
The card tells you which parts to pick from the
warehouse and to bring them to the line. The
card will remain at the assembly line to let the
operators know which product to produce next

9
Checklist – The Heijunka Box Planning
1
Create a Heijunka Box and
Cards
Implement the Heijunka box with 15 min timeslots on the horizontal
line and the days on the vertical axis. Each slot is fed with 1 Kanban
card. Each card contains the production order for 1 customer unit (e.
g. 1 full pallet of customer goods). For instance: 1 Card contains the
product information (e. g. Product B) and the quantity for 1 full
customer packaging (e. g. 10 parts). Color-coding: Use different colors
for different products.
2 days -
2 Align all Packages
Best would be to align the quantity of all parts per box to the
customer packaging (e. g. 10 parts per box): Each time a customer
packaging is full, the supplier box becomes empty. The line feeder
picks all the boxes necessary to produce the quantity mentioned on
the Kanban card from the warehouse and delivers them to the line.
4 weeks -
3 Prepare the Assembly Line
A 2-box principle with aligned shelves is mandatory for this process.
Make sure to implement that principle for all materials.
1 week -
4 Simulate and Validation Train your staff and simulate that condition as soon as possible. 2 days -
8 hours -

10
SMED Changeover Reduction
Internal Preparation
External Preparation
1
2
(1) Identify all Process Steps of your Change-Over Process
• Perform several change-overs to identify all required process steps
• Measure the time it takes to perform each process step
• Identify those process steps, which you could prepare before the change-
over process starts
(2) Move Internal Process Steps to External Process Steps
• Identify those process steps, which can be prepared before the change-over
starts
• Shorten the actual change-over time (the actual equipment/line downtime)
by shifting internal processes to an external preparation
• Nominate a preparation team, which prepares these external process steps
for your equipment
Note
• The external preparation can even be done by your shift or team leader
• The more lines you have and the more change-over you have to perform,
the more a preparation team makes sense
• The term “SMED” simply is a marketing term indication a change-over
process withing10 minutes. But, you should make sure to come to a range
of a change-over taking the time of 1 takt or less
• Typical external preparation processes are the heating of molding tools,
cleaning of equipment or to bring machines or stations already close tot
your assembly line or equipment

11
Checklist – SMED Changeover Reduction
1 Time measurement
Establish a workshop team with the target to reduce set-up time.
Commit to perform several change-overs during that workshop with
your managers. During the change-overs, do time measurements.
Separate the change-over into smaller steps and measure the time
per process step individually.
8 hours -
2
Identify internal and external
Processes
Identify whether each process step is an internal process step which
causes the line downtime, or an external step which can be
performed before the change-over starts or after it finishes. The target
must be to transfer internal actions to external preparation.
2 days -
3
Transfer internal to external
Processes
Modify the change-over in a way, in which internal actions can be
moved to external preparation. Try to cause the line to stop as short
as possible.
1 week -
4
Kaizen: Improve these
Processes
Focus on the remaining internal processes first. Find smart kaizen
solutions to eliminate or shorten these process times. Then focus on
external processes.
5 Simulate and Validation
Train your staff and simulate that condition as often as possible. The
more often you will do the change-over the better you will get.
2 days -
8 hours -

12
The 3M Principle – Material, Man and Machine
Material
Man
Machine
(1) Straight Material and Information Flow
• Watch the assembly layout on the right: It contains the same number of
stations and operators as the straight layout on the left. But it looks far
more chaotic and unstructured
• Align station by station in a one-piece flow. Make sure no boxes or working
stations are located on the middle alley (“man”)
• The straight layout makes it far easier for production managers to get all
necessary process information
(2) Separation of Material, Man and Machine
• The key is to separate materials, man and machines on three separated
rows
(3) All Operators close to each other
• The benefit of the 3M principle is to have all operators close to each other
• That allows us to balance the operators according to the customer demand
• In the case of a high customer demand, we can increase the number of
operators on the “man” alley. In the case of a low customer demand, we can
decrease the number of operators
• That would not be possible on the layout on the right-hand side
(4) Separate all Machines from the Operators
• Machine usually separate operators from others
• Design the interaction of operators and machines in a way, which allows
operators to operate next to each other
1
2
3
4

13
Checklist – The 3M Principle
1 Straight Assembly Line Layout
When designing a new layout, you must ensure to establish straight
lines and straight structures. According to the image on the left, make
sure to position all stations close to a straight floor marking. This
allows your factory, to become highly transparent. Make sure to not
place any material or table inside the area of your operators.
- -
2
Separation of Material, Man
and Machine
3M is about separating material, man and machine in three separate
straight areas. Place your stations next to each other and try to supply
the line with material just from one side. All complex and big-sized
machines have to be located on the opposite side.
- -
3
All Operators close to each
other
The huge benefit of this approach is to have all your operators close
to each other. By achieving this, we can balance the operators
individually to the required output of that assembly line.
- -
4
Separate all Machines from
the Operators
Machines and robots usually require a lot of floor space. Often, that
causes operators to work on separated areas, as machines separate
them. The 3M principle forces you to store all machines outside the
area of your operators. Like the image indicates, the target must be to
create a lane for your machines and equipment to not separate your
workers.
- -

14
5S Status Board
Standardize and Sustain the Implemented Processes
a
b
c
a
b
c
Standardization
Work Sheet
(1) Standardize Work Sequences
• Use the standard work sheet to standardize your process
• Once your processes become standardized, you can measure any deviation
and react on them
• Use the standard work sheet (one pager) to train your staff. Place that sheet
EASY to read and understand in front of each working station or operator
• Use 1 standard work sheet per 1 operator
• Use several work sheets to define standard routines for different line
balancings
• Especially when implementing routines like Kanban or the one piece flow,
the standard work sheet helps you to maintain that process within the
critical days after implementation
(2) Sustain Processes by using 5S
• 5S will help you to keep everything set in order
• Apply regular internal 5S audits (e.g. every 4 weeks) and place the scoring of
each line or team area to a 5S board
• Place the 5S board somewhere visible for everybody within that plant (e.g. at
the entrance to your shop floor)
• Use simple cartoons or icons to visualize the status of each line or team area

15
Checklist – Standardize and Sustain
1 Define a Standard Routine
Observe the process and define the best repeating cycle for the
operator. Keep the level of waste as small as possible.
- -
2
Prepare the Standard
Documents
Prepare a standard work sheet document. The standard work sheet is
dedicated to 1 operator and includes all steps the operator has to
perform within 1 cycle. Prepare the sheet as easy to understand as
possible.
- -
3
Communicate and Visualize
Standards
Train the staff to follow that cycle. Print the standard work sheet and
place it in front of the station to visualize the most important steps
easy to read in front of the operator.
- -
4 Schedule regular Audits
To sustain that condition, prepare regular audits (e. g. each month).
You can use the 5S audit sheet to include that routine in a standard
5S audit routine. Make sure to include people from all kind of
departments or functions in this audit team.
- -
5 Visualize Audit Results
Visualize the audit result on a dedicated 5S audit board. Perform
audits for all production areas in your factory to establish a kind of
competition. Visualize good and bad results using transparent slides
containing the sun or rainy weather like shown on the image.
- -

DOWNLOAD MORE ON

7_Copy _And _Paste _Lean _Processes.pdf

More Related Content

Similar to 7_Copy _And _Paste _Lean _Processes.pdf (20)

More from Hossam Mostafa (13)

Recently uploaded (20)

7_Copy _And _Paste _Lean _Processes.pdf