Introduction to lean manufacturing
- 1. Lean Geek Introduction to Lean Manufacturing Paul Hill
- 2. What is Lean • Lean is a philosophy, an improvement process, a way of leading, a business strategy, a competitive advantage, a means to save manufacturing. • What lean means to me is the belief that we can make the world a better place one small improvement at a time, by identifying and eliminating waste from all that we do.
- 3. Image of Lean Just-In-Time Autonomation • Continuous Flow • Takt Time • Pull System • Small Lots • Stop and notify of abnormalities • Separate man’s work and machine’s work Stability and Standardized Work Highest Quality, Lowest Cost, Shortest Lead Time Visual ManagementLevel Production P DC A Lean Philosophy Customer Focused Goals
- 4. Lean Philosophy 1. Customer First 2. People are the most valuable resource 3. Continuous Improvement 4. Shop floor focus
- 5. The Lean Goal –Highest Quality –Lowest Cost –Shortest Lead-time
- 6. What Gets In the Way Unevenness Over Burden Waste
- 7. What is Unevenness? • Fluctuation in demand running unchecked through your organization. – This causes the need for excess capacity in equipment and people to deal with the peaks, and a lot of idle time dealing with the troughs. – Inventory is used to try and smooth out the peaks and valleys, but that causes other problems. – Leveling the demand is one of the most important tasks in the implementation of Lean.
- 8. What is Overburden? • Working harder then needed, or pushing equipment past the standard limits or duty cycle. – This causes breakdowns, and injuries. • Leveling the work load as well as variety is the best way to avoid overburdening the people and the equipment.
- 9. Waste Waste is divided into 8 Categories D – Defects O – Over Production W – Waiting N – Non utilization of human potential T – Transportation I – Inventory M – Motion E – Excess Processing
- 10. How much waste is in our life? Opposite of waste is Value Add. Value add requires 3 things 1. Change in the form fit our function 2. Done right the first time 3. Customer is willing to pay If we look for the value add in life we realize almost all of the things we do are waste.
- 11. The War on Waste With all of this waste in the way, we must declare war on waste. Unrelenting war. The more waste we eliminate the more time we have for value add work.
- 12. What waste to eliminate first • Define the long term Vision – The Big Harry Audacious Goal (BHAG) • Define the First Short Term Target – A next logical step towards your BHAG • Identify the Waste in the way of reaching the target condition. • Now rally the troops, and go to war on the waste standing between you and your target.
- 13. What does that look like Current Condition BHAG Waste Waste Waste Waste Waste Waste Next Target Condition Waste Waste Waste Next Target Condition Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste
- 14. The First Problem • Usually the first problem is not knowing where you are. • This is typically caused by not having a standard. • Two lean tools are usually used to solve this – 5S – Standardized work
- 15. What is 5S Sort – remove unneeded items from the area Set–in-Order – Provided a home for everything Shine – Clean and look for ways to keep clean Standardize – The rules for the first 3 Sustain – Maintaining the rules
- 16. What is Standardized Work • Standard work is our playbook – the safest, easiest, and most effective way of doing the job that we currently know • The purpose of standard work is to provide a basis for improvement. • Standard work should Show : 1. Work Content 2. Sequence 3. Timing 4. Location 5. Output
- 17. How to document STD WRK • Combination Table • Standard Work Chart • Work Balance Chart • Capacity Chart • Job Element Sheet
- 18. JIT Pillar • Just In Time means delivering exactly what the customer wants, exactly when the customer wants it, in the Quantity and variety the customer wants. • When looking at a Value stream and analysing the lead time much of the time is spent waiting. • Just In Time tools are used to reduce the lead lime.
- 19. Autonomation Automation with a human touch -Smart machines that stop before making a defective part -Smart assembly line that stops before making a bad part -The requirement of line operators to stop the line when anything happens outside of the expected standard Ji do ka Ji do ka Human
- 20. Small Simple Improvements • Taking small step, lots of singles will get closer to the next target condition. • Each improvement is an exercise in Plan Do Check Act.
- 21. PDCA Plan – Define an action you wish to take and predict the result of the actions Do – perform the action Check – Did you get the result you predicted Act – Make the action standard if you got the results you wanted, or Make a new plan.
- 22. Summary • Know where you are – Standardized and make problems obvious • Know where you want to go – BHAG • Identify the your short term goal – Next Target Condition • PDCA improve your way to the next goal • Many Lean tools exist to help you reach the next step • Small Steps are better than giant leaps
- 23. Contact Me • Paul Hill • leangeek@live.com • http://leangeek.wix.com/mysite
Editor's Notes
- #4: The house is the classic image of Lean, I have added the PDCA cycle to the center as the door handle to enter the house. The PDCA cycle repeated thousands of times is what developed the tools that make up this house.
- #5: If you do not take care of your customer someone else will With out our people we get nothing done, we need to value our people and treat their time as valuable Never satisfied with were we are and continually driving for better Everything of value creation happens on the shop floor. Spending our time here is critical