Lean 101 2 Hour 2011
Download as PPTX, PDF1 like640 views
John Veatch of Lean Concepts Inc. gave a presentation on lean manufacturing concepts and establishing world-class manufacturing practices. The presentation covered the history of lean from figures like Eli Whitney and Henry Ford to more modern contributors like Taiichi Ohno and W. Edwards Deming. It discussed the need for manufacturers to adapt from traditional push production to lean pull processes in order to eliminate waste. Core lean concepts like just-in-time, jidoka, production leveling, and visual management were explained. Tools for improvement such as value stream mapping, standardized work, and 5S workplace organization were also outlined to help manufacturers assess their current state and implement changes to achieve world-class efficiency and throughput.
Lean 101 2 Hour 2011
- 1. Lean Concepts Inc.Establishing World Class Manufacturing Practices (Please Turn Off or Silence Cell Phones)John VeatchLean Concepts Inc.17710 Willowcreek WayWestfield, IN 46074johnveatch@lean-concepts.comAll Material Herein © 1998 Lean Concepts Inc. Revised 2010 1
- 2. Lean 101John VeatchLean Concepts Inc.17710 Willow Creek WayWestfield, In 46074johnveatch@lean-concepts.com2
- 4. History
- 8. A Chronology of LeanEli Whitney 1799Part StandardizationFrederick W. Taylor 1890Time Study Henry Ford 1910Mass ProductionW. Edwards Deming 1950SPC/14 Pts & 7 SinsJoseph Juran 1952TQMTaiichi Ohno 1950 - 1972 JIT/TPS
- 9. Change6
- 10. The Workplace Must AdaptLean ManufacturingCustomer Order Driven
- 11. Pull Process
- 12. Near -zero Idle Inventory
- 15. Problems are Made Obvious
- 16. Driven by Operating Efficiency +Throughput + InventoryTraditional ManufacturingSchedule to Forecast
- 17. Push Process
- 20. Quality Problems are Hidden
- 21. Driven by Operating EfficiencyWhat are Lean Concepts?Just-In-Time (JIT)JidokaProduction LevelingQuality Assurance
- 22. Just In Time Producing just what is needed, when it is needed, in the amount needed, with the minimum material, equipment, labor, and space.
- 23. JIT PrinciplesCreate flow productionEstablish “TAKT” timeIncorporate pull production
- 24. JIT Production CharacteristicsMachines in order of process
- 25. Small and inexpensive equipment
- 26. One piece flow production
- 29. U Cell Layout, counter clockwise
- 30. Production paced to “Takt” time
- 31. Standard operations definedLead Time DefinitionThe amount of time it takes to convert raw material into finished goods and ship them to the customer.
- 32. 3 Elements“Stop the Line” authority for workers; find the root cause of problemsMachines can detect abnormalities; only one defect can be madeSeparate human from machine work; multi-process handlingJidoka
- 33. Production LevelingThe process of adapting production to variable demand so as to utilize minimum material, labor, equipment, and spaceResults in Cost Reduction!!
- 34. Kanban is a “Pull System” which was developed by Toyota to encourage rapid response to the next process (customer) in terms of requirements and changes in market demandReduction of inventory and cost are the “Result” of Kanban, not the PurposeKanban highlights opportunities to Kaizen the processKanban Philosophy
- 35. Prevents waste created by overproductionPromotes small lot size production (less storage space)Promotes reduced lead timesVisualizes problems for further KaizenCommunicates production information (visual control)Benefits of Kanban
- 36. Value Added ActivityAn activity that transforms or shapes raw material or information to meet customer requirements.Value Added Test:The customer must recognize the value. (Be willing to pay for it)The product must physically change during the process.The activity must be done right the first time.
- 37. Non Value Added ActivityAny activity that consumes time, resources, (manpower, material, machinery), and /or space, but does not add value to the product or service itself.Activities that do not meet all of the three test rules.Some non-value added work may be necessary.
- 38. Current State/Future StateLearning to See
- 39. What is Value Stream Mapping?A Value Stream is all the actions (both value added and non-value added), currently required to bring a product through the main flows essential to every product.The production flow from raw material into the arms of the customer.The design flow from concept to launch.
- 40. Standardized WorkObjectivesTo establish and clarify the guidelines for manufacturing QUALITY, QUANTITY, COST, MANNING, INVENTORY, AND SAFETYProvides a tool for KaizenYOU CANNOT MANAGE WHAT YOU DO NOT MEASUREWHERE THERE IS NO STANDARD, THERE CAN BE NO KAIZEN
- 42. “Takt” time / Cycle time
- 43. Work Sequence
- 44. Standard WIP
- 45. Four Tools
- 46. Time Observation
- 47. Process Capacity
- 48. Standard Work Combination Sheet
- 49. Standard Work LayoutIntroduction to Workplace OrganizationWorkplace organization empowers employees to take ownership of their processes!
- 50. Symptoms of Traditional CompaniesTrash on the floorPeople doing troublesome workToo much InventoryParts on the FloorDirty bathroomsInformation not shared
- 51. Symptoms of World-Class CompaniesMeasurement ScoreboardsUse of Charts, Graphs, PicturesMechanism to Expose ProblemsUse of Standard ProceduresAbsenteeism DecliningNumber of SuggestionsHousekeeping and OrganizationTop Management on Shop FloorTop Management’s ParticipationInformation SharedMeetings on the Floor
- 52. Workplace OrganizationA work area where anyone can enter and in 5 minutes or less know the Who, What, When, Where, How, and Why of the Work areaWITHOUT TALKING TO ANYONE OR OPENING A BOOK OR TURNING ON A COMPUTER
- 53. Visual ManagementVisual Management TypesProduction Analysis BoardsQuality MeasurablesDPPMRPPMSet-up TimesStandardized Work TablesKaizen Work Sheets / 30 Day GoalsDelivery PerformanceSafety / Attendance
- 54. Tools to Organize the Workplace5sSortSetShineStandardize cleanupSustainVisual Management
- 55. Sort-The separation of the necessary items from the unnecessary items and removing the unnecessary items from the work area.Sort S1
- 56. Set S2Organize shop floor items and information with the physical flow of work in order to accelerate the flow.Better OrganizationBetter Work HabitsImproved ProductivityReduce Lead Time
- 57. Shine S3Clean both the Internal and External surfacesUse Cleaning as an InspectionEstablish a Regular Cleaning RoutineCleaning for ThroughputA clean work area enhances equipment utilization, quality, safety, prideIntegrate it into the PM process.
- 58. Locate All Items Based on the “Can-Be” MapPut Borders in Place for:TrafficMoveable and Non-Moveable Floor ItemsWalkways/Work AreasWork Surface ItemsGive Each Item a Home AddressGive Each Item an Identification LabelStandardize S4
- 59. 5s Check List5s Audit TeamsThe 5s CabinetManagement ReviewsVisual ManagementSustain S5
- 60. The 7 Forms of Waste (Muda)T ransportation
- 61. O verproduction
- 62. M otion
- 63. D efects
- 64. W aiting
- 65. I nventory
- 66. P rocessing34
- 67. Waste of OverproductionExtra InventoryExtra SpaceExtra HandlingExtra MachineryExtra OverheadExtra PaperworkExtra Defects
- 68. Sea of InventoryLine Long TransportationHousekeepingLack of BalanceCommunication ProblemsPoor SchedulingLong Setup TimeAbsenteeismQuality DeliverySupplier ProblemsBreakdownMachine Excess Inventory Hides Problems
- 69. ReviewJohn VeatchLean Concepts Inc.17710 Willowcreek WayWestfield, IN 46074johnveatch@lean-concepts.com
- 70. 38Lean Concepts, IncTHANKS YOUfor your attendance, attention, and participationJohn A Veatch888-314-3684 johnveatch@lean-concepts.comwww.lean-concepts.com