Lean
- 1. An Endless Journey to Success Presented by- IEM 2K10 Batch Dept. of IEM KUET
- 2. Systemstic approach of identifying and eliminating waste through continuous improvement by flowing the product at the pull of the customer in persuit of perfection.
- 3. 1910 • Ford is considered by many to be the first practitioner of Just In Time and Lean Manufacturing. 1930 • By the mid 1930's General Motors had passed Ford in domination of the automotive market. At General Motors, Alfred P. Sloan took a more pragmatic approach. 1950 • At Toyota Motor Company, Taichii Ohno and Shigeo Shingo studied American production methods with particular attention to Ford practices and the Statistical Quality Control practices of Ishikawa, Edwards Deming, and Joseph Juran. 1951-1970 • Start of Operations Management Consulting Division. Initial codification work on TPS begins. 1973 • Toyota’s Education Department creates the first 200 page TPS manual in Japanese.
- 4. 1980 • TPS is slowly identified in various Western books as various topics(Kanban,5s etc). 1981 • Shigeo Shingo writes “A Study of the Toyota Production System” from an Industrial Engineering Viewpoint. 1988 • First wholly owned U.S. facility Toyota Motor Manufacturing in Georgetown, Kentucky is established. 1990 • Professors Jones, Roos, and Womack complete a 5 years study of the transportation and published a book. The book is entitled ‘The Machine that Changed the World’. Here first the term LEAN was introduced. 1996 • Book ‘LEAN THINKING’ presented by Prof. Womack & Johnes. 2000 • The worldwide reknownment of lean.
- 6. Toyota is clearly a dominate leader in automobile manufacturing today. The principles employed at every level of the company have certainly led to a standard of quality that no one in the automotive industry can argue with. When these 14 principles are listed and compared with some of the strategies that United States automakers have employed, it becomes clear why Toyota has succeeded as it has.
- 7. The 14 principles are known as the "Toyota Way" and are listed below: 1. Base your management decisions on long term philosophies, even at the expense of short term goals 2. Create continuous process flow to bring problems to the surface 3. Use pull systems to avoid over production 4. Level out the workload 5. Build in a method to stop and fix problems when they are discovered, this ensures quality the first time 6. Standardized tasks provide the foundation for continuous improvement and employee empowerment 7. Use visual control so no problems are hidden
- 8. 8. Use only reliable, thoroughly tested technology that serves you people and processes 9. Grow leaders who thoroughly understand the work, live the philosophy and can and do teach it to others 10. Develop exceptional people and teams who follow your company's philosophy 11. Respect your extended network of partners and suppliers by challenging them and helping them improve 12. Go and see for yourself so that you completely understand the situation 13. Make decisions slowly by consensus, thoroughly consider all options; implement decisions rapidly 14. Become a learning organization through relentless self examination and continuous improvement
- 9. By simplifying Toyota’s 14 Principles we have got the 4 rules to become Lean. Simplify, Structure and Standardize every activity Analyze, Simplify and Connect every process. Connect visually employees to customers and corporate objectives. Improve continuously through work practices and experimentation with employees participation.
- 10. BUYER WANTS: Low cost High quality Short lead time Flexibility COMPANY WANTS: Profit Repeat Business Growth
- 11. FOR ACHIEVING JIT Continuous flow Pull system Kaizen mind RESPOND TO CUSTOMER DEMAND Extra work force Outsourcing Overtime Air shipment
- 12. INCREASING FACTORY PERFORMANCE BY- Continuous flow Problem solving techniques Human system Identifying Waste Improve Productivity Labour Development
- 13. Anything that adds Cost to the product without adding Value
- 14. Waste has a close relation to Lean Manufacturing. Lean Manufacturing can be defined as “A systematic approach top identify and eliminate waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.”
- 15. We can see in factory approach - SELLING PRICE= MANUFACTURING COST + PROFIT 2 certainties to survive Provide selling price Assure Profits
- 16. In Market Approach (Lean) MANUFACTURING COST = SELLING PRICE - PPROFIT Work practices and processes must be simplified to ease the cost design On time Affordable price Quality product
- 18. Process time Cost WasteValue added time
- 19. Waste is anything that does not contribute to transforming a part to the customer’s needs. Essentially, a “waste” is anything that the customer is not willing to pay for. Waste is really a symptom rather than a root cause of the problem. Waste points to problems within the system (at both process and value stream levels).
- 20. Two types of actions for WASTE Waste = can be 100% eliminated Waste = can be reduced or simplified Waste has major effects on- Labor Utilization Machines Utilization Space Utilization
- 22. Produce more than demand or produce it before it is needed. Causes for over production waste include: Wrong Takt time Long process setup Unleveled scheduling Unbalanced work load •Over Production
- 23. Any inventory that exceeds what is needed to meet immediate customer requirements. Causes of excesses inventory includes: Product complexity Unleveled scheduling Unreliable shipments by suppliers •Excess Inventory
- 24. Any idle time not spent performing work. Causes of waiting waste includes: Unbalanced work activities. Long process setup times. Upstream quality problems. •Waiting
- 25. Instead of automating wasted motion, the operator itself should be improved. Causes of motion waste include: Poor people or machine effectiveness. Inconsistent work methods. Unfavorable facilities or cell layout. Poor workplace organization and housekeeping Extra “busy” movements while waiting. •Excess Motion
- 26. Causes of transportation waste includes: Poor plant layout Poor understanding of the process flow for production Staging areas are split far Large batch sizes Long lead time Large storage areas •Excess Transportation
- 27. Not taking advantage of people’s abilities. The causes of disconnectivity are: Poor hiring practices Low or no investment in training Low pay, high turnover strategy
- 28. It is pure waste. Prevent the occurrence of defects instead of finding and repairing defects. Causes of processing waste include: Weak process control Poor quality Unbalanced inventory level Deficient planned maintenance Inadequate education/training/ work instructions Product design Customer needs not understood •Rework
- 29. All unnecessary processing steps should be eliminated. Causes for processing waste include: Product changes without process changes Over processing to accommodate downtime Lack of communications Raw materials approval Rely on papers and extra copies/ excessive information •Over Processing
- 30. The overall philosophy of Lean, i.e. Continuous Improvement and the Elimination of Waste, is best enforced through constant pressure to reduce inventory and ship on time.
- 31. 1. V. S. M (Value Stream Mapping) 2. 5S (Workplace Organization) 3. Visual Control System 4. Quick Changeover 5. Cellular Manufacturing (Team Work) 6. TPM (Total Productive Maintenance) 7. Kanban (Instruction Card) 8. Kaizen 9. Standardization 10. Mistake proofing 11. Jikoda (Human Automation)
- 32. Value Stream Mapping is a method of visually mapping a product’s production path(materials and information) from “door to door” to recognize waste and identify its causes.
- 33. Value: Creating or making something of value that a customer is willing to pay for. Stream: Sequential flow of activities needed to create work unit and deliver to customer.
- 34. Across Companies Multiple Plants Single Plant Process Level
- 35. Product Family Current State Drawing Future State Drawing Plan & Implementation Understanding how the shop floor currently operates. The foundation for the value state. Designing Lean Flow.
- 36. The very first step in VSM is to select the product or product family on which VSM is to be applied. Some factors considered in selecting the product family: Large-quantity and high-revenue product family. Products sharing common processes. Product expected to have a potential gain.
- 37. Mapping is done in 2 steps: 1. Gather raw data and information using a data log sheet. 2. Drawing the current state with a pencil.
- 39. Requires more art, engineering and strategy than present state. Need background knowledge in: Cellular manufacturing Takt time Kanban Setup reduction Implementing change Kaizen Grouping technology Lot sizing
- 40. Takt time • Average time between production units necessary to meet customer demand. • Divide available time by required number of units • Get to the “beat” of the factory. Takt time =460 min/504 pcs =0.91 min/pc =55 sec/pc
- 41. Identify bottleneck processes • The operation with the longest cycle time • Determines total system output • Becomes the primary scheduling point. • A work balance chart is helpful 0 1 2 3 4 5 Spreading Laying Cutting Bundling Work Balance Balanced situation
- 42. Value Stream Mapping helps to: Visualize the product flow Show links between information and material and process Identify sources of waste Establish a clear future vision for the Value Stream Prioritize improvement activities Focus attention on key activities that will improve the lead time and reduce the Total Cost of Product.
- 43. Thanks to All…
- 44. Special Thanks to – Sohana Yasmin Sumi Shah Ali Mollah Shourav Biswas Md. Faijul Haque Ripon Kumar Saha Safi Rashed Md. Deloar Hossain Kismot Abdul Quayum Nirupom Paul