lean seminar notes

Slide1 : LEAN MANUFACTURING PRINCIPLES © NCSU IES LEAP Group Rev 3/04


The Connection : The Connection North Carolina State University Teaching, Research, Extension and Engagement College of Engineering Industrial Extension Service (IES)


Industrial Extension Service : Industrial Extension Service Lean Enterprise Advancement Program (LEAP) In-plant applications, manufacturing networks, public training, Shingo Prize Advanced Performance and Standards (APS) FORUMS, QS, ISO, Six Sigma, Project management, NC Awards for Excellence Environmental, Health and Safety (EHS) Training, technical assistance, needs assessment in ISO, HAZWOPER, HAZMAT, ergonomics and industrial hygiene Energy and Facilities Management Energy usage assessments


Slide4 : Lean Enterprise Advancement Program Mission - Improve the quality, cost and delivery of North Carolina manufacturing firms to improve their competitiveness by understanding and implementing lean enterprise business systems based on TPS model.


Slide5 : The LEAP mission is accomplished through - training facilitation manufacturing networks lean assessments


Slide6 : LEAN THINKING VALUE - what customers are willing to pay for VALUE STREAM - the steps that deliver value FLOW - organizing the Value Stream to be continuous PULL - responding to downstream customer demand PERFECTION - relentless continuous improvement (culture) --- Lean Thinking, Womack and Jones, 1996 Key Principles of Lean Thinking


Defining Lean : Defining Lean “A systematic approach to identifying and eliminating waste (non-value added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.” The MEP Lean Network Lean is:


Lean Goals- TPS “True North” : Lean Goals- TPS “True North” Zero defects 100% value-add Lot size of one Pull of the customer TSSC


LEAN MANUFACTURING : LEAN MANUFACTURING Why Become Lean? PQCDSM Improve Customer Satisfaction Increase Sales and Profits Insure Long-term Health of Company Survival Create Sustainable Competitive Advantage


Slide10 : Typical Results from Lean Conversions Lead Time Reduction Productivity Increase WIP Reduction Quality Improvement Space Utilization Flexibility Skill Enhancement Visual Management


Slide11 : LEAN MANUFACTURING Where has Lean been successfully implemented? Manufacturing Automotive Industrial Products Furniture Textiles and Apparel Printing and Packaging Consumer Products Service Industries Military Healthcare


Developing a Lean Factory : Developing a Lean Factory The Goal and Getting There from Here The Goal - Lean Throughout the Entire Enterprise Set Aggressive Improvement Goals Measurements of Existing Operations Recognize Current Problem Areas Apply the Lean Production System Concepts Commit to the Continuous Improvement Process Just do it!


Slide13 : Value Added/Non-value Added Value-added: ANY ACTIVITY THAT PHYSICALLY CHANGES THE MATERIAL BEING WORKED ON (not rework/repair!) Machining Knitting Drilling Spreading/Cutting Assembly Dying Painting Sewing Non-value added: ANY ACTIVITY THAT TAKES TIME, MATERIAL, OR SPACE BUT DOES NOT PHYSICALLY CHANGE THE MATERIAL Sorting Stacking Counting Checking


Slide14 : 8 Wastes Overproduction Excess inventory Defects Non-value added processing Waiting Underutilized people Excess motion Transportation Lean = Eliminating the waste


Slide15 : Value Stream Mapping A simple diagram of every step involved in the material and information flows needed to bring a product from order to delivery. Value stream maps can be drawn for different points in time as a way to raise consciousness of opportunities for improvement. - Lean Lexicon


Slide16 : - Learning to See


Slide17 : Lean Production System Goals - highest quality, lowest cost, shortest lead times Heijunka Standardized Work Kaizen Just-In-Time continuous flow takt time/pace pull system triggers Jidoka separate man & machine work identify abnormal conditions poka yoke Stable Manufacturing Process Involvement


Slide18 : Toyota’s Philosophy Customer first People are the most valuable resource Kaizen (continuous improvement) Shop floor focus


Slide19 : Goals - highest quality, lowest cost, shortest lead times Heijunka Standardized Work Kaizen Just-In-Time continuous flow takt time/pace pull system triggers Jidoka separate man & machine work identify abnormal conditions poka yoke Stable Manufacturing Process Involvement Lean Production System


Slide20 : Stability The Four Ms Operations safely carried out with all task organized in the best known sequence and by using the most effective combination of resources huMans Materials Methods Machines


Stability : Stability The 5S’s Sort Keep only what is needed in your area Stabilize A place for everything and everything in its place Shine Clean up the workplace Standardize Develop system (rules) to maintain what has been done Sustain Self discipline to maintain established procedures


Slide22 : The 5S’s - Before Stability


Slide23 : Stability The 5S’s


Slide24 : Stability Courtesy of National Textiles The 5S’s


Slide25 : Stability Visual Controls Visual Controls are simple signals that provide an immediate understanding of a situation or condition. They are efficient, self regulating, and worker managed. Examples include: Pictures, diagrams Color coded dies, tools, pallets Lines on the floor to delineate storage areas, walk ways, work areas, etc. Improved lighting


Slide26 : Stability Visual Controls


Slide27 : Stability Plant Layout Raw Stock Q C Receiving Shipping Shear Screw Machine Q C Stamp Assembly Brake Mill Lathe Weld Finish Grind Parts Stock Drill


Slide28 : Cellular Layout Market Demand = 220,000 Units Per Year Takt Time = 27 Seconds Stability


Slide29 : Stability Cellular Layout Courtesy of Duff-Norton, Charlotte, NC


Slide30 : Stability Total Productive Maintenance Total Productive Maintenance (TPM) is a series of methods to keep equipment running The goals of the TPM process include: Develop people who are equipment-knowledgeable Create well-engineered equipment: building in safety and quality Create an environment where enthusiasm and creativity flourish Maximize equipment productivity and capacity as measured by Overall Equipment Effectiveness (OEE)


Slide31 : Related Losses Setup and Adjustment Breakdowns Related Losses Idling and Minor Stoppages Reduced Speed Related Losses Startup Defects and Rework OEE = Availability × Performance Efficiency × Rate of Quality Availability When or how often do you lose total availability of your equipment? How long are your set-ups? Does your equipment break down frequently? Performance Efficiency Does your equipment start and stop a lot? Does your equipment run at 100% of its designed speed? Rate of Quality Do you manufacture quality products? Are your processes repeatable? Stability The Six Big Losses that downgrade Machine Effectiveness:


Slide32 : Sample Daily Operator PM Daily Operator PM  1. Check coolant level through clear Plexiglas  2. Check heat exchanger fans (strings should be moving)  3. Check servo drive fans (string should be moving)  4. Check heat exchanger air filter (change when dark)  5. Check servo drive air filter (change when dark)  6. Check way lube reservoir (add when low)  7. Check main motor air filter (change when dark)  8. Check main motor cooling fan (string should move)  9. Check mist collector motor and air filter (change when dark)  10. Check bar feeder hydraulic motor air filter  11. Check bar feeder hydraulic oil level (add when low)


Slide33 : Developing a Lean Factory Summary – Stability in Manufacturing Processes 4Ms 5S Visual Controls Plant Layout Total Productive Maintenance


Slide34 : Lean Production System Goals - highest quality, lowest cost, shortest lead times Heijunka Standardized Work Kaizen Just-In-Time continuous flow takt time/pace pull system triggers Jidoka separate man & machine work identify abnormal conditions poka yoke Stable Manufacturing Process Involvement


Slide35 : Just-in-Time Pull System Pull System is a flexible and simple method of controlling/balancing the flow of resources. Eliminating waste of handling, storage, expediting, obsolescence, repair, rework, facilities, equipment, excess inventory (work-in-process and finished). Pull System consists of: Production based on actual consumption Small Lots Low inventories Management by Sight Better Communication


Slide36 : Just-in-Time Pull System Kanban - A signal to indicate when more parts are needed (Order or Produce) - Card, empty Bin, In Process Kanban (IPK) on plant floor


Slide37 : Just-in-Time Pull System Courtesy of Ingersoll-Rand Co., Southern Pines, NC


Slide38 : Just-in-Time A carton of milk is removed from shelf A stock person restocks the empty location, but only brings what shelf can accommodate the supermarket combines visual control, pull system, Kanban, 5S Supermarket Analogy


Slide39 : Just-in-Time Quick Changeover (Set-up Reduction) Single Minute Exchange of Dies (SMED) a series of techniques for changeovers of production machinery in less than ten minutes (single digit minutes) Set-up Reduction Program Goals To achieve smaller lots To maintain consistent quality To minimize inventory To reduce lead times To address frustration of setup personnel


Slide40 : Identify internal vs. external changeover tasks Analyze each task’s real purpose and function Focus on no/low cost solutions Aim to eliminate changeover time Just-in-Time Basic SMED Principles


Slide41 : Just-in-Time Positioning Pins Positioning Pins


Slide42 : No/Low Cost Solution: One-Turn Methods Pear-Shaped Hole Method Tighten Here Attach and Remove Here Just-in-Time


Slide43 : No/Low Cost Solution: One-Turn Methods Speed Nut Just-in-Time


Slide44 : No/Low Cost Solution: One-Turn Methods Wing Nut Method Just-in-Time


Slide45 : No/Low Cost Solution: One-Motion Methods Cam Method Just-in-Time


Slide46 : Just-in-Time Quick Changeover Not quick: Must heat molds and plates before changeover Quicker: Test stand with hot plates to pre-heat molds and plates Courtesy of Playtex Panama, Santo Domingo, DR


Slide47 : Just-in-Time Continuous Flow - Batch Size Reduction The best batch size is one - one piece flow, or make one and move one! Benefits: Reduces WIP, lead time, cycle time, etc. and improves quality


Slide48 : 10 minutes 10 minutes • Batch & Queue Processing Lead Time: 30+ minutes for total order 21+ minutes for first piece 10 minutes Process C Just-in-Time


Slide49 : Takt Time = Demand Rate Work Time Available Number of Units Sold GOAL: Produce to Demand Just-in-Time


Slide50 : Developing a Lean Factory Summary - Just-in-Time Pull Systems/Kanban Point Of Use Storage Quick Changeover/Setup Reduction Continuous Flow Takt Time


Slide51 : Lean Production System Goals - highest quality, lowest cost, shortest lead times Heijunka Standardized Work Kaizen Just-In-Time continuous flow takt time/pace pull system triggers Jidoka separate man & machine work identify abnormal conditions poka yoke Stable Manufacturing Process Involvement


Slide52 : Jidoka Quality at the Source Source Inspection: Operators must be certain that the product they are passing to the next work station is of acceptable quality. Operators must be given the means to perform inspection at the source, before they pass it along.


Slide53 : Jidoka Quality at the Source Courtesy Sara Lee Intimate Apparel, Villanueva, Honduras Source Inspection at Molding


Slide54 : Jidoka Courtesy of National Textiles “Bull’s Eye” for checking package size


Slide55 : Jidoka Quality at the Source Samples or established standards are visible tools that can be used in the cell for such purposes Process Documentation defining quality inspection requirements for each work station may need to be developed


Slide56 : Jidoka Poka-Yoke (Mistake Proofing) A Poka-yoke device is any mechanism that either prevents a mistake from being made or makes the mistake obvious at a glance. Poka-yoke devices: - perform well when corrective action involves trying to eliminate oversights and omissions. - can reduce the time and cost of informative inspection to near zero. - used with source inspection, can ensure that proper operating conditions exist prior to actual production.


Slide57 : Jidoka Poka-Yoke (Mistake Proofing) Examples: Fueling area of car has three mistake-proofing devices: 1.filling pipe insert keeps larger, leaded-fuel nozzle from being inserted 2.gas cap tether does not allow the motorist to drive off without the cap 3.gas cap is fitted with ratchet to signal proper tightness and prevent over-tightening.


Slide58 : Jidoka Poka-Yoke (Mistake Proofing)


Slide59 : Jidoka Andon A visual management tool that highlights the status of operations in an area at a single glance and that signals whenever an abnormality occurs. An andon can indicate production status (for example, which machines are operating), an abnormality (for example, machine downtime, a quality problem, tooling faults, operator delays, and material shortages), and needed actions, such as changeovers. An andon can also be used to display the status of production in terms of the number of units planned versus actual output. --- The Lean Lexicon


Slide60 : Jidoka Andon Courtesy of Sara Lee Intimate Apparel


Slide61 : “When I was asked to attend the general manager’s meeting the first time, I was happy to attend because I thought I could say that there were no problems in my department. And I said so when it was my turn to report. Then, this General Manager from Toyota looked straight into my eyes and said, ‘Steve, when you say you do not have a problem, that is the problem.’” At this moment, I realized that in order to succeed in this business, I have to change my way of thinking totally. --- From JIT Kakumei no Shogeki by Kiyoshi Suzaki, p. 14. Jidoka Identifying Problems


Slide62 : Jidoka Identifying Problems - Trystorming Courtesy of National Textiles Before After


Slide63 : Jidoka


Slide64 : Developing a Lean Factory Summary - Jidoka Quality at the Source Poka Yoke Andons Effective Problem Solving


Slide65 : Lean Production System Goals - highest quality, lowest cost, shortest lead times Heijunka Standardized Work Kaizen Just-In-Time continuous flow takt time/pace pull system triggers Jidoka separate man & machine work identify abnormal conditions poka yoke Stable Manufacturing Process Involvement


Slide66 : Standardization Standardized Work Establishing precise procedures for each operator’s work in a production process, based on three elements: Takt time, which is the rate at which products must be made in a process in order to meet customer demand. The precise work sequence, in which an operator performs tasks within takt time. The standard inventory, including units in machines, required to keep the process operating smoothly. --- The Lean Lexicon


Slide67 : Standardization


Slide68 : Standardization Standard Work Board Courtesy of Ingersoll-Rand Co., Southern Pines, NC


Slide69 : Takt Time = 10 seconds Standardization


Slide70 : Leveling the type and quantity of production over a fixed period of time. This enables production to efficiently meet customer demands while avoiding batching and results in minimum inventories, capital costs, manpower, and production lead time through the whole value stream. Standardization Heijunka ---The Lean Lexicon


Slide71 : A tool used to level the mix and volume of production by distributing kanban within a facility at fixed intervals. Also called a leveling box. A load-leveling box has a column of kanban slots for each pitch interval, and a row of kanban slots for each product type. Standardization Heijunka Box ---Learning to See


Slide72 : The practice of releasing production instructions to work areas and withdrawing completed product from work areas at a fixed, frequent pace. In this type of handling system, a material handler, or waterstrider, performs a route through a facility at precisely determined time intervals. Standardization Paced Withdrawal ---Learning to See


Slide73 : Standardization Courtesy of Duff-Norton, Charlotte, NC


Slide74 : The location where a predetermined standard inventory is kept to supply downstream processes. Supermarkets are ordinarily located near the supplying process to help that process see customer usage and requirements. Standardization Supermarket ---Learning to See


Slide75 : Supermarket Pull System Courtesy of Seamless Textiles, Humacao, PR Standardization


Slide76 : Kaizen Continuous improvement of an entire value stream or an individual process to create more value with less waste. There are two levels of kaizen (Rother and Shook 1999, p.8): System or flow kaizen focusing on the overall value stream (kaizen for management). Process kaizen focusing on individual processes (kaizen for work teams and team leaders). - Lean Lexicon Standardization


Slide77 : Developing a Lean Factory Summary - Standardization Standardized Work Heijunka/Leveling Paced Withdrawal Supermarket Kaizen


Slide78 : Lean Production System Goals - highest quality, lowest cost, shortest lead times Heijunka Standardized Work Kaizen Just-In-Time continuous flow takt time/pace pull system triggers Jidoka separate man & machine work identify abnormal conditions poka yoke Stable Manufacturing Process Involvement


Slide79 : Involvement Workplace Practices Teams with rotation of highly specified jobs. Cross trained and multi-skilled employees who can work many operations within a cell and even operations in different cells Continuous improvement philosophy Process quality, not inspection Use of participatory decision making Quality Control Circles, team-based problem solving, suggestion systems, etc.


Keys To Success : Keys To Success Focus on the goal- eliminate waste! Gather baseline information and measure results Get everyone involved Keep it simple


Reference Materials : Reference Materials Lean Thinking by Jim Womack and Daniel Jones Lean Production Simplified by Pascal Dennis Learning to See, Mike Rother, John Shook, The Lean Enterprise Institute, Inc, 1998. “Decoding the DNA of the Toyota Production System” by Stephen Spear and H. Kent Bowen, Harvard Business Review, September-October 1999, pp. 96-106


Slide82 : Lean Enterprise Advancement Program (LEAP) www.ies.ncsu.edu/lean