10-03-2021

Basic Image of Lean Production

Goal
Customer Focus:
Highest quality, lowest cost, Shortest lead time
by continually eliminating waste

Lean Manufacturing Just-in-time Jidoka

BMT5247 Involvement:

Module II Flexible, motivated team members

continually seeking a better way

Standardization

Stability

Customer Focus Muda (Waste)

• Goal for Lean Production: Customer Focus • Muda means
• Highest quality, lowest cost, Shortest lead time by continually • Waste, or
eliminating waste • Any activity for which the customer is not willing to pay
• PQCDSM • Ex.: customer ready to pay for cutting, welding, painting but unwilling to pay for wait time,
• Productivity rework, or excess inventory or any other forms of muda
• Quality
• Cost
• Delivery time
• Safety and environment
• Morale

1
 10-03-2021

Work Vs Muda
Human motion
• Actual work: Actual
• 3 categories: • Any motion that adds value
to the product.
Work Muda

• Actual work: • Auxiliary work:

• Motion that supports actual
• Any motion that adds value to the product. work; usually occurs before
• Auxiliary work: or after the actual work
Motion
• Muda:
• Motion that supports actual work; usually occurs before or after the actual work • Motion that creates no
• Muda: value
Work
• Motion that creates no value

Auxiliary Work

Muri Vs Mura Vs Muda

Other variations of Muda

• Mura
• Unevenness or
• Fluctuation in work
• Muri
• Hard to do
• Caused by variations in
• Production
• Poor job design
• Poor part fit
• Unclear specifications

2
 10-03-2021

Types of Waste

STABILITY

Lean Activities
INTRODUCTION
Customer Focus:
• Hoshin Planning, takt, heijunka
• Involvement. Lean design, A3 thinking
• Stability happens with proper utilization of
Just-in-time Jidoka • Man
•
Involvement:
Standardized work
• Machine
• Flow • Poka-yoke
• Heijunka • 5S • Zone control • Material
• Takt time • TPM • Visual order (5S)
• Pull system • Kaizen circles • Problem solving • Method
• Kanban • Suggestions • Abnormality control
•
•
Visual order (5S)
Robust process
•
•
Safety activities
Hoshin planniing
• Separate human
and machine work
• It starts with
• involvement • involvement • Visual management
Visual order (5S)
• 5S System
Standardized work
Standardization Hoshin planning
Kanban

Standardized work TPM, Heijunka,

5S, Jidoka
Stability Kanban

3
 10-03-2021

Introduction Standards in the Lean System

• Visual Management focuses on • Standard:
• Work environment • A basis for comparison
• Visual controls • A clear image of a desired condition.
• Production
• Why standards?
• Machine
• Corrective actions
• 5S system focuses on
• Standardized work
• Effective standard
• Simply, clear, visual
• TPM
• JIT

Five Principles of Lean Visual Management

1. Value. Value is something that adds to a process or to a customer’s satisfaction Seeing as a Group
levels.
2. Value stream. This represents every step from the start to the end of the company 1. Production Status
process. Each step should add value to it. 2. Inventory levels
3. Make the product flow. Product should move smoothly through each process step. 3. Machine availability
4. Pull. Make the product at the pull of the customer. Pull is customer demand. The
perfect goal is to make only what the customer wants.
5. Strive for perfection. This is a goal in every improvement process.

Knowing as a Group Acting as a Group

1. Consensus on rules and

1. Delivery commitments
objectives
2. Goals and schedules
2. Involvement in
3. Management rules
improvement activities

4
 10-03-2021

• Visual order
The 5S System • Sort out what you don’t need
• Two ways:
• Just-in-Case Management:
• Hold onto it (accumulated stuff)
• Red Tagging:
• Attaching red tag for unneeded items
• Technique:
• Set up a red-tag removal location
• Schedule a red-tag pause
• Explore recycling options
• Set up a capital assets disposal procedure
• Measure red-tag volume
• Commit to regular tagging

• Set in order:
• Rationalize locations
The 5S System • What is
• What could be
• Organize and apply colors
• Where?
• What?
• How many?
• Anyone can find anything at any
time.
• Out-of-standard situations are
obvious to everyone
• Visual systems:
• Visual Indicator (Street Signs)
• Visual Signal (Traffic Lights)
• Visual Control (parking lot lines)
• Guarantee (Automatic shut off pumps)

5
 10-03-2021

• Shine (and Inspect)

The 5S System • Well ordered work space
• What to clean
• How to clean
• Who will do the cleaning
• How clean is clean
• Cleaning targets (Check sheets)
• Storage areas, equipment, machinery

The 5S System
• Best standards are • S2
• What signboards
• Clear
• What different colors
• Simple mean
• Visual • Where people can
walk
• Standards for S1 to • Dangerous areas
S3 • S3
• What to clean and
• S1 inspect
• What is needed • How to clean and
• Red-tag inspect
• Disposal procedures • Who cleans and when
• Who is responsible

6
 10-03-2021

The 5S System • 5S must belong to team

members
• 5S Promotion and
communication
• 5S Report Boards
• 5S Catch of the month
• 5S Slogan or logo contests
• 5S Core Group

Total Productive Maintenance TPM Shifts Maintenance Tasks

Maintenance Department
• 5S leads to TPM,
20%-50%
• A key to machine stability and effectiveness
Changing mindset from the “I operate, you fix” to “we
• Stability defined as the ability of a system to return to normal or stable are all responsible for our equipment, plant and future”
operation after having been subjected to some form of disturbance.
Tasks Transferred to
New Tasks Made Possible
• TPM assigns Production
• Equipment improvement
• Simple maintainability kaizen
• Basic maintenance work • Overhauls
• Cleaning
• Training
• Inspection
• Inspection, cleaning, lubricating • Maintenance prevention
• Lubrication
• Predictive maintenance
• Adjustment

7
 10-03-2021

A maintenance approach that involves testing

and monitoring machines in order to predict Predictive Maintenance
machine failures.

Maintenance performed only

Maintenance performed while a after a machine fails or
machine is in working order to experiences problems.
keep it from breaking down

Proactive maintenance is a practice in the

manufacturing industry focusing primarily on
determining the root causes of machine failure, and
dealing with those issues before problems occur.

OEE - Overall Equipment Effectiveness

To gain maximum effectiveness and optimum cost,
organizations should endeavor to move toward
Proactive and Reliability Driven as quickly as possible.
• OEE is a measurement traditionally used in Total Productive
Maintenance programs.
• The measure includes machine effectiveness and efficiency and
is a metric commonly found in Lean Manufacturing.

• It intends to answer three questions:

• How often is the machine available to run?
• How fast does it run when it's running?
• How many good parts were produced?

8
 10-03-2021

OEE - Overall Equipment Effectiveness OEE - Overall Equipment Effectiveness

• AVAILABILITY (A): • PERFORMANCE (P):

• Availability is the unit of time the machine is available to run divided by the • referred to as Efficiency, is a measure of how good the machine runs while it
total possible available time. is running (within the operating time).
• This metric does not include any performance numbers relative to how the PERFORMANCE = Pieces Produced / (Ideal Speed * Operating Time) * 100%
machine runs while it is running.
Availability = Operating Time / Planned Production Time • Pieces Produced = unplanned scrap + acceptable pieces.

Operating time = Planned Production Time - Planned Downtime • Ideal Speed is the optimal speed the part should run on the machine.

• Planned downtime includes • Operating Time = Planned Production Time - Planned Downtime

• lunch breaks, meetings, and any other regularly scheduled breaks that are independent of the
machine.

OEE - Overall Equipment Effectiveness

Overall Equipment Efficiency
Total Time

Unscheduled
• QUALITY (Q): Scheduled Time
Time

• Quality is a measure of the number of parts that are within specification Planned Production Time
Planned
Downtime
Changeovers

compared to total produce. Unplanned Breakdowns

Uptime Availability (A)
Downtime Waiting
• QUALITY = Acceptable Pieces / Total Pieces * 100%
Speed Reduced Speed
Net Operating Time Performance (P)
Loss Idling
• Total Pieces = Acceptable Pieces + Un-Planned Scrap Pieces
Equivalent
Yield Defects
Operating Quality (Q)
Loss Rework
• Finally Time

Overall Equipment Efficiency = Availability x Performance x Quality OEE = Availability % * Performance % * Quality %

9
 10-03-2021

The Six Big Losses Lifespan Characteristics and

Maintenance Activities
Equipment Six Big Losses

Reduced Failure
through TPM
Start-up Chance Wear-out
Available Time Failure Rate failure failure failure
Downtime

1. Breakdown

Target
2. Setup / Adjustment
Available Operating Time

3. Idle / Minor
Stoppages Category Start-up Chance Failures Wear-out Failures
losses
Speed

Failures
Actual Operating 4. Speed Cause Design and Operational errors; Wear-out
Time manufacturing minor and hidden
Defects

5. Defects in Process errors failures

Effective and Rework Counter- Trial runs; Check and track minor Prevention;
Operating measures equipment and hidden failures; improve
Time commissioning make countermeasures maintainability
6. Reduced Yield /
Start up Losses process

Machine Loss Pyramid Machine Loss Pyramid

Breakdown
• Key concepts: (function loss) 1
Motor burn outs

• Breakdown – function loss

Minor Stoppage Motor
• Minor stoppage – function reduction (function reduction) 10 overheating
• Minor failure
• Standard condition or incident that does cause function loss Minor failures Vibration causes
• Elevated temperature and pressure, dust, scratches (no function reduction) bearing
30
• Hidden failure deterioration
• Condition that may lead to a minor failure
Hidden failures
• Loose nuts and bolts, lubricant breakdown Loose nuts
(no function Hundreds and bolts
reduction)

10
 10-03-2021

TPM Stages Flow Manufacturing

Stage 4:
Improve Design
a.k.a – continuous production
• Why Does Inventory Accumulate?
Stage 3: • Inventory flow is behind the times
Eliminate Losses • Old habits are hard to change (wide variety and small lots )
• Unbalanced capacity brings unbalanced inventory
• Inventory is sometimes gathered from several processes
• Inventory must wait to be distributed from large processes
Stage 2: • Inventory must wait for a busy operator
Measure Six Big Losses • Inventory accumulates when operators dislike changeovers
• Inventory accumulates in factories that have “end-of-the-month rushes”
• Inventory accumulates due to faulty production scheduling
Stage 1: • Inventory accumulates when people forget to revise standards
Stabilize and Restore Equipment • People tend to store up “just-in-case” inventory
• Inventory accumulates due to seasonal adjustments

Inventory Conceals Various Problems

Affecting the Company

High water volume (inventory volume) conceals the rocks(problems)

• Why Is Inventory Bad?

• necessary evil
• In Japan, the company’s graveyard

• Inventory adds to the company’s interest payment burden

• Inventory incurs maintenance costs
• Inventory means losses due to hoarded surpluses and price cutting Low water volume (inventory volume) reveals the rocks(problems)
• Inventory takes up space
• Inventory causes wasteful operations (counting, picking up, etc)
• Inventory requires extra management
• Inventory requires advance procurement of materials and parts
• Inventory incurs wasteful energy consumption

11
 10-03-2021

Shish-Kabob Vs Flow Production

Type of Production/ Point
Shish-Kabob production Flow Production
of Comparison

Proficiency Worker repeats the same operation Worker repeats a group of operations
Shish-Kabob Vs Flow
Production In-process inventory A lot Almost none

Lead-time Long Short

High-speed, general-purpose, large, costly, emphasis Slow, specialized, small, inexpensive,

Equipment
on capacity utilization emphasis capacity utilization

Production orientation Narrow variety and large lots Wide variety and small lots

Space Takes up a lot of space Does not take up as much space

Emphasis on efficiency throughout the

Approach to efficiency Emphasis on efficiency within processes
company
Conveyance Required Not required

Quality problems discovered only after the lot is Minimization of defects that cause
Quality
produced quality problems

Flow Production within and between Factories Flow Production within the Factory
1. One-piece flow
• Factories need to have a smooth flow of operations, and the 2. Layout equipment
basic method for creating such a flow is by making according to the sequence
individual improvements. of processes
• These improvement “points” add up until they form a “line”
of improvements. This line is the flow between processes. 3. Synchronization
• flow of production operations between 4. Multi-process operations
manufacturers 5. Training of multi-process
workers
vendors 6. Standing while working
7. Make equipment compact
subcontractors 8. Create U-shaped
manufacturing cells
wholesalers or distributors

12
 10-03-2021

Flow Production between

Factories Multi-process Operations
• Flow Concept to Delivery
Raw Material
1. Loading Methods Finished Product
Assembly Assembly
Drill Drill Drill
2. Frequency of Deliveries
Assembly Assembly
3. Transport Routes Fitting Fitting

Grind Grind Fitting Fitting

Grind Grind
Welding Welding

Lathe Lathe Lathe Welding Welding

Horizontal Multi-process Operations

Multi-Unit Process Multi-Process

Multi-process Operations Station Production Line

Lathe
Raw Material
Wash Grind
Production Cell

Assembly Mill Drill

Finished Product

Vertical Multi-process Operations

13