Transcript Lean Tools and Topics
Lean Tools & Topics
Dave Prins
Presenter
Gary Thomas & Dave Prins
Materials
Why implement Lean?
Why implement Lean?
Reduce inventory Eliminate waste Increase throughput / Decrease cycle time
House of Lean One-Pc Flow Kanban Work Balancing Cells Total Productive Maintenance Quality Tools Single Minute Exchange of Dies Poka-yoke Seven Wastes
House of Lean
Materials productivity Process productivity Maximize today Quality
5 S’s
5 Why’s Visual Factory
Teams
Culture (foundation)
Project efforts applied in this area
5 S's
5 S’s
5 Why’s Visual Factory
Teams
Culture (foundation) Product on outside of file cabinet indicates location within, reducing unnecessary motion Sort Shine Sustain Set in Order Standardize Safety
5 S’s
5 Why’s Visual Factory
Teams
Culture (foundation) 5 Why's
The 5 why's typically refers to the practice of asking, 5 times, why the failure has occurred in order to get to the root cause/causes of the problem. There can be more than one cause to a problem as well. In an organizational context, generally root cause analysis is carried out by a team of persons related to the problem. No special technique is required.
1. How did the bread get burnt?
2. Why did it cook too long?
3. Is the recipe correct?
4. Why?
5. Can you make good bread?
Cooked too long.
Followed the recipe.
Sometimes works, sometimes not.
Temperature of the bread dough.
Monitor the baking of the bread.
5 S’s
5 Why’s Visual Factory
Teams
Culture (foundation)
Visual Factory A set of practices which makes management of production processes easier by quickly revealing the abnormalities in the process. Visual Controls include; 5S Andon Floor Markings Metric Boards Boundary Samples Kanban Cards Standardized Work Instructions
5 S’s
5 Why’s Visual Factory
Teams
Culture (foundation)
TEAMS
Skills - The organization must be broadly educated to apply the right collection of process improvement tools. Many tools are needed to build a house, and all are necessary for the overall effort to succeed. A good saw does not compensate for a missing hammer. Beyond identifying the tools that are required, building the organization toolbox requires a means to deliver education content as needed, as well as the basic capability to learn, master, and apply that content.
Structure - Skills are of diminished usefulness without a systematic structure to prioritize and guide their application on a broad scale. Efforts must be focused on the business issues that translate into customer value and waste elimination. Process improvement must cross organization functional boundaries, and can cause functional frictions (e.g. manufacturing vs. engineering), usually because of inappropriate performance metrics. A rigid functional organization can squelch cross-functional improvement efforts that inevitably require trade-offs. In recognition of this, many firms are reorganizing around processes rather than functions. The successful implementation of lean practices requires a Value Stream Manager who owns the value stream across functional boundaries.
Environment - The workforce must be motivated and engaged to apply the skills within the structure. Recognition, compensation policies, and the business culture must consistently support team oriented process improvement or it will die. The workforce must understand WHY it is important to improve processes, and feel that they have a meaningful stake in the success of those efforts. A systems perspective is necessary to connect cause and effect and therefore fully understand the WHY of Lean Enterprise thinking.
Art
“This is “Art”, not a science.”
Squash “Art” at every opportunity – replace it with Science Magic only exists in the absence of Understanding “Art” means your don’t understand it or your trying to fool me.
Quality Tools Basic Quality Tools
ASQ Koalaty Kid
http://homepage.risd41.org/koalatykid/
Quality Tools
CQE Body of Knowledge
www.asq.org/cert/types/ cqe / bok .html
Advanced Quality Tools
(Six Sigma)
http://www.asq.org/cert/types/sixsigma/index.html
Quality Tools Quality Six Sigma
Developed by Motorola. Uses sophisticated tools to characterize complex, data intensive processes, and significantly reduce process variation
High Powered Statistical Techniques & DMAIC Define “DMAIC” Control Measure Analyze Improve
Free Online Statistics Handbook:
http://www.itl.nist.gov/div898/handbook/index.html
Quality Tools Poka-yoke Seven Wastes Quality Poka-yoke or Error Proofing
A manufacturing technique of preventing errors by designing the manufacturing process, equipment, and tools so that an operation literally cannot be performed incorrectly.
Example: Two sets of connectors must be connected Non-Error proofed Connectors 1 & 2 Error proofed Connectors 1 & 2 Connectors 3 & 4 Connectors 3 & 4
Quality Tools Poka-yoke Seven Wastes Quality Mistake Proofing
A manufacturing technique of preventing errors once made from continuing through the process and to the customer.
Quality Tools Poka-yoke Seven Wastes Quality CORRECTION WAITING
Any non-work time waiting for tools, supplies, parts, etc..
Repair or Rework
MOTION
Any wasted motion to pick up parts or stack parts. Also wasted walking
PROCESSING
Providing higher quality than is necessary, extra operations, etc.
Types of Waste OVERPRODUCTION
Producing
more
than is needed
before
it is needed
INVENTORY
Maintaining excess inventory of raw matls., parts in process, or finished goods.
CONVEYANCE
Wasted effort to transport materials, parts, or finished goods into or out of storage, or between processes.
Seven Wastes “Muda”
Quality Tools Poka-yoke Seven Wastes Quality Value-added, Non-value added Activities Cycle Time Analysis
Value Added 38% Non-Value Added 62%
Quality Tools Poka-yoke Seven Wastes Quality Value Added Turning 1.0 Hr .
Non Value Added
Value-added, Non-value added
Inventory 42 Days - 1000 Hr. Polishing Total VA 2.0 Hr.
1.0 Hr.
Total NVA 1000 Hr Cut “Dead” inventory to 7 days and get a new VA percentage of 2.2% A 1,100% increase in value adding time?
With Zero increase in through put.
.2% Value Adding
Total Productive Maintenance Single Minute Exchange of Dies Maximize today Overall Equipment Effectiveness (OEE)
Total Productive Maintenance Single Minute Exchange of Dies Maximize today
Overall Equipment Effectiveness (OEE)
Total Productive Maintenance Series Reliability .95
Single Minute Exchange of Dies Maximize today .95
.95
.95
.95
.95
= = .95
= = .95 x .95 = .925
= = .95 x .95 x .95 = .8574
.95
.95
.95
.95
= = .95 x .95 x .95 x .95 = .8145
Parallel Reliability .95
= 1- (.05 x .05) = .9975
.95
.95
.95
= .999994
.95
.95
.95
= 1- (.05 x .05 x .05) = .9999
.95
.95
Total Productive Maintenance Single Minute Exchange of Dies Maximize today
S.M.E.D
SMED was developed by Shigeo Shingo in Japan in the sixties and early seventies at Toyota and other Japanese firms. The impetus was
to reduce costly inventories and improve efficiency.
An important foundation to the SMED system is the distinction between changeover work that occurs while the machine is not running, called
Internal Setup
, and preparatory work that occurs while the machine is running, called
External Setup
. At the point in time when SMED was developed, almost all changeover work was performed while the machine (press) was down. The SMED philosophy breaks down into four stages: In the
preliminary stage
,
all setup work is combined
. There is no distinction between internal and external work. In the
second stage
,
external setup and internal setup are identified and separated
. In the
third stage
, work that was previously included in the
internal setup is transferred to external setup.
The
fourth stage
requires relentless and
continuous improvement
elements within the internal and external setup of all work
Total Productive Maintenance Single Minute Exchange of Dies Maximize today
S.M.E.D
As lean production is dependent upon small lot sizes, small lot sizes are dependent upon quick changeovers. If set-ups or changeovers are lengthy, it is mathematically impossible to run small lots of parts with low inventory because large in-process inventories must be maintained to feed production during changeovers. For example, large stamping dies commonly took hours to change until the development of quick die change methods (Single Minute Exchange of Die, or SMED). Long changeovers necessitate cycle times well below the TAKT time, and hence a buildup of inventory to supply production while the die is being changed.
Work Balancing Cells Process productivity
Work Balancing Balanced Production - The rate of production must be balanced throughout the system based on the Takt time. TAKT time = Available production time for a period Average customer demand for that period. For example: 2 shift operation has a net production time of 4,200 minutes per week (7 hours per shift after subtracting lunch and break time x 2 x 5 days).
Average customer demand per week is 4,500 units Takt time is 4,200/4,500, or 0.93 minutes or 55.8 seconds Take-a-Way: A unit must be produced every 0.93 minutes in order to satisfy demand. The actual production rate is called the Cycle Time. Production cycle time that is lower than the Takt time will result in excess inventory. The goal is to balance all processes to run at this same rate so that there is no in-process inventory accumulation between process stages.
Work Balancing Cells Process productivity
Work Balancing
Line Balance Chart
100 80 60 40 20 0
TAKT
Stamp Weld 1 Weld 2
Operation
Asm 1 Asm 2
Work Balancing Cells Process productivity
Cell - Definition
An arrangement of people, machines, materials and methods such that processing steps are adjacent and in sequential order so that parts can be processed one at a time (or in some cases in a constant small batch that is maintained through the process sequence). The purpose of a cell is to achieve and maintain efficient continuous flow.
Work Balancing Pod
Craft Low Thruput High Takt Specialized Knowledge Skill Based Mfg Little Division of Labor Low Warranty Tough Changeover
Cells Straight Line
Expandable Dividable High Speed Easy Material Access Work on Both Sides Communication an Issue Quality Closed Loop Auto Product Conveyance Flow or Indexed
L Shaped
Easy Material Access Better Communication Not Optimized for Worker Motion
Process productivity Combi
High Rate/Volume Branched Assembly Auto Conveyance
U Shaped
Easy Balance and Control Closed Loop Quality Work Across …..Not Along Harder to Expand/Flex Tool and Part Density
One-Pc Flow Kanban Materials productivity
Pull System - Definition
To produce or process an item only when the customer needs it and has requested it. The customer can be internal or external.
Push System - Definition
To produce or process an item without any real demand from the customer – usually creates inventory and all other 'wastes'.
One-Pc Flow Kanban Materials productivity
Just In Time (JIT) - Definition
Producing or conveying only the items that are needed by the next process when they are needed and in the quantity needed. Can even be used between facilities or companies.
One-Pc Flow Kanban Materials productivity
Kanban - Definition
A signaling device that gives instruction for production or conveyance of items in a pull system.
One-Pc Flow Kanban Materials productivity Production KANBAN A visual signal used to initiate the production process # cards = (average daily demand * (replenishment time + safety stock)) number of pieces in a container
One-Pc Flow Kanban Materials productivity Withdrawal KANBAN A visual signal which notifies the transportation department to move a bin of parts from its production location to its consumption destination.
One-Pc Flow Kanban Materials productivity Supplier KANBAN A method of signaling replenishment requirements to Suppliers.
•
One-Pc Flow Kanban KANBAN Materials productivity A Japanese term meaning “card signal”.
Kanban is the information signal used to indicate the need for material replenishment in a PULL production Example: Part Number Description Supplier Standard Pack Quantity Sores Location Instructions
One-Pc Flow Kanban Materials productivity Electronic Kanbans
Physical kanban cards are replaced with electronic, bar code cards.
Enterprise Resource Planning
Electronic kanbans with the Master Schedule of MRP added.
Material Resource Planning
An inventory management system driven by a master schedule through an exploded bill of materials.
One-Pc Flow Kanban Process productivity
Point of Use Rack Component Part Information Part Number Part Name Bar Code S-Location (Stores Location = G12) C-Location (Consumption Location K8-9) Name of Vendor Vendor Part Number
Product Mix - Definition
Mixed-model production - capability to produce a variety of models, that in fact differ in labor and material content, on the same production line; allows for efficient utilization of resources while providing rapid response to marketplace demands.
Kaizen - Definition
This is the Japanese word for improvement. Kaizen implies more than improvement in basic production processes. Kaizen represents a philosophy whereby an organization, and the individuals within it, undertake small, incremental, continual improvements of all aspects of organizational life.
Kaizen Blitz - Definition
Kaizen definition has been Americanized to mean: "Continual Improvement." A closer definition of the Japanese meaning of Kaizen is "to take apart and put back together in a better way." “Blitz.” Blitz is short for blitzkrieg. And blitzkrieg is (b) -"Any sudden overpowering attack." Therefore, a Kaizen Blitz could be defined as 'a sudden overpowering effort to take something apart and put it back together in a better way." What is taken apart is usually a process, system, product, or service.
Standard Work
Standard Work is the most efficient combination of man, machine, and material. The three elements of standard work are 1)
takt time
, 2)
work sequence
, and 3)
standard work-in-process
. Performing standard work allows for a clear and visible 'standard' operation. Deviation from standard work indicates an abnormality, which is then an opportunity for improvement.
Heijunka
Smoothing out the production schedule by averaging out both the volume and mix of products. Production leveling allows a consistent workflow, reducing the fluctuation of customer demand with the eventual goal of being able to produce any product any day.
Quality At The Source
Producing quality when the product is made rather than sorting, inspecting, rejecting and reworking or scraping.
Value Stream Mapping - Definition
A pencil-and-paper tool used: a) to follow a product or information (or both) activity path from beginning to end and draw a visual representation of every process (value and non-value) in the material and information flows. b) then to design a future state map which has waste removed and creates more flow and c) to end up with a detailed implementation plan for the future state.
Current State VSM example
Future State VSM example
Team Charter
First Past Yield Team Charter Problem Statement The first pass yield in test is 55%.
Scope ANSI (white) product line.
Goal Increase the first pass yield to 99%. 0% increase in standard cost.
Resources $50,000 and 10 hours per week from 6 team members. Team leader has free choice in selection of team members. Availability of Team Champion and Facilitator’s time as needed.
Time Limit 2 months Team Members Team Facilitator Team Leader Team Champion Reporting Progress report every week at Friday Staff Meeting.
The Theory of Constraints
“The Goal” Avraham Y. Goldratt
“Bottlenecks”
Theory of Constrains in Production, Jeff 'SKI' Kinsey http://www.cm-sys.com/ideas/leanvstoc.pdf#search='theory.of.constraints%20presentation'
Supplier Partnership / Just in Time
For your lean system to work you suppliers must be equally lean.
Trust
Problem Solving / Decision Making Many tools are available such as Kemper Trego.
Lean Topics
Implementation Trust Cultural Change Lean Accounting
Lean Six Sigma Technically Simple Complex Cultural Complex Simple Orientation Systemic Project
Lean Accounting
Traditional Cost Accounting (TCA) – GAP
TCA is a big impediment to Lean justification and implementation. Without lean accounting, lean is a leap of faith.
Lean Integration
Integrating Lean into the business system of the organization.
Leadership for Lean Trust
Knowledge of the Organizations Business Model Challenge the Status Quo Create a Compelling Vision (Joseph Campbell, The Power of Myth) Enable Others to Act Model the Way Encourage the Heart
Lean Fears Change Job loss Working harder for the same pay Flexibility
Requirements for a Lean System Everything need to be more reliable and capable.
Processes People Work Instructions Suppliers Tooling Designs Teamwork Training Maintenance
Total Productive Maintenance Series Reliability .95
Single Minute Exchange of Dies Maximize today .95
.95
.95
.95
.95
= = .95
= = .95 x .95 = .925
= = .95 x .95 x .95 = .8574
.95
.95
.95
.95
= = .95 x .95 x .95 x .95 = .8145
Parallel Reliability .95
= 1- (.05 x .05) = .9975
.95
.95
.95
= .999994
.95
.95
.95
= 1- (.05 x .05 x .05) = .9999
.95
.95
People / Flexibility / Employee Engagement
Trust
Program / Project Justification and Selection Select a project that yields “Hard” financial results and increases executive bonus.
Training
Who?
Leadership Middle Management Production Personnel
What?
When?
Mass Overview Training or JIT Training
The Training / Documentation Balance Training Documentation
Metrics
On-Time Performance : The measure of how well a plant produces the volume, mix, and Total Cycle Time (also called Dock-To-Dock Time): Measuring the velocity of an order First Pass Yield : The percentage of good units completed without any rework or rejections.
Overall Equipment Effectiveness (OEE) : Measures the availability, performance efficiency, Setup Time : The time between the last good piece off one production run and the first good
piece off the next run.
On-time Delivery % Plus Productivity % Scrap % Rework % Uptime %
Metrics Profit Sales Growth Cost Savings Inventory reduction
Performance Excellence The Baldrige Criteria Strategy-Metrics-Deployment-Results
Lean “Tool Box” Performance Excellence “Business System” Six Sigma “Tool Box”
House of Lean One-Pc Flow Kanban Work Balancing Cells Total Productive Maintenance Quality Tools Single Minute Exchange of Dies Poka-yoke Seven Wastes
House of Lean
Materials productivity Process productivity Maximize today Quality
5 S’s
5 Why’s Visual Factory
Teams
Culture (foundation)
Project efforts applied in this area