Transcript Document

Program Overview (Modules & Weeks)
1. Intro. To
Manuf. Systems
7. Quality at Source
No Class on Nov 8?
2. Lean & JIT
3. Push vs. Pull
Process Impr.
4. TQ Tools & Techs.
8. Customer Ints.
9. QFD & DFM
10. Teams & Change
No Class on October 11
5. Value Stream Maps
6. Manuf. Metrics
Kenneth J. Andrews
11. Term Papers
12. Final Exam (Dec 13)
EMP-5179-3-1
EMP-5179: Module #3
 Standardized Work
Kenneth J. Andrews

Continuous Improvement (Kaizen)

Push vs. Pull

Kanban Techniques
EMP-5179-3-2
In any manufacturing environment
VARIABILITY is the enemy.
Variability is a root cause of:
- long cycle times
- high WIP
- low throughput
- poor quality
- low worker morale
i.e. VARIABILITY = WASTE
Kenneth J. Andrews
EMP-5179-3-3
Standardized Work

Ensures work is performed consistently by an operator

Minimizes variation from one operator to the next

Developed, maintained & updated
by people who do the work

Work procedures are displayed at station

Standardization does not mean static

Standardized work is essential for
‘kaizen’ to be effective
Kenneth J. Andrews
EMP-5179-3-4
Kaizen: Definition
KAI
To modify /
Change
=
+
ZEN
To make good /
better
KAIZEN
Gradual and orderly, continuous improvement.
Kenneth J. Andrews
EMP-5179-3-5
Kaizen as a Tool for
Continuous Improvement
Kenneth J. Andrews

Creativity before capital

Bias for action

Total employee involvement

Never satisfied with the status-quo
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Kaizen Background

Based on Toyota Production System (TPS)

Focus on “Time” and how time is consumed

Team based continuous improvement

Designed to decrease value-added ratios

Focus on quality, cost, delivery goals

Achieving cycle time reduction

Major emphasis on sustaining the gains
Kenneth J. Andrews
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Focus Kaizen on Reducing NVA
•Value-Add Activity
Non-Value-Add Activity
NVA Reduction is a Non Traditional Approach
Kenneth J. Andrews
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Typical Kaizen Project Objectives

Reduce lead time by 50%

Reduce WIP by 70%

Eliminate at least one batch
processing operation

Improve productivity by 10%

Reduce setup time by 50%

Identify equipment bottlenecks
Kenneth J. Andrews
EMP-5179-3-9
The Agenda for a “Kaizen Blitz Week”
Setting the scene
– Training on Lean & JIT Principles
Observing the current process
– Identifying waste
– Identifying the root causes of problems
Designing and implementing the new process
– Long day !!!!!
Running in the new process
– Observing, listening, modifying
Reporting WHAT HAS BEEN DONE
– Performance versus goal, improvements
implemented
Write consolidation plan
Kenneth J. Andrews
EMP-5179-3-10
Kaizen: Strategic Rationale

Kaizen means gradual and orderly, continuous improvement. The
Kaizen business strategy involves everyone in an organization working
together to make improvements without large capital investments.

Kaizen is a culture of sustained continuous improvement focusing on
eliminating waste in all systems and processes of an organization.

The Kaizen strategy begins and ends with people. With Kaizen, an
involved leadership guides people to continuously improve their ability
to meet expectations of high quality, low cost, and on-time delivery.
Kaizen transforms companies into “Superior Global Competitors.”

Kaizen compliments the other tools of Lean and it is part of a whole
rather than a stand-alone process.
Kenneth J. Andrews
EMP-5179-3-11
Kaizen: Strategic Rationale

Kaizen means gradual and orderly, continuous improvement. The
Kaizen business strategy involves everyone in an organization working
together to make improvements without large capital investments.

Kaizen is a culture of sustained continuous improvement focusing on
eliminating waste in all systems and processes of an organization.

The Kaizen strategy begins and ends with people. With Kaizen, an
involved leadership guides people to continuously improve their ability
to meet expectations of high quality, low cost, and on-time delivery.
Kaizen transforms companies into “Superior Global Competitors.”

Kaizen compliments the other tools of Lean and it is part of a whole
rather than a stand-alone process.
Kenneth J. Andrews
EMP-5179-3-12
Improvement (Kaizen) Principles
 Get rid of all old (false) assumptions.
 Don't look for excuses, look for ways to
make it happen . .
 Don't worry about being perfect - even if you only get it half
right “start NOW”!
 It does not cost money to do KAIZEN.
 If something is wrong “Fix it NOW”.
 Good ideas flow when the going gets tough.
 Look for wisdom from Ten people rather than one.
 Never stop doing KAIZEN.
Kenneth J. Andrews
EMP-5179-3-13
Push(Batch) & Pull

Batch ---- Push multiple quantity of
assemblies into manufacturing

Pull ---- Assembly is only started when
the customer places his order
Kenneth J. Andrews
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Traditional “Buffered” Supply Chain
2nd Tier
Flow of Production
1st Tier
Flow of Information
Assembler
Customer
Demand
= WIP = $$
Kenneth J. Andrews
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“Push” Manufacturing System
Information Flow
WIP
Supplier
Raw
Matl
Process
A
WIP
Process
B
Fin. Goods
Process
C
Customer
Part Flow
Execution
- Parts completed to schedule without any downstream considerations
Replenishment
- Based on projected demand (forecasts)
Shop Floor Control - System, transactions, paperwork
Problems
- Hidden
Reaction to changes and problems - Through system - rescheduling
Linkage
Kenneth J. Andrews
- Operations are NOT physically linked
EMP-5179-3-16
The Just-in-Time Supply Chain:
2nd Tier
Flow of Production
1st Tier
Flow of Information
= WIP = $$
Kenneth J. Andrews
Toyota
Customer
Demand
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“Pull” Manufacturing System
Information Flow
Supplier
Raw
Matl
Process
A
Process
B
Process
C
Fin. Goods
Customer
Part Flow
Execution - Parts produced upstream as signaled from the downstream operation or customer
Replenishment
- Based on consumption
Shop Floor Control - Automatic - visible
Problems - Exposed - creates urgency
Reaction to changes and problems - Immediate - on-line and visible
Linkage
Kenneth J. Andrews
- Operations ARE physically linked
Kanban
Locations
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Pull System Principles
– Don’t make one until one has
been consumed
(i.e. JIT)
– Expect lower cycle time
– There may be a need for some
limited WIP.
– There are very few perfect
applications, expect to be flexible
– Efficient signaling between
stations is very important
Kenneth J. Andrews
EMP-5179-3-19
Kanban Production Control
 At the core of JIT manufacturing is
Kanban, a simple & visible system of
planning and controlling production.
 Kanban, in Japanese, means card or
marquee.
 Kanban is the means of signaling to
the upstream workstation (“producer”)
that the downstream workstation
(“customer”) is ready for the upstream
workstation to produce another batch
of parts.
Kenneth J. Andrews
EMP-5179-3-20
Types of Kanban

Production kanban (P- Kanban)
– authorizes a process to produce a fixed amount
of product

Transportation kanban (T- Kanban)
– authorizes transporting a fixed amount of product
downstream
•
•
•
•
Kenneth J. Andrews
Signals when to do work
Signals what work to do
Signals when not to do work
Controls inventory
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Flow of Kanban Cards and Containers
P-Kanban and
empty container
Full container
and P-Kanban
Upstream
Work Center #1
In-process
storage
Downstream
Work Center #2
Parts Flow
Kenneth J. Andrews
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Containers in a Kanban System

Kanban is based on the simple idea of replacement of
containers of parts, one at a time.

Containers are reserved for specific parts, are purposely
kept small, and always contain the same standard
number of parts for each part number.

At Toyota the containers must not hold more than about
10% of a day’s requirements. For companies starting
‘lean’, 25% is a good target.

There is a minimum of two containers for each part
number, one at the upstream “producing” work center
and one at the downstream “using” work center.
Kenneth J. Andrews
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Calculating the Number of
Containers between Work Centers
UT(1+P)
N=
C
N = Total number of containers between 2 stations
U = Usage rate of downstream operation
T = Average elapsed time for container to make entire cycle
P = Safety factor (usually 0.1) – variable demand
C = Capacity (number of parts) of standard container
Kenneth J. Andrews
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Example: Number of Containers
There are two adjacent work centers, one of which is fed parts
from the other. The production rate of the using work center is 165
parts per hour. Each standard Kanban container holds 24 parts.
It takes an average of 0.6 hour for a container to make the entire
cycle from the time it leaves the upstream center until it is returned,
filled with production, and leaves again.
How many containers are needed?
Kenneth J. Andrews
EMP-5179-3-25
Kanban Notification/Communication

Cards
– easily damaged, easily lost, cheap

Computer Signal
– Can cover large distances, more complex

Kanban Squares
– marks painted on floor, simple, cheap, less easily damaged

Slots for items
– place on shelves, simple, cheap
Kenneth J. Andrews
Kanban
Card
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Kanban System

KANBAN is a simple, clear and fast means of
communication, enabling good visual
management of production flow.

KANBAN is also a very good tool for continuous
improvement of:
– product flow
– production processes
Kenneth J. Andrews
EMP-5179-3-27
Lean manufacturing is about
Short cycle times
Lean manufacturing is really about
reducing risk of resource misallocation
which is about organizing activities into connected job
streams of serial events
which is about flow manufacturing in simple, cell focused
product streams
which always reduces cycle times
Kenneth J. Andrews
EMP-5179-3-28
Lean manufacturing is about
Kaizen Events & Teams
Lean manufacturing is really about
engaging people & developing new behaviors
which is about involving all employees in making
workplace improvements requiring change
which necessitates giving everyone practice and
experience in what to improve and how
which can be accomplished quickly through kaizen
team events and activities
Kenneth J. Andrews
EMP-5179-3-29
Lean manufacturing is about
Kanban & Pull Systems
Lean manufacturing is really about
minimizing the need for overhead
which is about concentrating precisely on only
what is necessary next
which is about linking interdependent supply
system decisions, and actions
which needs to be visual, responsive and simple
to manage (like Kanban)
Kenneth J. Andrews
EMP-5179-3-30
Lean manufacturing is about
Executing to Takt Time
Lean manufacturing is really about
synchronizing independent production
activities and events
which is about scheduling customer demands to
correspond to supply actions
which in repetitive products simplifies to exact
quantities at precise times
which works out to a level repetitious ‘takt time’
coordinating beat
Kenneth J. Andrews
EMP-5179-3-31
Lean manufacturing is about
Set-Up Reduction
Lean manufacturing is really about
improving return on capital
which is about maximizing the overall operating
effectiveness of man/machine interactions
which is about minimizing the delay when a machine
has to be down
which is greatly improved by quick change over times
Kenneth J. Andrews
EMP-5179-3-32
Lean manufacturing is about
Doing Standard Work
Lean manufacturing is really about
developing people - skill leverage
which is about establishing broad cross functional
skill sets in individuals
which demands extensive cross training
which requires effective task definition and
transparent shop work practices
which standard work achieves very well
Kenneth J. Andrews
EMP-5179-3-33
Next Week – REMEMBER!
 Download material for module #4
 Review Gen-X case study
 Start thinking about the topic for your term paper
Kenneth J. Andrews
EMP-5179-3-34