Transcript Lean Manufacturing An Overview Dr. Richard A. Wysk rwysk@

Lean Manufacturing
An Overview
Dr. Richard A. Wysk
[email protected]
http://www.engr.psu.edu/cim
August 12, 2002
Agenda
• Review brief history of manufacturing
systems
• Distinguish between mass, craft and lean
manufacturing
• Introduce key Concepts of
Lean Manufacturing
• Review the kinds of changes needed to be
considered a lean manufacturer.
Readings
• Chapter 18 of Computer Aided Manufacturing, Wang,
H.P., Chang, T.C. and Wysk, R. A., 3rd Edition (2004
expected) http://www.engr.psu.edu/cim/ie450/ie450ho1.pdf
• “Building the Lean Machine,” Advanced Manufacturing,
January 2000.
http://www.engr.psu.edu/cim/ie450/buildingthelean.pdf
Exercise
Readiness Assessment Test
A.K.A. RAT
AS A INDIVIDUAL, prepare a detailed process
plan for the part shown noted in the course web
page.
http://www.engr.psu.edu/cim/ie450/ie450rat.doc
Make sure the the time required to produce the part
(Process, locating and handling) is included in the
plan. This assignment will be collected in class
and graded.
Exercise
Readiness Assessment Test
A.K.A. RAT
AS A TEAM (4 members), take 3 minutes
to provide a written to answer the following
questions:
• Were all the plans the same?
• Is one better than the others?
• Why?
Closed Book / Closed Notes
Objectives
• To identify waste elements in a system
• To apply value stream analysis to a complex
engineering/manufacturing system
• To implement 3 M’s in a complex
engineering environment
• To be able to identify and implement the
5Ss of lean
Craft Manufacturing
• Late 1800’s
• Car built on blocks in the barn as workers walked
around the car.
• Built by craftsmen with pride
• Components hand-crafted, hand-fitted
• Excellent quality
• Very expensive
• Few produced
Mass Manufacturing
• Assembly line - Henry Ford 1920s
• Low skilled labor, simplistic jobs,
no pride in work
• Interchangeable parts
• Lower quality
• Affordably priced for the average family
• Billions produced - identical
Lean Manufacturing
• Cells or flexible assembly lines
• Broader jobs, highly skilled
workers, proud of product
• Interchangeable parts,
even more variety
• Excellent quality mandatory
• Costs being decreased through process
improvements.
• Global markets and competition.
In-class exercise
Individually, respond to the
following question (1-3
minutes)
What are the most prevalent
forms of waste in a job that
you’ve had or in a process
(or activity) that you are very
familiar with?
Definition of “Lean”
• Half the hours of human effort in the factory
• Half the defects in the finished product
• One-third the hours of engineering effort
• Half the factory space for the same output
• A tenth or less of in-process inventories
Source: The Machine that Changed the World
Womack, Jones, Roos 1990
Lean Manufacturing
 is a manufacturing philosophy which shortens the time line between the
customer order and the product shipment by eliminating waste.
Business as Usual
Customer
Order
Waste
Time
Lean Manufacturing
Customer
Order
Waste
Time (Shorter)
Product
Shipment
Product
Shipment
The Nature of Lean Mfg
• What Lean Mfg is not
– JIT
– Kanban
• Characteristics
– Fundamental change
– Resources
– Continuous improvement
• Defined
– “A system which exists for the production of goods or
services, without wasting resources.”
13
New Paradigm: Non-Blaming Culture
Management creates a culture where:
• Problems are recognized as opportunities
• It’s okay to make legitimate mistakes
• Problems are exposed because
of increased trust
• People are not problems they are problem solvers
PROBLEMS
SOLUTIONS
• Emphasis is placed on finding solutions instead of
“who did it”
What makes a manufacturing
system lean? – the 3 M’s of lean
• muda – waste
• mura - inconsistency
• muri - unreasonableness
What makes a manufacturing
system Lean?
Definitions
• Systems
– Recognition
– Efficiencies
• Waste
– Muda
– 7 types
– Truly lean
17
Waste
“Anything that adds Cost
to the product
without adding Value”
7 Types of Muda
•
•
•
•
•
•
•
Excess (or early) production
Delays
Transportation (to/from processes)
Inventory
Inspection
Defects or correction
Process inefficiencies and other non-value added
movement (within processes)
19
7 Forms of Waste
CORRECTION
WAITING
Repair or
Rework
Any non-work time
waiting for tools,
supplies, parts, etc..
PROCESSING
Doing more work than
is necessary
Types
of
Waste
INVENTORY
Maintaining excess
inventory of raw mat’ls,
parts in process, or
finished goods.
MOTION
Any wasted motion
to pick up parts or
stack parts. Also
wasted walking
OVERPRODUCTION
Producing more
than is needed
before it is needed
CONVEYANCE
Wasted effort to transport
materials, parts, or
finished goods into or
out of storage, or
between
processes.
Who wants what...
$
Cash !!
Value !!
Customer
Low Cost
High Quality
Availability
Your Company
Profit
Repeat Business
Growth
Elements of Lean Manufacturing
•
•
•
•
Waste reduction
Continuous flow
Customer pull
50, 25, 25 (80,10,10) Percent gains
22
Benefits of Lean Manufacturing
• 50 - 80% Waste reduction
–
–
–
–
–
–
–
WIP
Inventory
Space
Personnel
Product lead times
Travel
Quality, costs, delivery
23
Setting the Foundation
• Evaluating your organization
– Management culture
– Manufacturing culture
• Lean Manufacturing Analysis
–
–
–
–
–
Value stream (from customer prospective)
Headcount
WIP
Inventory
Capacity, new business, supply chain
24
Tools of Lean Mfg/Production
• Waste reduction
–
–
–
–
–
–
–
–
–
–
Full involvement, training, learning
Cellular mfg
Flexible mfg
Kaikaku (radical change)
Kaizen (continuous improvement) & standard work
5S
Jidoka (autonomation)
Poka-yoke (visual signals)
Shojinka (dynamic optimization of # of workers)
Teien systems (worker suggestions)
25
Tools (cont.)
• Continuous Flow (10% - 25%)
–
–
–
–
–
SMED (Shingo)
Andon
Takt time
Line balancing
Nagara (smooth production flow)
26
Tools (cont.)
• Customer pull (10%- 25%)
– Just-in-time
– Kanban
27
Henry Ford - Standards
“To standardize a method is to choose out of the many
methods the best one, and use it. Standardization means
nothing unless it means standardizing upward.
Today’s standardization, instead of being a barricade against
improvement, is the necessary foundation on which
tomorrow’s improvement will be based.
If you think of “standardization” as the best that you know
today, but which is to be improved tomorrow - you get
somewhere. But if you think of standards as confining, then
progress stops.”
Henry Ford, 1926
Today & Tomorrow
Standardized Work
•
•
•
•
Captures best practices
Posted at the work station
Visual aid
Reference document
–
–
–
–
work sequence
job layout
time elements
safety
• Developed with operators
• Basis for Continuous Improvement
Other Tools
• Visual Factory
• Error Proofing
• Quick Change-over
• Total Productive Maintenance
5S Programs
•
•
•
•
•
Seiri (sort, necessary items)
Seiton (set-in-order, efficient placement)
Seison (sweep, cleanliness)
Seiketsu (standardize, cont. improvement)
Shitsuke (sustain, discipline)
31
Visual Factory
• “Ability to understand the status of a production area
in 5 minutes or less by simple observation without use
of computers or speaking to anyone.”
• 5-S
–
–
–
–
–
1S
2S
3S
4S
5S
Sift and Sort
Stabilize
Shine
Standardize
Sustain
(Organize)
(Orderliness)
(Cleanliness)
(Adherence)
(Self-discipline)
Error Proofing
• Preventing accidental errors in the
manufacturing process
– Error detection
– Error prevention
• A way to achieve zero defects.
Exercise (3 – 5 minutes)
• Individually, identify an area or system that
you feel lends itself to improvement using
the 5S.
• What S’s can be easily applied (low hanging
fruit)?
Exercise (3 – 5 minutes)
• As a group, discuss the recommendations
made by each group member.
– Can other recommendations be made?
• What activities do you feel will make the
most significant impact?
End part #1 – Waste Elimination
Questions?