Transcript LEAN MANUFACTURING - TopMarkDissertations.com

LEAN MANUFACTURING
Introduction
• Modern business model impact on
business
• Business growth – New technologies
- Cross border markets
• Increasing business cost – Lean
manufacturing
Definition
• No conclusive definition
• Principles
a. Efficiency – Increased value of
organization
b. Identify and eliminate wasteful processes
c. Increased innovation and development
Research objectives and Approach
• Objective – Examine and explore how lean
manufacturing instruments can be tailored from
discreet to continuous manufacturing setting and
assess their impact on business interest
• Hypothesis – There are immense prospects and
opportunities for greater efficiency,
improvement, and performance of
manufacturing company’s production process in
lean manufacturing instruments are used
• Approach – Methodically establish importance of
lean manufacturing tool in production
Background and scope
• Originated from Japan – Scarcity of raw
materials and human labor
• Taiichi Ohno & Eiji Toyoda – Toyota Motor
Group Executives
• Toyota Production System - LM
• Principle – Reduce waster, produce what
customer wants at right time and quantity
Mass Production to Lean
Production
•
•
•
a.
b.
c.
d.
Mass production – utilize economies of scale
Lean Production – Functional efficiency and
effectiveness of production system
Areas of enquiry:
Staff skills
Company resources
Company system and procedures
Audit role, relationships and responsibilities
Value Chain Analysis
• Closely linked to value chain analysis (VCA)
• VCA as a Prerequisite for LM – identify functions
not structures of a company
• Identify processes that add value to customers.
• VCA – enable manager to identify:
• Activities close to organizational objectives
• Cost-intensive activities
• Activities that create value to customers
Lean Tools and Techniques
•
a.
b.
c.
d.
e.
f.
Main instruments include:
Continuous improvement
Cellular manufacturing
Waste recognition and elimination
Production smoothing
Standardization
Just-In-Time (JIT) production
Continuous improvement
•
•
a.
b.
c.
d.
e.
In Japan – Kaizen or quest for perfection
and excellence
5Ss
Sort
Straighten
Sweep & Clean
Systemize
Standardize
Cellular manufacturing
•
•
•
•
•
•
•
•
•
•
The greatest foundation of LM
Cell – production tools and stations
Enable one-piece flow model
Product mix extension
Space utilization
Reduce transport and communication
Teamwork and communication
Visibility and flexibility
Improved productivity
Lead time reduction
Waste recognition and elimination
•
•
•
•
•
•
•
•
Key – identifying customer preferences
Seven subheadings:
Excess production
Producing faulty or substandard merchandise
Idle inventories
Transportation
Invisible processing
Waiting
Production Smoothing
• Derived from Japanese Heijunka keeping levels of production consistent
each day
• TPS – cost minimized by manufacturing
parts that could be sold
• Production plan and timetable must be
smooth
Standardization
• Work standardization – corollary of waste
elimination
• Ensure each duty is performed
• Standardization – for a specific job,
regardless of who is performing it, produce
same results.
Just-In-Time Production
•
Administrative concept – seeks to abolish
wastes
• Rely on relationship between sales and
purchasing department
• Three aspects
a. JIT production
b. JIT distribution
c. JIT purchasing
• All elements integrated and synchronized
Opportunities for lean
• Not all LM instrument can be applied
homogeneously
• LM is beneficial to manufacturing
companies
• Flexibility – Indicates the LM tool to be
employed
Conclusion
• Objective – elaborate the broad philosophy of
lean manufacturing and its relevance to
production process
• Discrete industries share common attributes
facilitating implementation of LM tools
• Identification and elimination of wastes
• Implementation of LM hampered by some
barriers
• Confirmation of the hypothesis
Future direction
• Emerging trends in production – higher
prospects of LM
• Conversion of production system to purely
pull system
• Future design - assimilate push and pull
system
Bibliography of authors
•
•
•
•
Prof. Fawaz Abdullah
Jeffery K. Liker and Thomas Lamb
Prof. Lerman Crookes
Cook Robert
END