Transcript Lean Manufacturing Chris Poteet Scott Carroll Manufacturing Operating Principles Framework Core Beliefs & Values Enablers Subsystems OPERATING PRINCIPLES Leadership H. R.

Lean Manufacturing
Chris Poteet
Scott Carroll
Manufacturing
Operating Principles Framework
Core Beliefs
& Values
Enablers
Subsystems
OPERATING
PRINCIPLES
Leadership
H. R. Systems
Teamwork
Inspiration
Openness
Joint
Commitment
Role Clarity
Employee Involvement &
Development
Human Infrastructure
Communication
Work Group Organizational
Structure
Safe Work Practices &
Environmental Awareness
Training
Standardized Methods &
Procedures
Standardization
Customer
Focus
Agility
Proc
ess
Focu
s
Visual Techniques / 5S
Quick Issue Detection &
Correction
Quality Focus & Robust
Processes & Products
Robust Processes / Products
& Preventative Quality
Assurance
MQAS
Quality Policy / Management Review
Business Plan / Assurance System
Performance Feedback
Policy Deployment
Employee Feedback
Employee Opinion Surveys
Employee recognition
Std Communication Channels
Checklists and Monitoring
Man Assignments
Group Development Activities
Training
New Hire Orientation
Process Descriptions
Resources
Group / Team Meetings
On the Job Training
Suggestion System
C. I. Implementation Area
Shopfloor Training Area
Team Leader Roles (as applic.)
Integration of Tasks
Groups, Boards
Qualification Training Matrix
Cross--Functional Training
Safety Regulations
Visual Safety Indicators
Ergonomic Evaluation
Refuse / Waste Separation
Environmental Protection
Standard Work Instructions (SWI’s)
Process Support Documentation
Standard Work in Process (WIP)
Scoreboards
Shopfloor Measurement
Standard Shift Change Procedure
Standardized Equipment
Quality Gates
5S
Labeling, Marking, & Footprinting
Quality Feedback Loops
Shopfloor Section Audit
Root Cause Analysis
Quality Alerts / Prod. Info. Boards
Boundary samples
Responsibility and Authority
Use of Cross Functional Teams
Employee Safety / Environmental
Doc & Data Cont / Prod ID & Trace.
Process Control / Inspection & Test
Insp & Test Stat / Cont of Quality Records
Handling, Storage, Pkging, Preservation
Control of Customer-Supplied Product
Control of Non-conforming Product
Corrective and Preventative Action
Statistical Techniques
Quality Alert System / Quality Stop
Preventative Maintenance
Production Part Approval Process
Design Control
Certification Audit
Total Productive Maintenance
Process Audit
Error Proofing
Preventative Maintenance & Calibration
Single Point Lesson
Mistake Proofing
Problem Solving / Closed Circuits
Statistical Process Control (SPC)
Process FMEA
Quality Agreements
Customer Quality Measurement
Quality / Zero Defect Gate
Production Planning Schedule
In-Line sequencing
Delivery (Prod Sched - 1 Piece Flow)
Inventory
Mixed Loads / Tugger Transport
Order Cards
Withdrawal & Fill-up
Material Flow Planning
Quality Planning
Purchasing
One Piece Flow
Small Lot Containers
First-In, First-Out (FIFO)
CDR / Cycle time chart
Single Stage Stock strategy
Plan, Do, Check, Act (PDCA)
Cont. Imprv / Corrective & Prev. Action
Manufacturing Capabilities
Stable Customer Demand Rate
7 Wastes
5 Step Improvement Process
5 Why’s
Analysis & Use of Company Data
Customer Satisfaction / Assurance Asses.
C. I. Workshop
Engineering Change Control
Customer Focus
Production Smoothing
Pull Production
Just-In-Time
Continuous Flow Proc.
Customer Demand Rate
Innovation
Continuous Improvement
Waste Elimination
Support Processes, Tools, & Measurement
Contract Review
Practice Sharing
Results
Quality
Speed (to market)
Excellence
Responsibility
afety
S
Q
D
C
M
uality
elivery
ost
orale
Profitability
Three Pillars of Lean Manufacturing
• Human
•Technological
•Systems
How Pillars Affect SQDCM
Human
Safety
Quality
Technological
Delivery
Systems
Cost
Morale
What Do We Mean by a System?
These five subsystems are tightly
linked… each one affects the others.
Human Aspects
Consumer Feedback:
• After purchase surveys
• Surveys to potential buyers
Employee Feedback:
• Process problems or improvements (lighter robotic arm design)
• Integrated into continuous improvement process (Suggestion
box, recommendations to supervisors)
• Employee online surveys
Unions:
• Union representatives / liaisons to assist employees with problems
• Recognition of employees as the most important asset of the company
Human Aspects
Training:
• Cross training of employees (varied tasks, flexibility of supervisors)
• Floaters (use in assisting with critical tasks, flexibility supervisors for
breaks)
• Company closed circuit television in break area (covers company
news, financial updates, new products)
• Voluntary participation in continuing education classes
= higher morale
Technological Aspects
Facility Layout:
• Open aisles allow managers to monitor processes and employees
to detect problems
• Reduction of wasted movement (i.e. travel distances)
• Workstation design
Ergonomics:
• Force, frequency and flexion
• Ergo-Arms, foot pads, roller racks, tilt racks, hydraulic tables
• Use of employees in the design phase of manufacturing
Technological Aspects
Material Handling:
• Reduction of component stocks (1 1/2 hour operations) at stations
• Components come in pre-packaged amounts for specific jobs
• Component packages stored in marshaling areas
• Reduce the lifting done by the employees
• Computerized / Wireless acquisition (fork lifts)
Mistake Proofing:
• Color Coding
• Shape Coding
• Bar code scanner for all sub-parts (can track all parts by VIN #)
• Computerized feedback from tools
Technological Aspects
Preventative Maintenance:
• Scheduled services occur at shift changes
• Unscheduled services conduct repairs upon employees request
• Testing Measuring Diagnostics Equipment
System Aspects
Standardization:
• Standardize work instruction and directions
• 5 S’s (Sift, Sweep, Sort, Sanitize and Sustain)
• SPC Charts
• Preventative Maintenance
• Safety (Paint markings, laser indicators)
JIT:
• Orders received at the gate trigger each department
• Reduction of inventory equates to reduction of storage requirement,
increases working capital, decreases bureaucracy
• Increases responsiveness to customers
• Temporary bank after human intensive stage
System Aspects
Computerized Monitoring:
• Real-time production statistics
• Color coded warning system
• Defects on products are noted and tracked throughout the process
• KUKA camera tracking system
• Computerized check of all options (Huntsville check)
Continuous Improvement:
• Non-Value added activities
• Wastes
Definition of Value Added Activity (VA)
• An activity that transforms or changes raw material or information to meet
customer requirements.
Value Added Tests:
– The customer must recognize the value (be willing to
pay for it)
– The product must physically change during the
process
– The activity must be done right the first time
Definition of Non-Value Added (NVA) Activity
• Any activity that does not transform or change raw material or information
to meet customer requirements.
Non-Value Added Tests:
– Activities that do not meet all of the three VA test rules
– Some non-value added work may be necessary
Value Added
• Machining
Non-Value Added
• Stamping
• Transportation
• Assembling
• Inventory
• Designing
• Defective material
• Customer Service
• Wait Time
• Analysis
• Inspecting
• Painting
• Testing
• Sealing/Welding
• Correcting
• Batching
• Setup
The 7 Wastes
1. Product Defects:
2. Overproduction:
3. Inventory:
Defects or repair work
4. Transportation:
Double handling or conveyance
of materials
5. Processing:
6. Waiting:
Unnecessary work or processing
7. Motion:
Excess walking, bending, or
reaching
Producing too much or too soon
Excess raw materials or work in
process
Waiting for parts, materials
machines to cycle
POLICIES
Minimize
Fluctuation
Downstream fluctuations must be minimized to reduce the “ripple
effect” on upstream processes.
Implement Short
Lead Time
Short lead times are the keys to flexibility, cost reduction, and
customer satisfaction. Rather than optimizing individual pieces
and functions, optimize total throughput.
Eliminate waste
Strive to eliminate waste, especially overproduction. In other
words, do not produce too many, too soon or too fast.
Recognize the
limitations of plans,
forecasts, and
schedules
Remember that forecasts are necessary evils and plans do
change. Therefore forecast as accurately as possible, recognize
the limitations of forecasts, and plan accordingly. Be prepared to
respond quickly to change.
Focus on the actual
condition of the
“front lines”
Identify and solve problems when they happen. Capitalize on the
collective knowledge of the team. Utilize team members’
knowledge.
Keep it simple and
manageable
Resiliency and flexibility are facilitated by a synchronized
process.
How Pillars Affect SQDCM
Human
Safety
Quality
Technological
Delivery
Systems
Cost
Morale