Transcript Implementation of Lean at Rheem Manufacturing Dr. Joan A. Burtner

Implementation of Lean at
Rheem Manufacturing
Presenter
Dr. Joan A. Burtner
Associate Professor
Industrial and Systems Engineering
Mercer University School of Engineering
Macon, GA
Introduction
 Background
on the Evolution of Lean
Manufacturing
 Overview to Lean Principles
 Highlights of Implementation of Lean
Practices at Rheem Manufacturing Co.
in Milledgeville, GA
Dr. Joan Burtner
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 2
Evolution of Lean Manufacturing

Total Quality Management
 Toyota Production System
 Six Sigma Process Improvement
 Theory of Constraints
 Value Stream Mapping
 Womack and Jones - Lean Thinking
 Rother and Shook - Learning to See
Dr. Joan Burtner
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 3
Continuous Improvement
Process (with a lean spin)
1.
2.
3.
4.
5.
6.
7.
Clarify improvement needs (objectives)
Observe operation(s) through your own
eyes
Identify problems based on observations
Resolve problems (kaizen)
New ideas become new standard
operating procedure
Maintain new methods
Continuously repeat steps 1 through 6
Dr. Joan Burtner
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 4
Wasteful Practices
Waiting
 Transportation
 Overproduction
 Processing
 Inventory
 Motion
 Defective Products

Dr. Joan Burtner
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 5
Lean Metrics
(Quantitative)

Lead-times
 Inventory
 Inventory Turns
 Work In Process
 Workable Floor Space
 Efficiency
 Cycle Time
Dr. Joan Burtner
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 6
Building Blocks of a
World Class Company
One – Piece Work Flow
Work Balancing
Quality Improvements
TPM
5’s
Dr. Joan Burtner
Visuals
Kanbans
Cellular Layout
Poka Yoke
SMED
Work Teams
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 7
Introduction to the 5S’s
SIMPLIFY MEANS CLEARLY DISTINGUISHING
BETWEEN WHAT IS NEEDED AND KEPT AND
WHAT IS UNNEEDED AND THROWN OUT
SEIRI (SIMPLIFY)
SEITON (STRAIGHTEN) STRAIGHTEN MEANS ORGANIZING THE
WAY WE KEEP NECESSARY THINGS,
MAKING IT EASIER TO FIND AND USE THEM
SCRUB MEANS KEEPING THE FLOORS
SWEPT, MACHINES AND FURNITURE CLEAN,
AND ALL AREAS NEAT AND TIDY
SEISCO (SCRUB)
SEIKETSU (STABILIZE) STABILIZE MEANS MAINTAINING AND
IMPROVING THE STANDARDS OF THE FIRST
THREE S’S
SHITSUKE (SUSTAIN)
Dr. Joan Burtner
SUSTAIN MEANS ACHIEVING THE
DISCIPLINE OR HABIT OF PROPERLY
MAINTAINING THE CORRECT 5S
PROCEDURES
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 8
Typical Improvement Projects
 Time
studies
 Line Balances
 Creating work cells
 Housekeeping (5 S’s)
 Visual Control
Dr. Joan Burtner
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 9
General Guidelines for Visual
Control at Rheem
Work Stations Should Include:
Work instructions (S.O.P.’S)
 Quality instructions
 Safety reminders
 Clearly marked part delivery locations
 Tool boards (where needed)
 Production boards (where needed)
 Layouts

Dr. Joan Burtner
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 10
Implementation of Visual
Control at Rheem

Spring and Summer 2003
 Kaizen and 5 S All Assembly Lines
 Created Zoned Housekeeping Layouts for
All Major Production Areas
 Designated Part Delivery and Storage
Locations
 Placed Production and Quality Status
Boards
 Began Drafting Standard Operating
Procedures and Safety Reminders for All
Work Stations
Dr. Joan Burtner
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 11
Kaizen of an Assembly Line 1
Before
Dr. Joan Burtner
After
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 12
Kaizen of an Assembly Line 2
Before
Dr. Joan Burtner
After
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 13
Using Work Teams at Rheem

Cross-functional work teams for solving
problems

Composition of Work Teams





Dr. Joan Burtner
Upper management
Supervisors
Co-op Students
Engineers
Assembly Line Workers
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 14
CONTINOUS IMPROVEMENT
TOOLS FOR BALANCING WORK
Takt
Time
Available
Time

Daily Work Time
Observation
Standard Work Flow Diagrams
Cellular
Work
Layout
Distribution Sheet
Dr. Joan Burtner
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 15
Time Observation
 Observe
a process or machine
 Enter each task component onto a form
 Note exceptions or non-repeating tasks
 Calculate the average cycle time for
each task
 Add all average element times to find
the cycle time of the total process
Dr. Joan Burtner
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 16
Standard Work Flow Diagram
 Used
to help identify the flow of the
operation(s) you are observing
 Used as a layout for developing an
improved process
 An excellent tool to use to develop
standard work procedures
Dr. Joan Burtner
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 17
Cellular Layouts
 The
arrangement of manufacturing
work cells to allow for a flowing
process
 With this concept, work can performed
without the need for large inventory
batches
 The parts enter the beginning of the
cell as raw materials and exit the cell
as completed units
Dr. Joan Burtner
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 18
Additional Visuals
 Spaghetti
Diagram
 Current State Diagram
 Future State Diagram
Dr. Joan Burtner
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 19
Acknowledgments
 Rheem
Manufacturing
 Permission
to use training materials
 Permission to use photos
 ISE
and IDM Students
 Permission
Dr. Joan Burtner
to use student work
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 20
Questions and Discussion
 Contact
Information
 Dr.
Joan Burtner
 [email protected]
 478 301-4127
Dr. Joan Burtner
Presented to IDM 288 and ISE 288 Feb 9, 2009
Slide 21