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LEAN MANUFACTURING

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LEAN PHILOSOPHY

Lean manufacturing is a performance -based process used in


manufacturing organizations and service sector to increase
competitive advantage in an increasingly global market .
Nowdays this philosophy (originating from the Toyota Production
System) is applied in many sectors including automotive, electronics,
white goods, and consumer products manufacturing, etc..

The focus of the approach is on cost reduction by eliminating non -


value added activities.

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Lean Enterprise
“An enterprise with a focus on waste
elimination and the customer’ s needs in
all parts of its operations, manufacturing
and administration. Emphasis is given to
lean structures and processes, flexibility
of response and methods and techniques
to continually seize new opportunities as
they arise.”
- APICS Lean SIG

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Benefits of Lean Production
• Reduced inventory
• Improved quality
• Lower costs
• Reduced space requirements
• Shorter lead time
• Increased productivity
• Greater flexibility
• Better relations with suppliers
• Simplified scheduling and control activities
• Increased capacity
• Better use of human resources
• More product variety 5
Cost structure of a manufacturing company

Energy
Amortizaion
cost of machines
Labor cost

Cost of
Component cost
Manufacturer
manufacturing
Raw system
material
cost

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MAIN TOOLS AND TECHNICS OF LEAN
MANUFACTURING

The main tools and technics of lean manufacturing are Value Stream
Mapping, JIT, One-piece flow, Takt–time analsis, Heijunka, Single Minute
Exchange of Dies (SMED), Jidoka, Pull system, Kanban, Supermarket,
Kaizen, Standardised processes, 5S, Total Productive Maintenance (TPM),
6, Cell design and layout for flow (Cellular production, U-shaped cells),
Work group team error proofing, Zero defects (ZD), Station and operation
process control, Error proofing (poke-yoke), Balanced flow-, Synchronous
flow, Mixed flow lines, … .

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5 principles of Lean
• Value - specify what creates value from the customer’
s
perspective.
• The value stream –identify all the steps along the
process chain.
• Flow - make the value process flow.
• Pull - make only what is needed by the customer (short
term response to the customer’ s rate of demand).
• Perfection - strive for perfection by continually
attempting to produce exactly what the customer wants.

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A Toyota Termelési Rendszer és a lean összehasonlítása
5 principles of Lean
• 1. Value - specify what creates value from the customer’ s perspective.
• 2. The value stream –identify all the steps along the process chain.
2.1. Identification of wastes
2.2. 5 Why
2.3. Value stream mapping
• 3. Flow - make the value process flow.
3.1. JIT
3.2. One piece flow
3.3. Takt time design
3.4. Heijunka
3.5. SMED
3.6. Jidoka
• 4. Pull - make only what is needed by the customer (short term response to the
customer’ s rate of demand).
4.1. Pull system
4.2. Kanban
4.3. Supermarket
• 5. Perfection - strive for perfection by continually attempting to produce exactly what
the customer wants.
5.1. Standardisation
5.2. Kaizen 10
5.3. 5S
1. Value
All of processes (both manufacturing and service) can be categorised
into theree groups from perspective of customer:

 value added activities –customers are willing to pay for (e.g.


manufacturing, assembly, … ),
 required but non-value added activities (e.g. exchange of die),
 waste is "any element that does not add value, or that the
customer is not prepared to pay for" (e.g. over-production,
transportation, … ) ~99%.

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Before Lean:

After Lean:

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2. The value stream
•The value stream is the sequence of
processes from raw material to the
customer that create value.
•The value stream can include the
complete supply chain.
•Value stream mapping is an integral
aspect of Lean.

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2.1. Identification of wastes
There are 3 main categories of wastes:
•Muda (7 types) –wastes,
•Muri –overloading,
•Mura –inbalances.

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SEVEN TYPES OF WASTES
CAN BE IDENTIFIED IN PROCESSES I.

1. Over production – Producing more final products than is needed


or before it is needed for the customer is a fundamental waste in lean
manufacturing.

2. Waiting – Worker or machine is waiting for material or


information. Material waiting is not material flowing through value -
added operations.

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SEVEN TYPES OF WASTES
CAN BE IDENTIFIED IN PROCESSES II.
3. Motion –Any unnecessary motion that does not add value
to the product is waste.

4. Transportation – Moving material does not enhance the


value of the product to the customer.

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SEVEN TYPES OF WASTES
CAN BE IDENTIFIED IN PROCESSES III.
5. Inventories –Material sits taking up space, costing money,
and potentially being damaged. Due to stocks problems are not
visible.

6. Over- processing – Extra processing not essential to value-


added from the customer point of view is waste.

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SEVEN TYPES OF WASTES
CAN BE IDENTIFIED IN PROCESSES IV.
7. Producing defective products – Defective products impede
material flow and lead to wasteful handling, time, and effort.

8. Other additional wastes – Underutilized worker creativity


and resource, application of non adequate equipments and
systems, wasted energy and water, damage of environment.

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2.2. 5 Why
Ask 5 questions at each step to determine
waste or non-value-added areas

The 5 Whys is an iterative question-asking


technique used to explore the cause-and-
effect relationships underlying a particular
problem. The primary goal of the technique
is to determine the root cause of a defect or
problem. (The "5" in the name derives from
an empirical observation on the number of
iterations typically required to resolve the
problem.)
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The following example demonstrates the basic process:

• Why? - The battery is dead. (first why)


• Why? - The generator is not functioning. (second why)
• Why? - The generator belt has broken. (third why)
• Why? - The generator belt was well beyond its useful
service life and not replaced. (fourth why)
• Why? - The vehicle was not maintained according to
the recommended service schedule. (fifth why, a root
cause)
• Why? - Replacement parts are not available because
of the extreme age of the vehicle. (sixth why, optional
footnote)

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2.3. Value stream mapping
• Map customer requirements (orders)
• Map order information flows
• Map physical product/material flows
• Map plant/office information flows
• Add a process time line
• Summarize current state
–The % of value-creating time
–The number of units of inventory
required to support a production unit
–Total travel distance versus value-
creating distance 21
Alapanyag
készletezés

Gépbeállítás

Darabolás

Szállítás

Gyártásközi
készletezés

Felszerszámozás

Gépi
megmunkálás

Gyártásközi
készletezés

Szállítás

Beállítás

Kézi
megmunkálás

Ellenőrzés

Összeszerelés

Készáru
készletezés
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Current state map
Total Time: 10 Days
2 Value-Added Time: 6 minutes

Weekly Production Weekly


Supplier
Orders Control Orders
Customer 1

Weekly Schedule
Daily Daily
4

Cutting Weld Assembly Paint Shipping


3 I I I I
Finishing

1 Day 1 Day 2 Days 2 Days 3 Days 1 Day


50 sec 40 sec 90 sec 120 sec 60 sec

5 Process Time Line


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Current state map
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Készlet

Készlet

Szűk
keresztm
Készlet etszet

Készlet Készlet
Készlet
Készlet

Current state map analysis 25


Production
Forecasts for control Forecasts for
1month 1/2/ 3 months
Production
planning Daily Customer
orders
Daily
Daily
orders
orders Daily p/ m
orders
Supplier

1 time / daily
day

Manufact.+Assembly
+Packaging
Storage

Delivery

day day
day

Operation
2 shifts
Available time:
26400 s Production time
day day 3 days
Value adding time
102 sec

Future state map


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Current State Map:
Current State Map

Gyártás tervezés
lNapiAlapanyag és félkészre
MRP
Sales Customer
Igények Dekádonként
Suppliers 2 hetes terv

Production Plan Szállítás: Naponta többször


Takt time számítás a következő félév adatai alapján

Műszak hossz 450 min


Receivin
MRP részegységenként 1 nappal előre tervez
g
Kooperáció
Alapanyag
raktár
Line
Balancing
SMED Készárú
Csak 1 műszakban
raktár
Alkatrész Mosás + Cső
Karimázó Nagy Sor
gyártás Szárítás heggesztés
C/T min C/T 90 sec C/T 1,0 min C/T 50 sec C/T 2,0 min
I I I I
Op 1 3 Op 1 3 Op 1 1 1 1 Op 1 6
FPY 100% FPY 100% FPY 95% FPY 100% FPY 90%
C/O 0 Hrs 316 C/O 0 Hrs 148 C/O 12 min 100 C/O 5 min 88 C/O 240 min
Utili 55% Utili 100% Utilit 66% Utilit 66% Utilit 33%
Avail 100% Avail 100% Avail 100% Avail 95% Avail 94%
Rework kapa ci tás
1,50 1,00 0,83 2,00 terve zé s ni ncs
1,17 0,55 0,37 0,33 67%
4% 6%
I

Szűk keresztmetszet
Készlet Sokat megy
megszüntetése Csa k be égetés
üresen Tárolás / A SZerelés újabb
után tudjuk, hogy
jó e ! anyagmozgatás ellenőrzéssel
kezdődik
Nyomás Szemcse Zománcozás Végellenőrz
Hengerítő Hosszvarrat Kis Sor Szárítás Kemence Szerelde
Próba szórás (Vákuum) és
C/T 43 sec C/T 85 sec C/T 11,0 min 11% C/T 225,0 sec C/T 2,3 min C/T 67,0 sec C/T 60,0 min C/T 45,0 min 90,0 C/T 14,0 sec C/T
I I I I
Op 1 0,1 I Op 1 1 Op 1 5 Op 3 3 4 3 Op 1 4 Op 1 0 Op 64 3 34 m Op 1 1 Op
FPY 97% FPY 98% FPY 80% FPY 90% FPY 98% FPY NA FPY 100% FPY NA FPY 90% FPY
C/O 32 min 0 C/O 10 min 0 0 C/O 30 min 95 C/O 0 min 80 C/O 20 min 0 C/O 5 min 0 C/O 0 min 0 C/O 25 min 0 C/O 0 min 565 C/O
Utilit 48% Utilit 48% Utitlit 66% Utiliti 66% Utility 100% min Utility 100% Utility 100% Utility 60% Utitlity 100% Utitlity
Avail 95% Avail 98% Avail 85% Avail 85% Avail 93,8% Avail 100,0% Avail 100,0% Avail 100% Avail 100% Avail
Spec és Kis sor együtt 80 db/műszak 1 műszak
Palást: 7 db Palást: 5 db 1,25 2,3 1,1 60 0,703 0,23 71 min
Csőkígyós 0,35 0,30 2,09 5,16 nap
ütmezés 8% értékteremtő idő aránya

Special Zománcozás
Hengerítő Hosszvarrat Átpakol ás Szárítás 42,19sec, átlag
Sor (Forgató)
Csőkígyós 1,
C/T 125 sec C/T 255,0 sec C/T 11,0 min C/T 7,0 min C/T 60,0 min 0,7 min42 sec
Op 1 1 I Op 1 1 I Op 1 5 Op 1 3 Op 1
FPY 99% FPY 99% FPY 80% FPY NA FPY 100%
C/O 2 min 0,0 C/O 10 min C/O 30 min C/O 10 min C/O 0 min
Utilit 66% Utiliti 66% Utiltit 66% Utility 50% Utility 50%
Avail 93% Avail 95% Avail 85% Avail 95% Avail 100%

Palást 300-as: 7 db Palást: 7 db Csövező


3 műszak
csak 200 és 300-as megy rajta Szemcse szórás
3 műszak
60 batch , soros
Láb: 120 db Nedves tapadás állítás
Fül:100 db
Cső:40 db
C/T 2,5 min C/T = ciklus idő
Fedél: 40 db

Csőkígyó gyártás
Összeállítás:

Palást: 7 db
1 1 = gép mennyisége + létszám
Csőkígyó Mósás + Szemcse
csőkigyó: 5 db
FPY 100% FPY= minőségi mutató
C/T
gyártás
6,0 min C/T
Szárítás
1 min C/T
szórás
2,5 min
Fül: 58 db
Fedő:9 db
C/O 0 min C/O = átállási idő
I
Op
FPY
1
92%
3 Op
FPY 100%
1
FPY
1
100%
1 Fedél:1 db
Csonkhegyesztő: Utiliti 90% min Utility: a gép működése ( 2 műszak)
C/O 5 min C/O 0 min C/O 0 min 10 db csonk
Utilit
Avail
50%
95%
Utilit 60%
Avail 100%
Utiliti
Avail
90%
98%
min csonkhegesztő:
CsonK 12 db
Avail 98% Available: rendelkezésre állás
60/műszak 28 db gear boksz
227 db számolható
6 db

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Future State Map
3. Flow
3.1. JIT

3.2. One piece flow

3.3. Takt time design

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3.4. Heijunka

3 main categories of wastes:


• Muda (7 types) –wastes,
• Muri –overloading,
• Mura –inbalances.

Technique of achieving even output flow by coordinated


sequencing of very small production batches throughout the
manufacturing line in a lean production or JIT system.
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PRODUCT QUANTITY CYCLE TIME
A 60 pieces 8 min
B 120 pieces 4 min
C 240 pieces 2 min

3 main categories of wastes:


• Muda (7 types) –wastes,
• Muri –overloading,
• Mura –inbalances.

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3.5. SMED (Single Minute Exchange of Dies)

SMED focuses on reducing changeover and set-up


times, thus enabling organizations to:

– Produce smaller lots of products and services


more frequently.
– Develop a broader scope of products and
services.
– Reduce quality defects towards zero.

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SMED
Production Discharging Changeover Charging Production

Time

Changeover
Production Discharging Charging Production

Time 32
5 “Traditional”Setup Steps Defined

• Preparation - Ensures that all the tools are working properly and are
in the right location.
• Mounting & Extraction - Involves the removal of the tooling after the
production lot is completed and the placement of the new tooling
before the next production lot.
• Establishing Control Settings - Setting all the process control
settings prior to the production run. Inclusive of calibrations and
measurements needed to make the machine, tooling operate
effectively.
• First Run Capability - This includes the necessary adjustments( re-
calibrations, additional measurements) required after the first trial
pieces are produced.
• Setup Improvement - The time after processing during which the
tooling, machinery is cleaned, identified, and tested for functionality
prior to storage.
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3.6. Jidoka (built in quality)
Authority to stop the production line.

The jidoka definition mentioned above (autonomation =


"autonomous" and "automation") is essentially automation with
a human touch. But it has also come to mean more than that. It
is about stopping whenever an abnormal condition is
detected, fixing the defect, and then countermeasuring to
prevent further occurrences.

Many jidoka devices are combined with an andon, or signaling


device, to alert the operator of the abnormal condition. The
purpose of jidoka is to separate people from machines, so an
operator can do more while the machine is running.

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The word "autonomation" 自働化, a loan word from the
Sino-Japanese vocabulary, is a portmanteau of
"autonomous" and "automation" 自動化, which is
written using three kanji characters: 自 "self", "動"
"movement", and 化 "-ization".

In the Toyota Production System, the second character


is replaced with 働 "work", which is a character derived
by adding a radical representing "human" to the
original 動.

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The main objective of Jidoka is that it makes possible the identification
and solving of mistakes that occur in a process. Autonomation
relieves the worker of the need to continuously judge whether the
operation of the machine is normal; their efforts are now only
engaged when there is a problem alerted by the machine.

Jidoka Examples

The first example of this at Toyota was the auto-activated loom of


Sakichi Toyoda that automatically and immediately stopped the
loom if the vertical or lateral threads broke or ran out.
Today, the same Jidoka principle is applied to the production line. For
example, in the production operations, a worker who is practicing
Jidoka will self-inspect their own work, or source-inspect the work
produced immediately before their work station is encouraged to
stop the line when a defect is found. This detection is the first step in
Jidoka.
Once the line is stopped, a supervisor or leader will immediately go and
help solve the problems raised by the worker or machine. To
complete Jidoka, not only is the defect corrected in the product
where discovered, but the process is evaluated and changed to
remove the possibility of making the same mistake again. One
solution to the problems can be to insert a “mistake-proofing”device
somewhere in the production line. Such a device is known as Poka-36
Yoke.
ANDON
• An andon light is one of the basic tools of Lean
and is one of the most common forms of visual
management.
• In Lean, andon refers to a signal used to call for
help when an abnormal condition is
recognized, or that some sort of action is
required. The most common andon lights you
can see are those used to request assistance on
an assembly line. In the office, an andon will
announce that a piece of equipment, like a fax
machine, is having problems.
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Lean Manufacturing Andons are powerful
and effective communication tools that:
•Bring immediate attention to problems as they
occur in the manufacturing process.
•Provide a simple and consistent mechanism for
communicating information on the plant floor.
•Encourage immediate reaction to quality, down
time, and safety problems.
•Improve accountability of operators by increasing
their responsibility for “good”production and
empowering them to take action when problems
occur.
•Improve the ability of supervisors to quickly identify
and resolve manufacturing issues.
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ANDON Board

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Poka-Yoke / Idiot proof
prevent defects from occurring

Poka-yoke is a Japanese term that means


"mistake-proofing". A poka-yoke is any
mechanism in a lean manufacturing
process that helps an equipment operator
avoid (yokeru) mistakes (poka). Its
purpose is to eliminate product defects by
preventing, correcting, or drawing attention
to human errors as they occur.
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Examples for Poka-Yoke
• Door keys are one of the most widely used poka yoke devices. They
can be inserted with either side up.
• Most computer manufacturers poka yoke their cables so the plugs
only fit in one way. This prevents damage to the system. Overflow
drains on a sink (the holes high up on the side) are examples of
poka yoke devices that prevent making a mess when filling the basin
up with water.
• Printers stop printing when the paper is out. This keeps them from
spreading ink all over the internal mechanisms of the machine.
• A sensor in a gas nozzle knows when your tank is full. This is a poka
yoke that prevents dangerous messes by shutting off the pump.
• Your ice maker in your freezer shuts off when the bucket is full.
• Your washing machine ends the spin cycle when it is out of balance.

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4. Pull strategy
4.1. Pull manufacturing

4.2. Kanban

4.3. Supermarket

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5. Perfection

•The journey of continuous improvement.


•Producing exactly what the customer
wants, exactly when and economically.
•Perfection is an aspiration, anything and
everything is able to be improved.

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5.1. Standardization
Standardization is the act of establishing a
specified condition, process, or practice. It is a
very general, blanket term which covers a
variety of ways to add consistency to whatever
is being standardized.

Standardization is one of the most important


concepts in continuous improvement because
it provides a stable platform upon which to make
changes and test the results in a PDCA cycle.
Without standardization, changes are irrelevant
because the underlying conditions upon which
they were based are unlikely to be repeated.
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Standardization cycle
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PDCA
PDCA (plan–do–check–act or plan–do–check–
adjust) is an iterative four-step management
method used in business for the control and
continuous improvement of processes and
products. It is also known as the Deming
circle/cycle/wheel, Shewhart cycle, control
circle/cycle, or plan–do–study–act (PDSA).

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PLAN
Establish the objectives and processes necessary to
deliver results in accordance with the expected output
(the target or goals). By establishing output expectations,
the completeness and accuracy of the specification is
also a part of the targeted improvement. When possible
start on a small scale to test possible effects.

DO
Implement the plan, execute the process, make the
product. Collect data for charting and analysis in the
following "CHECK" and "ACT" steps.

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CHECK
Study the actual results (measured and collected in "DO" above)
and compare against the expected results (targets or goals from the
"PLAN") to ascertain any differences. Look for deviation in
implementation from the plan and also look for the appropriateness
and completeness of the plan to enable the execution, i.e., "Do".
Charting data can make this much easier to see trends over several
PDCA cycles and in order to convert the collected data into
information. Information is what you need for the next step "ACT".

ACT
Request corrective actions on significant differences between actual
and planned results. Analyze the differences to determine their root
causes. Determine where to apply changes that will include
improvement of the process or product. When a pass through these
four steps does not result in the need to improve, the scope to which
PDCA is applied may be refined to plan and improve with more
detail in the next iteration of the cycle, or attention needs to be 49
placed in a different stage of the process.
Standard Work
In Lean, Standard Work (often called standardized
work) is the cornerstone of any continuous
improvement effort. It locks in gains and
provides a foundation for future advances.
Standard Work helps companies reach their
improvement targets, but also provides a stable,
reasonable working environment for frontline
employees. Learning how to standardize a
process using Standard Work is one of those
things that is easy to do at a basic level. Going
beyond that rudimentary understanding, though,
is something that few people, and companies,
ever succeed in doing. 50
Standard Work definition: Standard Work is a
formally defined and documented process to
produce at a specified pace. Standard Work
has three main components:

• It is balanced to the takt time.


• It specifies standard work-in-process (WIP).
• It defines the sequence of operations for a
single operator.

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5.2. Kaizen
Kaizen for "improvement", or "change for
the better" refers to philosophy or
practices that focus upon continuous
improvement of processes in
manufacturing, engineering, and business
management.

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Kaizen vs. Kayrio
KAIZEN
KAIZEN:
Improvement in small steps
Small cost
Small risk
Suggested by operators

TIME
KAYRIO KAYRIO (Innovation):
Improvement in big steps
Big cost
Big risk
Suggested by management

TIME

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Kaizen vs. Kayrio

PRODUCTIVITY

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4 principles of Kaizen

Shorten

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4 principles of Kaizen

Joining

Is it possible to combine or integrate processes?


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4 principles of Kaizen

Re-organisation
Technologies can be changed?

Process orders can be changed?

Is it possible to optimize the methods and processes?


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4 principles of Kaizen

Make easier

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5.3. 5S

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5.2. 5S
• The 5S‘ s are simple but effective methods to
organise the workplace.
• The methodology does however, go beyond this
simple concept, and is concerned with making
orderly and standardized operations the norm,
rather than the exception.
• Posters bearing the 5S terms can be found on
the walls of Japanese plants, and are a visual
aid to organisational management.

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66
The Japanese Origins
• Seiri Sort
• This requires the classifying of items into two categories, necessary
and unnecessary, and disregarding or removing the latter.

• Seiton Straighten/Stabilize
• Once Seiri has been carried out Seiton is implemented to classify by
use, and arrange items to minimise search time and effort. The
items left should have a designated area, with specified maximum
levels of inventory for that area.

• Seison Shine
• Seison means cleaning the working environment. It can help in the
spotting of potential problems as well as reducing the risk of
fire/injury by cleaning away the potential causes of accidents.

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The Japanese Origins
• Seiketsu Systematise/Standardize
• Seiketsu means keeping one's person clean, by such means
as wearing proper working clothes, safety glasses, gloves
and shoes, as well as maintaining a clean healthy working
environment. It can also be viewed as the continuation of the
work carried out in Seiri, Seiton, and Seison.

• Shitsuke Sustain
• The 5 S‘ s may be viewed as a philosophy, with employees
following established and agreed upon rules at each step. By
the time they arrive at Shitsuke they will have developed the
discipline to follow the 5 S‘
s in their daily work.

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Visual management

Visual management displays are a hallmark of lean enterprises.


Whether it is scoreboards, production control charts, team
communication boards, or other types, visual management displays
keeps vital information flowing between lean management and
employees, as well as between individuals, cells and departments.
They open communication and information sharing within the lean
enterprise.

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Visual control - makes problems visible

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Visual management
Examples of Visual Management applications:

Goal-setting and performance tracking


Employees need visual displays that show what is expected of them and how
they are performing against those goals. These display boards are critical to
success because they show trends in key performance indicators, preferably in
real time.
Scheduling and production control
Many of the “who,”“what,”and “when”questions that arise in high-mix, small-
lot facilities are also best addressed using display boards that communicate
schedules, work orders, due dates, etc. Employees should have easy access to
the visual management boards so they can quickly ascertain what they need to
do next; this helps eliminate time wasted searching, asking and waiting for
verbal instructions and supervision.
Idea sharing and team communication
Kaizen improvements achieve the best results when performed as a team-
based endeavor; communication boards serve a useful role in getting everyone
involved in sharing ideas, identifying root causes, and brainstorming
countermeasures.
Report kaizen results and awards
Visual displays are also beneficial for presenting results and recognizing
achievements among a kaizen event team. Tracking boards and visual
management tools are especially important in multi-shift operations where 71
groups rarely have the opportunity to meet face-to-face.
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Total Productive Maintenance
(TPM)

•Breakdown maintenance
–Repairs to make failed machine operational
•Preventive maintenance
–System of periodic inspection and
maintenance to keep machines operating
•TPM combines preventive maintenance
and total quality concepts

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TPM Requirements
• Design products that can be easily produced on
existing machines

• Design machines for easier operation,


changeover, maintenance

• Train and retrain workers to operate machines

• Purchase machines that maximize productive


potential

• Design preventive maintenance plan spanning


life of machine 74
Cellular Layout
Manufacturing cells comprised of dissimilar machines brought together to
manufacture a family of parts
Cycle time is adjusted to match takt time by changing worker paths

• Advantages:
– Better flow control
– Improved material handling
(smaller transfer batches)
– Ease of communication
(e.g., for floating labor)

• Challenges:
– May require duplicate
equipment
– Product to cell assignment 75
CASE STUDY FOR A LEAN PROJECT

The authors completed a lean R+D project for a company which produces
household appliances.

The main manufacturing process steps are the followings: metal plate cutting,
automatic welding of inner can of a boiler appliance, cleaning and enamelling
of inner surface of the can, heat treatment in a furnace, testing on high water
pressure, foaming and final assembly, final testing and packaging.

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MAIN STEPS OF A LEAN PROJECT
IN AN INDUSTRIAL ENVIRONMENT

Step 1: Determination of goals and objectives of the project, identification of obvious


problems with the management.
At first the most important KPIs (key process indicators) should be defined wh ich should
be measured at the beginning and which should be improved at the end of the lean project.
Step 2: Choose the pilot pick an important product, product family, or customer.
Based on pareto analysis 1 item should be chosen for study.
Step 3: Study and evaluate the pilot process.
Value Stream Mapping (VSM) is a very efficient tool of lean philosophy for visually
representing where wastes occur in the process. Value Stream Map helps to visualize the
flow of information and product, helps to see wastes, shows the relationship between
information and material flow, and forms the basis for prioritizing lean actions.
Current State Map
Future State Map
Step 4: Pilot implementation, establishment of core project team for implementation.
Step 5: Run pilot and refine
Step 6: Full Implementation

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Value Stream Mapping
Current State Map
Current State Map !
Gyártás tervezés
lNapiAlapanyag és félkészre
MRP
Sales Customer
Igények Dekádonként
Suppliers 2 hetes terv

Production Plan Szállítás: Naponta többször


Takt time számítás a következő félév adatai alapján

Műszak hossz 450 min


Receivin
MRP részegységenként 1 nappal előre tervez
g
Kooperáció
Alapanyag
raktár
Line
Balancing
SMED Készárú
Csak 1 műszakban
raktár
Alkatrész Mosás + Cső
Karimázó Nagy Sor
gyártás Szárítás heggesztés
C/T min C/T 90 sec C/T 1,0 min C/T 50 sec C/T 2,0 min
I I I I
Op 1 3 Op 1 3 Op 1 1 1 1 Op 1 6
FPY 100% FPY 100% FPY 95% FPY 100% FPY 90%
C/O 0 Hrs 316 C/O 0 Hrs 148 C/O 12 min 100 C/O 5 min 88 C/O 240 min
Utili 55% Utili 100% Utilit 66% Utilit 66% Utilit 33%
Avail 100% Avail 100% Avail 100% Avail 95% Avail 94%
Rework kapa ci tás
1,50 1,00 0,83 2,00 terve zé s ni ncs
1,17 0,55 0,37 0,33 67%
4% 6%
I

Szűk keresztmetszet
Készlet Sokat megy
megszüntetése Csa k be égetés
üresen Tárolás / A SZerelés újabb
után tudjuk, hogy
jó e ! anyagmozgatás ellenőrzéssel
kezdődik
Nyomás Szemcse Zománcozás Végellenőrz
Hengerítő Hosszvarrat Kis Sor Szárítás Kemence Szerelde
Próba szórás (Vákuum) és
C/T 43 sec C/T 85 sec C/T 11,0 min 11% C/T 225,0 sec C/T 2,3 min C/T 67,0 sec C/T 60,0 min C/T 45,0 min 90,0 C/T 14,0 sec C/T
I I I I
Op 1 0,1 I Op 1 1 Op 1 5 Op 3 3 4 3 Op 1 4 Op 1 0 Op 64 3 34 m Op 1 1 Op
FPY 97% FPY 98% FPY 80% FPY 90% FPY 98% FPY NA FPY 100% FPY NA FPY 90% FPY
C/O 32 min 0 C/O 10 min 0 0 C/O 30 min 95 C/O 0 min 80 C/O 20 min 0 C/O 5 min 0 C/O 0 min 0 C/O 25 min 0 C/O 0 min 565 C/O
Utilit 48% Utilit 48% Utitlit 66% Utiliti 66% Utility 100% min Utility 100% Utility 100% Utility 60% Utitlity 100% Utitlity
Avail 95% Avail 98% Avail 85% Avail 85% Avail 93,8% Avail 100,0% Avail 100,0% Avail 100% Avail 100% Avail
Spec és Kis sor együtt 80 db/műszak
Palást: 7 db Palást: 5 db 1,25 2,3 1,1 60 0,703 0,23 71 min
Csőkígyós 0,35 0,30 2,09 5,16 nap
ütmezés 8% értékteremtő idő aránya

Special Zománcozás
Hengerítő Hosszvarrat Átpakol ás Szárítás 42,19sec, átlag
Sor (Forgató)
C/T 125 sec C/T 255,0 sec
I
C/T 11,0 min C/T 7,0 min Szemcse szórás
C/T 60,0 min
Csőkígyós 1,
0,7 min42 sec
Op 1 1 I Op 1 1 Op 1 5 Op 1 3 Op 1
FPY
C/O
99%
2 min 0,0
FPY 99%
C/O 10 min
FPY 80%
C/O 30 min
FPY
C/O
NA
10 min
C/T FPY
C/O
100%
0
2,5
min
min C/T = ciklus idő
= gép mennyisége + létszám
Utilit 66% Utiliti 66% Utiltit 66% Utility 50% Utility 50%
Avail 93% Avail 95% Avail 85% Avail
3 műszak
95% Avail
3 műszak
100% 1 1
Palást 300-as: 7 db Palást: 7 db Csövező csak 200 és 300-as megy rajta 60 batch , soros
Láb: 120 db Nedves tapadás állítás FPY 100% FPY= minőségi mutató
Fül:100 db
Cső:40 db
Fedél: 40 db
C/O 0 min C/O = átállási idő
Összeállítás:

Csőkígyó gyártás Palást: 7 db


Utiliti 90% min Utility: a gép működése ( 2 műszak)
csőkigyó: 5 db
Csőkígyó Mósás + Szemcse Avail 98% Available: rendelkezésre állás
gyártás Szárítás szórás Fül: 58 db
C/T 6,0 min C/T 1 min C/T 2,5 min Fedő:9 db
Op 1 3 I Op 1 1 1 Fedél:1 db
FPY 92% FPY 100% FPY 100% Csonkhegyesztő:
C/O 5 min C/O 0 min C/O 0 min 10 db csonk
Utilit 50% Utilit 60% Utiliti 90% min csonkhegesztő:
Avail 95% Avail 100% Avail 98% CsonK 12 db
60/műszak 28 db gear boksz
227 db számolható
6 db

78
Future State Map !
Conclusion

 Lean philosophy is used in manufacturing- and service


sectors to increase competitive advantage in an increasingly
global market.

 The focus of the approach is on cost reduction by eliminating non-value

added activities.

 Application of Lean philosophy also results the energy efficiency of

manufacturing- and service activities.

79
Videos:

–Boeing
–Audi A3

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