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LEAN PHILOSOPHY
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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:
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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.
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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.
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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.
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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.
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2.2. 5 Why
Ask 5 questions at each step to determine
waste or non-value-added areas
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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 Schedule
Daily Daily
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Készlet
Szűk
keresztm
Készlet etszet
Készlet Készlet
Készlet
Készlet
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
Gyártás tervezés
lNapiAlapanyag és félkészre
MRP
Sales Customer
Igények Dekádonként
Suppliers 2 hetes terv
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%
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
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3.4. Heijunka
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3.5. SMED (Single Minute Exchange of Dies)
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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.
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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".
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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
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Poka-Yoke / Idiot proof
prevent defects from occurring
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4. Pull strategy
4.1. Pull manufacturing
4.2. Kanban
4.3. Supermarket
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5. Perfection
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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.
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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:
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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
Re-organisation
Technologies can be changed?
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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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
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Visual control - makes problems visible
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Visual management
Examples of Visual Management applications:
•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
• 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
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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
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:
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Future State Map !
Conclusion
added activities.
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Videos:
–Boeing
–Audi A3
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