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METHODOLOGY
Objective: mutual benefits The general objective of this project is to establish a set of recommendations which can help managers concerned with lean and/or sustainability implementations. The project will attempt to show how sustainability can provide positive incentives for applying lean. At the same time it will attempt to show how to make sustainable development economically more attractive by applying lean principles. As a result lean may become more attractive as part of a green solution.
Scope
original lean philosophy
This project ultimately tries to understand how both words (lean & sustainability) can support each other, and to give them (strategic or tactical) reasons to cooperate. It does not provide (operational) tools. Besides this, it clearly focuses on the original lean philosophy and not on related improvement programs such as Six Sigma. It also tends to focus on the economic and environmental benefits, and less on the social element of sustainability.
1.Study
.Detail of industry: -Operations -Parts manufacturing -process used -material handling
2. Identification of waste: identify all the 7 types of wastes present in the industry 3. Removal of waste: Find the methods of waste removal 4. Implementation of sustainability and lean principles 5. Find calculated results
Rules to Consider
All work shall be highly specified as to content, timing, sequence, and outcome. All work shall have a direct path for products and services. All improvements shall be conducted using a scientific method at the lowest possible level of the organization. Micro/Macro implications. Rules for smaller lot production Processes must be stabilized as much as possible. (Man, machine, materials, methods) Quality must be continually improved upon and source inspection implemented. Standardized work shall be created and based on repeatable human movements.
Where do we start? Inspect/Pack/finish Blast Clean/finish Heat Treat Shakeout/Blast Pouring Mold/Core Raw
Start at the endwhy? Create simple visual systems-PIGs, lanes, hands-on Kanban Create the direct paths for products and services through software and manual means. Standard Changeover and flexibility Involve Management on a daily basis Scrap/rework/start-up meetings Pack/Inspect In line blast/ inspect/upgrade Requires direct path to HT Pack at the end of the process Visuals provided/ offal measured and reviewed daily. In line inspections/rework shall negate as much as possible; the defects found in final not that final finds the defects. Partial boxes and the handling formalized
Lean Foundry
Increasing profitability = increasing price or reducing costs. Cost = Time Cost not at the expense of people specifically. Time as the benefit (or weight) of processes that provide both value and waste from the time of order to the time of shipping. What is your Manufacturing Lead Time from order to shipping? What do you expect as the norm for yourselves? What would you want that to look like in the future for both you and your customers?
Lean Foundry Biggest Challenges: Culture: Embrace the old school to lead the new school. Bring in outside eyes for a fresh perspective. Expectations and goals and standards Setting them/ measuring regularly on an hourly basis/monthly basis/quarterly basis Union issues Profitability sharing programs
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