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LEAN MANUFACTURING

Dr. V.RAMESH , FIE


PROFESSOR, SJCE
MYSORE
BASIC IMAGE OF LEAN
PRODUCTION
LEAN ACTIVITIES
LEARNING TO SEE MUDA
Key Steps in Transforming
a Company to the Lean
Approach
1. Establish a steering teamconduct strategic planning session
2. Train the steering team and the model line team in the
disciplines of lean
3. Perform PQR (product-quantity-routing) analysis
4. Identify value streamsselect a value stream
5. Calculate model line takt time
6. Value stream map the model lineassemble current state
map
7. Balance the lineassign standard work
8. Establish standard WIP (inventory levels)
9. Test the system (virtual cell)document results
10. Setup reduction event
Key Steps in Transforming
a Company to the Lean
Approach
11. Conduct 5S eventapply TPM techniques
12. Establish visual signalsreduce paperwork
13. Explore alternative flow patterns
14. Develop block layout
15. Develop detailed layout
16. Execute move
17. Select next value stream and repeat

Gary Conner, President of Lean Enterprise Training, Newport, OR, Road Map to
Lean for the Smaller Shop, Society of Manufacturing Engineers, Lean
Manufacturing 2007, Supplement to Manufacturing Engineering, 2007.
pp. 27-29.
Lean Focus

SYSTEM
INPUTS and OUTPUTS
PROCESSES

Workers METHODS
Information Products /
Machines Services
Materials
Environment

SYSTEM EFFICIENCY

Inefficiency = Waste = Time/Cost


Four Basic Lean Principles
1. Elimination of Waste: eliminate any activities
that do not add value in an organization.
Includes overproduction, waiting time,
processing, inventory, and motion.
2. Increased Speed and Response: better
process designs allow efficient responses to
customers needs and the competitive
environment.
3. Improved Quality: Poor quality creates waste,
so improving quality is essential to the lean
environment.
4. Reduced Cost: simplifying processes and
improving efficiency translates to reduced costs.
Waste Causes (In no particular order)

Facility layout
Excessive setup times
Incapable process
Poor preventive maintenance
Uncontrolled work method
Lack of training
Boredom
Production planning/scheduling
Lack of workplace organization
Lack of supplier quality and
reliability
Lack of concern (accountability)
Waste Causes (continued)

Passing on defective parts


Not communicating improvements
Overproduction
Inventories
Motion
Non-value-added processes
Transportation
Waiting
Counting
BENEFITS OF CREATING LEAN
FLOW
Lean Manufacturing Techniques

Value Stream Mapping


Right-sized equipment 10 Takt time
9
Sustainment of gains 8 One-piece flow
7
6
Handling reduction 5 Pull system
4
3
Line balancing 2 SMED (setup)
1
0
Value-added ratio OEE

TPM Flow velocity

Machine reliability Productivity (labor cost)

Jidoka (autonomation) Facility layout


Standard work
Lean Enterprise Key Drivers
Lean manufacturing techniques

Total quality management

Vision

Total organizational buy-in

Sales, production, inventory planning


WIN - WIN - WIN CYCLE
Invest in Employees

Imp
es Training
Process Ownership

rov
enu

Create Stable Employment

em
Rev

e
nts
Grow the Company Satisfy the Customer
Expand Markets Reduce Cost
Increase Market Share Improve Quality
New Markets Faster Delivery

Sales
A Two-Card Kanban JIT Operating System
Lean Tools and Approaches
Visual Controls
Visual controls are indicators for operating
activities that are placed in plain sight of all
employees so that everyone can quickly and
easily understand the status and
performance of the work system.
Examples: electronic scoreboards in
production processes, painted areas on the
floor where certain boxes and pallets should
be placed, employee pull cords to stop
production, signal lights on machines, and
even Kanban cards.
Lean Tools and Approaches
Efficient Layout and Standardized
Operations
The layout, process, equipment,
workstations, and jobs must be integrated
and arranged in an efficient way.
Lean Manufacturing
Advantages and Disadvantages

Advantages: Disadvantages:
Increased overall Difficulty involved
productivity with changing
Reduced amount of processes to
floor space required implement lean
Reduced principals
manufacturing lead Long term
time commitment required
Improved flexibility Very risky process -
to react to changes expect supply chain
Improved quality issues while changing
over to lean
How People Benefit from
Lean
Element Traditional Lean Improvement

Communication Slow & Uncertain Fast & Positive Quality &


Coordination

Teamwork Inhibited Enhanced Effective Teams

Motivation Negative, Extrinsic Positive, Intrinsic Strong Motivation

Skill Range Narrow Broad Job Enrichment

Supervision Difficult and Easy & Localized Fewer Supervisors


Fragmented
How Customers Benefit from Lean

Element Traditional Lean Improvement


Response Weeks Hours 70-90%

Customization Difficult Easy Competitive


Advantage
Delivery Speed Weeks-Months Days 70-90%

Delivery Erratic Consistent & High Up to 90%


Reliability
Delivery Large Shipments JIT as Required Locks in JIT
Quantities Customers
Quality Erratic Consistent & High Delighted
Customers
Case Example
Components to be red tagged
Explode large process steps into
tasks to improve visibility
When a feature, user story, or work item is large:
Takes longer than a couple days to complete
Requires that multiple people collaborate on its completion
Decompose that step into cards to track independently

Feature to Tasks in Tasks Feature


develop Tasks in progress complete complete
queue

32
Pull System Flow Diagram

Information Flow

RawProcess Process Process Fin. Customer


Suppli Matl A B C Goods
er

Parts Flow

Kanban
Locations
A Simple ExampleCustomer Need:
Stapled pages

Info: Location of stapler Info: Where to place staple

Pick Up Paper Walk to Stapler Staple Paper

Time: 1 sec. Time: 5 sec. Time: 2 sec.


Distance: 0 Distance: 20 ft. Distance: 0

Excess Travel

Walk to Desk Put Down Paper


Total Time: 14 sec.
Total Dist: 40 ft.
Time: 5 sec. Time: 1 sec.
Value Added Time: 4 sec.
Distance: 20 ft. Distance: 0
Value Added Dist: 0

Value Added Time: 28%


Thank You

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