Rahmat Budi S.

160316013
Santoso Sampurna 160316033
Levi Chyntia S. 160316109
Ni Kadek Ema A. S. 160316180
Introduction : Lean Definition
• A Philoshophy with set of tools and practices to attain highest quality at lowest
cost and Lead Time (Jones & Womack, 1996)

• Results of a complex, pro-quality management in all areas of enterprise activities

(Wyricka & Mrulgaska, 2015)

• MULTI-DIMENSIONAL APPROACH that synergistically create efficient,

high quality and Delivery of product and services with no waste (Shah R, 2003 &
Mrulgaska , 2017 )
ELIMINATION
DECREASE VARIATION AND DEFECT
 In PLCM, Lean useful for

distribution
Lean Implementation
• successful implementation of any management practice relies
heavily on ORGANIZATIONAL CHARACTERISTICS, so the
implementation can be different one to another
• Accordint to Ålström, Add Continuous Improvement LATE, so the
Lean can show their EARLY GAME BENEFIT.
• Storhagen suggests that continuous improvement and change can
be supported by job rotation and teamwork
Employees’ attitudes to quality should be changed
• to get material flow which contains only value adding process
LEAN IMPLEMENTATION TOOLBOX
• bottleneck removal (production
smoothing)
• cellular manufacturing
• competitive benchmarking
• continuous improvement program
• cross-functional work force
• cycle time reductions
• focused factory production
• just-in-time/continuous flow
production
• lot size reductions,
• maintenance optimization
• new process equipment/technologies
• planning and scheduling strategies
• preventive maintenance
• process capability measurements
• pull system/Kanban
• quality management programs
• quick changeover techniques
• reengineered production process,
• safety improvement programs,
• self-directed work teams,
• total quality management
 Hines proposes THE FIRST and
SECOND steps to extend the
classical principles to “people”
and if it is added the second
step can reflect it.

The First Step is starting point

for every Strategic
management project and
planning

Lean Tools and Principles

Lean Implementation Hierarchy and
benefit According to Bicheno and
Holweg
Lean Can be Implemented if :
• Teamwork organization done by multi-skilled, flexible and
responsible operators are high in number
• Focus on Kaizen / Continuous Improvement
• Exposing problems through low inventory, prevention rather than
detection, JIT, Small number of batches and worker (Heijunka)
• Commitment from HRD and Organization
• Close Relation To customer and Supplier (End to End)
• Focused on Automation using Cyber Physical System (CPS)
• 3 Paradigm:
A. SMART PRODUCTS : make product able to actively store and request
operational data requirements individually
B. SMART MACHINE : CPS used to decentralized work using system open
networks and semantic descriptions allow communication between
devices, production modules and products what makes the production line
flexible and modular
C. AUGMENTED OPERATOR addresses the automation of knowledge, may
interfere with the autonomous work and given right as flexible decision
maker and problem solver regardless of the technical complexity
4. Linking Lean Production and Industry 4.0 –
case studies
• Smart Product
In the reference to Kaizen, which helps to pave the way on lean journey, Smart
Products can collect and use for analysis the information about repeating actions from
their sensor and semantic technologies. They have unique properties such as: context-
aware, adaptive, self-organized, and proactive and the ability to support the whole life-
cycle which allows them for continuous improvement process. Additionally, a Smart
Product could contain Kanban information in order to control production processes
what was already presented by SmartFactoryKL at Hannover Messe 2014 in Germany.
• Smart Machine
A Smart Machine can contain a smart panel (e.g. Advan Panel) which is based
on RFID UHF. Such a solution enables to detect the tagged Kanban cards in real-time. It
is assumed that a read-rate of cards placed on such a panel is typically 100%.
• Augmented Operator
The Augmented Operator should reduce the time between failure occurrence
and failure notification. In order to achieve it the Andon method can be applied which
is one of the principal elements of the Jidoka quality-control method recognized as a
part of the Lean approach. In addition, failures can be recognized with CPS equipped
with proper sensors and automatically initiate fault-repair actions on other CPS.
5. Conclusion

Lean production successfully challenged the mass production practices to

the production systems focused on good quality products aimed at customers’
satisfaction, where everything that does not add value is concerned to be waste. It
can be the answer to a great flexibility of production systems and processes
realizing complex products and supply- chains. In order to achieve it, it is advisable
to introduce IT integration of the production level with the planning level,
customers and suppliers by CPS known as “Industry 4.0”. In the presented paper
the review of literature about lean production and Industry 4.0 was presented to
show the possibility of linking these two approaches. The examples were provided
for smart product, machine and augmented operator in reference to lean
production principles. It enabled to indicate that these two approaches can
support each other.
INTERDEPENDENCIES OF INDUSTRIE
4.0 & LEAN PRODUCTION SYSTEMS
-a use cases analysis-
 Introduction
Cost

Manufacturing
Jerman has new Quality
Chalenge
Time

Processes and Methods have to be

designed in a productive, efficient,
and flexible manner
Lean Production Systems and Industrie 4.0
LEAN PRODUCTION
SYSTEM
Lean Production Systems can be
described as “an enterprise-specific
methodical system of rules for the
continues orientation of all
enterprise processes to the customer
in order to achieve the largest by the
enterprise management”
INDUSTRIE 4.0
Industry 4.0 can be defined as “real
time, intelligent and digital
networking of
people, equipment and objects for
the management of business
processes and value-creating
networks”
 Synergies of Lean and Industrie 4.0
Lean as enabler towards Industrie 4.0

Industrie 4.0 requires a certain level of process

orientation with defined processes, suppliers and
customers, tasks and times. The implementation of
horizontal and vertical networking by industry 4.0
enables a better integration of customers and suppliers
into the (value adding) process.
Synergies of Lean and Industrie 4.0
Industrie 4.0 advances Lean Production System
Synergies of Lean and Industrie 4.0
Industrie 4.0 advances Lean Production System
 Analysis
Structure of Industrie 4.0 based on the use case analysis
 Analysis
Interdependencies of Industrie 4.0 and Lean Production
System
Looking back into the concept and the process of implementing Lean Production System (LPS) that
focusing on eleminating waste with many ways and concept. In the Industry 4.0 we share a same
basic concept and process. Which they are profen like on the figures below. We can see that within
many implementation, test and question. Both are talking a way about reducing waste as big as they
can. This kind of result are indicating that industry 4.0 and LPS have a strong interdependencies.
 Conclution
A detailed analysis of the use cases above, regarding
the targets of the Industry 4.0 implementation could be used
for the development of an enterprise selection process for the
implementation of Industry 4.0. This supports companies to
evaluate possible improvements of their business processes
based on LPS and Industry 4.0.