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LEANMANUFACTURING
Module-1
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POM04
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Lean Manufacturing
Lean manufacturing or Lean Production is
the Systematic elimination of waste.
Itsa relatively new concept .
The concept has been taken from ToyotaProduction System.
Toyota Production System is modeled on the
JITphilosphy
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3 Ms of Lean
MudaWaste
MuraInconsistency
Muri - Unreasonableness
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What is called as Waste?
Waste(Muda) is broadly defined as anything other
than which adds value or service .
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Muda can be grouped into following
categories
Overproduction
Waiting
Transporting
ProcessingInventory
Movement
Defects
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Types of Waste or Muda5
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Types of Waste or Muda6
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Types of Waste or Muda7
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Toyota Production System
Highest Quality
Lowest cost Shortest Lead Time
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The goal of TPS
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Toyota Production System
Model9
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Toyota Production System
ModelTWO PILLARS
Just In Time
The JIT concepts aim to produce and
deliver the right parts, in the rightamount, at the right time using the
minimum necessary resources.
Jidoka (Building-in quality)
Building in quality at the process:TPS aspires for processes that are
capable of making intelligent decisions
and shutting down automatically at the
first sign of an abnormal condition
Enabling separation of man frommachine in work environments
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1.Takt Time
Takt Time is the pace of Production
needed to meet the customer demand
Takt Time = Available production time
Total Daily Demand
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Takt Time Calculations13
Available production time: 8 hours 60 minutes = 480
minutes
Minus two 10- minute breaks = -20 minutes
Minus one 10-minute shift start meeting =- 10 minutes
Minus 30- minute lunch break = -30 minutes
48060 = 420 minutes = 420 60 seconds = 25200 seconds
Takt Time = Available production time = 25200 seconds = 60 seconds/piece
Total Daily Demand 420 parts required
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2.Continous Flow Production14
Producing and moving one item at a time (or a
small and consistent batch of items) through a
series of processing steps as continuously aspossibleIt is also called the one-piece flow, single-piece
flow, and make one/move one.
Continuous flow is the most efficient way of
productionno wasting of resources or piling up of
WIP.
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Batch Vs Continuous Flow15
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Batch Vs Continuous Flow16
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3.Pull Production17
Each step makes just what is requested by
the next step.
Produce only whats needed by the customer!
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Push Vs Pull System
A schedule is prepared in advance for a series
of work stations and each workstation pushes itscompleted work to the next station regardless
of whether resources are available
Push System - schedule-based systems.
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A Typical Push System
Material
Information
WS : Workstation
WS1 WS2 WS3
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Pull System
Workers go back to the previous stations
and take only the parts or materials they
need and can process immediately
In other words production is pulled by the
customer or material is pulled by the
workstation just as it is needed
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A Typical Pull System
Material
Information( Via Kanban/Card)
WS1WS2 WS3
WS :
Workstation
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Kanban22
Kanban is a visual sign or signal that conveys a set
of instructions to either withdraw parts or to produce a
given product
May be a card, flag, verbal signal
TYPES
Withdrawal Kanban
Instruction Kanban
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Kanban23
1
235689
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Jidoka24
Jidoka means Autonomation = Automation with human
intelligence
Sakichi Toyoda ,founder of Toyota Group of companies
invented the concept of Jidoka in the early 20thcentury
Eventually this simple concept found its way into every
machine, every production line and every toyota operation
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Poka-Yoke Example26
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Visual Management27
ANDON LAMP
RedLine Stoppage
Yellow-Call for Help
GreenNormal Operation
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Heijunka-Level Production28
A-Leveling the Production by Volume (quantity); by producing
small Lot Size leads to
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Heijunka-Level Production29
B-Leveling the Production by mix (type); means that required
production quantity ratio for all types is manufactured in series
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Small Versus Large Batches30
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Standard Work31
When manpower, equipment and materials are used in the most
efficient combination, this is called Standard Work
1) Takt Time
2) Work Sequence
Once a Standard Work is set, performance is measured and
continuously improved
St d d O ti R ti f
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Standard Operating Routine for a
Worker32
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Manufacturing Cell33
U-shaped cells are preferred
It minimizes operator move times and number of
operators required
It facilitates workload balancing under demand
fluctuations
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Cells With Work Routes34
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Kaizen35
Change for the Better = Continuous Improvement
Types
Process Kaizen
Flow Kaizen
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Kaizen36
Process Kaizen
A Group of kaizen activity commonly lasting five days
,in which a team identifies and implements a significant
improvement in process e.g., creating a manufacturingcell
Flow Kaizen
Kaizen event is lead by the Value Stream Manager to convertthe Traditional process to lean flow .