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Successful Lean Implementation forSuccessful Lean Implementation for Small & Medium Companies
Nobuyuki TAMARUNobuyuki TAMARUyyDirectorJMA C Europe Milano SpA
Agenda
Introduction of JMAC
Lean & TOYOTA
Keys for Successful Lean ImplementationKeys for Successful Lean Implementationfor Small & Medium Companies
(Copyright) 2011 JMA Consultants Europe Milano SpA 1
Introduction
Lean & TOYOTA
Keys for Successful Lean ImplementationKeys for Successful Lean Implementationfor Small & Medium Companies
(Copyright) 2011 JMA Consultants Europe Milano SpA 2
JMAC Europe Milano
Founded in 1988 by joint-venture, then 100% by JMACTokyo in 2002
Approximately 45 Italian consultantspp y
Major clients: Manufacturers and service providers
M i ltiMain consulting areas:
– New product development
– Supply chain & Manufacturing
Sales/After sales & Distribution– Sales/After-sales & Distribution
(Copyright) 2011 JMA Consultants Europe Milano SpA 3
Self Introduction
Nobuyuki TAMARU
Joined JMAC Tokyo in 1993Joined JMAC Tokyo in 1993
Moved to Milan office in 2008
Main Consulting Area:Main Consulting Area:
Logistics / SCM
Production / ProcurementProduction / Procurement
BPR / Business Portfolio Restructuring
Project Experience in;Project Experience in;
Italy, Switzerland, Holland, UK, France,
Germany, Sweden, Russia, Romania,Germany, Sweden, Russia, Romania,
Japan, Korea, China, Thailand, USA,
Australia
(Copyright) 2011 JMA Consultants Europe Milano SpA
Australia
4
Introduction of JMAC
Lean & TOYOTA
Keys for Successful Lean ImplementationKeys for Successful Lean Implementationfor Small & Medium Companies
(Copyright) 2011 JMA Consultants Europe Milano SpA 5
Lean Production
The words; Lean Production is used at the first time in the International Motor Vehicle Program which has The words; Lean Production is used at the first time in the International Motor Vehicle Program which has the International Motor Vehicle Program which has been run by MIT since 1970 till today.the International Motor Vehicle Program which has been run by MIT since 1970 till today.Lean Production is a summarized concept out of the study carried by this Program on Toyota Production Lean Production is a summarized concept out of the study carried by this Program on Toyota Production study carried by this Program on Toyota Production System.study carried by this Program on Toyota Production System.
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Lean Thinking
VALUEJ W k D i l JVALUEMAPPING
James Womack Daniel Jones
MAPPINGFLOWPULL
PERFECTION
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TOYOTA Production System
Kiichiro Toyoda Taiichi Ohno
JIDOKAA t ti hi t Automatic machin stop for failure
JUST IN TIMEProduce
- Necessary product- Necessary timingNecessary timing- Necessary quantity
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JIDŌKA
Difference between 自働化 and 自動化
自働化 JIDŌKA(Autonomation)
自動化(Automation)
M hi t if th i M hi d t t l tMachines stop if there is aproblem/abnormality. (No need for operatorsto stay to watch machine condition.)
Machine do not stop unless operators comeeven though there is a problem/abnormality.
Not keep producing defects Reduce the risk to Delay to find defects keep producing defectsNot keep producing defects. Reduce the risk tobreak machines.Easy to get ready to supply to machines.
Delay to find defects, keep producing defects,then break machines.
Preventive maintenance.Easy for root cause analysis for defects.
Reactive maintenance.Difficult for root cause analysis for defects.
R S i L b S iResource Saving Labor Saving
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Conflicts between Two Requirement
Customer IndustryVS
High Service Mass Low Price Production
・High Quality ・YesLean
ProductionHigh Quality・Cost Down・Short Lead Time
Yes・Yes, but・Long Lead Time
Production
・Many Varietyetc.
・Small Varietyetc.
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Do You WorkWork ? or MoveMove ?
働く 動く働く 動くWork Move
• Take and Put Materials(Value Adding Motion) (Waste Motion)
• Tighten Bolts• Find out Components• Transfer Products
Adjust Machines
• Assemble Components• Connect Cables
• Adjust MachinesThe “Work” means to change the all energy which was generated by
k t th “V l Addi M ti ”worker to the “Value Adding Motion”by eliminating the “Waste Motion”.
The “Moving well” is not equal to the “Working well”.
(Copyright) 2011 JMA Consultants Europe Milano SpA
The Moving well is not equal to the Working well .
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Toyota Spirit
33 GENGEN principle;Go to the site make a direct observation and determine the factsGo to the site, make a direct observation, and determine the facts.
現場現場 GENBAGENBA ActualActual placeplaceThe place (ba) where work is done in fact (gen)
現物現物 GENBUTSUGENBUTSU A t lA t l tt現物現物 GENBUTSUGENBUTSU ActualActual partpartThe things (butsu) being the real/ physical object (gen) ofone’s jobone s job
現実現実 GENJITSUGENJITSU Actual situationActual situationThe real conditions (jitsu) in which work is done in fact (j )(gen)
(Copyright) 2011 JMA Consultants Europe Milano SpA 12
7 Types of Muda (Non-Value Added Waste)
1. Muda of Over-production: Over production against plan1. Muda of Over-production: Over production against plan
2. Muda of Waiting: Waiting time of worker / machine2. Muda of Waiting: Waiting time of worker / machine
3. Muda in Conveyance: Unnecessary transportation3. Muda in Conveyance: Unnecessary transportation
5 M d f I t E t k f t i l / t5 M d f I t E t k f t i l / t
4. Muda in Processing: Waste of processing itself4. Muda in Processing: Waste of processing itself
6 Muda of Motion: No value adding motion6 Muda of Motion: No value adding motion
5. Muda of Inventory: Excess stock of material / components5. Muda of Inventory: Excess stock of material / components
7. Muda of Correction: Defects of quality7. Muda of Correction: Defects of quality
6. Muda of Motion: No value adding motion6. Muda of Motion: No value adding motion
(Copyright) 2011 JMA Consultants Europe Milano SpA
7. Muda of Correction: Defects of quality7. Muda of Correction: Defects of quality
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Introduction of JMAC
Lean & TOYOTA
Keys for Successful Lean ImplementationKeys for Successful Lean Implementationfor Small & Medium Companies
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What is happening in Small & Medium Factories in Japan?
Reduce direct labor man hour to use the saved time Reduce direct labor man hour to use the saved time for continuous improvement activities
Productivity ImprovementProductivity Improvement
Shorten total lead-time to meet customer requirement and reduce riskrequirement and reduce risk
Total Lead-time Reduction
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Why dual goals?
Lead-timeR d ti
ProductivityI tTrade offTrade offReduction ImprovementTrade offTrade off
Production Lot SizeProduction Lot Size Changeover FrequencyChangeover Frequency
Big
LT reduction
LessProductivity
decrease SMEDSMED
Small Moredecrease
Need big changesNeed big changesLarge impact for business
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Good exercise to improve human resource KAIZEN capability
Linkage between Goal and Tool
Lead-timeReduction
ProductivityImprovement
Today’sToday’sfocusfocus
Methods to Find LossMethods to Find Loss
14. POKAYOKE15. ANDON
Lean Production ToolsLean Production Tools1. JIT2. KANBAN
7. SMED8. Mixed production line
16. 5S17. Revising standards by line manager 18. TPM (self management maintenance)19 U shaped line/ cell production
3. QC circle4. Automation5. Leveling production planning6 Only make necessary goods for
p9. One piece flow production10. Multi-skilled worker11. Multi-functional deployment12 Labor saving
(Copyright) 2011 JMA Consultants Europe Milano SpA 17
19. U-shaped line/ cell production20. Low cost automation
6. Only make necessary goods for necessary quantity
12. Labor saving13. Inspection at each station
Loss Structure for Direct Labor
Planned stop:Company event e
Utilization Loss
Operated Man Hour
Company eventSet up changePMUnplanned stop:Lack of material, componentUt
ilizat
ion
Rate
atio
ntel E
mpl
oyee
ficien
cy
Employed Man Hour
Standard Time Man Hour
New Standard Time
Blocked lineTool/Jig breakdown etc.
O i ti L
Oper
aRa
t
Over
all Eff
Man HourLine balanceLack of worker
Organization Loss
M th d L Los
s
Method LossBad product designBad line/station layout (many walk)Bad work method (many jig change)
Variation of worker competence(unskilled operation/sabotage)
Skill Loss
erfo
rman
ce
Bad work method (many jig change) No automationNo mechanization etc.
Rework / RepairScrap
Quality Loss
Pe
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Scrap
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Productivity Improvement Steps
Low value added method“Method Loss”“Method Loss”
MethodUnutilized resource (stop time) MethodImprovement
Performance fluctuation“Performance Loss”“Performance Loss”
Unutilized resource (stop time)“Utilization Loss”“Utilization Loss”
Planning & ControlOptimization
WorkStandardization
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Visualization & Quantification
W kW k
MethodMethod
WorkWorkStandardizationStandardization
ImprovementImprovement
Visualization &Visualization &QuantificationQuantification
Planning & ControlPlanning & ControlOptimizationOptimization
(Copyright) 2011 JMA Consultants Europe Milano SpA 20
Power Delegation
Y
Small companies Yes Yes
Big companies No Yes
Work standards are revised once for six months in Toyota
More than 1 000 000 improvement ideas per year in ToyotaMore than 1,000,000 improvement ideas per year in Toyota
Train People!!(Copyright) 2011 JMA Consultants Europe Milano SpA 21
Train People!!
Key Messages for Lean Implementation
Set the quantitative goals and commit before start.To make sure the business impact.
Forget “Lean tools”. Forget “Lean tools”. Learn the methods for improvement.
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Tools can be different depending on your business characteristics. Wrong tools or tool applications make it worse.
Genba leader empowerment, training system, and career path design.For autonomous and continuous improvementFor autonomous and continuous improvement.
Commitment by top managementCommitment by top managementTop management must go to Genba, direct actions for actual
daily problems, and follow-up.
(Copyright) 2011 JMA Consultants Europe Milano SpA 22
y p p
Be Creative, Re-think Your Model & Implementation Strategy…
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Contact
Nobuyuki TAMARUNobuyuki TAMARUMobile: +39-340-4791841e-mail: n.tamaru@jmac.it
JMA Consultants Europe Milano SpAJMA Consultants Europe Milano SpAphone: +39 02 72138.318/326fax: +39 02 8053784fax: +39 02 8053784web: www.jmac.itweb: www jmacglobal comweb: www.jmacglobal.comVia Fieno 1 - 20123 Milano, ITALY
(Copyright) 2011 JMA Consultants Europe Milano SpA 24