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©2012-2013, IL Holdings, LLC All rights reserved 1 LEAN CONCEPTS The Thinking Approach
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LEAN CONCEPTS
The Thinking Approach
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TECHNICAL THINKING TO
DEVELOP A LEAN SYSTEM
Tools to Drive Kaizen Activity
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TECHNICAL TOOLS
Tools to
Improve
Tools to
Measure
Two key questions
UNDERSTANDING SKILLS
When do I need them? What are they?
LEAN TRANSFORMATION
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TOOLS TO IMPROVE
Stability
Problem Solving
Standardized Work
Jidoka
Heijunka
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HEIJUNKA
TOOLS TO IMPROVE
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PRODUCTION LEVELING
Cu
sto
mer
Ord
er
MAX
MIN
Resource
Requirement
HEIJUNKA
THINKING
Sequence
Balance
Volume
Style
MAX
MIN
Overtime
Production
Regular
Hour
Production
Resource
Requirement
HEIJUNKA
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LEVEL PRODUCTION BY VOLUME
1824 𝑢𝑛𝑖𝑡𝑠/𝑚𝑜𝑛𝑡ℎ
16 𝑤𝑜𝑟𝑘 𝑑𝑎𝑦𝑠/𝑚𝑜𝑛𝑡ℎ= 114 units/work day
𝐷𝑎𝑖𝑙𝑦 𝑃𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑅𝑒𝑞𝑢𝑖𝑟𝑚𝑒𝑛𝑡:
𝐷𝑎𝑖𝑙𝑦 𝑃𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑇𝑖𝑚𝑒: 1 𝑠ℎ𝑖𝑓𝑡 𝑝𝑒𝑟 𝑑𝑎𝑦:
6:00 – 4:30 30 min lunch
(2x) 15 min break 570 min/work day
𝑇𝑎𝑘𝑡 𝑇𝑖𝑚𝑒: 570 𝑚𝑖𝑛/𝑑𝑎𝑦
114 𝑢𝑛𝑖𝑡𝑠/𝑑𝑎𝑦= 5 min/unit
TAKT
TIME How do we
accomplish this?
HEIJUNKA
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LEVEL VOLUME – LOT PRODUCTION
What happens if our customer needs more than one style?
What happens if we build in complete batches?
114 UNITS / 570 MINUTES
56 UNITS 29 UNITS 29 UNITS
280 MINUTES 145 MINUTES 145 MINUTES
Example:
AAAAAAAA…..BBBBB……CCCCC
Production Sequence:
HEIJUNKA
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EFFECTS OF BATCH BUILDING
FINAL ASSEMBLY LINE
SHIPPING 1
3
2
What does Takt Time mean?
What does this mean for
supplier processes [1,2,3]?
How can we achieve this with
batch production? SUPPLIER PROCESSES
HEIJUNKA
Steady
withdrawal at
regular intervals
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5 MIN
5 MIN
5 MIN
WAYS TO MANAGE BATCH PRODUCTION
FINAL LINE
SHIPPING
SHIPPING SCHEDULE
CT = 10 min
A [56]
5 MIN
Example 1:
Material
Withdrawal
Machine
Operator
Where is the waste?
CT = 20 min
B [29]
CT = 40 min
C [29]
HEIJUNKA
TT = 5 min
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5 MIN
5 MIN
5 MIN
WAYS TO MANAGE BATCH PRODUCTION
FINAL LINE
SHIPPING
SHIPPING SCHEDULE
CT = 10 min
A [56]
5 MIN
Example 2:
Material
Withdrawal
Machine
Operator
Where is the waste?
CT = 20 min
B [29]
CT = 40 min
C [29]
HEIJUNKA
TT = 5 min
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LEVEL BY VOLUME AND STYLE
Alternative to traditional batch building
ABACABACABACABAC…
New Production Sequence:
New Production
Requirements: B every 20 min
A every 10 min
C every 20 min
HEIJUNKA
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HEIJUNKA
5 MIN
20 MIN
10 MIN
SEQUENCED PRODUCTION
FINAL LINE
SHIPPING
SHIPPING SCHEDULE
CT = 10 min
A [56]
20 MIN
Example 3:
Material
Withdrawal
Machine
Operator
CT = 20 min
B [29]
CT = 40 min
C [29]
Did we make an improvement?
Minimum manpower, minimum inventory
TT = 5 min
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MANPOWER EFFICIENCY
HEIJUNKA
TIME
CY
CL
E
TIM
E
TAKT
TIME
C C C C B B B B
A A A A
Must staff
for max
production
Unbalance
causes
waiting
BEFORE HEIJUNKA
AFTER HEIJUNKA
TIME
CY
CL
E
TIM
E
TAKT
TIME
C C C C B B B B
A A A A
Staffing to a
weighted average
requires fewer
people!
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HEIJUNKA CONVEYOR EXAMPLE
HEIJUNKA
C B
A
TAKT
TIME
A C
B
STOP
POINT
STOP
POINT
STOP
POINT
WORK PROCESS
PITCH PITCH
A
C
B
A
A
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HEIJUNKA SUMMARY
Sequenced, level production by volume and style
Makes production waste(s) visible!
Manpower
Inventory
1. More efficient
distribution of labor
2. Reduced machine
requirements
3. Reduced inventory
requirements
BENEFITS
HEIJUNKA
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QUESTIONS
CLOSING DISCUSSION
