Leanmanufacturing 01.01.2014

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LEANMANUFACTURING

Module-1

1

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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Toyota Production System

Highest Quality

Lowest cost Shortest Lead Time

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The goal of TPS


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Model9


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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 .

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Leanmanufacturing 01.01.2014

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