CHAPTER VIII

THE PROBLEMS OCCURING FORTHE IMPLEMENTATION LEAN MANUFACTURING

IN SMALL PRODUCTION ENTERPRISES

MARGIN PYC

AbstractThe chapter presents main problems encountered by small manufacturing enterprises in the

process of the implementing Lean Manufacturing and its main tools namely: Value Stream Mapping,5S and Visual Management, SMED, TPM and Kaizen. It also describes the approach of staff duringthe implementation of Lean and make practical proposals for solutions to existing problems withspecial reference to small production enterprises.

Introduction

Recently, a Lean Manufacturing has a growing interest in small manufacturingenterprises. This follows from the fact that enterprises are looking for methods ofmanagement, which would improve organization of work and the existing processes.

This is due to increasing need to lean processes, reduction of costs and increaseproductivity, and searching of the places and factors that generate losses and ways toprevent them.

One such method is the implementation of Lean Manufacturing, or its chosen tools ofproduction areas. Unfortunately, in small enterprises it is a troublesome because many ofthem do not have an appropriate organizational culture and there is also the lack ofadequate knowledge of what should be changed to obtain a significant improvement.

The problems are also the results of the fact that they have not appropriate proceduresand relations between processes and responsibility for decisions.

Employees of such companies do not see or do not want to see abnormalities in areaswhere they operate. The result is that decisions are made too late, to prevent the problems andlead to a chaotic and single solutions that do not produce the desired effect in the future.

Many companies are not adequately computerized, and even if they are they do nothave an integrated system to manage production, and only the individual modules whichmay not always operate well with each other.

A major problem in such companies is also determinants of housing, i.e. a small areaof production, resulting in an excessive accumulation of work means, in the consequence ofcreate in the so-called bottlenecks: on workstations (bad organization of workstation), in theflow of materials for production (blocking transport routes, bad organization of themovement of materials between the workstations, improperly located put away space andstorage problems), the flow of information (functioning of the technical documentation thatis not updated, so you need to correct mistakes at work) and delivery of equipment and

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tools (long time of waiting for tools and equipment), etc. They result from the lack of spaceand inadequate organization and approach employees, for example orientation on theindividual job, use the principle- / know the best, hiding their mistakes and their transferother workers', unaware workers that environment of workstations also have an effect onorganization of production problems with respect for developed standards, which are ofteninadequately prepared.

Different tools of Lean Manufacturing are applied in order to prevent them, however,there are many problems during their implementation.

With this in mind the author of the paper, based on interviews with employees ofsmall manufacturing companies with consultants of implementation firms and observationsof the implementation process of Lean tools in these companies, to collect the basicdifficulties, he described it and gave it to propose solutions problems.

1. Not knowing what Lean Manufacturing is

The main reasons the company decides to implement Lean Manufacturing areinformation which are obtained from friends, from the Internet companies cooperating withindustry and the scientific literature and the fact that the competition has introduced Lean.

The reason of this situation is lack of knowledge about implement Lean, anda possibility of enterprise and ignorance what Lean method and tools.

This results in extreme cases, the so-called Lean Manufacturing buying, consideringthat same pay for the conception guarantees the success of the Lean Manufacturingimplementation in the enterprise.

You have to remember that Lean cannot be bought but only learnt and implemented.Only such approach guarantees success.

The most important role performs leadership, which must be fully convinced of theadvisability of implementing this conception, and in addition must have the ability topersuade it also to worker of lower-level, everyone to know that this decision will generateadded value for the company.

We must also remember that the implementation of all Lean Manufacturing at thecompany is slow and long- term process.

A major problem often is the lack of susceptible ground to implement, due to poororganizational culture of the company and employees. The results is the resistance ofworkers occurs when applying various Lean tools and methods.

Very important factors hampering the proper implementation of Lean are notadequately plan for the implementation of Lean tools, ignorance of which Lean method tostart and how to adapt to actual conditions, chaotic actions and learning from their mistakesdiscourage employees and pressure on the rapid implementation of Lean Manufacturing inthe company. These factors lead mainly to the fact that the implementation fails.

It must be remembered that the main purpose of the implementation of LeanManufacturing is a shortening of the order realization from the customer to produce theproduct, to avoid errors during the production processes and optimization of theseprocesses, and improvement organization of the places where production activities arecarried out.

This is achieved by describing the sources of waste in production processes, and theirdescription and implementation of methods and tools of Lean Manufacturing in the correct

M. Pyc - The Problems Occuring for the Implementation Lean Manufacturing ... 119

order. In the case of the production processes they are: Value Stream Mapping, 5S methodand Visual Management, SMED, TPM and Kaizen.

2. Value Stream Mapping in manufacturing processes

Before the visualization of production processes, one should identify waste (muda),which are the cause of higher costs and longer time of production processes and generateadded value.

These can include: a large number of waste products, spilages, repairs of inconsistentproducts, defects, loss of media, non ergonomic workstations, over-production, needlessstocks, unnecessary movement/activities of workers, for example search of documentationor tools, failure of machines, too long actions of machines, wrongly organized process, theexpectation of workers or machines (workers or a machine are idle), default delivery times,machine downtime, unproductive walking, immediate repairs of equipment carried out bythe workers and the transfer materials, parts and tools between workstations.

Muda always appears in the gemba, that is the place where products are produced,which creates added value. Another loss is the muri, which is an excessively load onworkers, machines (one machine works 24h and others after 8h) and processes, andexcessive effort and fatigue of workers, resulting with the over accumulation of tasksperformed by employees.

The last loss is mura, that is unevenness flow of material, inappropriate balancing ofproduction stations, interruptions in the flow of production materials, tools and documents,and sometimes divergence of the content contained in documents and drawings1.

To identify these losses one must first go to the production stations and look at theprocesses taking place there and cooperation between people. Having identified the losseswe can proceed to map processes (flow of material and information), taking place at thefaculty and manufacturing stations. The aim is to identify places where they are necessarysteps, actions, and thus where time is wasted.

It must first be presented comprehensibly to all, with graphic symbols processes, andinterrelations between them.

In the case of material flow one should provide a physical flow of product frombeginning to end, while in the case flow of the entire flow of information needed to managethe flow of individuals and to control it. Table 1 shows the selected graphic symbols usedto map the production processes.

It is necessary to definition the area and how far into the process we will go into,where is the beginning and end of the map what activities are done and what sequence andwhat documentation is used and where the data of the process are written.

The next it draws a process map diagram form corresponding to a current condition byusing the symbols shown in Table 1 or others.

R. Bujas, Lider of Lean Manufacturing, Training materials of LUQAM, p. 121-122.

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Table 1. Example of graphic signs and their descriptions used in Value Stream Mapping duringanalysis of the production process

Symbol „

VAo

111^C-T--HMC.CO - 30 alia

3 zauaay

— I

-̂*

„

-Description of the symbol _• -=• - • - - - » _ * » - - - = :L ,s.-Zr S < ' " - '

Download material from thewarehouse, receiving deliveries,stockWarehousing, storage and semi-finished goods in process andfinished goods, the receipt ofdeliveryOperations of machining, asse-mbly,heat treatment, forming, injectionmolding, straightening, cleaning,etc.In-process and final control(dimensional or shapes) anddynamic and static testsPush transport- flow of materialbetween the workstations

Process sheet

Supermarket

Electronic flow information

Manual flow information

Symbolf ~\ J

., >\ • *••• 111 ' ' ••

t^b#

Description of the symbol .Operation with control

Operator

Kaizen idea

Shipments of finished goods tothe customer

External source

Fifo- sequence flow providedby employees

Truck transport

Production Kanban

Source: own elaboration based on: Van Bokhoven M.: Lean Manufacturing. Praktyczny przewodnikod wiedzy do rezultatow. MARKonTarget Productivity Consultants. Lean Vision, p. 14.

This pattern can be done by hand pen on paper or by using office programs orspecialized software. It shows the connection between operations using the keys, thesequence and direction of their execution, the name of the process, operation, equipment ordocument, the number of workers and the time of its realization, process sheets, cycle time-C/T, changeover time of the machine-C/O, time transition-L /T, the time-value-added V/A2.As we have already drawn map of the current process, should be a walk in themanufacturing department and check its validity in practice. Figure 1 shows an example ofthe map production process diamond disc to cut the stone.

It is recommended to map the processes performed at least two workers who knowprocess well, because in this case the map is more accurate and error free. After creatingsuch a map process should be analyzed and improvements proposed.

2Ibidem,p. 126-127.

M. Pyc - The Problems Occuring for the Implementation Lean Manufacturing ... 121

The next step is to draw a future state process map (lean), which contains proposalsfor modifications and improvements to the existing process, which will be introduced in thefuture.

Take delivery of semi- finished (granulated metalpowders, diamond powder and binder)

Quality control of delivery

Warehousing of semifinished

Preparation of metal powders, diamondsand binder to produce

Compaction of metal powders with shape visualinspection of green compact

Sintering of green compacts in sinteringfurnace and P/M compacts quality control

Joining of cutting segments with steel bodyby laser welding+visual control of weld

Finishing and calibration of diamond disc tothe cut stone+fmal inspection

Packing of finished diamond disc* visual control)

Transport of finished diamond discto the customer

Transport of finished disc to the finished goodswarehouse and storage of diamonds discs

Figure 1. Example of VSM map for the production of diamond disc for cutting stone- actual state

Source: own elaboration

Value Stream Mapping (VSM) causes many difficulties during the process ofimplementing lean manufacturing in small enterprises. It is because it requires a thoroughand detailed knowledge of the processes proceed and causes additional tasks office workerswho have to do their jobs as part of their working time, which makes them a lot ofdifficulties because sometimes it contributes to the delay in current tasks.

Therefore it is essential that the VSM should take place in the team, in which will bemanagement (e.g. president of enterprises) and the office staff at regular meetings e.g.weekly. After acceptance the assumptions of a new map of process (concerning the leanfuture state) by the management company can begin to implement Lean Manufacturingtools further to include a new division of tasks and their sequence to perform, lead time andthe person responsible. These include 5S and Kaizen method.

3. Organisation of production stations (5S) and visual management

The most important element of the manufacturing department efficient Leanmanufacturing is the properly organization of the production department and productionworkstations and occurring processes.

Lean implementation process starts always at the beginning of the introduction of the5S method. The reason is that in order to be able to rationalize and improve processes andwork organization in production it is necessary to prepare proper preparation of productionstations and routes of transport and material flow system.

Only the arrangement above will result in success in the implementation of 5S, whichis the base of Lean Manufacturing and shows customers how far advanced is the culture ofthe organization and is it collaborate with the enterprise. Because if workers have introduced

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this method and they keep it together this means that they will fulfill their tasks (especiallyqualitative) that are important from customer's point of view34.

The problems start at the beginning when you try to apply the first step in the 5Smethod called Selection.

This is a step that encounters with workers very strong resistance and lack ofunderstanding, because why somebody should if come to our workstations and tell us tochoose useful items-often used, less used in general use. Why do we spend so much time onit if according to us it will not change anything, and it is just waste of time, which can bespent on activities performed under a contract of employment.

Here the answer is unequivocal and is due to the fact that workers are accustomed tothe routine and do not want to change anything, because they consider that any changes toaffect their private space, and will mean that they will have to do more things than before.Also important is workers' fear of controlling by their superiors and the penalty system.

An important role in implementation the selection has superior production workers-the manager or foreman, because it determines whether employees will want to performwillingly present the tasks realize that they will order.

He has to select suitable areas for the introduction of 5S, he has to collect workersfrom these areas and clear purpose of selection and explain how to do this. Finally, heshared with the workers to carry out the selection. He must also be able to give employeesthe freedom to submit proposals to the implementation of individual steps.

Together with the workers he chooses the items which are used frequently, sometimesand unused / unnecessary, and then put down this information on the list of items.

Workers can also put them down under the supervision of a supervisor. Then togetherusing the method of brainstorming decide what to do with these objects.

If they are needless or workers do not know what to do with them, it indicates inwhich spot a red zone on unnecessary object should be, and describes the means and thenhang on these object so red cards identifying those objects.

Great attention should be paid to the cabinet with drawers and shelves, because inthose places people like to have different items, which often are hidden from their superiors(such as tools from home, newspapers, moldy sandwiches, etc.).

Through these activities workers learn teamwork, they learn that on the workplaceshould only be the most important and necessary things while working that job is toshowcase themselves and focus on the company and can bring their own contribution toimproving the workplace. Please note that the selection is not just about tools, instruments,transport trucks and other ancillary elements at work, but also to determine whether thereare inventories of raw materials, semi finished or finished products.

It also applies to determine whether they are redundant information on the walls,tables, machines, cabinets and work stations.

After this step, the second step of Systematics, in which all useful objects are arrangedand sorted in such a way that employees have easy access to them, and most often used arealways at hand, and for easy access.

All objects, machines, documents on the production stations and department must beused and have places dedicated only for them. They should be located in appropriate areasand be properly marked and identified.

3 M. Van Bokhoven.: Lean Manufacturing. Praktyczny przewodnik od wiedzy do rezultatow. MARKonTarget,Productivity Consultants. Lean Vision, p. 44-45.

4 R. Bujas, 5S. Training materials of LUQAM, p. 6.

M. Pye - The Problems Occuring for the Implementation Lean Manufacturing ... 123

All machines and devices which are put permanently (machine tools, cranes, etc.)should be located in zones, which are marked with a yellow- black colored bands andplaced in highly visible descriptions of machines on which it is located.

Movable equipment (trolleys, shelving movable, tool trucks, etc.) should bedesignated at least their horns, so as to be visible outline of the device and should havemarked the places where there are as they are not used.

All zones and the zone of dangerous goods contrary, should be separated, labeled andmarked with a red line.

We cannot forget about the road transport, which also should be marked, free and donot cause risk of accident. You can also use reflective vests, which cause that a per- sonwalking on the department, is more visible.

You should also approach to ensure that the cabinets, shelves and tables, as well assometimes the machines, do not have any closed surface by the use of transparent or meshscreens or doors. This allows for quickly check whether in these places is mess or it is not.

You can also use the so-called, shadow boards, where the tables are the shadows oftools (mapped shapes behind them) in the form of recesses or seats painted with paint. Weknow then that the place is assigned to only one tool. An example of a shadow boardsvisible on Figure 2.

Figure 2. Examples of shadow boards

Source: own elaboration

The personal things of workers, should be in the cloak room for workers, and if suchcloak does not exist the things should be in a place dedicated for this purpose.

Meals should be eaten in the kitchen or a special adapted for it room and workersshould eat meals during breaks and not during work.

All containers of semi-finished and finished products, tools, machining andinspection, production equipment must also be marked and identified places and zones onthe manufacturing department and in the workstation.

In other words, each site must be useful and clearly marked and identified in the zoneor at the work.

It is also important that label, additional information, visual markings must be in goodcondition, visible and legible.

The implementation of the above, workers will see how to meaningful improveergonomics in workstation and production department, and reduce the time searching forthings you need, which will translate to the comfort and satisfaction of employees at work.

The next step in the 5S method is Cleaning, which is defined as care for the work areato be clean and in its environment obtained by cleaning up, but also checking whether the

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machine at work does not have failed or does not have minor faults (this is somewhatrelated of TPM)5.

The golden rule is that the workstations and their surrounding, should be cleaned afterthe change, but not longer than 5 minutes. The workstation must be empty and withoutneedless objects. Moreover, it must be daily duty and habit of every employee.

It should also be mentioned that the windows, walls, floors, ceilings, doors, cabinets,shelving, machines and devices, tools, equipment, documentation, production and transportequipment should be maintained in proper clean.

It is also good when there are certain principles of cleaning and if there is separated,identified and described place so. corner of purity, in which there are cleaning materials(can be stored only at this point).

The fourth step is standardization, which integrate all the other steps. The essence ofthis step is to develop and visualize the standards of behavior (what, when, how it is to beperformed in order to be maintained in the neatness and order, and who does responsible).

One should write them to the standards, procedures and instructions and technicalinformation that should be clearly (simple and clearly described preferably in the form ofphotographs and diagrams), known to all employees, including management, as well asvisible and accessible at the workplace.

They specify for example what and where must be always, and where the objects canbe found on a workstation and around it, in a table, for example, assembly tables, whathappen with the tools after use, where to find the instruction of workstation, where thecontainers are for finished goods and what is the procedure for with defective product(lack, to correct the product or defective semi-finished provided by the supplier).

It is also important to each workstation and the zone to be referred to the ownersresponsible for them. Cards should be placed with a description and photo of the personresponsible for it, and information about the scope of responsibility. Such people must fillin the 5S quality control cards, which are quotation all the important informationconcerning the activities of the workstations.

The most important rule of the Standardization is that the standards should be workedout together with management staff, and workers which work directly in workstations,because only then they will be identified to the standard which they created themselves andthey will be observed. Standards need to be modify according on new emerging needs andtrain all, including the newly employment workers from the knowledge of standards. Youshould also take care of visualization established standards, the use of 5S tables andperiodic audits 5S, viewing the degree of control and implementation methods.

The final step is Self-discipline, that is, maintain the discipline of the principlesdeveloped in the first four steps.

If employees will comply with the standards developed, then after a while they comeinto the habit, but it is very difficult because employees already have habits that aredifficult to break. It is important for supervisors to watch over the functioning andobservance of the rules previously adopted.

Therefore you should provide the rules of assessment, checking and implementationof individual steps of 5S.

The most popular tools for evaluation are 5S audits and 5S checklists, which includesquestions such as: Is there a system of 5S?, What is 5S?, Are there instructions and

s R. Bujas, 55. op. cit, p. 20.

M. Pyc - The Problems Occuring for the Implementation Lean Manufacturing ... 125

procedures and are comply?, Are there zonings?, Is the workstation clean and tidy?, Arethere the cleaning materials? Is everything on the workstation useful? and Does it have itsown place?, etc.

The form of the questions in the checklist is optional. Audits may be conductedregularly and at random, by the direct superior at the employees, or by the director.

Self-assessment of employees should be done every 2 weeks and 5S an audit oncea month.

It is also good practice to daily control and monitoring the operation of the standardsintroduced by the use of information boards 5S.

Included on their existing standards and procedures associated with the system and theresults of 5S audits.

5S board should be situated in accessible to all and a prominent place, to allow to keeptrack of which are documented in charts and photographs. It influences the increasingmotivation for improvement and development of good attitudes among employees. Alsoarouses the desire to compete among the employees, by choosing the best and the worstworkstation or department. The best receive an award and the worst must re-train theexisting rules. It also motivates employees to improve and will not be the worst. It alsoprovides the necessary knowledge about the current system and allows us to understand therules that govern it.

Keep in mind that 5S is not just cleaning but it is a method that never ends and if youdone it again from scratch, according to the steps which have already been discussed.

4. 5S Visual Management Support

One of the most important tools in Lean Manufacturing is a visual management,which relies on the management of workstation through visualization of results in the formof charts and indexes- necessarily to the target line (we need to know what we have torefer), placed on information boards. Such boards are best done manually by the workerswhen they are not filled in computer program and next printed. This is important because ifthe workers does them by hand it is emotionally connected to the graph, while if the data isonly entered in the program and printed, and this is done automatically, without thinkingabout its contents.

Such board can contain information about the number of pieces of good, defectiverepairable and irreparable exercised during the period of time compared to the amountestablished, the number of workers in the implementation of initiatives during the year,5S audit results and accidents at work, to assess the work environment for cleanliness andorder, the number of failures of machines in a given period, number of workers absences,the performance of machines or production workstations, energy- consuming of machines,loading machines and tables of competence7. An example of a chart located on the targetboard is placed on the third Figure 3.

6 R. Bujas, 5S. op. cit, p. 28.7 R. Bujas, Lider of Lean Manufacturing, op. cit, p. 52.

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Wyniki auditow 5S - Produkcja

Figure 3. Example of presentation the results of the percentage of monthly 5S audits forproduction in one year

Source: own elaboration.

On such charts, exceed the target line to indicate the red colour, while the resultswithin a range established to indicate the green colour.

It is also important that such boards are placed in a conspicuous place so that everyworkers can see the contents of the array.

You can also develop a board of competencies for operators, indicating the skill levelof workers. Skill level is assessed using appropriate pictures, numbers or letters. Anexample of such an array is shown in Table 2.

It should also be pursued as far as possible to that followed rotation of workers on themachines, due to the threat of a routine (related to health and safety) and to safeguard thecontinuity of personnel if the workers operating the machinery will be indisposed (i.e. sick).

Table 2. Example of a matrix competencies for machine operators

Matryga kompasacji operator6w msszynMaszyny ~*Pracownicvi

Source: own elaboration.

M. Pyo - The Problems Occuring for the Implementation Lean Manufacturing ... 127

Visual management is also used for marking machines with colours that identify themachines belonging to certain zones and marking the places where applied Poka Yoka, inorder to prevent errors (using the color blue or yellow).

All controls such as machine oil level indicators, pressure indicators, and other as bestthey are transparent and have indicated critical levels, which cannot be exceeded.

It is also important to management of dirt on the machine, which takes place bymeans of transparent shields in order to facilitate the monitoring of problems in themachine (you can see what is happening in the middle machine) and supervising thecleaning of machines.

If it is possible staff should dress in white working clothes, it can be observed if theworker takes care of the cleanness of the workstation or not.

You can also use the so-called, andon, or light boards (sometimes sound), where theactual indexes of the process are visible to the naked eye.

In the case when the index value exceeds a preset safe limit, it cases to the result offlashing or to the issue of sound in addition. All workstations and zones around the area ofproduction should be limited by colored tapes and adequately described. When usingKanban cards, each material must have its Kanban, marked the appropriate colour andproperly described (given quantity, code and reference material). Labeled with themaximum and minimum levels of inventory. At the end should also mention that allmeasuring instruments must be marked with the label specifications and the date of nextcalibration (measuring instruments must be certified).

5. Application of SMED in the production department of small enterprises

The aim of the method of SMED is to reduce the duration of the changeover oftechnological machines and equipment between the introduction of the next series to theoutput (changeover time of less than 10 minutes)8.

Changeover should be understood as adjustment of technological machine and devicesthrough exchange, regulation and setting in the defined positions of tools, instruments andworkholders, and exchangeable of part machines, necessary for machining, assembly,injection molding, inseparable joining methods such as welding, soldering and bonding ofsmall series of parts or sets from the assumed accuracy of performance.

The grown of technological machines and devices which are used in small enterprisescreate conventional and CNC machine tools (lathes, milling machines, grinders, sometimesmachining centers), injection molding machines and peripheral devices (e.g. driers,crushers, etc.), furnaces for sintering, compact presses, for example compacts from metalpowders, presses the pressing elements in other parts, device to parts joining with welding,brazing and bonding which are combined with various auxiliary devices such as ejectorschips, trolleys, cranes, sometimes manipulators, etc.While the most frequently used toolholders and workholders can include:— lathe chucks, milling and drilling fixtures, modular fixturing systems, combined

workholders, both mechanical, magnetic and pneumatic,— assembly jigs,— workholders for orientation, positioning and fixed parts for welding, soldering and

bonding,

* Ibidem, p. 132.

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— auxiliary equipment for pressing, sintering and injection moulding,— tool-holders for technological machines.

It depends on carry out an analysis and assessment of the current process realized inthe technological machine and then work out possible solutions to improve the process ofchangeover, preferably with the use of brainstorming.

This analysis is performed on a single machine by observing the change over andwrite down all operations occurring during the changeover and then to divide them into anexternal operation- performed when the machine moves (the movement of the tool afterchangeover or providing new) and internal operation- carry out when the machine isstandstill (e.g. exchange of punches and dies in the press, insert of tools for machine toolmagazine, the exchange mould matrix of the injection molding machine, etc.).

Then the camera films the following activities that the operator performs during thechangeover, simultaneously recording the verbal description of activities performed by themachine operator. After the film carry out a group of SMED (setter- operator, qualityengineer, foreman and technologist) and analyze the video second by second, recording theactions and comments on them to SMED checklist for the testing device.

It is also useful to draw diagrams before and after the changeover improvement to beable to observe its effects. Afterwards should be worked out a standard as a changeoverinstruction takes into account the various proposals to improve or eliminate the operation(base on the index of the cost of modifying / saving time- especially for the longestoperations), created during the meeting of SMED.

The least expensive proposal I selected. It is simple and does not require too muchinterference in the machine.

When the instruction is worked out, one should train employees and controlobservation of the standard of changeover the machine by means of Audits and documentideas for improvement- so-called Kaizen.

It is also important that employees are actively involved in continuous improvementand do not hide problems.

Often understanding of the notion of changeover by employees is wrong.From the perspective of Lean, changeover is not a waste, a waste is the waiting timemachine (the machine is turned off), or the time elapsed since the end of the last element inthe production of one configuration the machine equipment of the first machine to producethe element in the new machine equipment, consistent quality within the required timecycle. Losses are defined also as failures machine functions and too long changeover times,generating stocks of finished products.

It should also be taken of the fact that the machines in small manufacturing enterprisesare often changeovered, due to the fact that production take place mainly in themindividually, rarely small runs. Therefore it is important to reduce machine downtimeduring the changeover and the proper planning changeovers, so as not to cause perturbationin production.

The biggest mistake when using the SMED analysis is to use it not for the analysis ofsingle technological machine, which is the most effective but the several of machinessimultaneously, which significantly reduces the effectiveness of such an analysis andcauses difficulties in production (because the device must be withdrawn). It is important toselect the machines that have the longest time changeovers.

M. Pyc - The Problems Occuring for the Implementation Lean Manufacturing ... 129

By reducing changeover times the costs can be reduced (not to introduce an additionalmachine, operator, location). It can also increase the flexibility of the machinery park oncustomer requirements and increase the variety of products assortment (manufacture ofvarious parts /sets on different equipment).

6. Total Productive Maintenance in production department of smallenterprises

In small enterprises we rarely can meet maintenance, due to the fact that themaintenance of professional maintenance is too costly for such firms. Therefore, the TPMin its pure form cannot be used but only a part of this method. The term TPM is a set ofactivities which purpose is to maintain machinery and equipment in such condition thatthey are without faults and failures and to be ready for operation. These operations can beperformed by the operator at the workstation (most often) and by maintenance, if there isany in the company. Lack of maintenance in small enterprise can make small compilationsin the situation of supervising the correct operation of machines and devices. However, toremedy the majority of maintenance tasks to transfer the machine and device operators.

In large companies, operators are not involved and do not feel responsible for themachine, and for maintaining it in the proper efficiency. In case of accident, they wait tomaintenance, which removes the defect. In small enterprises it is not possible, that is whymost of the remedial action rest on the operators of the machines. The operators makesimple activities such as cleaning, lubrication, maintenance, control and monitoringequipment during work.

Due to the fact that the operators know their machines are well knowing suchirregularities as noise, knocking, creaking they can specify the time interval at whichfailure occurs (sporadic or repeated). Failures are the result of the lack of good machinemanagement delays and the lack of a full personnel, lack of experience, operator errors,poorly trained workers, accidents, expectations for production materials, lack of media andthe lack of good cooperation within the company among various departments. Thisknowledge can take quick of preventive action.

It is remember that brake-down causing unscheduled downtime of machineproduction, which result in increased costs of production and deregulation of the properconduct of production. Effectiveness of a machine or group of machines is determined bythe Overall Equipment Effectiveness of the efficiency of the machine OEE. It is calculatedevery week and shows how the company uses the machine for the production and wherethere are problems with the machines.

This coefficient is determined by the following indicators for the machine: machineuptime, machine performance, quality factor (number of good pieces on the entireproduction), mean time between failures, meantime between failure- MTBF, mean time torepair- MTTR, the waiting time for repair- MLD and breakdown rate9.

These are the indexes that are often analyzed and presented in charts in productiondepartments in order to illustrate the failure rate of equipment and emergency response.The goal is that the majority of the corrective action was prevention.

M. Van Bokhoven, Lean Manufacturing, op. cit, p. 57.

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It considered that the implementation of TPM is successful if the OEE reaches about85% (timely availability of around 90% operating efficiency of less than 90% and a qualityindex of 99%). The implementation of TPM is time consuming and takes about 3 years,also requires the involvement of all operators10.

Maintenance of small businesses is carried out at four levels:1. The operator performs all daily (every shift) preventive measures, i.e. observation of

the machine and record any abnormal signals of the machine work, check the guardsand protective barriers, security keys and checking whether it complied with healthand safety, check the main parameters of feeding the media machine and eachmachine sets filled are the media (oil or grease). These are activities that take placeduring the run the machine at the beginning of shift.

2. The operator stops the machine once every 2 weeks or a month and makes periodicinspection. These are people who experienced and trained in the tasks and what ismost important are engaged in work stations. They have internal rights and SEPrights. They carry out a thorough cleaning of the machine. This inspection takes 4 -8hours. When the worker do not have permission to open the cabinets but can assessthe condition of bearings, electric motor condition, the state of the sensors, they canreplace a simple part, check the fluid pressure and clearances, and make lubrication.

3. Maintenance quarterly, half yearly or yearly, where operators perform equipmentmaintenance level 2, along with specialists from the machines.

4. These are the services and repairs outside the company.The effect of loading the TPM in the enterprise is to improve productivity by reducing

maintenance costs of production machine and devices, and also by reducing the lossescaused by insufficiently efficiency (such as defects, waste products, the extension of theproduction cycles and increased inventory levels due to breakdowns and repairs).

By including the processes of production workers in the maintenance of machines isan increase in their skills and increase the number of safe, clean and reliable job.

It is a good method because with more knowledge on the failure of the operatorsthemselves, they can remove the effects of failure. Also feel more important and moreresponsible for their jobs and learn how to improve their work on the machines.

7. Continuous improvement of processes

Previously developed principles considering the organization of work station andfunctioning processes should be continuously improved and documented improvements andchanges. Can be done by applying Kaizen to create and maintain an efficient, clean andwell organized workplace that is the search and eliminating waste. It is a tool for simple andfree-cost because the changes are made in small steps but requires a change in approach andhabits of employees. This method eliminates the time wasted for searching tools andtechnical documents, the responsible person, eliminates errors and improves the individualactivities performed at work stations, as well as the flow of material and information. Itconsist in the fact that looking for errors or losses in the workplace or environment throughhis observations. Then improvements or changes are documented in the Kaizen card. TheKaizen cards describe the state before the improvement (including photo) and after the

' R. Bujas, Lider of Lean Manufacturing, op. cit, p. 83.

M. Pyc - The Problems Occuring for the Implementation Lean Manufacturing ... 131

improvements (also placed a picture with marking of place improvement) and shows theeffect of this change. An example is shown in figure 4.

Karta KAIZEN

Temat Niewidoczny poziom oiejaSytuacja PRZED zmiana

ZdjviePRZED:

Opu:

- Brakmozlrs'osci szybkieso sprawdza-nia poziomuoleju-Mozfiwoic wystajpieniabrakusmaro-waniazpowodu -.vyczerpaniasit olsju

vv zbiomiku

Imieinazv.isko:

Data:

Sytuacj a PO znuanie

Zdj^cie PO:

Opis:

- Zamontowanie przezroczv'sH'ch pojemni-kow i pm'klsjenie wskaznika - poziomcleju stale •aidoczny- Staia kontrola poziomu oleju i moilr-voic

uzupeinienia odpO'Aiednio ^•czasnie. gd\poziom J45t niski

Nr usprawnienia:

OddziaS:

Figure 4. Example of completed the Kaizen card

Source: own elaboration.

After the introduction of improvements it is necessary to assess whether they havebrought the economic effect. This system requires proper management and motivationalsupport. A good suggestion according to the enterprise used except financial gratification(e.g. awards passed on the firm forum's) or cash prizes. This is important because these areactivities, that motivate employees to continuously improve and make it identifies with theenterprise and its problems. You could say that Kaizen assists in the rationalization of thecompany.

Conclusions

Summarizing the above considerations it should be noted that concept of LeanManufacturing is worth recommended for small production enterprises. However, itrequires all employees significant effort to overcome the habits and changes in the mentalapproach in implementing the daily production activities.

Keep in mind also the fact that this concept introduces a regime in the functioning ofpeople, processes and manufacturing workstations.

132 Chapter VI11

It is very difficult for workers and firms whose functioning are often based on routineprocedures, established by the years where everything is done at the last minute and there isno periodic review of business processes.

Small enterprises are set for profit and the daily struggle for every customer, oftenforgetting about the improvement and development of company organization.

It is the appropriate organization structure and organization of enterprises, and theprocesses occurring in it determines the efficiency of processes and the final profit.

Often also a business card of the company, under which is evaluated by customers.Therefore it is important to understand the mechanisms governing the Lean Manufacturingand the rigorous observance of them, which not always has a place.

Small production enterprises due to lack of time and too many daily duties, often afterthe implementation of Lean Manufacturing forget to follow the standards, which ultimatelyleads to the slow destruction of the concept.

One must be remembered that Lean, although it is implemented is still alive and needsto continuously improve and you cannot leave it alone oneself.

You should also remember, that the next step is to introduce the principles of Leanalso to non-production departments. Because it mainly depends on them the whole processof implementing Lean in enterprise.

Incorrect organization of non-productive departments such as construction-technological offices, logistics, supplies department, etc., as well as the processes occurringin them, meaningful influence the capacity decrease processes. Clutter in these areasgenerates clutter in productive areas, which later resulted in problems during production.They are the result of the difficulties that occurred in the implementation of Lean in smallenterprises, which are described in the chapter.

Author of the chapter with this in mind presented a number of options on how toproceed to Lean lived in the company and has been complied and simultaneously that wasnot very arduous for everyone in everyday use.

References

[1] Bujas R, Lider of Lean Manufacturing. Training materials of LUQAM.[2] Buja s R, 55. Training materials of LUQAM.[3] Van Bokhoven M, Lean Manufacturing. Praktyczny przewodnik od wiedzy do

rezultatow. MARKonTarget Productivity Consultants. Lean Vision.