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Lean ProductionLean Production
by
Duke Okes
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What is it?
The relentless identification and
elimination of waste (non-value
added activities and resources)that get in the way of roviding
customers e!actly what they
need when they need it"
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Tyes of Waste
Overroduction
Waiting
Transortation
Over-rocessing
#nventory
$ovement Defects
%nused &rainower
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Overroduction
$aking more than is needed to meet current
shiment re'uirements
%ses la&or materials and rocess time that could
&e used for orders needed now
reates inventory which creates lots of other
ro&lems (see slide on inventory)
Orders may not &e received for it
The worst waste of all, since it creates all others!
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Waiting
Peole standing around waiting for* materials
tooling
information maintenance suort
#ncur cost of la&or that could &e invested in
something roductive+
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Transortation
Transorting something doesn,t add value
Transortation re'uires eole e'uiment
$aterial fre'uently gets damaged during
transortation
Transortation is often to get it out of the way or
to the ne!t rocess
Arrange work so that minimum transportation
will be required
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Over-rocessing
Doing more than is necessary for the
effective functioning of the roduct
e"g" surface finish grinding.olishing.&uffing
ainting lating
Often done &ecause of un&alanced work
design or lack of understanding of
roduct re'uirements
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#nventory
Takes u sace that could &e used for other
rocessing
/e'uires eole e'uiment etc" to count
transort store and maintain it
Often &ecomes damaged or o&solete &efore it is
needed
0ides ro&lems that should &e corrected orimrovements that could &e made
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#mact of One Piece 1low
Op #1
10 min
Op #2
10 min
Op #3
10 min
233 Piece 4atch One-Piece 1low
ycle Time 100 hours 30 min
W#P 600 3
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$ovement
%nnecessary hysical actions &y workers
Takes time energy and cost that could &e used
roductively
$ovements are often awkward and cause
discomfort or detract from other activities
Design processes to integrate worker and machine
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Defects
Product does not meet re'uirements
Wastes time of eole and machinery lus raw
materials that could have &een used to make
good roduct
auses the organi5ation to schedule more than
was ordered &y the customer and there&y &uild
inventory
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%nused 4rainower
Peole are told to do and not asked to think
Pro&lems are overlooked and oortunities missed
Peole loose their motivation at work
$anagement has to send time dealing with day-
to-day ro&lems rather than longer-term issues
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Tools for #dentifying Waste
6aghetti diagram
Work flow diagram
Work com&ination chart
Work &alance sheet
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What Lean #sn,t
#s not a workforce reduction rogram
#s not a 7work harder8 rogram #s not a descrition of staffing levels
#s not a 71lavor of the $onth8
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omarison to 9uality
#mrovement
Criteria LM QMPerformance
Measures
Floor space, inventory/turns, labor
efficiency, cycle time; waste
Variation, customer satisfaction, cost of
quality, on-time delivery; variation
around target
Tools Spagetti diagrams, !or" combination
carts, !or" balance carts, "anban,
SM#$, %S, visual management, standardoperations; physical items
Seven basic &' tools, seven
management tools, SP', $o#, surveys;
data, concepts
(urus )enry Ford, Taiici *no, +icard
Sconberger, Sigeo Singo
#d!ards $eming, .osep .uran,
rmand Feigenbaum, 0aoru 1si"a!a,
Masaa"i 1mai
2ltimate Target 3-piece flo!, 4ero inventory 5ero variation around target, 3667
customer satisfaction and retention
)o! *rgani4ed #8ternally initiated 9:sensei
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:!amle /esults
Performance $easure 4efore ;fter
$anufacturing cycle time ieces
Work in Process
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6higeo 6hingo
imilarly, at Toyota, we search for the waste that
usually escapes notice because it has become
accepted as a natural part of eeryday work"#
6hingo in
A tudy of the Toyota $roduction ystem
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:!amles from
233A 6hingo Pri5e Winners
A33E on-time delivery
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Lean Tools.Techni'ues
0ousekeeing (=6)
Total Productive $aintenance
9uick hangeover (6$:D)
ellular Production$ulti-6kill.Process Workers
6tandard Oerations
Gero 9
Takt Time.Production6moothing
Hisual $anagement
Lot 6i5e /eduction (One-
Piece 1low)
Poka-Ioke;utonomation
Halue 6tream $aing
Jai5en 4lit5
Jan&an
K#T
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6amle Halue 6tream $a
Customer
M - 2
CT - 10s
CO - 30m
!T - 10"
- 6"
M - 1
CT - 30s
CO - 5m
!T - 3"
- 16"
M -$
CT - 30s
CO - 30m
!T - 1$"
- 11"
M - 2
CT - 10s
CO - %0m
!T - 1&"
- '" (hippin)
P*intin)+e,in)
(u.*ss/
M*hine21-*/
21
ee
3
$ */s3 */s6 */s
$ */s
10 */s
& */s
&00*/
(upp,ier
1000*/
%ote& 'alue adding time ( )* seconds,
ersus + days of inentory!
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The Process Line
4end
ut
Press
Wra
;ssem&le
-Pack
/$
W#P
5 4t
3604t
10 4t30 4t
3 4t5 4t
' 4t
$50 4t1
W#P
W#P
W#P
W#P
60 4t
2$
4t
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1irst ;nalysis of $an.$achine
OP:/M ;T#H#TI T#$: T#$: /:L;T#OF60#P10 20 30 $0 50 60 '0 &0 %0 100 110 120 130 1$0 150 160 1'0 1&0
1 Pu,, m*teri*, into MC
Lo onto 4iture
Lu.ri*te s,ie
(t*rt MC
Assist s,ieCut o44 eess
Cut into p*rts
e,p remoe 4rom MC
TOTAL
Assist ut into p*rts
7emoe 4rom MC
P,*e on t*.,e8e m*teri*, on MC
Pu,, m*teri*, onto MC
TOTAL
1%5 se
$' se
2 &
% 15
15
9 3 min
:;ti,i
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1inal ;nalysis of $an.$achine
OP:/M ;T#H#TI T#$: T#$: /:L;T#OF60#P10 20 30 $0 50 60 '0 &0 %0 100 110 120 130 1$0 150 160 1'0 1&0
1 Pu,, m*teri*, into MC
Lo onto 4iture
(t*rt MC
Cut into p*rts
P,*e on t*.,e
8e m*teri*, on MC
Cut o44 eess
Push 4iture on
7emoe 4rom MC
Pu,, 4iture up
TOTAL
Auto /,eMC
26
$0
20
136
120
9 3 min
:;ti,i
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1indings /esults
There *re no st*n*rs to )uie this proess@
Or)*ni
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The Process 6ituation
6 min $ min $ min 3 min
7We,re getting 2"= arts.man-hourN we need
@"3 arts.man-hour"8
Total time to roduce one (A) art >@@ A> min
Total man time to roduce one art > ! 2 min
:fficiency >BE
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1irst #mrovement
Total time to roduce one (A) art >@@ A> min
Total man-time to roduce one art > ! @ A< min
Productivity
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Productivity M Parts e"g" 2"=.man hr
$an 0ours
aacity Time availa&le e"g" min
/eali5ation of Takt Time
6 min 3 min $ min 3 min
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6 min 3 min $ min 3 min
6econd #mrovement
6uorts 2 lines can
oerate 2 hours.day
aacity 23.day
allocated er line.roduct
/e'uires no additional
suort ersonnel
$aterial transort
simlified
7Parts fall off the line8
aacity A23.shift
:fficiency A3.A2
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Linkage of L$ Techni'ues
=6
6etu
/eductionells
Gero 9
TP$
$ultiskill
Hisual
Worklace
One Piece
1low
Jan&an
6tandard
Oerations
Production
Leveling
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Leveraging Lean for #*
; hain /eaction
%se the tools (=-6 6$:D TP$ Poka Ioke)
#mroved e'uiment availa&ility and roduct 'uality
/educed lot si5es
6horter lead time lower inventory
0igher rofits higher customer satisfaction
Tactic
al
6trateg
ic
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Why Don,t $ore omanies
Do Lean?
%6 mindset of*
sales romotions
end of month count
s'uee5ing suliers
short term gains for to management &onus
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#ntegration of Lean and 6i! 6igma
4oth are roRect-&y-roRect aroaches to
imrovement &ut focused on different
measures*
lean time and sace
si! sigma defects and variation
4oth re'uire a change in mindset of they
are to &ecome im&edded
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0ow does lean aly to
everyday life?
1inding tools in your garage
/unning out of food toothaste etc"
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To Learn $ore
Local comanies*
$erillat ;tkins H; - 233@ 6hingo Pri5e winner
Pals 6udden 6ervice - 2332 4aldrige and T9; winner
4ooks &y*
Taichi Ohno
6higeo 6hingo
Keffrey Liker
We&sites*
www"lean"org
www"suerfactory"com
www"gem&a"com
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6eaker #nfo
Duke Okes
2@-@2@-B=B>dokesSearthlink"net
www"alomet"com