Download - Leanmanufacturing Module2 Continuation

8/11/2019 Leanmanufacturing Module2 Continuation

1/24


2/24

2

Value Stream Mapping

Steps

Select one value stream - a product familyWalk the physical flow of material no data collectionWalk the flow again, collecting dataDraw the Current State MapIdentify opportunities to eliminate waste and create flowDraw the Future State MapGenerate a Value Stream PlanStart making the improvementsConduct Value Stream ReviewsRepeat the cycle


3/24

3


Value Stream Plan

The future state Map tells you where you want to go. Now youneed to create one more sheet: a yearly value stream plan which

showsExactly what you plan to do and when, step-by-step.

Measurable goals.

Clear check points with real deadlines and namedreviewers(s).


4/24

4


Value Stream Plan

The first question that usually arises in planning implementationis In what order should we implement? Or Where do we start

Solution: You answer these questions by considering the loops inyour future value stream.


5/24

5


6/24


One effective strategy is to begin implementation in yourdownstream pacemaker loop and transition upstream asnecessary.

The pacemaker loop , being closest to the final customer actsas the internal customer and controls demand in theupstream loops.As the flow in the pacemaker processbecomes lean and consistent it will reveal upstream problems

that need attention.

6


7/24

7


8/24

Key Concepts of Lean

The cost reduction principle

The seven deadly wastes

Two pillars of TPS

The 5S system

Visual work place

Three stages of lean application

8


9/24


The cost reductionprinciple

9

Traditional thinking dictates that you set your sale price by calculatingyour cost and adding on a margin of profit

Cost+ profit = price

Traditional thinking

Profit

Cost

Price

Price


10/24


The cost reductionprinciple

10

The market is so competitive that there is always some one ready totake your place. The customer can often set the price and you dont have the luxury of adding a margin of profit.

price-cost = profit

Lean thinking

Under these circumstances, the only way to remain profitable is toeliminate waste from your value stream, thereby reducing costs . This iscost reduction principle

Price

Price

Profit

Cost


11/24


The Seven DeadlyWastes

11

Overproduction

Waiting

Transporting

Processing

Inventory

Movement(Motion)

Defects


12/24


TWO PILLARS

12

Just in Time(JIT) production

Jidokha (autonomation)


13/24


Visual Work Place

13

A visual workplace or visual factory begins with one simplepremise: One picture is worth a thousand words .

For that reason, the essence of the visual factory is just-in-time information .

On the shop floor, the goal of a visual factory is to give peoplecontrol over the work place.


14/24


15/24


The 5S System consists of five activities

15

Sort(Seiri) Keeping only what you need and remove unnecessaryitems

Set in Order(Seiton) arranging necessary items for easy and efficientaccess and keep them that way

Shine(Seisou)-clean everything , keeping it clean and using cleaning asa way to ensure that your area and equipment is maintained as it shouldbe.

Standardize(Seiketsu) creating guidelines for keeping the areaorganized , orderly ,clean and making the standards visual and obvious.

Sustain(Shisukhe)-educating and communicating to ensure thateveryone follows the 5S standards.


16/24

Three Stages of lean application16

Stages

Customer demand Stage

Flow stage

Leveling Stage


17/24


Understand Customer Ordering Patterns

Sales forecasts

Previous three months actual production

Current production forecasts

Long-term agreements

Interviews with customers

There are many sources for this information including:


18/24


Demand Stages

Takt time

Pitch

Takt image

Buffer and Safety inventories

Finished-goods supermarket

The various tools and concepts for determining and meeting

demand schedule include


19/24


Demand Stages

Takt is a German word for a musical beat or rhythm.

Takt time keeps the beat for customer demand

Takt time is the rate at which a company must produce to satisfycustomer demand

Producing to takt means synchronizing the pace of production withthe pace of sales.

Takt time


20/24


Demand Stages

Takt time = Available production timeTotal daily quantity required

Note: Calculate takt time in seconds for high-volume value streams.


21/24


Demand Stages

Pitch

Pitch = takt time pack-out quantity

Pitch is the amount of time -based on takt required for an upstreamoperation to release a predetermined pack-out quantity of work inprocess(WIP).

Note: high-volume , low-product mix lines ,pitch will normally bebetween 12 and 30 minutes depending on customer requirementsand any internal constraints.


22/24


Demand Stages

Takt Image: Visualize one-Piece Flow

Takt image is the vision of an ideal state in which you have eliminatedwaste and improved the performance of the value stream to the pointthat you have achieved one-piece flow based on Takt time


23/24


Buffer Inventory/Stock

Buffers Stock is used when customer demand suddenlyincreases and your production is not capable of meeting a

lower(faster) takt time.

Safety Inventory/Stock

Safety Stock protects us from internal problems(labor power issues,

quality problems, equipment reliability ,power outages)

As the customer demand becomes more stable and you improve thereliability of your operations and processes, you should periodically reviewinventories and minimize or eliminate them if possible


24/24