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Lean

Lean. Manufacturing. Basic Overview. Lean Manufacturing. Is a way of life. It is a never ending process…… Its tools need to tailored to meet XYZ Company’s needs. Not a “one size fits all” method. . Lean Manufacturing Defined.

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Lean

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  1. Lean Manufacturing Basic Overview

  2. Lean Manufacturing • Is a way of life. It is a never ending process…… • Its tools need to tailored to meet XYZ Company’s needs. • Not a “one size fits all” method.

  3. Lean Manufacturing Defined “A systematic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection” --The MEP Lean Network WASTE WASTE SUPPLIER XYZ Company CUSTOMER WASTE WASTE

  4. Lean Manufacturing Objectives OUR CUSTOMER XYZ Company “Strealthy” growth Satisfaction ASSEMBLY PROCESS Elimination of mudaor waste

  5. The Principles of Lean Manufacturing • Focus on Value - Your customer determines value. • Eliminate Waste - Eliminate all forms of waste. • Build only what customer Pulls • Quality, Quality, Quality ….Jim Womack

  6. What is Waste? “Anything that adds Cost to the product without adding Value” Value = ? Ask yourself – IS MY CUSTOMER PAYING FOR THIS ? Yes – Can I do it faster, better, safer ? No – Why am I doing it ?!

  7. Cost – Profit Relationship COSTS INCREASES V V V PROFIT DECREASES

  8. The Never Ending Cycle….. Value !! Low Cost High Quality Availability XYZ Company OUR CUSTOMER

  9. How can we make/increase PROFITS ? Selling Price Increase our selling price P Selling Price P XYZ Company’s Cost P Decrease our cost XYZ Company’s Cost Decrease our cost !!! - HOW ?

  10. Value added Value added Non-value added 7 Forms of Waste Value - Add Value - Add LEAN = ELIMINATING THE WASTES

  11. 7 Forms of Waste • Overproduction – Producing faster than consumption • Defects– Variations and complexity • Non-value added processing – Lack of standard methods • Waiting – Producing slower than consumption • Transportation – Disconnected operations • Excess motion– Lack of better processes • Excess inventory– Long lead times, ……..

  12. Bricklaying, through late Nineteenth Century • The brick weighs about five pounds (2.3 kg). How much is the worker actually raising and lowering every time he bends over for another brick? Source: Levinson Productivity Systems, P.C. http://www.ct-yankee.com/lean/usa.ppt

  13. Bricklaying, after Frank Gilbreth • The joke about the underachievers and the light bulb isn't so funny any more. • Lesson: waste can, by long habit ("living with it," "working around it") become built into a job. Source: Levinson Productivity Systems, P.C. http://www.ct-yankee.com/lean/usa.ppt

  14. INVENTORY – Ship Analogy GOOD OR BAD ? Inventory Level Finished Goods Raw Material Long Lead Time Poor Quality Poor Training Poor Housekeeping Downtime Poor Layout No Standards Scrap Long Setups Poor Communication Poor Scheduling Supplier Relations

  15. INVENTORY – Ship Analogy Cannot reduce inventory instantaneously! Finished Goods Raw Material Inventory Level Long Lead Time Poor Quality Poor Training Poor Housekeeping Downtime Poor Layout No Standards Scrap Long Setups Poor Communication Poor Scheduling Supplier Relations

  16. INVENTORY – Ship Analogy Solve problems – Remove rocks before lowering inventory! Finished Goods Raw Material Inventory Level Poor Housekeeping Downtime Poor Layout No Standards Scrap Long Setups Poor Communication Poor Scheduling Supplier Relations

  17. Identify waste in your cell • Re-pack • Scrap • Load/Unload • Containment • Expedite • Counting • Sorting • Storing • Invoices • Rework

  18. Lean Manufacturing Tools • Value stream mapping • Quality at the source • Workplace organization: 5S • TPM • Visual Management • Set-up reduction (SMED) • Batch size reduction (one-piece-flow) • Cellular manufacturing • Standardized work (CYCLE Time) • Work balancing (TAKT Time) • Production leveling / smoothing / Heijunka • Point-of-use systems • Kanban • Kaizen

  19. Lean Building Blocks Continuous Improvement Pull/Kanban Cellular/Flow Quick Changeover Quality at Source Plant Layout Batch Reduction TPM 5S System Standardized Work Visual Systems POUS Value Stream Mapping Teams/Employee Involvement Source: The MEP Lean Network

  20. Toyota Production System Best Quality - Lowest Cost - Shortest Lead TimeThrough Eliminating Waste Just in Time“The right partat the right timein the right amount” Jidoka“Built in Quality” • Manual / Automatic Line Stop • Labor-Machine Efficiency • Error Proofing • Visual Control • Continuous Flow • Pull System • Level Production (Heijunka) Flexible, Capable,Highly Motivated People Operational Stability Standardized Work Total Productive Maintenance Robust Products & Processes Supplier Involvement

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