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Japansk produktionsfilosofi - lean manufacturing

Japansk produktionsfilosofi - lean manufacturing. Johann Packendorff. Definition of “Lean”. Half the hours of human effort in the factory Half the defects in the finished product One-third the hours of engineering effort Half the factory space for the same output

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Japansk produktionsfilosofi - lean manufacturing

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  1. Japansk produktionsfilosofi- lean manufacturing Johann Packendorff

  2. Definition of “Lean” • Half the hours of human effort in the factory • Half the defects in the finished product • One-third the hours of engineering effort • Half the factory space for the same output • A tenth or less of in-process inventories Source: The Machine that Changed the World Womack, Jones, Roos 1990

  3. Product Shipment Product Shipment Lean Manufacturing • is a manufacturing philosophy which shortens the time line between the customer order and the product shipment by eliminating waste. Business as Usual Customer Order Waste Time Lean Manufacturing Customer Order Waste Time (Shorter)

  4. APICS Definition of Lean Manufacturing “A philosophy of production that emphasizes the minimization of the amount of all the resources (including time) used in the various activities of the enterprise. It involves: • … identifying and eliminating non-value-adding activities, • … employing teams of multi-skilled workers, • … using highly flexible, automated machines” • American Production and Inventory Control Society (APICS) is an organization for professionals working in the field of Operations Management

  5. New Paradigm: Non-Blaming Culture Management creates a culture where: • Problems are recognized as opportunities • It’s okay to make legitimate mistakes • Problems are exposed because of increased trust • People are not problems - they are problem solvers • Emphasis is placed on finding solutions instead of “who did it” SOLUTIONS PROBLEMS

  6. What makes a manufacturing system Lean?

  7. What makes a manufacturing system Lean?

  8. 5S Programs • Seiri (sort, necessary items) • Seiton (set-in-order, efficient placement) • Seison (sweep, cleanliness) • Seiketsu (standardize, cont. improvement) • Shitsuke (sustain, discipline)

  9. Visual Factory • “Ability to understand the status of a production area in 5 minutes or less by simple observation without use of computers or speaking to anyone.” • 5-S • 1S Sift and Sort (Organize) • 2S Stabilize (Orderliness) • 3S Shine (Cleanliness) • 4S Standardize (Adherence) • 5S Sustain (Self-discipline)

  10. What makes a manufacturing system Lean?

  11. The Pull System

  12. Kanban Production Control • At the core of JIT manufacturing at Toyota is Kanban, an amazingly simple system of planning and controlling production • Kanban, in Japanese, means card or marquee • Kanban is the means of signaling to the upstream workstation that the downstream workstation is ready for the upstream workstation to produce another batch of parts

  13. Kanbans and Other Signals • There are two types of Kanban cards: • a withdrawal card (W-Kanban) • a production card (P-Kanban) • Signals come in many forms other than cards, including: • an empty crate • an empty designated location on the floor

  14. How Kanban Operates When a worker at downstream Work Center #2 needs a container of parts, she does the following: • She takes the W-Kanban from the container she just emptied • She finds a full container of the needed part in storage • She places the W-Kanban in the full container and removes the P-Kanban from the full container and places it on a post at Work Center #1 • She takes the full container of parts with its W-Kanban back to Work Center #2

  15. Kanban Cards Withdrawal Kanban Card Part number to produce: M471-36 Part description: Valve Housing Lot size needed: 40 Container type: RED Crate Card number: 2 of 5 Retrieval storage location: NW53D From work center: 22 To work center: 35

  16. Kanban Cards Production Kanban Card Part number to produce: M471-36 Part description: Valve Housing Lot size needed: 40 Container type: RED crate Card number: 4 of 5 Completed storage location: NW53D From work center: 22 To work center: 35 Materials required: Material no. 744B Storage location: NW48C Part no. B238-5 Storage location: NW47B

  17. Flow of Kanban Cards and Containers P-Kanban and empty container W-Kanban and empty container Full container and P-Kanban Full container and W-Kanban In-process storage Upstream Work Center #1 Downstream Work Center #2 Parts Flow

  18. Containers in a Kanban System • Kanban is based on the simple idea of replacement of containers of parts, one at a time. • Containers are reserved for specific parts, are purposely kept small, and always contain the same standard number of parts for each part number. • At Toyota the containers must not hold more than about 10% of a day’s requirements. • There is a minimum of two containers for each part number, one at the upstream “producing” work center and one at the downstream “using” work center.

  19. What makes a manufacturing system Lean?

  20. Reducing Inventoriesthrough Setup Time Reduction • Central to JIT is the reduction of production lot sizes so that inventory levels are reduced. • Smaller lot sizes result in more machine setups • More machine setups, if they are lengthy, result in: • Increased production costs • Lost capacity (idle machines during setup) • The answer is: REDUCE MACHINE SETUP TIMES

  21. SMED-metoden • Mät hela omstället och identifiera alla enskilda moment i omstället. • Bestäm vilka steg som kan utföras innan- och efter att maskinen måste stannas (ej producerar). Dessa steg benämns externa steg. • Minska tiden maskinen måste stå stilla genom att flytta de externa stegen innan- och efter maskinen står stilla. • Förbättra verktyg, jiggar detaljer i maskinen samt arbetssätt för att förbättra de steg som bara kan utföras när maskinen står stilla, interna steg. • Förbättra de externa stegen. • Skriv ned de nya standarderna i arbetsinstruktioner och försäkra att att alla arbetar enligt det nya arbetssättet.

  22. What makes a manufacturing system Lean?

  23. Effective Facility Layouts • Workstations in close physical proximity to reduce transport & movement • Streamlined flow of material • Often use: • Cellular Manufacturing(instead of process focus) • U-shaped lines: (allows material handler to quickly drop off materials & pick up finished work)

  24. Traditional Process Focused Layout • Jumbled flows, long cycles, difficult to schedule

  25. JIT Cellular Manufacturing • Product focused cells, flexible equipment, high visibility, easy to schedule, short cycles

  26. What makes a manufacturing system Lean?

  27. INTRODUCTION • Total Productive Maintenance (TPM) is an approach to managing physical assets that emphasizes the importance of operator involvement in making equipment reliable • Management has always held an operator accountable for production output. More than ever, that person is also responsible now for product quality • Many factors affect how well that can be achieved, including the way in which the workplace is organized as well as the equipment’s effectiveness. When several people are involved, producing quality depends on teamwork

  28. In its broadest sense, TPM is based on the idea of autonomous operator maintenance, including three sets of principles. Maintenance Engineering; Seeks to manage the equipment life cycle, from strategic asset planning, through design and construction, to operation, maintenance, and disposal. Several techniques characterize the proactive nature of maintenance engineering including: Preventive (or planned) maintenance: Planned and scheduled maintenance activities to find and correct problems that could lead to failure Predictive and condition-based maintenance: Reducing fixed-time maintenance and relying on the condition of equipment to determine maintenance activity

  29. The prime objectives of TPM are to: • Maximize equipment effectiveness and productivity and eliminate all machine losses • Create a sense of ownership in equipment operators through a program of training and involvement • Promote continuous improvement through small-group activities involving production, engineering, and maintenance personnel • Each enterprise has its own unique definition and vision for TPM, but in most cases there are common elements in any TPM program. These have been summarized in the TPM wheel in Figure 8-1

  30. Elements • Themes • Training • Decentralization • Maintenance prevention • Multi-skilling Figure 8-1 The TPM Wheel

  31. TPM puts the power in the employee’s hand. It grants workers autonomy, along with responsibility • At the same time TPM recognizes that employees in one area have much to teach and learn from others The entire organization gains strength and ideas from motivated continuous improvement teams • A TPM environment encourages a skills between operators and maintenance, and multi-skill training in the various crafts • It can provide increase job satisfaction for operations, trades, engineering, and supervision alike

  32. Figure 8-4 Tools and Techniques for TPM

  33. What makes a manufacturing system Lean?

  34. What Is Value? • "Value" is what the customer is buying • Always think first about the end-customer • Who is the customer? • What are they buying? • Describe value using the customers' words

  35. What Is Value Stream Analysis? Planning tool to optimize results of eliminating waste future state VSM current state VSM Lean Basics = + +

  36. Value Steam Mapping Steps Next Future State Future State Current State Original State

  37. Action Action Action Action Multi-plant/Multi-company Plant Action Value Stream Scope Extended Value Stream Concept Launch Order Delivery In-use Recycle Action Action

  38. VALUE VALUE STREAM Perfection PULL FLOW Apply Five Simple Principles: • Specify value from the standpoint of end customer • Identify the value stream for each product family • Make the product flow • So the customer can pull • As you manage toward perfection

  39. What is the Value that Flows? Specify value from the standpoint of the end customer Ask how your current products and processes disappoint your customer’s value expectation: • price? • quality? • reliable delivery? • rapid response to changing needs? • ???

  40. What Flows? "ITEMS" flow through a value stream • In manufacturing, materials are the items • In design & development, designs are the items • In service, external customer needs are the items • In admin., Internal customer needs are the items Analysis begins with part of a total value stream, That part of the value stream has customers too

  41. C/T = 45 sec. ASSEMBLY C/O = 30 min. Outside Sources Manufacturing Process XYZ Corporation 3 Shifts Data Box 300 pieces1 Day 2% Scrap Finished Goods to Customer PUSH Arrow Truck Shipment First-In-First-Out Sequence Flow max. 20 pieces Mon.+ Wed. FIFO Physical Pull/Withdrawal Supermarket Buffer or Safety Stock Material Flow Icons Inventory

  42. KaizenLightening Burst Operator Load Leveling Box UPTIME Schedule CHANGEOVER Manual Information Flow Electronic Information Flow Signal Kanban Kanban Post WeeklySchedule Sequenced-Pull Ball “Go See” Production Scheduling Production Kanban Withdrawal Kanban Information Flow Icons General Icons

  43. Effective Working Time per Shift Customer Requirement per Shift TAKT TIME Takt Time = Synchronizes pace, evenly applying customer demand across the work day. Takt Time is "Beat Time"? "Rate Time" or “Heart Beat" Lean Production uses Takt Time as the rate or time that a completed product is finished. If you have a Takt Time of two minutes that means every two minutes a complete product, assembly or machine is produced off the line.(http://www.isixsigma.com/dictionary/Takt_Time-455.htm)

  44. Implementing lean

  45. Benefits of Lean Manufacturing • 50 - 80% Waste reduction • WIP • Inventory • Space • Personnel • Product lead times • Travel • Quality, costs, delivery

  46. Setting the Foundation • Evaluating your organization • Management culture • Manufacturing culture • Lean Manufacturing Analysis • Value stream (from customer prospective) • Headcount • WIP • Inventory • Capacity, new business, supply chain

  47. Tools of Lean Mfg/Production • Waste reduction • Full involvement, training, learning • Cellular mfg • Flexible mfg • Kaikaku (radical change) • Kaizen (continuous improvement) & standard work • 5S • Jidoka (autonomation) • Poka-yoke (visual signals) • Shojinka (dynamic optimization of # of workers) • Teien systems (worker suggestions)

  48. Tools (cont.) • Continuous Flow (10% - 25%) • SMED (Shingo) • Andon • Takt time • Line balancing • Nagara (smooth production flow)

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