ASL Training Ltd Website: WWW.ASL-TRAINING.CO.UK EMAIL : INFO@ASL-TRAINING.CO.UK TEL : 07879915173

1. ASL Training Ltd Website: WWW.ASL-TRAINING.CO.UK EMAIL : INFO@ASL-TRAINING.CO.UK TEL : 07879915173

2. Lean Methodology CQI (Wessex Forum) Lecture 11/02/14 Objectives: • Lean Definitions • Seven Wastes • 5 s • Work Balance (Yamazumi) Boards

3. Lean Definitions What is Lean? LEAN: Doing more with less by employing 'lean thinking.' Lean manufacturing involves never ending efforts to eliminate or reduce 'muda' (Japanese for waste or any activity that consumes resources without adding value) in design, manufacturing, distribution, and customer service processeshttp://www.businessdictionary.com/definition/lean-manufacturing

4. Lean Definitions Value Add? VALUE ADD: Value-added activities are what a company strives for. They are the things customers really want and are willing to pay for

5. Lean Definitions Non Value Add? NON VALUE ADD: Activities that do not contribute to the product or the process and should therefore be eliminated. Non-value added steps are waste.

6. Value/Non Value Add Example • Lets Consider an example of an operator fitting an wheel onto a vehicle on a moving line.

7. Value/Non Value Add Example STEPS • Check Screen to see what wheel to be fitted to vehicle. • Pick Correct Tools and wheel nuts • Pick Wheel from chute • Place wheel onto vehicle assembly • Tighten wheel nuts

8. Wheel Fit Example Op Steps Vehicle 3 2 4 5 1

9. Wheel Fit Example

10. 7 Wastes

11. Over-Production Over-Production • Simply put, overproduction is to manufacture an item before it is actually required. Overproduction is highly costly to a manufacturing plant because it prohibits the smooth flow of materials and actually degrades quality and productivity. • Overproduction manufacturing is referred to as “Just in Case.” This creates excessive lead times, results in high storage costs, and makes it difficult to detect defects.

12. Over-Production Overproduction • The simple solution to overproduction is turning off the tap; this requires a lot of courage because the problems that overproduction is hiding will be revealed. • The concept is to schedule and produce only what can be immediately sold/shipped and improve machine changeover/set-up capability.

13. Inventory Inventory-money tied up in stock • Excess inventory tends to hide problems on the plant floor, which must be identified and resolved in order to improve operating performance. • Excess inventory increases lead times, consumes productive floor space, delays the identification of problems.

14. Waiting (queuing) Waiting- Unnecessary waiting/queuing • Whenever goods are not moving or being processed, the waste of waiting occurs. Typically more than 99% of a product's life in traditional batch-and-queue manufacture will be spent waiting to be processed. • Much of a product’s lead time is tied up in waiting for the next operation; this is usually because material flow is poor, production runs are too long, and distances between work centres are too great.

15. Motion Motion- • This waste is related to ergonomics and is seen in all instances of bending, stretching, walking, lifting, and reaching. • These are also health and safety issues, which in today’s litigious society are becoming more of a problem for organizations. • Jobs with excessive motion should be analyzed and redesigned for improvement with the involvement of plant personnel.

16. Transport Transport- Excessive transportation & handling • Transporting product between processes is a cost incursion which adds no value to the product. • Excessive movement and handling cause damage and are an opportunity for quality to deteriorate. Material handlers must be used to transport the materials, resulting in another organizational cost that adds no customer value.

17. Rework Rework- defects, errorsand mistakes • Having a direct impact to the bottom line, quality defects resulting in rework or scrap are a tremendous cost to organizations.  • Associated costs include quarantining inventory, re-inspecting, rescheduling, and capacity loss. In many organizations the total cost of defects is often a significant percentage of total manufacturing cost.

18. Over-processing Over-processing- unnecessary or over processing • Often termed as “using a sledgehammer to crack a nut,” many organizations use expensive high precision equipment where simpler tools would be sufficient. • This often results in poor plant layout because preceding or subsequent operations are located far apart. • In addition they encourage high asset utilization (over-production with minimal changeovers) in order to recover the high cost of this equipment.

19. 8th Waste • 8th Waste- Under-utilisation of Human Resources?

20. 5 s

21. 5 s Approach 5s Technique & Approach Introduction • The 5s method is a systematic approach to establishing and maintaining discipline, order and housekeeping standards. • With this method, divisions or departments adopt and implement 5s as a means of improving quality, safety and productivity.

22. Sort Eliminate all unnecessary tools, parts, and instructions. Keep only essential items and eliminate what is not required, prioritizing things per requirements and keeping them in easily-accessible places. Sort

23. Stabilise There should be a place for everything and everything should be in its place. The place for each item should be clearly labelled Items should be arranged in a manner that promotes efficient work flow, with equipment used most often being the most easily accessible. Stabilise

24. Shine Clean the workspace and all equipment, and keep it clean, tidy and organized. At the end of each shift, clean the work area and be sure everything is Spills, leaks, and other messes also then become a visual signal for equipment or process steps that need attention Shine

25. Standardise Work practices should be consistent and standardized. All work stations for a particular job should be identical. All employees doing the same job should be able to work in any station with the same tools that are in the same location in every station Standardise

26. Sustain Maintain and review standards. Once the previous 4 S's have been established, they become the new way to operate. Maintain focus on this new way and do not allow a gradual decline back to the old ways. While thinking about the new way, also be thinking about yet better ways Sustain

27. 5 s Tools 5s Tools • Visual factory • Shadow Boards • Max & Min levels • Red Tag Areas • 5s Audits

28. 5 s Benefits 5s Benefits • Well disciplined area/workplace • Standardisation • Less wasted time trying to find tools, drawings, etc • Visualisation • Employee ownership/morale • Removal of waste/stock- savings

29. Work Balance Boards

30. Takt Time • Your Takt time is the demand rate required by your customers in number of minutes per part. It is calculated by dividing you total available work time by the average number of parts required by the customer. • The Takt time is the speed at which your factory should run, slower would mean that you would fail to meet customer demand and faster would cause you to build inventory. The Takt time of your factory is one of the most important factors to consider when designing your processes and work cells.

31. Value Add Vs Non Value Add Value Add Vs Non Value Add

32. Work Balance Example Work Balance Board for Wheel Fit TAKT TIME LH RH

33. Questions Any Questions? Website: www. asl-training.co.uk Email: info@asl-training.co.uk

34. Value Stream Analysis Value Stream Analysis “Whenever there is a product for a customer there is a value stream. The challenge lies in seeing it.” • Definition of Value Stream Analysis • Complete descriptive analysis of process flows and a detailed breakdown of value towards the final product

35. _/wk Direct Heads 200 Direct Heads 700 Direct Heads 250 Direct Heads 200 Indirect Heads 30 Indirect Heads 50 Indirect Heads 50 Indirect Heads 30 Staff 15 Staff 15 Staff 30 Staff 15 2 Shifts 2 Shifts 3 Shifts 2 Shifts 3 shifts 3 shifts 3 shifts 3 shifts 50400 secs avail 50400 secs avail 75600 secs avail 50400 secs avail C/O 0 secs C/O 0 secs C/O 7200 secs C/O 0 secs OEE 45% OEE N/A OEE 75% OEE 80% Bodies, Doors etc Assy’ Vehicles Stampings Bodies, Doors etc __pcs __day __pcs __day __pcs __day __/wk High Level Current State Map VO Marketing Schedule Customer Suppliers Plant Schedule MP&L __/wk Final Assembly Body Construction Press Shop Paint Shop __pcs __day 3 Days 3600 secs 5 Days 120 secs 10 Days 21600 Secs 21600 Secs 21600 Secs 21600 Secs

36. Value Stream Analysis • Value Stream Mapping covers the whole of the manufacturing processes from raw material to the shipment of finished goods. • This may mean looking beyond the boundaries of the plant to suppliers and out to the customer.

37. Value Stream Analysis What can we learn from a VSA? • Lead times • Process times • Buffers sizes • Number of personnel • Constraints • Value/Non Value Add processes • Plan for future changes- Future state map • Max/min levels • Delivery times