LEAN SYSTEMS TOOLS AND PROCEDURES

1. LEAN SYSTEMS TOOLS AND PROCEDURES

2. Module Objectives • Understand and apply the major tools and procedures that lean systems philosophy draws upon in achieving its objectives • Learn how to use such calculations as TAKT time to synchronize and balance flows and to achieve the objectives of one-piece part flow • Understand how developments such as improvement can be made to generate real benefits for management and for the value-driven operations management system

3. Lean Systems’ Objectives Produce only the products (goods or services) that customers want. Produce products only as quickly as customers want to use them. Produce products with perfect quality. Produce in the minimum possible lead times. Produce products with features that customers want, and no others. Produce with no waste of labor, materials, or equipment; designate a purpose for every movement to leave zero idle inventory. Produce with methods that reinforce the occupational development of workers.

4. Lean Systems Tools and Techniques

5. Raw Saw Lathe Materials Start of production Mill Worker in motion Finished Press Lathe Parts End of production Heat Treat Technology Layout - Example

6. Focused Factories • Plants-within-a-plant • Market-focused factory • Process-focused factory

7. Total Productive Maintenance • Downtime due to equipment failure • Downtime for setups and adjustments • Speed losses due to idling and minor stoppages • Speed losses due to discrepancies between designates and actual speeds of equipment • Defect losses due to process defects that cause scrap and quality problems • Defect losses due to reduced yields in the time between machine startup and stable production

8. TPM Principles • Maximize equipment effectiveness • Establish a thorough system of preventive maintenance for the entire life span of equipment • Implement maintenance programs in all organizational areas • Involve every single member of the organization • Assign responsibility for preventive maintenance to small, autonomous groups of employees rather than managers

9. Five Components of TPM • Regulating basic conditions • Adhering to proper operating procedures • Restoring deterioration • Improving weaknesses in design • Improving operation and maintenance skills

10. TAKT Time • Calculate the Net Available Operating Time (NAOT) • Calculate the customer requirements per period • Calculate the TAKT time • Calculate the operator cycle time and the machine cycle time • Adjust the process capacity to achieve balance between the rate of demand and the rate of supply

11. Kanban (Pull) Scheduling In lean systems, kanban is a name for a system of signals or control cards that govern material movements through an OM system

12. Kanban - Examples

13. Pull versus Push Scheduling Kanbans are used to create a pull scheduling system that begins production only when an internal or external customer sends a signal. A push scheduling system directs a worker to produce according to a schedule and to move output to the next worker center in its route when it is completed

14. Kanbans in Operation Work Work Center Center A B Status: Status: Idle Busy Production Kanban Withdrawal Kanban

15. Movement of empty bin with withdrawal kanban Work Work Center Center A B Status: Status: Idle Busy Production Kanban Withdrawal Kanban Kanbans in Operation Use of Withdrawal Kanban

16. Movement of bin Empty bin Work Work Center Center Movement of bin A B after filled Status: Status: Busy Busy Production Kanban Withdrawal Kanban Kanbans in Operation Impact of Production Kanban

17. Benefits of Kanban • Reduced inventory levels • Less confusion over sequences of activities • Less obsolescence of inventories while in storage • Smaller floor-space requirements for storing inventory • Reduced lead times • Improved quality • Higher employee productivity • Greater system flexibility

18. Mixed Model Scheduling - Example

19. Mixed Model Scheduling - Example

20. Benefits of Level, Mixed-Model Scheduling • Smoother response to market demand • Simpler coordination of supply • Flatter learning curves • Less inventory

21. Setup Reduction • Process teardown time • Learning time • Process preparation time

22. Reducing Setup Times • Evolve toward lot sizes of one unit • Run every part every day • Make the first piece right every time • Keep setup times to 10 minutes

23. Setup Times - Example

24. Techniques to Reduce Setup Times • Process flow analysis of setup times • Housekeeping • Practiced teamwork • Single-minute exchange of dies (SMED)

25. Quality at the Source • Jidoka • Stop-and-fix/Line-stop systems • Andons/Trouble lights

26. Poka-Yoke Prevents the worker from making an error that leads to a defect before starting a process, or Gives rapid feedback of abnormalities in the process to the worker in time to correct it

27. The 5-S Program

28. 5 S’s or Kaizen(Yasuhiro Monden, 1993, Toyota Production System) • Seiri - Proper arrangement & organization • separate necessary items from unnecessary items • eliminate unnecessary items (clear up space) • Seiton - Orderliness. Arrange and identify things • organize items • Seiso - Clean up. Specify cleanup procedures. • cleaning • Seiketsu - Cleanliness. Maintain the 3S above • standardize • Shitsuke - Discipline. Habitually conform • training and discipline (i.e., visual control)

29. Benefits of the 5-S’s • An environment that encourages standard work • Creation of the conditions for perfect quality • Visual control • A high value on safety • Increased employee satisfaction

30. Standardize Implement Expose New Problems Methods Solve Problems Standardization/Simplification Cycle of Improvement

31. Kaizen/Continuous Improvement • Short term • Team-oriented • Highly focused • Action-oriented • Verifiable metrics • Repetitive