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Lean Manufacturing For Maintenance

Lean Manufacturing For Maintenance. Basic Application of the TOYOTA Production System (TPS) in the Maintenance Environment. Course Objectives. Increase knowledge of : Principles of TPS Development of TPS Importance of TPS Use common TPS terms

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Lean Manufacturing For Maintenance

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  1. Lean Manufacturing For Maintenance

  2. Basic Application of theTOYOTAProduction System(TPS)in theMaintenance Environment

  3. Course Objectives • Increase knowledge of : • Principles of TPS • Development of TPS • Importance of TPS • Use common TPS terms • Understand Application of TPS to Maintenance Work

  4. What makes TPS different • One-piece flow (vs. Batch Processing) • Quality Built in to the Process (vs. end-of-line) • A Way of Thinking (vs. Manufacturing Method) • Focus on Total Customer Satisfaction (vs. mfg. goals) • An Environment of Teamwork and Improvement • A Never Ending Search for a Better Way • An Organized, Disciplined Workplace • Evolutionary

  5. What is TPS? The manufacturing system developed by Toyota which continuously pursues optimum streamlining throughout the entire system through the elimination of muda (non-value added work/waste), builds quality in at the manufacturing process, and achieves continuous cost reduction.

  6. 4 Goals of TPS 1.) BETTER WAYS TO ENSURE AND SECUREPRODUCTION QUALITY. 2.) A WORKING ENVIRONMENT FOR MAXIMUM POTENTIAL. 3.) LOWERING COSTS BY TOTAL ELIMINATION OF MUDA. 4.) STRONG FLEXIBLECOMPANY.

  7. TPS Learning Goals Fundamental TPS. TPS as it applies directly to your work. Your tool for making Maintenance work more productive and efficient. Original TPS. The TPS of Production. Because Maintenance supports Production, you must ultimately understand Production TPS so that you can assist in sustaining and improving their TPS.

  8. The First Key Concept The Value-Added Product TPS centers around production of the Value-Added Product. This is the product which brings sustainment to the company. In real terms, it is the product which brings money into the company.

  9. The Value-Added Product At Toyota, our Value-Added Products are vehicles which sell. Customers buy our product and give us money which we, in turn, use to operate and sustain the company.

  10. 2nd Concept: Value Added Work Value Added Work is that work which directly transforms the Value Added Product and advances it closer to the point of sale.

  11. Non-Value Added Work Non-Value Added Work is any work which does not transform the Value Added Product in a way that gets it closer to the point of sale. Non-Value Added Work may be very necessary and serve an important function in the overall operational process.

  12. Value-Added Relationships What is the importance of defining the Value Added Product? First, it helps us to clearly define and recognize Value Added Work and, consequently, Non-Value Added Work

  13. Value Added Relationships

  14. Value Added Relationships Secondly, having distinguished Value Added Work from Non-Value Added Work, TPS principles then yield for us our ultimate goals for what to do with Value Added Work and Non-Value Added Work.

  15. Goals of Work Management Non-Value Added WorkThe ultimate goal is to eliminate Non-Value Added Work from the company Value Added Work…and to continually make Value Added Work safer, of better quality, more productive, and low cost.

  16. Non-Value Added Work While the ultimate goal of TPS is to eliminate Non-Value Added Work, we must realize that in reality most of this work is actually very necessary and valuable to the company at the present time and with methods of business. For Non-Value Added Work that cannot be eliminated, TPS principle then guides us to give it the strongest emphasis to continually improve it so that we can gain the benefit of the work, but at an ever-decreasing cost to the company.

  17. Manufacturing Process Value – Added Product $$$ Continuous Cycle

  18. The Next Key Concept: Profit Profit: How Companies Earn Profit Most companies earn money by: Making a product Determining how much it costs to make the product Adding an additional cost on top of that (called the “margin”). Selling the product to the public. The additional money earned beyond the cost of the product is profit.

  19. How Companies Make Profit Almost all companies use this very fundamental model in structuring operations to earn profit

  20. But! … What if the product will not sell sufficiently at this price???

  21. “Even if we built an ideal car, if we could not sell it, it would be worthless. If we did not make a car that would sell, the company would go broke.” Eiji Toyoda, 1952

  22. How Toyota Makes Profit Toyota says that what must be determined first is at what price the product will sell sufficiently in the market. Then …

  23. How Toyota Makes Profit If you think about it, this has a very profound implication for how Toyota goes about doing it’s business.

  24. How Toyota Makes Profit To achieve profit (and company sustainability) manufacturing cost must be reduced! KEY PRINCIPLE TOYOTA earns profit by reducing manufacturing cost!! This is what you need to remember!

  25. How Toyota Makes Profit

  26. First Things First

  27. Where We Started

  28. Sakichi ToyodaOur Founder 1867- 1930 “Customer First: More than a statement—it becomes the ‘first commandment’ for the Company, its products, and its people.” — Sakichi Toyoda

  29. The Toyota Precepts From Sakichi and those who worked with him came the Toyota Precepts, the very first values of the company. The Precepts were published shortly after Sakichi’s death, to capture the core essence of what he taught so that it could guide the company into the future.

  30. The Toyota Precepts Always be faithful to your duties, thereby contributing to the company and to the overall good. Always be studious and creative, striving to stay ahead of the times. Always be practical and avoid frivolousness.

  31. The Toyota Precepts Always strive to build a homelike atmosphere at work that is warm and friendly. Always have respect for God, and remember to be grateful at all times.

  32. Kiichiro Toyoda Pioneer of the Vehicle Company 1894-1952 • Just-in-Timeproduction philosophy • No component of a car shall be made before it is needed • Money not spent on inventory and warehousing can be used elsewhere

  33. Taichi OnoFather of TPS • Trains workers to operate more than one machine at a time • Redesigns machines so they will stopautomatically if there is a problem (Jidoka) • Decides that if one machine shuts down, production will stop completely (Jidoka) 1912-1990

  34. Core Philosophy • Customer First • Respect for Humanity • Elimination of Waste

  35. Desired Outcome Philosophy

  36. The Toyota Way The FoundationThe Core PrinciplesThe Collective Wisdom …that has made Toyota into one of the most respected companies in the world

  37. The Toyota Way Continuous Improvement Respect for People

  38. The Toyota Way Challenge Form a long term vision, meeting challenges with courage and creativity. Respect Respect others, respect yourself, and make every effort to understand each other, take responsibility and do our best to build mutual trust. Respect for People Kaizen Improve our business operations continuously, always driving for innovation and evolution. Teamwork Stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance. Genchi Genbutsu Go and see for yourself!......go to the source to find the facts to make correct decisions, build consensus and achieve goals at our best speed. Continuous Improvement

  39. The Manufacturing Process To set up our study, let’s first take another look at the manufacturing process.

  40. Recall … Value – Added Product $$$ Continuous Cycle

  41. Manufacturing Process Value – Added Product Production is a manufacturing process which continuously produces vehicles. It uses manufacturing machines to support the process and people to both make the vehicles and to use the machines to make the vehicle. Continuous Cycle

  42. Manufacturing Process Value – Added Product Other people work to support the Production process (office workers, engineers, etc.) Money is spent to enable the process, and money is, in turn, returned through the sale of our vehicles. Continuous Cycle

  43. Manufacturing Process Value – Added Product Because the Production manufacturing process is based on extensive equipment use and on work processes, it is complicated. The process often stops because of equipment failure or other problems. Continuous Cycle

  44. Manufacturing Process Value – Added Product Continuous Cycle To keep the line running and producing vehicles a secondary activity is needed. Skilled Maintenance is a team of skilled technicians, engineers (assigned to support Maintenance), supervisors and management whose responsibility is to maintain the line in continuous running condition.

  45. Manufacturing Process Continuous Cycle Value – Added Product In the philosophy of Toyota, Production is the Customer of Maintenance. The Toyota value of Customer First keenly focuses the responsibility of Maintenance to satisfy the needs of the their Customer. Customer Provider

  46. The Virtual Value Added Product If Production is the Customer of Maintenance, a critical question arises: What “product” does the Customer want from Maintenance?What is it that the Customer wants to “buy?”

  47. The Virtual Value Added Product Our Customer, Production, wants to make vehicles, or parts for vehicles. To do this, their tool for making vehicles or parts must work, and that tool is the production line. The Customer wants their production line to be available whenever they step up to it make vehicles or parts.

  48. The Virtual Value-Added Product Maintenance Product Machine Availability The work of Maintenance is also a continuous cycle. The Maintenance Product to its Customer is Line (Machine) Availability. The production line should always be ready for the Customer to use when they are ready to do so. Continuous Cycle

  49. Manufacturing Process Customer Maintenance Product 1 min.LA 1 min.LA 1 min.LA = 450 PRODUCTION 1 min.LA To make a direct analogy, if the goal of Production is to produce, say, 450 vehicles in a shift, and they can make one vehicle every minute, then… …Maintenance needs to provide 450 minutes of Line (Machine) Availability every shift. Continuous Cycle

  50. Manufacturing Process Continuous Cycle Value – Added Product 450 Vehicles = 450 Customer The continuous turn of the Maintenance “wheel” produces 450 minutes of Line Availability every shift, and in turn Production uses that to make 1 car a minute and produce 450 vehicles every shift. 450 Minutes Line Availability Provider

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