1 / 15

An Overview of Lean

Explore the origins and concepts of Lean Manufacturing, including Just-in-Time production, Jidoka automation, and waste elimination. Discover the potential benefits and barriers to success in implementing Lean principles. Learn how Lean can improve quality, reduce cycle time, and empower employees.

reide
Download Presentation

An Overview of Lean

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Process Improvement An Overview of Lean Agenda: • The origin of Lean • A look at the concepts • Potential benefits • Potential barriers to success • Summary TELA 2011

  2. The Origin of Lean • Toyota Production System (TPS) began in 1948 Shakichi Toyoda, Taiichi Ohno • The Machine That Changed the World, 1991Womack, Jones, Roos The term Lean emerged • Lean, Zoom, BPI, BPM, Six Sigma, PDCA = process improvement • Toyota just calls it their production system

  3. A Closer Look atToyota Production System (TPS) Charles Sheffer – The Boeing Company

  4. A Closer Look atToyota Production System (TPS) • JIT - Just in Time • What is needed, When it’s needed, In the amount needed • Pull Production –respond to signal to replenish as needed • Takt Time - the desired time between units of production output, synchronized to customer demand • Production One-Piece Flow Charles Sheffer – The Boeing Company

  5. The first Just-In-Time production? Ford’s Willow Run B-24 plant

  6. The first Just-In-Time production? Ford’s Willow Run B-24 plant A Bomber an Hour

  7. A Closer Look atToyota Production System (TPS) • Jidoka – Automation with the Human Touch • Build in Quality, don’t just inspect for it • Detect the abnormality • Stop • Correct the Immediate Condition • Find the Root Cause and Install Countermeasure Charles Sheffer – The Boeing Company

  8. The Heart of TPS P • Design out Overburden - Muri • Avoid unreasonableness through standard work • Smooth Production - Mura • Avoid inconsistencies through just in time • Eliminate Waste – Muda • Examine waste and inconsistencies, feed back into Muri • Over Production – producing before there is demand • Excess Motion – of operator or machine • Waiting, idle time – of operator or machine • Conveyance – transportation • Processing that does not add value • Excess Inventory • Correction – rework or scrap D C A

  9. http://www.strategosinc.com/lean_implementation1.htm • Just in time • Smooth flow • Design out Overburden • Eliminate Waste • Over Production – producing before there is demand • Motion – of operator or machine • Waiting, idle time – of operator or machine • Conveyance – transportation • Processing that does not add value • Inventory • Correction – rework or scrap

  10. So, back to Lean by James P. Womack (Author), Daniel T. Jones, Daniel Roos, 1991 Charles Sheffer – The Boeing Company

  11. Lean PrinciplesNot just for Manufacturing Five basic principles: • Specify value from the standpoint of the customer • Identify the value stream and eliminate waste • Make the value-creating steps flow smoothly • Let the customer pull the product as needed • Continuously improve in pursuit of perfection www.lean.org/whatslean/principles.cfm

  12. Potential Benefits • Improved quality • More product variety • Improved cycle time • Employee satisfaction • Reduced cost Local companies doing Lean • Virginia Mason • Esterline Technologies • The Boeing Company • PACCAR • Alaska Airlines

  13. Potential Barriers to Success Lost In Translation Lean = Getting Rid Of Waste Lean = Simple Lean = People Empowerment Lean = Continuous Improvement Lean = Robots Lean = becomes a verb instead of culture Lean = something ‘management’ does Looking for Quick Fix Charles Sheffer – The Boeing Company

  14. Potential Barriers to Success • Copying actions without understanding shift in thinking required • Moving assembly lines • Standard Work • Point-of-use delivery of parts • Empowered work teams • Continuous Improvement or Kaizen • All driven from Lean efforts, but simply doing them doesn’t mean it’s Lean • Lean is viewed as an initiative instead of a culture change • Lean is used as an excuse to cut people • Lean is a slogan, a passing fad, a Dilbert cartoon

  15. Summary • Lean originated from the Toyota Production System (TPS) • TPS is based on two important principles • Just In Time (JIT)Continuous flow, Takt Time, Demand Pull • Jidoka –automation with a human touch – zero defects • Seven categories of waste • Lean is a “Western” rendition of TPS • Understand value from customer perspective and eliminate waste • Some people confuse the embodiments with the culture • Lean is a cultural journey, not simply a destination • There are big rewards for companies who can do it

More Related