Lean Manufacturing Chris Poteet Scott Carroll

1. Lean Manufacturing Chris Poteet Scott Carroll

2. Manufacturing Operating Principles Framework OPERATING Core Beliefs Enablers Subsystems PRINCIPLES MQAS Support Processes, Tools, & Measurement Results & Values Human Infrastructure Standardization Quality Focus & Robust Processes & Products Just-In-Time Continuous Improvement Leadership Role Clarity Employee Involvement & Development Work Group Organizational Structure Safe Work Practices & Environmental Awareness Standardized Methods & Procedures Visual Techniques / 5S Quick Issue Detection & Correction Robust Processes / Products & Preventative Quality Assurance Customer Focus Production Smoothing Pull Production Continuous Flow Proc. Customer Demand Rate Waste Elimination Quality Policy / Management Review Business Plan / Assurance System Performance Feedback Responsibility and Authority Training Resources Use of Cross Functional Teams Employee Safety / Environmental Doc & Data Cont / Prod ID & Trace. Process Control / Inspection & Test Insp & Test Stat / Cont of Quality Records Handling, Storage, Pkging, Preservation Control of Customer-Supplied Product Control of Non-conforming Product Corrective and Preventative Action Statistical Techniques Production Part Approval Process Design Control Preventative Maintenance & Calibration Contract Review Delivery (Prod Sched - 1 Piece Flow) Inventory Quality Planning Purchasing Cont. Imprv / Corrective & Prev. Action Manufacturing Capabilities Analysis & Use of Company Data Customer Satisfaction / Assurance Asses. Policy Deployment Employee Opinion Surveys Std Communication Channels Man Assignments New Hire Orientation Group / Team Meetings Suggestion System Shopfloor Training Area Integration of Tasks Qualification Training Matrix Safety Regulations Ergonomic Evaluation Environmental Protection Process Support Documentation Scoreboards Standard Shift Change Procedure Quality Gates Labeling, Marking, & Footprinting Shopfloor Section Audit Quality Alerts / Prod. Info. Boards Quality Alert System / Quality Stop Certification Audit Process Audit Single Point Lesson Problem Solving / Closed Circuits Process FMEA Customer Quality Measurement Production Planning Schedule Mixed Loads / Tugger Transport Withdrawal & Fill-up One Piece Flow First-In, First-Out (FIFO) Single Stage Stock strategy Stable Customer Demand Rate 5 Step Improvement Process C. I. Workshop Employee Feedback Employee recognition Checklists and Monitoring Group Development Activities Process Descriptions On the Job Training C. I. Implementation Area Team Leader Roles (as applic.) Groups, Boards Cross--Functional Training Visual Safety Indicators Refuse / Waste Separation Standard Work Instructions (SWI’s) Standard Work in Process (WIP) Shopfloor Measurement Standardized Equipment 5S Quality Feedback Loops Root Cause Analysis Boundary samples Preventative Maintenance Total Productive Maintenance Error Proofing Mistake Proofing Statistical Process Control (SPC) Quality Agreements Quality / Zero Defect Gate In-Line sequencing Order Cards Material Flow Planning Small Lot Containers CDR / Cycle time chart Plan, Do, Check, Act (PDCA) 7 Wastes 5 Why’s Engineering Change Control Practice Sharing Quality H. R. Systems Speed (to market) Teamwork Inspiration Openness Excellence Joint Responsibility Commitment Communication Training S afety Q uality Process Focus Customer Focus D elivery Agility C ost M orale Innovation Profitability

3. Three Pillars of Lean Manufacturing • Human • Technological • Systems

4. How Pillars Affect SQDCM Human Technological Systems Safety Quality Delivery Cost Morale

5. What Do We Mean by a System? These five subsystems are tightlylinked… each one affects the others.

6. Human Aspects • Consumer Feedback: • After purchase surveys • Surveys to potential buyers • Employee Feedback: • Process problems or improvements (lighter robotic arm design) • Integrated into continuous improvement process (Suggestion • box, recommendations to supervisors) • Employee online surveys • Unions: • Union representatives / liaisons to assist employees with problems • Recognition of employees as the most important asset of the company

7. Human Aspects • Training: • Cross training of employees (varied tasks, flexibility of supervisors) • Floaters (use in assisting with critical tasks, flexibility supervisors for • breaks) • Company closed circuit television in break area (covers company • news, financial updates, new products) • Voluntary participation in continuing education classes = higher morale

8. Technological Aspects • Facility Layout: • Open aisles allow managers to monitor processes and employees • to detect problems • Reduction of wasted movement (i.e. travel distances) • Workstation design • Ergonomics: • Force, frequency and flexion • Ergo-Arms, foot pads, roller racks, tilt racks, hydraulic tables • Use of employees in the design phase of manufacturing

9. Technological Aspects • Material Handling: • Reduction of component stocks (1 1/2 hour operations) at stations • Components come in pre-packaged amounts for specific jobs • Component packages stored in marshaling areas • Reduce the lifting done by the employees • Computerized / Wireless acquisition (fork lifts) • Mistake Proofing: • Color Coding • Shape Coding • Bar code scanner for all sub-parts (can track all parts by VIN #) • Computerized feedback from tools

10. Technological Aspects • Preventative Maintenance: • Scheduled services occur at shift changes • Unscheduled services conduct repairs upon employees request • Testing Measuring Diagnostics Equipment

11. System Aspects • Standardization: • Standardize work instruction and directions • 5 S’s (Sift, Sweep, Sort, Sanitize and Sustain) • SPC Charts • Preventative Maintenance • Safety (Paint markings, laser indicators) • JIT: • Orders received at the gate trigger each department • Reduction of inventory equates to reduction of storage requirement, • increases working capital, decreases bureaucracy • Increases responsiveness to customers • Temporary bank after human intensive stage

12. System Aspects • Computerized Monitoring: • Real-time production statistics • Color coded warning system • Defects on products are noted and tracked throughout the process • KUKA camera tracking system • Computerized check of all options (Huntsville check) • Continuous Improvement: • Non-Value added activities • Wastes

13. Definition of Value Added Activity (VA) • An activity that transforms or changes raw material or information to meet customer requirements. Value Added Tests: – The customer must recognize the value (be willing to pay for it) – The product must physically change during the process – The activity must be done right the first time Definition of Non-Value Added (NVA) Activity • Any activity that does not transform or change raw material or information to meet customer requirements. Non-Value Added Tests: – Activities that do not meet all of the three VA test rules – Some non-value added work may be necessary

14. Value Added Non-Value Added • Machining • Stamping • Assembling • Designing • Customer Service • Analysis • Painting • Sealing/Welding • Transportation • Inventory • Defective material • Wait Time • Inspecting • Testing • Correcting • Batching • Setup

15. The 7 Wastes 1. Product Defects:Defects or repair work 2. Overproduction:Producing too much or too soon 3. Inventory:Excess raw materials or work in process 4. Transportation:Double handling or conveyance of materials 5. Processing:Unnecessary work or processing 6. Waiting:Waiting for parts, materials machines to cycle 7. Motion:Excess walking, bending, or reaching

18. How Pillars Affect SQDCM Human Technological Systems Safety Quality Delivery Cost Morale