Title: Japansk produktionsfilosofi - lean manufacturing
1Japansk produktionsfilosofi- lean manufacturing
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3Definition of Lean
- Half the hours of human effort in the factory
- Half the defects in the finished product
- One-third the hours of engineering effort
- Half the factory space for the same output
- A tenth or less of in-process inventories
Source The Machine that Changed the World
Womack, Jones, Roos 1990
4Lean Manufacturing
- is a manufacturing philosophy which shortens the
time line between the customer order and the
product shipment by eliminating waste.
Business as Usual
Customer Order
Waste
Time
Lean Manufacturing
Customer Order
Waste
Time (Shorter)
5APICS Definition of Lean Manufacturing
- A philosophy of production that emphasizes the
minimization of the amount of all the resources
(including time) used in the various activities
of the enterprise. It involves - identifying and eliminating non-value-adding
activities, - employing teams of multi-skilled workers,
- using highly flexible, automated machines
- American Production and Inventory Control Society
(APICS) is an organization for professionals
working in the field of Operations Management
6New Paradigm Non-Blaming Culture
- Management creates a culture where
- Problems are recognized as opportunities
- Its okay to make legitimate mistakes
- Problems are exposed because of increased trust
- People are not problems - they are problem
solvers - Emphasis is placed on finding solutions instead
of who did it
SOLUTIONS
PROBLEMS
7What makes a manufacturing system Lean?
8What makes a manufacturing system Lean?
95S Programs
- Seiri (sort, necessary items)
- Seiton (set-in-order, efficient placement)
- Seison (sweep, cleanliness)
- Seiketsu (standardize, cont. improvement)
- Shitsuke (sustain, discipline)
10Visual Factory
- Ability to understand the status of a production
area in 5 minutes or less by simple observation
without use of computers or speaking to anyone. - 5-S
- 1S Sift and Sort (Organize)
- 2S Stabilize (Orderliness)
- 3S Shine (Cleanliness)
- 4S Standardize (Adherence)
- 5S Sustain (Self-discipline)
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12What makes a manufacturing system Lean?
13The Pull System
14Kanban Production Control
- At the core of JIT manufacturing at Toyota is
Kanban, an amazingly simple system of planning
and controlling production - Kanban, in Japanese, means card or marquee
- Kanban is the means of signaling to the upstream
workstation that the downstream workstation is
ready for the upstream workstation to produce
another batch of parts
15Kanbans and Other Signals
- There are two types of Kanban cards
- a withdrawal card (W-Kanban)
- a production card (P-Kanban)
- Signals come in many forms other than cards,
including - an empty crate
- an empty designated location on the floor
16How Kanban Operates
- When a worker at downstream Work Center 2 needs
a - container of parts, she does the following
- She takes the W-Kanban from the container she
just emptied - She finds a full container of the needed part in
storage - She places the W-Kanban in the full container and
removes the P-Kanban from the full container and
places it on a post at Work Center 1 - She takes the full container of parts with its
W-Kanban back to Work Center 2
17Kanban Cards
Withdrawal Kanban Card
Part number to produce M471-36 Part
description Valve Housing Lot size needed
40 Container type RED Crate Card number
2 of 5 Retrieval storage location
NW53D From work center 22 To work center
35
18Kanban Cards
Production Kanban Card
Part number to produce M471-36 Part
description Valve Housing Lot size needed
40 Container type RED crate Card number
4 of 5 Completed storage location
NW53D From work center 22 To work center
35 Materials required Material no.
744B Storage location NW48C Part no.
B238-5 Storage location NW47B
19Flow of Kanban Cards and Containers
P-Kanban and empty container
W-Kanban and empty container
Full container and P-Kanban
Full container and W-Kanban
In-process storage
Upstream Work Center 1
Downstream Work Center 2
Parts Flow
20Containers in a Kanban System
- Kanban is based on the simple idea of replacement
of containers of parts, one at a time. - Containers are reserved for specific parts, are
purposely kept small, and always contain the same
standard number of parts for each part number. - At Toyota the containers must not hold more than
about 10 of a days requirements. - There is a minimum of two containers for each
part number, one at the upstream producing work
center and one at the downstream using work
center.
21What makes a manufacturing system Lean?
22Reducing Inventoriesthrough Setup Time Reduction
- Central to JIT is the reduction of production lot
sizes so that inventory levels are reduced. - Smaller lot sizes result in more machine setups
- More machine setups, if they are lengthy, result
in - Increased production costs
- Lost capacity (idle machines during setup)
- The answer is REDUCE MACHINE SETUP TIMES
23SMED-metoden
- Mät hela omstället och identifiera alla enskilda
moment i omstället. - Bestäm vilka steg som kan utföras innan- och
efter att maskinen måste stannas (ej producerar).
Dessa steg benämns externa steg. - Minska tiden maskinen måste stå stilla genom att
flytta de externa stegen innan- och efter
maskinen står stilla. - Förbättra verktyg, jiggar detaljer i maskinen
samt arbetssätt för att förbättra de steg som
bara kan utföras när maskinen står stilla,
interna steg. - Förbättra de externa stegen.
- Skriv ned de nya standarderna i
arbetsinstruktioner och försäkra att att alla
arbetar enligt det nya arbetssättet.
24What makes a manufacturing system Lean?
25Effective Facility Layouts
- Workstations in close physical proximity to
reduce transport movement - Streamlined flow of material
- Often use
- Cellular Manufacturing (instead of process focus)
- U-shaped lines (allows material handler to
quickly drop off materials pick up finished
work)
26Traditional Process Focused Layout
- Jumbled flows, long cycles, difficult to schedule
27JIT Cellular Manufacturing
- Product focused cells, flexible equipment, high
visibility, easy to schedule, short cycles
28What makes a manufacturing system Lean?
29INTRODUCTION
- Total Productive Maintenance (TPM) is an approach
to managing physical assets that emphasizes the
importance of operator involvement in making
equipment reliable - Management has always held an operator
accountable for production output. More than
ever, that person is also responsible now for
product quality - Many factors affect how well that can be
achieved, including the way in which the
workplace is organized as well as the equipments
effectiveness. When several people are involved,
producing quality depends on teamwork
30- In its broadest sense, TPM is based on the idea
of autonomous operator maintenance, including
three sets of principles. - Maintenance Engineering Seeks to manage the
equipment life cycle, from strategic asset
planning, through design and construction, to
operation, maintenance, and disposal. Several
techniques characterize the proactive nature of
maintenance engineering including - Preventive (or planned) maintenance Planned and
scheduled maintenance activities to find and
correct problems that could lead to failure - Predictive and condition-based maintenance
Reducing fixed-time maintenance and relying on
the condition of equipment to determine
maintenance activity
31- The prime objectives of TPM are to
- Maximize equipment effectiveness and productivity
and eliminate all machine losses - Create a sense of ownership in equipment
operators through a program of training and
involvement - Promote continuous improvement through
small-group activities involving production,
engineering, and maintenance personnel - Each enterprise has its own unique definition and
vision for TPM, but in most cases there are
common elements in any TPM program. These have
been summarized in the TPM wheel in Figure 8-1
32Elements
- Themes
- Training
- Decentralization
- Maintenance prevention
- Multi-skilling
Figure 8-1 The TPM Wheel
33- TPM puts the power in the employees hand. It
grants workers autonomy, along with
responsibility - At the same time TPM recognizes that employees
in one area have much to teach and learn from
others The entire organization gains strength and
ideas from motivated continuous improvement teams - A TPM environment encourages a skills between
operators and maintenance, and multi-skill
training in the various crafts - It can provide increase job satisfaction for
operations, trades, engineering, and supervision
alike
34 Figure 8-4 Tools and Techniques for TPM
35What makes a manufacturing system Lean?
36What Is Value?
- "Value" is what the customer is buying
- Always think first about the end-customer
- Who is the customer?
- What are they buying?
- Describe value using the customers' words
37What Is Value Stream Analysis?
- Planning tool to optimize results of eliminating
waste
future state VSM
current state VSM
Lean Basics
38Value Steam Mapping Steps
Next Future State
Future State
Current State
Original State
39Value Stream Scope
Extended Value Stream Concept Launch Order Deliv
ery In-use Recycle
Action
Action
40Apply Five Simple Principles
- Specify value from the standpoint of end customer
- Identify the value stream for each product family
- Make the product flow
- So the customer can pull
- As you manage toward perfection
41What is the Value that Flows?
- Specify value from the standpoint of the end
customer - Ask how your current products and processes
disappoint your customers value expectation - price?
- quality?
- reliable delivery?
- rapid response to changing needs?
- ???
42What Flows?
- "ITEMS" flow through a value stream
- In manufacturing, materials are the items
- In design development, designs are the items
- In service, external customer needs are the items
- In admin., Internal customer needs are the items
- Analysis begins with part of a total value
stream, - That part of the value stream has customers too
43Material Flow Icons
Inventory
44Information Flow Icons
General Icons
45TAKT TIME
Takt Time
Synchronizes pace, evenly applying customer
demand across the work day.
Takt Time is "Beat Time"? "Rate Time" or Heart
Beat" Lean Production uses Takt Time as the rate
or time that a completed product is finished. If
you have a Takt Time of two minutes that means
every two minutes a complete product, assembly or
machine is produced off the line.
(http//www.isixsigma.com/dictionary/Takt_Time-455
.htm)
46Implementing lean
47Benefits of Lean Manufacturing
- 50 - 80 Waste reduction
- WIP
- Inventory
- Space
- Personnel
- Product lead times
- Travel
- Quality, costs, delivery
48Setting the Foundation
- Evaluating your organization
- Management culture
- Manufacturing culture
- Lean Manufacturing Analysis
- Value stream (from customer prospective)
- Headcount
- WIP
- Inventory
- Capacity, new business, supply chain
49Tools of Lean Mfg/Production
- Waste reduction
- Full involvement, training, learning
- Cellular mfg
- Flexible mfg
- Kaikaku (radical change)
- Kaizen (continuous improvement) standard work
- 5S
- Jidoka (autonomation)
- Poka-yoke (visual signals)
- Shojinka (dynamic optimization of of workers)
- Teien systems (worker suggestions)
50Tools (cont.)
- Continuous Flow (10 - 25)
- SMED (Shingo)
- Andon
- Takt time
- Line balancing
- Nagara (smooth production flow)
51Tools (cont.)
- Customer pull (10- 25)
- Just-in-time
- Kanban
52Henry Ford - Standards
- To standardize a method is to choose out of the
many methods the best one, and use it.
Standardization means nothing unless it means
standardizing upward. - Todays standardization, instead of being a
barricade against improvement, is the necessary
foundation on which tomorrows improvement will
be based. - If you think of standardization as the best
that you know today, but which is to be improved
tomorrow - you get somewhere. But if you think of
standards as confining, then progress stops. - Henry Ford, 1926
- Today Tomorrow
53Standardized Work
- Captures best practices
- Posted at the work station
- Visual aid
- Reference document
- work sequence
- job layout
- time elements
- safety
- Developed with operators
- Basis for Continuous Improvement
54Other Tools
- Visual Factory
- Error Proofing
- Quick Change-over
- Total Productive Maintenance
55What makes a manufacturing system Lean?