Title: Performance Improvement
1- Performance Improvement
- through
- Implementation of Lean Practices
David Simons Keivan Zokaei
2Chicago Slaughter Houses and Ford Production
System
3Lean Thinking
- The term lean was coined in 1990 by Womack,
Jones and Roos - It is rooted in Toyota Production System which
changed Toyota from a small domestic producer to
. - Lean is single piece flow in contrast to mass
production batch flow - The tenet of lean is Waste elimination
4Lean Principles (Womack and Jones, 1996)
- Identify Value from Customers view point
- Organise products into Value stream families
- Map the Value stream, eliminating waste to create
Flow - Produce only at the Pull of customer
- Continuously improve towards Perfection
5Food Value Chain Analysis
- Commission Farming led to Food Chain Centre to
improve collaboration - Food Value Chain Analysis
- Lean Operational Focus
- Red meat, Dairy, Cereals, Horticulture
- Total 32 Chains
- Eight Red Meat Chains
- Three Year Study
- Beef, Lamb, Pork.
- Senior Industry Team collaboratively analyse
whole chain
6Lean Philosophies
- Lean Policies
- Co-operation
- in supply chain
- Enhanced
- Employee
- participation
- Level production
- Waste Elimination
- Continuous incremental improvements
- Systemic Processual Approach,
- Focus on Consumer Value
Lean Practices Standardized work, Takt-time
Full version in paper
7Takt-time
- German word Takt refers to beat of music,
precise interval of time, cycle, rhythm and the
conductors baton. - Takt-time is a tool used to communicate and
synchronize the rate/pulse of the production
process with the customer demand in order to
prevent overproduction
8Implications of Producing to Takt-time
- Work Balance
- Operating a line to Takt-time is a prerequisite
to effective work balance. - In an ideal production line, the work content is
distributed evenly between workstations in a way
to meet the Takt-time
(Source VPMEP, 2004 )
9First Flow Production LineMagneto Assembly Line
1913
10Standardised Work
- Standards can be defined as the best way of doing
a job (Imai, 1997). - Work standards show what, where, when, who and
how should tasks be carried out to ensure
customer satisfaction
11Takt and standards in red meat cutting room
Full version in paper
12Traditional
- First operator manually sends the sections to the
butchery hall and sets the pace of the line. - Lift meat onto static board to butcher
- Belt speed set at a challenging speed
- No work balance
- Stops and starts
- 60 value adding 40 non-value adding
(transport, wait, etc) - Bad ergonomics no work standardisation
13Advanced
14Cutting Room Benefits
Operational Measure
Value Add Time
Current Performance
60
Achievable Performance with lean practices,
policies and philosophies
80
Total Potential Lean Saving
25
Variable costs incurred in this process stage
when loss occurs as percentage of total cost.
8.77
Potential saving to selling actor at stage in
chain
2.19
Contribution of Lean Practices only (without
policies or philosophies)
50
Potential saving to selling actor at stage in
chain for Lean Practices
1.10
15Whole Chain Lean Process Benefits
- Mortality
- Clean Animals
- Farm Giveaway
- Cutting Rooms
- Packing Lines
- In Store Waste
- Availability
Total 9
16Benefits to UK Red Meat
- Obvious Overseas Competition
- Scale and Costs threat to UK
- Quotas and Tariffs under pressure
- Subsidy Reform
- Lean Processes 93 exclusive to UK chains in
pre-primal processing - Many Farms/Processors in study operate on less
than 3 in UK.
17- Thank You!
- David Simons Keivan Zokaei
Simonsdw_at_cardiff.ac.uk