The Seven Wastes Found in Manufacturing

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The Seven Wastes Found in Manufacturing
1. Waste of Waiting time 2. Transportation
waste 3. Processing waste 4. Inventory
waste 5. Waste of motion 6. Waste from
overproduction 7. Waste from product
defects This is the list used by Toyota.
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The Nine Wastes Defined by Cannon
1. Waste Caused by Work-in-Process 2. Waste
Caused by Defects 3. Processing waste 4. Waste
in Equipment 5. Waste in Expense 6. Waste in
Planning 7. Waste in Human Resources 8. Waste in
Operations 9. Waste in Startup
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LEAN MANUFACTURING PARADIGM

• Lean production is lean because it uses less
  of everything compared with mass production.
• Half the human effort in the factory
• Half the manufacturing space
• Half the investment tools
• Half the engineering effort
• Half the time to develop new products

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LEAN MANUFACTURING PARADIGM

• It is difficult to give a precise definition of
  Lean manufacturing or leanness. However, there
  are some desirable characteristics of Lean
  Manufacturing we will talk about in this course.

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Conventional vs. Lean Manufacturing
Operational Characteristics
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Conventional vs. Lean Manufacturing
Organizational Characteristics
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A Road Map for Lean Manufacturing Journey
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Elements of Lean Manufacturing
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Kaizen (Continuous Improvement)

• Kaizen means improvement. Moreover, Kaizen
  means continuous improvement in personal life,
  home life, social life, and working life. When
  applied to the workplace KAIZEN means continuing
  improvement involving everyone-managers and
  workers alike.

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Kaizen (Continuous Improvement)

• Kaizen is a culture of sustained continuous
  improvement focusing on eliminating waste in all
  systems and processes of an organization. Kaizen
  transforms companies into "Superior Global
  Competitors."

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Two Elements of Kaizen

• Improvement/Change for the better
• Ongoing/continuity

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Cycle of Improvement
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Kaizen Implementation Requirements

• Kaizen should be implemented by the
  lower/middle level management and workers, with
  the encouragement and direction from the top. The
  top management responsibility is to cultivate a
  Kaizen working climates and cultures in the
  organization.

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Wet Blankets That Discourage Kaizen

• I am too busy to study it.
• It's a good idea, but the timing is premature.
• It is not in the budget.
• Theory is different from practice.
• Isn't there something else for you to do?
• I think it doesn't match corporate policy.

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Wet Blankets That Discourage Kaizen (contd)

• It isn't our business let someone else think
  about it .
• Are you dissatisfied with your work?
• It's not improvement, it's common sense.
• I know the result, even if we don't do it.
• I will not be held accountable for it.
• Can't you think of a better idea?

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Basic Tips for Kaizen Activities

• Discard conventional fixed ideas.
• Think of how to do it, not why it cannot be done.
  
• Do not make excuses. Start by questioning current
  practices.
• Do not seek perfection. Do it right away even if
  for only 50 of target.

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Basic Tips for Kaizen Activities (Contd)

• Correct it right away, if you make mistake.
• Do not spend money for KAIZEN, use your wisdom.
• Wisdom is brought out when faced with hardship.
• Ask 'WHY?" five times and seek root causes.
• Seek the wisdom of ten people rather than the
  knowledge of one.
• KAIZEN ideas are infinite.

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Ask Why Five Times

• Then you will go 5-level deep into your
  cause-and-effect diagram

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5 Ss of Kaizen (in Japanese)

• 1. Seiri Distinguish between the necessary and
  unnecessary and discard the later.
• 2. Seiton Arrange all items in an orderly
  manner.
• 3. Seiso Keep Machines and working environment
  clean.
• 4. Seiketsu Extend the concept of cleanliness to
  oneself and practice the above three steps.
• 5. Stihsuke Build self discipline and make a
  habit of engaging in 5S by establishing
  standards.

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5 Ss of Kaizen (in the west)

• 1. Sort Distinguish between the necessary and
  unnecessary and discard the later.
• 2. Straighten Arrange all items in an orderly
  manner.
• 3. Scrub Keep Machines and working environment
  clean.
• 4. Systematize Extend the concept of cleanliness
  to oneself and practice the above three steps.
• 5. Standardize Build self discipline and make a
  habit of engaging in 5S by establishing
  standards.

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Peoples Time in a Typical Factory
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Material Time in a Typical Factory
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Machine Time in a Typical Factory
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Waste (Muda)

• Waste is anything other than the minimum amount
  of equipment, materials, parts, space, and
  workers time, which are absolutely essential to
  add value to the product.

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3 Ms

• MUDA In Japanese muda means Waste. However, it
  carries a much deeper connotation. In
  manufacturing Muda refers to any activity that
  does not add value.

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3 Ms

• MURA In Japanese mura means irregularity.
  Whenever a smooth flow of work is interrupted in
  an operators work, the flow of parts or
  machines, or the production schedule, there is
  mura.

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3 Ms

• MURI In Japanese muri means strenuous
  conditions for both workers and machines as well
  as for the work processes. Although muri does
  not imply mura or muda immediately, it will turn
  into one if left unattended.

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12 Principles of Process Improvement

• 1. Organize the workplace
• 2. Develop Quick Setup
• 3. Eliminate transportation loss
• 4. Develop fixtures for one-touch placement and
  automatic ejection
• 5. Introduce multi-process handling
• 6. Synchronize process

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12 Principles of Process Improvement (Contd)

• 7. Use transfer lot size of one
• 8. Introduce Jidoka (Autonomation) concepts
• 9. Introduce Poka-Yoke (mistake proof)
  Statistical process control
• 10. Eliminate machine troubles
• 11. Operate on Takt time (cycle time)
• 12. Standardize work procedures

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Simplify, Combine, and Eliminate

• Simplify
• setup operations
• tool access
• instructions
• design
• distinction
• material handling
• operations

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Simplify, Combine, and Eliminate

• Combine
• multi machine assignments
• load and unload operations
• separate functions and operations
• production and inspection

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Simplify, Combine, and Eliminate

• Eliminate
• Waste of Waiting time
• Transportation waste
• Processing waste
• Inventory waste
• Waste of motion
• Waste from overproduction
• Waste from product defects

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THE BASIC ELEMENTS OF LEAN MANUFACTURING

• Elimination of Waste
• Equipment Reliability
• Process Capability
• Continuous Flow
• Material flows one part at a time
• Less inventory
• Reduced defects
• Lead time reduction
• Error proofing

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THE BASIC ELEMENTS OF LEAN MANUFACTURING

• Stop the line quality system
• Kanban system
• Standard Work
• Visual management
• In station process control
• Level production
• Takt time
• Quick changeover

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Deming's 14 Points

• Deming's Fourteen Points is a summary of Dr.
  Deming's philosophy on quality management. It
  describes what is necessary for a business to
  survive and be competitive today. The fourteen
  points are
• Create constancy of purpose toward the
  improvement of products and services in order to
  become competitive, stay in business, and provide
  jobs.
• Adopt the new philosophy. Management must learn
  that it is a new economic age and awaken to the
  challenge, learn their responsibilities, and take
  on leadership for change.
• Stop depending on inspection to achieve quality.
  Build in quality from the start.
• Stop awarding contracts on the basis of low bids.
  
• Improve continuously and forever the system of
  production and service, to improve quality and
  productivity, and thus constantly reduce costs.
• Institute training on the job.

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Deming's 14 Points

• Institute leadership. The purpose of leadership
  should be to help people and technology work
  better.
• Drive out fear so that everyone may work
  effectively.
• Break down barriers between departments so that
  people can work as a team.
• Eliminate slogans, exhortations, and targets for
  work force. They create adversarial
  relationships.
• Eliminate quotas and management by objectives.
  Substitute leadership.
• Remove barriers that rob employees of their pride
  of workmanship.
• Institute a vigorous program of education and
  self-improvement.
• Make the transformation everyone's job and put
  everyone to work on it.