basics of lean manufacturing by zeeshan syed

A STRATEGY FORPERFORMANCE EXCELLENCE

MADE BY : ZEESHAN SYED - CPMP NED UNIVERSITY / PIQC

PAKISTAN CABLES LTD

“QUALITY IS THE ABILITY OF SET OF

INHERENT CHARACTERISTICS OF A

PRODUCT, SYSTEM OR PROCESS TO

FULFILL REQUIREMENTS OF

CUSTOMERS AND OTHER

INTERESTED PARTIES” ISO 9000:2000

DEFINITION OF QUALITY

OLD VS NEW CONCEPT OF QUALITY

OLD CONCEPT OF QUALITY NEW CONCEPT OF QUALITY Emphasis on result. Emphasis on process. Specification Driven. Customer Driven. Accept Industry Average. Continuous Improvement. Throwing people at problem Using Statistical Process

Control (SPC) to solve the problem

Reactive culture. Preventive Culture. Quality Vs Productivity. Quality & Productivity. Controlling operator by Quality Control of Quality by operator.

WHAT IS MANAGEMENT

Management is the process of achieving organizational objectives through the efficient use of organizational resources.

Management is the process of taking work from people in structured situations/ organizations.

Management is the process of creating conditions in organizations which allow people to achieve their full potential while they engage in economic activity.

An effective management system is the structure that defines an organizations goals, policies and procedures and the processes by which they are maintained and improved. It requires documented processes, clear cut responsibilities, on going training, internal checks for compliance, a way to correct non-compliances, management reviews and continued improvement. The critical aspect of a management system is that all elements work cohesively towards the stated objectives.

CONVENTIONAL MANAGEMENT PRINCIPLES

Profit First. Complex organizational structure. Labor Intensive. Low literacy rate. Top down approach. Specialized Job classifications. Individual work. Long term planning Homogenous nation.

JAPANAESE MANAGEMENT PRINCIPLES

Customer First. Simple organizational structure. Process Intensive. High literacy rate. Consensus based. Multi skill development through rotation. Team work Long term planning Homogenous nation.

Quality improvement – 50% per Quality improvement – 50% per year. year. (helped by new product introductions) (helped by new product introductions)

•Productivity improvement – 2% Productivity improvement – 2% per month per month

•Over 10% of total process time is Over 10% of total process time is value-adding activities value-adding activities – compared to – compared to 5% for most companies 5% for most companies

•Continuous improvement culture Continuous improvement culture

•Total employee involvement, Total employee involvement, with sharing of authority, with sharing of authority, accountability, and reward accountability, and reward

WORLD CLASS BENCHMARKS

What Does Kaizen Mean?

KAI ZENTo modify, to change Think, make good, make better

= KAIZENMake it easier by studying it, and making the improvement through elimination of waste.

+

KAIZEN....?

Kaizen means ”small & continuos improvement".

Kaizen strategy calls for never-ending efforts for improvement.

Involving everyone in the organization - managers and workers alike.

CONTINOUS IMPROVEMENT

Continuous Improvement means ongoing improvement involving everyone, including both management and workers.

This philosophy assume that our way of life - be it our working life or our home life deserves to be constantly improved.

OBJECTIVES OF CONTINOUS IMPROVEMENT

To promote job involvement.

To improve communication.

To enhance awareness of quality.

To improve level of productivity - Saving in material, time, energy.

To reduce error / mistakes (Reworks).

To develop personnel & leadership skills - by working as a team.

To improve safety.

To promote preventive culture.

JAPANAESE MANAGEMENT PRINCIPLES – KAIZEN STRATEGY

“Aim is to start omitting less significant portions of work.”

It is a positive , constructive way of omission that allocates surplus time and energy to important tasks that can never be neglected.

Kaizen is the Lifeblood of Lean Production System.

In Japanese system , all jobs are being continually improved..

With standardised work , there is a Base line from which to identify problems more easily . It is the first step for Kaizen.

JAPANAESE MANAGEMENT PRINCIPLES - KAIZEN

KAI – Change. ZEN - Better. “ Change for betterment / improvement.” Continuous search for Better way. Step by step - small and concentrated steps. Process oriented thinking. Huge Finances are not required for these changes. Ask “ Why “ five times and seek root causes. Improvement is one time activity – Kaizen is Continuous. Participation of all concerned.

Is the continuous elimination of waste

Continuous Improvement

JAPANAESE MANAGEMENT PRINCIPLES – KAIZEN AS DEMING’S CYCLE

P-D-C-A CYCLE

PLAN - Analysis

DO – Try Counter measures

CHECK – Confirm results

ACT - Standardization

JAPANAESE MANAGEMENT PRINCIPLES – T Q M

“Total Quality Management is the integration of all functions and Processes within an organization in order to achieve continuous improvement of quality of goods & services.”

It can also be summarized as the continual meeting of agreed customer requirements at lowest cost by realizing the potential of all employees.

MAJOR COMPONENTS OF KAIZEN

Kaizen and Management

Management has two major components: o Maintenance.

o Improvement.

The objective of the maintenance function is to maintain current technological, managerial, and operating standards.

The improvement function is aimed at improving current standards.

MAINTENANCE

Under the Maintenance function, the management must first establish policies, rules, directives and standard operating procedures (SOPs) and then work towards ensuring that everybody follows SOP.

The latter is achieved through a combination of discipline and human resource development measures.

IMPROVEMENT

Under the Improvement function, management works continuously towards revising the current standards, once they have been mastered, and establishing higher ones.

Improvement can be broken down between innovation and Kaizen. Innovation involves a drastic improvement in the existing process and requires large investments.

Kaizen signifies small improvements as a result of coordinated continuous efforts by all employees.

STARTING POINT Not a single day should go by without some kind of improvement

being made somewhere in the company.

Customer-driven strategy for improvement - any management activity should eventually lead to increased customer satisfaction.

Quality first, not profit first - an enterprise can prosper only if customers who purchase its products or services are satisfied.

Problem solving is seen as cross-functional systemic and collaborative approach .

Emphasis on process - establishing a way of thinking oriented at improving processes, and a management system that supports and acknowledges people's process-oriented efforts for improvement.

MINDSET & CULTURE

Customer orientation

Quality control (QC) circles

Suggestion system

Discipline in the workplace

Small-group activities

Cooperative labor-management relations

Total quality control (TQC)

Quality improvement

PROCESS ORIENTED THINKING VS RESULT ORIENTED THINKING

Kaizen concentrates at improving the process

rather than at achieving certain results.

Such managerial attitudes and process

thinking make a major difference in how an

organization masters change and achieves

improvements.

The Nine types of waste

• Overproduction• Delays (waiting time)• Transportation• Process• Inventories• Motions• Defective products• Untapped resources• Misused resources

9 Wastes

Overproduction

To produce more than is required *To produce before required *

*Required by external and internal customers

9 Wastes

The Secret:

• Be Systematic• Work with a versatile team• Measure, evaluate• Find the 5 Whys• Follow up• Standardize, make uniform• Simplify• Combine• Prevent• Make waste ugly

Elimination of Wastes and Continuous Improvement

Visual Control & the Workstation

The 5 S

To Sort

Eliminate what’s not absolutely necessary

To Sanitize

Improvement of the workstation. Be organized to reduce clutter.

To Straighten

Ensure space for each thing, and a thing for each space. No more searching.

To Sweep

Maintain a clean and orderly space to make problems easily identifiable. Eliminate rejects and scrap..

To Sustain

Maintain continuous effort. This is a way of life.

Visual Control & the Workstation

Ergonomics•Adapt the workstation to the employee

- more security

- more comfort

•Reduce waste

- excessive fatigue

- useless efforts and movement

- less physical constraints

SUGGESTION SYSTEM

The Suggestion System aims at involving employees in Kaizen.

The number of worker's suggestions is an important criteria in reviewing performance of the supervisor and the managers.

The Japanese management encourages employees to generate a great number of suggestions and implement these suggestions, often incorporating them into the overall Kaizen strategy.

Management also gives due recognition to employee's efforts for improvement

Change = V x D x Change = V x D x A A • V = Vision V = Vision

• D = Dissatisfaction D = Dissatisfaction

• A = Action A = Action (quick first steps) (quick first steps)

The degree of change is The degree of change is the result of multiplying the result of multiplying all factors. all factors.

If any factor is zero, If any factor is zero, change won’t happen change won’t happen

FORMULA FOR CHANGE

JAPANAESE MANAGEMENT PRINCIPLES – 5 S

These are 5 basic steps involved for an efficient work place.

It gives Safety , Neatness , Lesser Fatigue , Faster identification & improves quality.

The 5 Japanese words are SEIRI,SEITON,SEISOU,SEIKETSU& SHUKAN.

Shifting , Sorting , Sweeping , Standardizing & Supreme Attitude.

SEIRI

Sort (Seiri)

Start by sorting the useful from the unnecessary. The only things that should remain in a work area are the parts, tools, & instructions needed to do the job.

Set in order (Seiton)

Everything has a place; everything is in its place.

This is also a good time for the team to create a Visual Scoreboard, jidoka lights, floor paint, kanbans, and other visual controls .

SEITON

SEISO

Sweep & Shine (Seiso)

Do an initial spring cleaning. Maybe painting, scouring, sweeping, washing, rinsing, scrubbing, and whatever else is needed to make your work place shine.

SEIKETSU

Standardize (Seiketsu) In the Standardize phase of Lean 5 S, routine

cleaning becomes a way of life. Preventative maintenance is routinely

performed, perhaps with planning and scheduling and some responsibilities done by central maintenance department, and as much routine maintenance as possible performed by the people that know that work center better than anyone else.

SHITSUKE

Sustain (Shitsuke)

Shitsuke is when five S becomes a routine way of life. Root causes are routinely identified and dealt with - both supervisors and the workers should be constatntly involved so as to appreciate the benefits of Five S and Lean methods.

THE SIXTH S

Safety ( & Smile ).

Some companies have taken to calling their program a 6S program - with the inclusion of Safety issues.

WHY 5S ?

One important purpose and benefit of 5 or 6S is to make your work area clean and in order to unhide potential problems. In an unclean workplace, it is hard to even notice things like "When did that machine start making that noise?" or "When did that start leaking oil?"

Another purpose and benefit to reduce the amount of time wasted looking for misplaced tools, and materials, and supplies.

5 S AS STARTING POINT

Five or Six S housekeeping is a starting point for every successful Lean process improvement initiative.

Most Lean initiatives start out with 5S training as one of the earliest initiatives, and there is a flurry of enthusiastic cleaning and organizing. The real test, however, is how well the new ways "stick" over time. The success of 5s program is often an excellent predictor of the probable success of greater lean manufacturing initiative.

WHAT IS ISO 9000

The ISO 9000 series is a set of five individual but related International Standard of Quality Management and Quality Assurance.

Technical committee ISO/TC176 is responsible for developing & updating ISO 9000 standard.

National delegation of 52 countries participate in its work with another 15 present as observers .

Objective of ISO 9000 is aimed primarily at achieving customer satisfaction by preventing non-conformity at all stages.

DIFFERENT ISO STANDARDS

ISO 9000 - Quality Management and Assurance

Standards - Guidelines for selection and use.

ISO 9001 - Model for Quality Assurance in Design, Development, Production, Installation and

Servicing.

ISO 9002 - Model for Quality Assurance in Production, Installation and Servicing.

ISO 9003 - Model for Quality Assurance in Final

Inspection and Testing.

ISO 9004 - Quality Management and Quality System Elements- Guidelines.

PRINCIPLES OF 1SO 9000

Get organized. Have written procedure. Control key documents. Keep records. Carry out regular checks. Identify faults, correct them and prevent them

from happening again. Communicate well.

SYSTEM DOCUMENTATION PYRAMID

Level 1

Quality Defines Approach and Manual Responsibility

Procedures Level 2 (operations) Defines Who, What, When

Work / Job Instructions Level 3 (functional, departmental) Answers How

Other Documentation Level 4(forms & records, process sheets, Results: Showsvisual aids, posted instructions, test & that the systeminspection sheets) is operating

Six Sigma Quality is achievable and desirable! Quality does not happen by chance or automatically The Customer defines quality….. VOC Act on fact data…. use of Statistics Sustained Quality is the result of building robust Processes and then following them religiously Processes convert resources inputs (X’s) into desired outputs (Y’s): Y::f(x1,x2,..xn) Y can be improved by improving upon the vital x’s (Y can be market share, product, quality, production efficiency et cetera) Measurement is the key to beginning and to making progress…. Values

THE HEART OF SIX SIGMA

17 LAWS OF TEAM WORK

The Law of the Catalyst: Winning Teams Have Players Who Make Things Happen

The Law of the Vision ("Compass"): Vision Gives Team Members Direction and Confidence

The Law of the Bad Apple: Rotten Attitudes Ruin a Team The Law of Countability: Teammates Must Be Able to

Count on Each Other When It Counts The Law of the Price Tag: The Team Fails to Reach Its

Potential When It Fails to Pay the Price The Law of the Scoreboard: The Team Can Make

Adjustments When It Knows Where It Stands


o The Law of Significance: One Is Too Small a Number to Achieve Greatness

o The Law of the Big Picture: The Goal is More Important Than the Role

o The Law of the Niche: All Players Have a Place Where They Add the Most Value

o The Law of the Great Challenge ("Mount Everest"): As the Challenge Escalates, the Need for Teamwork Elevates

o The Law of the Chain: The Strength of the Team Is Impacted by Its Weakest Link

The Law of the Bench: Great Teams Have Great Depth

The Law of Identity: Shared Values Define the Team The Law of Communication: Interaction Fuels Action The Law of the Edge: The Difference Between Two

Equally Talented Teams Is Leadership The Law of High Morale: When You're Winning,

Nothing Hurts The Law of Dividends: Investing in the Team

Compounds Over Time


WINNING TEAMS MUST..

Have a great many winners in them; most of the players poised

and confident, and although they may well be 'stars' in their

own right they allow others to shine in order to a 'star team'

together

Often include winning groups and combinations which work

together so well they seem to have a six sense, whereas in fact

they have merely learned to cooperate to make each other

winners and to make a team a winning team

Have the winning habit and they go into every game expecting

to win

WINNING TEAMS MUST..

Develop a synergy that comes from winning and which

increases not by simple progression but exponentially: 1x1=11

Develop both mental and physical energy to withstand

adversity

Create a winning atmosphere - everyone surrounding them

emerges as a winner

Make winning contagious so that new comers soon acquire

the team's magic

LEAN MANUFACTURING

Lean is about doing more with less: less time, inventory,

space, labor, and money.

Lean Manufacturing (also known as the Toyota

Production System) is, in its most basic form, the

systematic elimination of waste - overproduction, waiting,

transportation, inventory, motion, over-processing,

defective units - and the implementation of the concepts

of continuous flow and customer pull

AREAS OF LEAN PRODUCTION

Five areas drive lean manufacturing/production:

o COST

o QUALITY

o DELIVERY

o SAFETY

o MORALE

Just as mass production is recognized as the production

system of the 20th century, Lean production is viewed as

the production system of the 21st century.

BENEFITS OF LEAN

Waste reduction by 80% Production cost reduction by 50% Manufacturing cycle times decreased by 50% Labor reduction by 50% while maintaining or increasing

throughput Inventory reduction by 80% while increasing customer service

levels Capacity in current facilities increase by 50% Higher quality Higher profits Higher system flexibility in reacting to changes in requirements

improved

BASIC ELEMENTS

The basic elements are :

Waste elimination.

Continuous one piece workflow.

Customer pull.

When these elements are focused in the areas of cost, quality and delivery, this forms the basis for a lean production system.

OVER VIEW OF SYSTEM

Non-value added activities or waste are eliminated through continuous improvement efforts

Focus on continuous improvement of processes - rather than results - of the entire value chain

The lean manufacturing mindset: concept, way of thinking - not techniques; culture - not the latest management tool

Continuous product flow is achieved through physical rearrangement and system structure & control mechanisms

Single-piece flow / small lot production: achieved through equipment set up time reduction; attention to machine maintenance; and orderly, clean work place

Pull reduction / Just-in-time inventory control

7 WASTES TO BE ELIMINATED Reduced Setup Cost and Times (for semi-versatile machinery ) -

from months to hours thus making small-lot production economically viable; achieved by organizing procedures, using carts, and training workers to do their own setups,

Small-Lot Production - allowing higher flexibility and pull production (or just-in-time manufacturing)

Employee Involvement and Empowerment - organizing workers by forming teams and giving them training and responsibility to do many specialized tasks, for housekeeping, quality inspection, minor equipment repair and rework; allowing also them time to meet to discuss problems and find ways to improve the process

7 WASTES..... Quality at the Source - total quality management (TQM) ; assigning

workers, not inspectors, the responsibility to discover a defect and to fix it.

Pull Production, or Just-In-Time (JIT) - quantity of work performed at each stage of the process is dictated solely by the demand for materials from the immediate next stage; thus reducing waste and lead times, and eliminating inventory holding costs

Continuous Equipment Maintenance - as pull production reduces inventories, equipment breakdowns must also be reduced; thus empowered operators are assigned primary Maintenance

7 WASTES....

Multi- Skilled Workforce - as employees are empowered to

do many jobs, they must be provided with adequate training

Supplier Involvement - the manufacturer treats its supplier

as a long-term partners; they often must be trained in ways

to reduce setup times, inventories, defects, machine

breakdowns, etc. in order to enable them to take

responsibility for delivering the best possible

parts/services to the manufacturer in a timely manner.

JUST .IN .TIME

In Kaizen, JIT is a is a collection of

concepts and techniques for improving

productivity.

JIT is a process aimed at increasing value-

added and eliminating waste by providing

the environment to perfect and simplify the

processes.

WHAT IS PRODUCTIVITY

“Productivity is the efficient & effective utilization of the available resources. ”

Japan Productivity Center for Socio-Economic Development

How to Measure Productivity

Productivity = OUTPUTS / INPUTS

JIT COMPONENTS Production Leveling Pull System Kamban (label or signboard) system Good Housekeeping Small Lot Production Setup Time Reduction Total Preventive Maintenance (TPM) Total Quality Control (TQC) JIT Purchasing Line Balancing Flexible Manufacturing

Small-group Activities (SGA)

VALUE CHAIN

Value chain is a high-level model of how businesses receive raw materials as input, add value to the raw materials through various processes, and sell finished products to customers.

A critical pre-requisite for success in digital economy is the implementation of an integrated value chain that extends across - and beyond - the enterprise.

LEAN ENTERPRISE

The 'Lean Enterprise' encompasses the entire production system, beginning with the customer, and includes the product sales outlet, the final assembler, product design, and all tiers of the supply chain (to include raw material mining and processing).

Any truly 'lean' system is highly dependent on the demands of its customers and the reliability of its suppliers.

No implementation of lean manufacturing can reach its full potential without including the entire 'enterprise' in its planning.

STATE OF ART SUPPLY CHAIN

The entire chain is a single, integrated equity Suppliers contracts based on mutual benefits rather than

straight cost. Supply chains are not about buying something a bit cheaper, these are strategic decisions

The cost, quality, and delivery requirements of the manufacturing customer are objectives shared by every company in the chain

Inventory is the last resort for resolving supply-and-demand imbalances between the tiers

Sharing of benefits achieved through collaboration Measured by lead-time on class-A purchased materials

SERVICE - PROFIT CHAIN

The service-profit chain is a powerful phenomenon

that stresses the importance of people - both

employees and customers - and how linking them

can leverage corporate performance.

The service-profit chain is an equation that

establishes the relationship between corporate

policies, employee satisfaction, value creation,

customer loyalty, and profitability

ELEMENTS A seamless integration of all components in the

service-profit chain - employee satisfaction, value creation, customer satisfaction, customer loyalty, and profit and growth - links all the critical dynamics of top customer service.

"The company guides, nurtures, and empowers its employees, and the employees play a vital role in securing customer satisfaction and the benefits that accrue from it".1

MAIN BENEFITS OF CUSTOMER SATISFACTION

oCustomers stay with the company longer.

oCustomers deepen their relationship with

company .

oCustomers demonstrate less price

sensitivity .

oCustomers recommend company's

products or services to others .

How To Make Customer Service and Essential Part of Your Corporate Culture

Demonstrate continuously to your employees that in your company's order of priorities, customer service comes before all else

Gain a real-world view of the issues in customer relationships: empower employees to identify customers' true needs; engage not only front-line customer service people in this continuous research and field contact with customers but all your staff, including CEO

Provide for customer input to be heard simultaneously throughout your organization, by all its key functions and departments

Develop system for collecting customer satisfaction data and measuring customers' perception of the value created by your organization

Relay information concerning customer expectations to those responsible for value creation

SMED is Continuous ImprovementIt is a customer driven requirement. Customers are demanding:

Product and service diversity

Lower costs

Higher reliability and quality.

In essence organizations need to become leaner !

So organizations must:

Produce smaller lots, more frequently.

Expand the scope and diversity of products and services.

Reduce quality defects.

Ultimately, SMED focuses on reducing changeover and set-up

times, thus enabling organizations to:

Produce smaller lots of products and services more frequently !

Develop a broader scope of products and services !

Reduce quality defects towards zero !

Meet Customer’s Expectations !

What Does Set-up/changeover reduction mean for my business?

Increased customer service levels and profits !

Via Waste Elimination resulting in:

Reduced Lead Times-Faster Delivery

Zero Inventories-Reduced Working Capital

Improved Quality

Smaller lots of products-flexibility

Diversified Product & Service Options

•To eliminate the wastes that result from“uncontrolled” processes increasing inventories and lead times..• To gain control on equipment, material & inventory.• Apply Control Techniques to Eliminate Erosion of Improvements.• Standardize Improvements for Maintenance of Critical Set-up Parameters.

Look Familiar?

Why SMED ?

Internal External Setup

Classify Three items under each item category.

ExternalInternal____________________________________

____________________________________

Which items would you convert from internal to external Setup ? _________________________________________________________

_______________________________________________

Why? _________________________________________________________

_______________________________________________

Think Break

Traditional Setup Practices

Material movement occurs after the machine is turned off.

Detection of defects or missing equipment is noticed which the machine is running.

Defective tooling,fixtures, setup instruments are noticed after the machine is turned on.

•Completed products are transferred to next operation.

•Raw material is moved after the machine is stopped.

•Setup tooling delivered after the changeover has begun.

•Defective product identified after internal setup has begun.

•The operator notices that equipment is missing after internal setup has begun.

Preparation - Ensures that all the tools are working properly and are in the right location.

Mounting & Extraction - Involves the removal of the tooling after the production lot is completed and the placement of the new tooling before the next production lot.

Establishing Control Settings - Setting all the process control settings prior to the production run. Inclusive of calibrations and measurements needed to make the machine, tooling operate effectively.

First Run Capability - This includes the necessary adjustments( re-calibrations, additional measurements) required after the first trial pieces are produced.

Setup Improvement- The time after processing during which the tooling, machinery is cleaned, identified, and tested for functionality prior to storage.

5 “Traditional”Setup Steps Defined

Setup Steps Setup Type Traditional Internal

Setup Type Traditional External

ResourceConsumption( %)

Setup Type One-Step Internal

Setup Type One-Step External

Preparation X 20 % X

Mounting & Extraction X 5 % X

Establish ControlSettings X 15 % X

First Run Capability X 50 % N/A N/A

Process Improvement X 10 % X

“Traditional”Setup Resource Consumption Analysis

Examples of wastes in a traditional setup !

What kind of “setup wastes” can you identify in this pictures ?

________________________________________________________________________________________________________________________________________________________________________

Think Break

Separate Internal

from External

Setup

Optimizing Setup Processes

Integrate Internal into

External Setup

Reduction of Setup Processes

One Step Setup Implementation

Plan

Progressive

Enhancements

Step 2

Develop Specific

Implementation Plan

Step 3

Develop Communication

Plan

Step 4

Develop One Step

Setup Training Plan

Step 5

Implement One Step

Set-up

Step 6

Verification / Standardization

Step 1

Develop One Step Setup

Implementation Team

Phase 2 Combining equipment functionality

Involves standardizing the equipment ( parts, tooling, processes) based on commonality between setups to reduce the number of setup steps and cycle times. The common setup parts were identified and

replaced with this jig/holder combination.Notice how different quantities of the same part can be setup with the same fixture. Also, these setups can occur while the machine is running.

By using these fixtures, the parts are automatically centered and adjusted for height and flatness as a part of External setup-not Internal setup.

Tooling supplies are clearly labeled

Tooling supplies are neatly assigned a unique location.

Waste associated with finding, replacing, motion will be eliminated by this example of visual placement.

Phase 3: Reducing setup processing time.

Elimination of Bolts & Adjustments.

Bolt attachments requires 32 complete turns for each bolt or screw (1 for each thread) to fasten this bolt and die to a machine.

This clamp attachment requires one step to attach the die to a machine.

Example of One Step Fastening

Why is “Zero Defects” an Important Concept?

Key Element in our capability to implement

Kaizen- Lean Manufacturing Systems.

No need for “just in case” inventories

Allows company to make only what

the customer needs.


Maintain Customer Satisfaction & Loyalty

Happy Customers mean more sales!


COST

There is always a cost associated with

manufacturing defects!

Costs of Defects ?

Does it cost more to make processes better ? NO

Making processes better leads to reduced

Rework

Scrap

Warranty costs

Inspection costs

1-10-100 Rule

The 1-10-100 rule states that as a product or service moves through the production system, the cost of correcting An error multiplies by 10.

Activity Cost

Order entered correctly $ 1

Error detected in billing $ 10

Error detected by customer $ 100

Dissatisfied customer shares the experience with others the costs is

$1000


Key Element in our capability to eliminate

waste.

Defects Misused resources

Inventories Untapped Resources

Motions

Delays

Processes

What is Waste?

Everything we do that

costs something without

adding value to the product.

Our objective > Value added = Maximum

Non-Value Added = Minimum

The nine types of waste

Overproduction

Delays (waiting time)

Transportation

Process

Inventories

Motions

Defective products

Untapped resources

Misused resources

9 Wastes

Elimination of Waste

The Method

Check and measure results

Identify waste

Search for causes

Implement continuous

improvement

Elimination of Wastes and Continuous Improvement

Elimination of wastes

KAIZEN

Continuous Improvement

One piece flow

SMED

Visual Controls

Workplace Organization

Kanban

Standard Work

Process Control

Total Productive Maintenance

Poka-Yoke

•Leadtime

•Costs

Quality

the

First Time

The Approach The Means The Strategy

What is a Zero Defect Quality System (ZDQ)?

A quality concept to manufacture ZERO defects & elimination of waste associated

with defects!

“ZERO” is the goal!


Based on a discipline that defects are prevented.

Control the process so that defects are impossible!


No Finger Pointing.

Operators and Machines will sometimes make

mistakes.

Find ways to keep errors from becoming defects!


A Method for Mistake-Proofing (Poka-yoke) a

process.

ZDQ assures that defects are not shipped!

How ZDQ Makes Work Easier

Mistake-Proof or Poka-yoke the process!

Recognize that it is natural for people to make

mistakes.

How ZDQ Makes Work Easier


Not noticing that an error is made or a machine is not functioning does not make a person stupid or foolish.

How Do We Achieve ZDQ ?


Errors never become defects!

No finger pointing after the fact. No mandate to do better next time.

Poka-Yoke results in Quality of Processes

Dedicated lines

One piece flow

Transformation = Quality production the 1st time

Inspection….eliminated ???

Transport

Storage

Delay/wait

LeadtimeQuality the 1st time

Cost

Relationship between processes and quality defects.

•Almost any business activity can be considered a process.

•Production processes involve the flow of material. Machining, assembly, and packaging are typical production processes.

•Business processes involve the flow of information. Financial planning, purchasing & order entry are typical business processes.

•All processes have the potential for defects. Hence, all processes offer a opportunity for the elimination of defects and the resultant quality improvement.

In order to reduce quality defects and stop throwing away money, we must

Understand the process an its relationship to other business processes.

Identify the inputs and outputs of the process.

Know who are the suppliers to and customers of the process.

=

Reduce the variation of the process

And

What Causes Defects?Process Variation From

1. Poor procedures or standards.

2. Machines.

3. Non-conforming material.

4. Worn tooling.

5. Human Mistakes.

Except for human mistakes these conditions can be predicted and corrective action can be

implemented to eliminate the cause of defects

What Causes Defects?

Human MistakesSimple errors-the most common cause of defects-occur unpredictably.

The goal of ZDQ is zero! Make certain that the required conditions are in place and controlled to make acceptable product 100% of the time.

Ten Types of Human Mistakes

Forgetfulness

Misunderstanding

Wrong identification

Lack of experience

Willful (ignoring rules or procedure)

Inadvertent or sloppiness

Slowliness

Lack of standardization

Surprise (unexpected machine operation, etc.)

Intentional (sabotage)

Relationship of Defects and Human Errors

Causes of defects Hu

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n

Su

rpris

e

Missed operations

Processing errors

Errors in part set-up

Missing parts

Wrong parts

Processing wrong workpiece

Misoperation

Adjustment error

Improper equipment set-up

Improper tools and jigs

highly correlated correlated

The 4 Components of ZDQ

ZDQ functions by combining four elementary components:

1. Point of Origin Inspection

2. 100 % Audit Checks

3. Immediate Feedback

4. Poka-Yoke

Inspection

The 3 basic approaches to inspection of processed product are:

Judgement/Standard Inspection

Informative Inspection

Point of Origin Inspection

The first two approaches are widely used and considered traditional.

Only Point of Origin Inspection actually eliminates defects.


Focus on prevention, not detection.

One of the 4 basic elements of ZDQ.

Differs from Judgement and Informative:

Catches errors

Gives feedback before processing

No risk of making more defective product

Detect Error

Feedback/Corrective Action

Process with Zero Defects

By combining Check and Do in the ZDQ approach; the Doing is controlled so it cannot be wrong 100% of the time!

May include: Switches that detect miss-fed parts

Pins that prevent miss-feeding

Warning lights

Sound signals

ZDQ/Check and Do/Point of Origin Inspection


•Check for optimum process conditions before processing is done and errors can be made.

•Instant feedback.

•Corrections made before defects occur.

100% Audit ChecksPoint of Origin Inspection on every piece.

The second of the 4 basic elements of ZDQ.

Differs from SQC inspection:

•Does not rely on sampling

•Prevents defects

•Does not assume defects will statistically occur

100% Audit checks everything on the line!

Zero Defects

Quick Feedback

Error correction as soon as possible

The third of the 4 basic elements of ZDQ.

Differs from traditional inspection approaches that:

•Correct problems after the process

•Address the problem when errors are already defects

•In some cases never identify an error has occurred

ZDQ sends the operator a signal and alarms the person that an error has happened!

ZDQ Inspections = Immediate Feedback

The Seven Guidelines to Poka- Yoke Attainment

1.) Quality Processes - Design “Robust” quality processes to achieve zero defects.

2.) Utilize a Team Environment- leverage the teams knowledge,experience to enhance the improvement efforts.

3.) Elimination of Errors -Utilize a robust problem solving methodology to drive defects towards zero.

4.) Eliminate the “Root Cause” of The Errors-Use the 5 Why’s and 2 H’s approach

5.) Do It Right The First Time- Utilizing resources to perform functions correctly the “first” time.

6.) Eliminate Non-Value Added Decisions- Don’t make excuses-just do it !

7.) Implement an Incremental Continual Improvement Approach-implement improvement actions immediately and focus on incremental improvements; efforts do not have to result in a 100% improvement immediately.

Poka-yoke

Mistake-proofing systems

The fourth of the 4 basic elements of ZDQ.

Does not rely on operators catching mistakes

Inexpensive Point of Origin inspection

Quick feedback 100% of the time

“The machine shut down. We must have made an error!”

BEEP!

BEEP!

BEEP!

Most Poka-yoke devices are sensor or jig devices that assure 100%

compliance all the time!

Poka-yoke

What is Poke-yoke?A method that uses sensor or other devices for catching errors that may pass by operators or assemblers.

Poka-yoke effects two key elements of ZDQ:

Identifying the defect immediately ( Point of Origin Inspection)

Quick Feedback for Corrective Action

How effective the system is depends on where it is used: Point of Origin or How effective the system is depends on where it is used: Point of Origin or Informative Inspection.Informative Inspection.

Poka-yoke detects an error, gives a warning, and can shuts down

the process.

Poka-yoke

Poke-yoke and Point of Origin Inspections( Proactive Approach):

A fully implemented ZDQ system requires Poka-yoke usage at or before the inspection points during the process.

Poka-yoke will catch the errors before a defective part is manufactured 100% of the time.

Poka-yoke

Poka-yoke and Informative Inspection( Reactive Approach):

•Check occurs immediately after the process.

•Can be an operator check at the process or successive check at the next process.

•Not 100% effective, will not eliminate all defects.

•Effective in preventing defects from being passed to next process.

Although not as effective as the Source inspection approach, this methodology is more effective than statistical sampling and does provide feedback in reducing defects.

Poka-yoke Systems Govern the Process

Two Poka-Yoke System approaches are utilized

in manufacturing which lead to successful ZDQ:

1. Control Approach

Shuts down the process when an error occurs.

Keeps the “suspect” part in place when an operation is incomplete.

2. Warning Approach

Signals the operator to stop the process and correct the problem.

Control System

Takes human element out of the equation;does not depend on an operator or assembler.

Has a high capability of achieving zero defects.

Machine stops when an irregularity is detected.“There must have been

an error detected; the

machine shut down by

itself!”

Warning System

Sometimes an automatic shut off system is not an option.

A warning or alarm system can be used to get an operators attention.

Below left is an example of an alarm system using dials, lights and sounds to bring attention to the problem.

Color coding is also an effective non automatic option.

BEEP!

BEEP!

BEEP!

“I’m glad the alarm

went off, now I’m

not making defects!”

Methods for Using Poka-yoke

Poka-yoke systems consist of three

primary methods:

1. Contact

2. Counting

3. Motion-Sequence

Each method can be used in a

control system or a warning system.

Each method uses a different

process prevention approach for

dealing with irregularities.

Contact Method

A contact method functions by detecting whether a sensing device makes contact with a part or object within the process.

Missing cylinder;piston fully extended alarm sounds

Contact Method using limit switches identifies missing

cylinder.

An example of a physical contact

method is limit switches that are

pressed when cylinders are driven

into a piston. The switches are

connected to pistons that hold the

part in place. In this example, a

cylinder is missing and the part is

not released to the next process.

Cannot proceed to next step.

Cylinder present

Physical Contact Devices

Limit Switches Toggle Switches

Energy Contact Devices

Photoelectric switches can be used with objects that are translucent or transparent depending upon the need.

Transmission method: two units, one to transmit light, the other to receive.

Reflecting method:PE sensor responds to light reflected from object to detect presence.

Light

TransmitterReceiver

Object

If object breaks the transmission, the machine is signaled to shut down.

Contact Device

An example of a contact device using a limit switch. In this case the switch makes contact with a metal barb sensing it’s presence. If no contact is made the process will shut down.

Contact Methods

Do not have to be high tech!

Passive devices are sometimes the best method. These can be as simple as guide pins or blocks that do not allow parts to be seated in the wrong position prior to processing

Take advantage of parts designed with an uneven shape!

A work piece with a hole a bump or an uneven end is a perfect candidate for a passive jig. This method signals to the operator right away that the part is not in proper position.

Counting Method

Used when a fixed number of operations are required within a process, or when a product has a fixed number of parts that are attached to it.

A sensor counts the number of times a part is used or a process is completed and releases the part only when the right count is reached.

In the example to the right a limit

switch is used to detect and count

when the required amount of holes

are drilled. The buzzer sounds

alerting the operator that the

appropriate amount of steps have

been taken in the process.

Counting Method

Another approach is to count the number of parts or components required to complete an operation in advance. If operators finds parts leftover using this method, they will know that something has been omitted from the process.

“I have an extra

part. I must have

omitted a step!”

Motion-Sequence Method

The third poka-yoke method uses sensors to determine if a motion or a step in a process has occurred. If the step has not occurred or has occurred out of sequence, the the sensor signals a timer or other device to stop the machine and signal the operator.

This method uses sensors and photo-electric devices connected to a timer. If movement does not occur when required, the switch signals to stop the process or warn the operator.

Motion-Sequence Method

In order to help operators select the right parts for the right step in a process the “sequencing” aspect of the motion-step method is used. This is especially helpful when using multiple parts that are similar in size and shape.In this example, each step of the machine cycle is wired to an indicator board

and a timer. If each cycle of the machine is not performed within the required “time” and “sequence”, the indicator light for that step will be turned on and the machine will stop.

Indicator BoardMachine

Types of Sensing Devices

Sensing devices that are traditionally used in poka-yoke systems can be divided into three categories:

1. Physical contact devices

2. Energy sensing devices

3. Warning Sensors

Each category of sensors includes a

broad range of devices that can be

used depending on the process.

Physical Contact Sensors

These devices work by physically touching something. This can be a machine part or an actual piece being manufactured.

In most cases these devices send an electronic signal when they are touched. Depending on the process, this signal can shut down the operation or give an operator a warning signal.

Touch Switch

Used to physically detect the presence or absence of an object or

item-prevents missing parts.

Used to physically detect the height of a part or dimension.

Energy Sensors

These devices work by using

energy to detect whether or not an

defect has occurred.

Fiber opticPhotoelectricVibration

Warning Sensors

Warning sensors signal

the operator that there

is a problem. These

sensors use colors,

alarms, lights to get the

workers attention !

These sensors may be used in conjunction with a contact or energy sensor to get the operators attention.

Color Code

Lights

Lights connected to Micro switches & timers

To prevent mistakes, develop error proofing devices

POKA-YOKE to avoid (yokeru) inadvertent errors (poka)

Checklists

Dowel and locating pins

Error & alarm detectors

Limit or touch switches

Detectors, readers, meters, counters

Two types of error proofing devicesPOKA-YOKE

Control - eliminates the possibility of a

mistake to occur (automatic machine

shutdown)

Warning - signals that a mistake can

occur (blinking light, alarm, etc.)

3 Rules of POKA-YOKE

Don’t wait for the perfect POKA-

YOKE. Do it now!

If your POKA-YOKE idea has better

than 50% chance to succeed…Do it!

Do it now….improve later!

Source Inspection

Detects mistakes before they become defects

Transformation = Quality production the 1st time

Inspection….eliminated ???

Transport

Storage

Delay/wait

Dedicated lines

One piece flow

CASE STUDY

IBM compared part counts, bills of materials, standard versus custom part usage, and estimated processing costs by tearing down competitor products as soon as they are available.

"Through such tear-downs during the heyday of the dot matrix printer, IBM learned that the printer made by the Epson, its initial supplier, was exceedingly complicated with more than 150 parts.

IBM launched a team with a simplification goal and knocked the part count down to 62, cutting assembly from thirty minutes to only three."1

basics of lean manufacturing by zeeshan syed

Business

management management

o improvement

improvement function

management reviews

includingboth management

continued improvement

betterment improvement

effective management