© IFU

1

Lean Production Systems Implementation

in Germany

Univ.-Prof. Dr.-Ing. Uwe Dombrowski

Dipl.-Ing. Isabel Crespo, Dipl.-Wirtsch.-Ing. Stefan Schmidt

31st Conference of the European Academy on Industrial Management

Braunschweig, Germany, 24th-27th September 2009

© IFU

2

Development of Production Systems

1900 1920 1980 2000

today

1940 1960

Artisan/ Manual

Production

Technology-oriented

Production

Automated

Production

Computer Integrated

Manufacturing

„Classical“

Industrial

Production

„Tayloristic“

Assembly Line Work

Toyota Production System

LPS

Lean

Production

1

2

3

© IFU

3

Methoden und

Werkzeuge

Ganzheitliches

Produktions-

system

… Raum für

Weiterentwicklung

und Anpassung

Methoden und

Werkzeuge

Methoden und

Werkzeuge

Definition of Lean Production Systems

© IFU

A Lean Production System (LPS) is…

… an enterprise-specific compilation of rules, standards, methods and tools,

as well as the appropriate underlying philosophy for the comprehensive and

sustainable design of production. An LPS enables an enterprise to meet the

requirements of today´s business environment, taking into account

organizational, workforce-related and economic aspects.

The implementation of an LPS is

not just a regular rationalization

project, but a fundamental change

in the organization and culture of

an enterprise.

LPS

Goals

Philosophy and

Culture

...

Methods and

Tools

Source: Dombrowski

Source: Salwiczek

© IFU

4

Structure of Lean Production Systems

GG 1 GG 2 GG i...

...

...

SG

11

SG

12

SG

1j

SG

21

SG

22

SG

2j

SG

k1

SG

k2

SG

kj

FA 1

... ... ...

...

...

...

...

...

...

Me

tho

d 1

Me

tho

d 2

Me

tho

d m

Me

tho

d 1

Me

tho

d 2

Me

tho

d m

Me

tho

d 1

Me

tho

d 2

Me

tho

d m

To

ol 1

To

ol n

To

ol 1

To

ol n

To

ol 1

To

ol n

General Goal

Sub-Goal

FA 2 FA kField of Activity

• Method

• Tool

1

2

3

4

Source: Dombrowski

© IFU

5

Example for the Structure of

Lean Production Systems

Increase in Quality

Increase in Product Quality Reached by

Sustainable Improvement of Processes

TQM/ Quality

Systems

Statistical

Process Control

(SPC)

Quality Control

Chart

Source: Dombrowski

General Goal

Sub-Goal

Field of Activity

• Method

• Tool

1

2

3

4

© IFU

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Gru

ppen

arbei

t

JIT/ K

anba

nTQ

M/ Q

ual

itäts

syst

eme

Viis

uelle

s M

ana

gem

ent

KVP

TP

M

Per

sona

lman

agem

ent 5S

Sta

ndar

disi

erun

gA

uftrag

sste

ueru

ng/ N

ivellieru

ngTec

hnol

ogi

e/ F

ertig

ung

spro

zess

e

Um

wel

tsch

utz

Pro

zess

orie

ntie

rung

Pro

duk

tges

taltu

ng

Verw

endung

Gesta

ltungsfe

lder

in G

PS

6

Analysis of the LPS Structural Design- Database 17 LPS global enterprises -

Visual Management 87 %

Total Productive Maintenance 73%

Human Resources Management 73%

JIT/ Kanban 87 %

TQM/ Quality Systems 87 %

Team Work 93 %

Continuous Improvement Process 80%

Leveling/

Mixed production 53 %

Environment Protection 27 %

Product Design 13 %

Standardization 53 %

5 S-Housekeeping 67 %

Technology/ 40 %

Manufacturing processes

Further Fields of Activities are:

Process Orientation 20 %

1 2 3 7654 111098 12 13

1

2

3

4

5

6

7

8

9

10

11

12

13

14

Use o

f F

ield

of A

ctivitie

s in L

PS

Source: Dombrowski

14

The following Fields of Activities are

part of least 70% of all analyzed LPS:

© IFU

7

Current Status of LPS Implementation- Results of a Nationwide Survey in German Production

Enterprises, August 2007-

Pe

rcen

tage o

f th

e

rese

arc

he

d e

nte

rprise

s

Source: Kessler

Source: Kessler

Almost all researched enterprises (70%) have implemented an LPS or are in the

implementation phase.

• 27 enterprises in different industry sectors and with different sizes have participated

in this survey.

• 56% of the analyzed enterprises belong to the automotive supplier industry and the

mechanical engineering industry.

• 77% of the researched enterprises are large-scale enterprises. Only 22% of the researched

enterprises are small and medium-sized enterprises.

0

5

10

15

20

25

30

35

40

No

Know-How

Implementation is

not jet planned

Implementation

is planned

Implementation is

running

Implementation

is concluded

70%

© IFU

8

Spread of LPS Implementation

OEM

Tier 1 Supplier

Tier 2 Supplier

Tier n Supplier

Automotive Industry Machine Tools

Industries

Electrical, Aerospace

and Food Industry

Source: Dombrowski

© IFU

9

Successful Enterprises in Germany

Implement Lean Production Systems

2008 Festool GmbH, Neidlingen

2007 Robert Bosch GmbH, Automotive

Electronics Division, Ansbach

Plant

2006 Siemens AG, Automation &

Drives, Erlangen Plant

2005 Johann Winklhofer & Söhne

GmbH & Co KG, Landsberg/Lech

2004 Siemens AG - Medical Solutions,

Forchheim

2003 Siemens VDO Automotive AG,

Babenhausen

2008 BMW AG, Dingolfing

2007 Siemens AG, A&D AS EWA TOP,

Amberg

2006 Rational AG, Landsberg/Lech

2005 Cherry GmbH, Auerbach

2004 Siemens AG, Automation &

Drives, Erlangen Plant

2003 Fujitsu-Siemens Computers

GmbH, Augsburg

Alle these successful enterprises have implemented a Lean Production System

(or at least parts of an LPS) during the last years!

Source: Die Beste Fabrik Source: Die Fabrik des Jahres

Winner! Winner!

© IFU

10

Lean Production Systems Implementation

in Germany

Univ.-Prof. Dr.-Ing. Uwe Dombrowski

Dipl.-Ing. Isabel Crespo, Dipl.-Wirtsch.-Ing. Stefan Schmidt

31st Conference of the European Academy on Industrial Management

Braunschweig, Germany, 24th-27th September 2009