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Principles and Practices of Lean Manufacturing

Colin Haley

Mike Tulk

Jon Farrell



Lean Manufacturing

Principles and practices

Specific manufacturing examples (formerTerra Nova Soes!



The 7 Major Wastes



Seven Wastes

Most important concept in lean manufacturing

is te distinction of te " ma#or $astes%

&astes are also kno$n as 'Muda%

&astes are defined as unnecessary resourcetat is re)uired to produce a )uality productas defined *y te customer%



Seven Wastes

+verproduction

,o$n Time Transportation

-nappropriate Processing

.nnecessary -nventory

.nnecessary Motions ,efects



Overproduction

Producing more product tan necessary%

Creates excessive lead times%

-ncreases storage cost%

,ifficulty of finding defects%



Down Time

-dle products or employees%

Concentrate on *ottlenecks $ill alleviate te

$aiting $aste%



Transportation

-nefficient factory layout%

No value added%

+pportunity for damage%



Inappropriate Processing

Ceap tools instead of expensive ones

/ess tecnology $ere possi*le

Several macines rater tan one



nnecessar! Inventor!

0ssociated cost $it excess stocks%

Pro*lems *ecome overlooked since tere is excess



nnecessar! Motions

1eep ergonomics in

mind

Misplaced tools%

Searcing for materials%



Defects

,efects are goods oflo$ )uality%

&asted material2 timeand money

0s product moves do$nte supply cain2 tecost associated $it tedefect rises%



The "ai#en Techni$ue

Masaaki -mai (lean3s founding fater!4 1ai5en 6 'a

means of continuing improvements in personal life2

ome life2 social life2 and $orking life

&orkplace 6 managers and $orkers $orking togeter

to make improvements $it lo$ capital investments

1ai 6 to modify or cange

7en 6 to tink a*out making good or *etter



"ai#en Strategies%&oals

8limination of te seven $astes Team$ork *ased4Train all employees (kai5en 9

pro*lem solving! Communicate ideas up and do$n company

ierarcy: every one is encouraged to seek out andexploit ne$ opportunities

,efine clear leadersip initiatives Prioriti5ing pro*lems Create a culture $ere Perfection is perpetually

cased



"ai#en Implementation

Practices exist for te successful implementation of

1ai5en2 $ic include4

;alue Stream Mapping

Te < &ys

P,C0 (Plan2 ,o2 Ceck2 0ct! <6S



'enefits of "ai#en Implementation

Makes te #o*4 = 8asier

= Safer

= /ess unpleasant

= More efficient

Saves money and time

Stimulates $orkers

Creates an atmospere of armony and a strong

sense of community2 family2 and *elonging



"ai#en 'lit#( )n )lternate

)pproach

,efinition4 0 *usiness strategy $ic promotes rapid

implementation of plant improvement ideas%

-mprovements = Small

= >apid

= .tili5e minimal resources



"ai#en 'lit#( Strateg!

,iscover pro*lem

?rainstorm solutions

0pply rapid implementation

Monitor for success



"ai#en 'lit#( 'enefits

Cange is almost immediate

>elatively simple to plan and implement

>e)uired resources are lo$

Many small improvements can *e as2 if not more2

*eneficial tan larger scale canges%



*+S Implementation

Promotes visual management and a clean and safe

$orkplace tat results in a ig level of organi5ation

and efficiency



The *+S,s

'Straigten 6 separating $at is and is not needed

'Sort 6 a place for everyting2 and everyting in its

place

'Sine 6 a clean $orkplace sould *e an

esta*lised goal

'Sustain 6 aderence to te first tree S3s in te <S

program

'Standardi5e 6 continuous use of te first four S3s

until tey *ecome second nature to employees



'enefits of *+S

-ncreased morale

Safety

Non6;alue 0dded activity decreased

8fficiency and organi5ation

-ncreased )uality

Faster /ead Time -ncreased creativity2 and $illingness to contri*ute

among employees%



*+S -.amples

Sado$ *oard for cutting dies



*+S -.amples

?efore 0fter



/ust+In+Time 0/IT1

Techni$ue

Products produced only as tey are re)uired

8sta*lis flo$ processes so tere is an even2

*alanced flo$ trougout te entire production

process

?est suited to processes $ere te same product is

produced continuously

@oal4 @enerate 5ero )ueues 9 Minimi5e lot si5es



/IT( 'enefits

>educed inventory levels (improved profits!

/ess $astes4 improved product )uality

>educed delivery lead times

>educed costs associated $it e)uipment pro*lems2

macine setup2 etc%



/IT( Strategies

?alanced $orkload trougout te factory

Canges in product demand sould not result in

large fluctuations in production levels

8sta*lis a T01T time

Minimi5e setup times to acieve single digit times

(improved planning 9 redesigning processes!

/ead times sould *e reduced troug cellular

manufacturing2 reducing )ueue times2 etc%



Preventative Maintenance

-dle $orkers use teir time more effectively and

maintain $orkstations to elp in te prevention of

various pro*lems tat $ould alt production 0dvantages of flexi*le $orkers4

6 Auality inspections

6 +peration of several macines



/ido2a

,efinition4 -t is te a*ility for macines to *e self6dependent and error proof $itout any uman

interaction%

B 8lements4

= Separate uman from macine $ork

= Macines detectprevent a*normalities = 'Stop te /ine autority in operation



"e! 3oncepts of Lean

Pokayoke

1an*an

Cellular Manufacturing



Po2a!o2e

Simple macines and mecanisms rater

tan complex2 ig6tec ones

Fool proofs operations and

reduceseliminates mistakes in processes

,evices are usually )uite simple2

inexpensive2 and eiter inform te operatortat a mistake is a*out to *e made or prevent

te mistake altogeter



Po2a!o2e 0cont,d1

Pokayoke elps minimi5e defects *efore teyreac te customer

-mportant to reali5e Pokayoke is not asolution to te defect pro*lem

-nvestigation in te defect cause is essential

to elimination 8x% color6coding parts so tey can not *e

mixed up



"an4an

Card system tat elps control flo$

;ery effective in esta*lising J-Tmanufacturing goals 8asily understood and re)uires a relatively

simple setup

Card sould *e attaced to a productcontainer and contain essential information(part D2 )uantities2 etc%!



"an4an 0cont,d1

Tere are t$o types of 1an*an systems4

Production 1an*an Conveyance 1an*an

Production kan*an signals te need for te

production of more parts

Conveyance kan*an signals te re)uireddelivery of parts to te next stage of

production



"an4an 0cont,d1

8nvironments $it a igly fluctuating

demand and $ide variety of product are less

likely to experience success

Smaller kan*ans at various sectors of a plant

may *e elpful



"an4an 0cont,d1

'asic 5ules of "an4an

"an4an signal onl! used when the representative productis used

Products are onl! issued%made when a 2an4an is received Onl! $ualit! components are used There is no overproduction

Manufacturing follows order in which 2an4an cards arereceived

There should 4e a reduction of 2an4an cards over time



3ellular Manufacturing

&ork cells are central to te idea of one

piece flo$

-deally tese $ork cells focus on a lo$ range

of similar products

Product continually moves around te cell to

eac operation until complete at te end ofte '.



3ellular Manufacturing 0cont,d1

Te u6saped layout optimi5es flo$ from one

station to te next

?enefits include4 Higer trougput

-mproved coordination

Strong sense of team$ork -mproved )uality and productivity

Simplicity of cellular manufacturing




1

2

3

5

4

10”

12”

11”

13”

8”



Single Minute -.change of Dies0SM-D1



&eneral Pro4lems

/arge time losses due to setup are generally

accepted in many industries

8xpensive2 ig6tec e)uipment is often

seen as *eneficial in saving time and money



Lean )pproach

-t is often te case tat creativity and

simplicity is te *est solution to tese

pro*lems

@enerally several smallersimpler macines

$ill *e more *eneficial



'enefits of SM-D

>educed setup time

Higer efficiencies

-ncreased capacity

>educed &-P3s

/o$er *atc si5es

-ncreased safety

-ncreased flexi*ility

8limination of $aiting

+perators preference

Stockless production



Internal 6s -.ternal Setup

Classification essential to effective SM8,

system

8xternal Setup4 +ne tat may *e completed

$ile macine is in operation

-nternal Setup4 +ne tat re)uires te sut

do$n of te macine for completion



Internal 6s -.ternal 0cont,d1

Primary goal is to cange all internal setups

to external ones

>educe lengt of internal setup if una*le to

convert to external

>educe lengt of all external setups as $ell



Simple Suggestions

0nalysis of setup procedures using

videotapes

.se more people $ere availa*le

.se offline time as maintenance time

Practice makes perfect



SM-D -.amples

Split tread *olts

Handles Toggle clamps

.6saped $asers



-.ample Tools



-.ample Tools 0cont,d1

u6saped $asers Split tread *olts



SM-D -.amples



SM-D and Lean

SM8, needs to *e treated as a constant

improvement program

Setup times can not *e minimi5ed overnigt

Continuous evaluation and exploration of

furter improvements is a*solutely necessary

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