Lean Systems for Maximum Value and Minimum Waste
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The document summarizes key concepts in lean systems and production. It discusses eliminating waste to add value for customers and improve productivity. Specific lean tools are outlined, including 5S, quick changeover, pull production, total productive maintenance, poka-yoke, cellular layouts, and value stream mapping to visualize and improve workflow. The goal is to continuously improve by removing non-value added activities, reducing lead times and inventory, and increasing throughput.
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Lean Systems for Maximum Value and Minimum Waste
- 1. Lean Systems by Sashi.Prabhu
- 2. Lean Systems The ability to make exactly what the customer wants as they order it.
- 4. Time & Cost Relationship ā The longer an article is in the process of manufacture and the more it is moved about, the greater its ultimate cost.ā --Henry Ford, 1926
- 9. Total Order Lead Time Breakdown Value Added Ratio = 0 1 2 3 4 5 Elapsed Time Value Added Time Elapsed Time VA NVA
- 10. Value Added Ratio Calculation Value Added Ratio = 5 VA NVA 1.1 5.3 = 20.7 % 0 1 2 3 4 5 Elapsed Time
- 13. The Lean Toolbox
- 16. Quick Changeover Traditional setup and large batches Setup Run Quick change and small batches Externalized & Streamlined Tasks
- 17. Why Reduce Set-ups? Remember: nothing is being produced! So, set-up time is Non Value Added Setups need to be eliminated, integrated, or simplified
- 18. āPullā Production versus āPushā Push: Schedule-based Pull: Consumption-based
- 21. Overall Equipment Effectiveness DOWNTIME Breakdowns Changeovers Adjustments SPEED Stoppages Slow-downs DEFECTS Process Defects Reduced Yields
- 24. Functional Layout Interrupted product flow Unbalanced operations Large batches Longer time to complete Complex material handling -
- 25. Cellular Workplaces FG RM Includes Every Step Source Inspection Point of Use Storage Flexible Output Reduced Lot Size Simplified Handling Visual Goals & Metrics
- 29. Value Stream Map Supplier I 20 Days Driver 2/Month Daily Customer Assemble C/T=15sec C/O=15-50min Uptime=100% Package C/T=190sec C/O=10min Uptime=90% Test C/T=45sec C/O=20-70min Uptime=80% I Total Cycle = 250 Seconds, and Total Lead = 29 Days Production Control Orders Shop Orders Ship Schedule Daily Priorities 60-Day Forecast Weekly Orders 4 Days I 5 Days 20 Days 4 Days 5 Days 15 Sec 45 Sec 190 Sec
- 30. Future State Goals Reduce non-value added activities Reduce lead time Reduce inventory (especially WIP) Increase throughput (capacity) Reduced batches sizes Improve overall productivity
- 33. Thanks very much
Editor's Notes
- Describeā¦ This represents a 20% ratio, nationally, the ratio is commonly 5-10 % depending upon which industry weāre analyzing. Next, letās look at the Wastes that are clogging the arteries of the factory operations
- Describeā¦ This represents a 20% ratio, nationally, the ratio is commonly 5-10 % depending upon which industry weāre analyzing. Next, letās look at the Wastes that are clogging the arteries of the factory operations
- OverproduceāSlow down the machine, off the shelf (got to stock the shelf) Waitingādowntime, balance, changeover, Transportāphysical relocation eliminates most if not all.
- Now, Push is the alternative, but since we have that now, letās discuss PULL PRODUCTION SYSTEMS
- OverproduceāSlow down the machine, off the shelf (got to stock the shelf) Waitingādowntime, balance, changeover, Transportāphysical relocation eliminates most if not all.
- Slide - PUSH VS. PULL A concept or topic that is always mentioned as part of Lean or associated with Lean, is this idea of a Pull System. So now Iād like to talk a little about what we mean by a pull system versus a push system. I have a few slides to go over this push versus pull idea; however, I feel that this title page kind of explains it all. In push production you make large batches and push them through the place to the next process. In pull production, you pull a controlled amount of WIP through the process. The operations are physically linked. ASK: Can anyone here relate to this fellow here? (Reference the PUSH view)
- Looks pretty well organized until we introduce the product into the mixā¦. CLK Now it looks about rightā What do you see now that wasnāt apparent at first????
- Okay, here's the equipment layout that a Cell Design Kaizen Team. A U-shaped flow cycles from the Raw Material (RM) through the 8 Work-stations to the Finished Goods (FG). The cell works in a counter-clockwise U-shaped flow The next step is to populate the cell with raw materials, components, drums of coolant & cleaners. All in labeled containers. Now, we need access aisles all around the cell for material replenishment, equipment servicing and quicker changeovers. Main aisles on both ends of the cell allow for material flow and personnel flow between cells. We've right-sized the material containers, so we eventually run out of raw materials and the green diamond represents a Kanban Post that will play a vital role in material replenishment Now, the blue bin runs empty--no more parts--what happens next???? This rack on the backside of the cell contains a second set of components in a second set of labeled and right-sized containers. So the operator simply walks the side-aisle to the rack, picks up a new container of parts and puts it in the work-station But how do we get it replenished again?? Put the empty labeled bin on the Kanban Post and the Material Clerk who circulates throughout the shop will take the empty back and refill it before the backup container can be emptied....
- Okay, here's the equipment layout that a Cell Design Kaizen Team. A U-shaped flow cycles from the Raw Material (RM) through the 8 Work-stations to the Finished Goods (FG). The cell works in a counter-clockwise U-shaped flow The next step is to populate the cell with raw materials, components, drums of coolant & cleaners. All in labeled containers. Now, we need access aisles all around the cell for material replenishment, equipment servicing and quicker changeovers. Main aisles on both ends of the cell allow for material flow and personnel flow between cells. We've right-sized the material containers, so we eventually run out of raw materials and the green diamond represents a Kanban Post that will play a vital role in material replenishment Now, the blue bin runs empty--no more parts--what happens next???? This rack on the backside of the cell contains a second set of components in a second set of labeled and right-sized containers. So the operator simply walks the side-aisle to the rack, picks up a new container of parts and puts it in the work-station But how do we get it replenished again?? Put the empty labeled bin on the Kanban Post and the Material Clerk who circulates throughout the shop will take the empty back and refill it before the backup container can be emptied....
- Okay, here's the equipment layout that a Cell Design Kaizen Team. A U-shaped flow cycles from the Raw Material (RM) through the 8 Work-stations to the Finished Goods (FG). The cell works in a counter-clockwise U-shaped flow The next step is to populate the cell with raw materials, components, drums of coolant & cleaners. All in labeled containers. Now, we need access aisles all around the cell for material replenishment, equipment servicing and quicker changeovers. Main aisles on both ends of the cell allow for material flow and personnel flow between cells. We've right-sized the material containers, so we eventually run out of raw materials and the green diamond represents a Kanban Post that will play a vital role in material replenishment Now, the blue bin runs empty--no more parts--what happens next???? This rack on the backside of the cell contains a second set of components in a second set of labeled and right-sized containers. So the operator simply walks the side-aisle to the rack, picks up a new container of parts and puts it in the work-station But how do we get it replenished again?? Put the empty labeled bin on the Kanban Post and the Material Clerk who circulates throughout the shop will take the empty back and refill it before the backup container can be emptied....
- Now, Push is the alternative, but since we have that now, letās discuss PULL PRODUCTION SYSTEMS
- Current Demand = 200,000/yr = 833/day Available Time = 1 Shift = 433m = 25,800s Takt Time = Avail Time/#units/day = 25,800s/833 units = 31 sec