Professional Documents
Culture Documents
This programme is funded by the European Union under an Agreement with the Government of the Republic of Trinidad and Tobago
Lean Manufacturing Breakfast Seminar 1. Overview: Concept Cases Benefits 2. The Seven Wastes: Identifying and Eliminating Waste Tools 3. Implementation: Roadmap to Lean Production
Lean Manufacturing Lean Manufacturing is a strategy with a set of tools aimed at eliminating waste in every area of production, including customer relations, product design, production management, services, and supplier networks. Objectives To become or stay highly responsive to customer demands; To deliver top quality products and services in the most efficient and economical ways possible; To involve less human effort, less inventory, less space, less time in development and production.
Lean Manufacturing Focus on processes that add value Reduce non value added activities Eliminate waste
Value = what the customer is prepared to pay for Waste = what the customer is not prepared to pay for
Customer Perspective How to create value in products and services How to maximize value in each process from acquisition and order entry to delivery and after sales Who is the customer What does the customer want When does the customer want it How does the customer want it
Traditional high-volume manufacturing principles Rational, specialised processes and skills Economic order quantities High capacity utilization High inventory levels Economy of scale Indirect Labour: Engineering, Management, Communication Issues
Hidden Costs Setup and changeovers Reduced Speed Breakdowns Idling and Minor Stoppages Defects, Rework Overproduction
Whats So New? Toyota Production System - JIT Womack Jones Roos The Machine That Changed The World: The Story of Lean Production 1990s Paradigm Shift - Automotive Industry - Logistics, Military - Construction - Service Industry, IT - SMEs
Lean Manufacturing Characteristics Made to order Single piece production Just in Time supplies Pull scheduling Short cycle times Highly flexible equipment Highly flexible and responsive processes Quick changeovers Continuous flow (work balancing, cells) High first-pass yields Significantly less waste and defects Collocated equipment, tools, people Compressed space Multi-skilled employees
Lean Principles Identifying Waste Process Mapping, Value Stream Mapping Product Flow, Takt, Overall Equipment Effectiveness Set up Reduction, Quick Changeover (SMED) Standard Work Levelled Production, Work Balancing Pull Scheduling, Point of Use Storage (Kanban) Team Development Cellular Production, One-Piece-Flow Error Proofing (Poka Yoke) Visual Controls, 5 S / 5 C, FiFo Total Productive Maintenance Impact and Culture Change (Kaizen)
Business Case 1
Automotive Supply Chain 20 selected car component producers Objective Transform business to meet international standards Prime Areas Flow layout, cells, standardised work Teamwork Lean Scheduling, 5 S Setup, Single Minute Die Exchange Outcome Reduction in throughput and changeover times, improvement in delivery times, reduction in machine downtime, increase in flexibility and productivity, businesses less dependent on largest customer
Business Case 2
Upholstered Furniture Manufacturers Size: 45-75 employees, turnover under USD 1.5 million Objective Streamline manufacturing systems Prime Areas Flow layout, 5 S, standardised work Teamwork Lean Scheduling, Material Requirement Planning Finished Goods Inventories Outcome Gains in space, working conditions, management practices, productivity, scheduling, delivery times and inventory, businesses more customer responsive, more opportunities
Business Case 3
Printing Industry Sheet Offset, Flexo SMEs and Blue Chip Objective Management Turnaround Prime Areas Setup, Changeover Teamwork Lean Scheduling, Kanban Lean MIS Outcome Reduction in setup and changeover times, increase in operator productivity and machine efficiency, reductions in raw material waste, increased customer focus throughout departments
Organisational Structure
Operational Capability
Typical Short Term Improvements Inventory reduction Lead time reduction Productivity/Capacity increase Quality improvement Floor space reduction Cost reduction Value added/person Improved profit margins Overall effective efficiency 90% 90% 35% 15% 60% 20% 10% 25% 5%
Lean manufacturing uses less of everything compared with mass production - half the human effort in the factory, half the manufacturing floor space, half the investment in tools, half the engineering hours to develop a new product in half the time. Also it requires keeping far less than half the needed inventory on site and results in fewer defects.
(James P Womack, Daniel T Jones and Daniel Roos, The Machine that Changed the World, Harper Perennial, New York, 1990)