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In the 1920s, the Rouge Complex in Dearborn became the benchmark for best-inthe-world manufacturing techniques. These included just-in-time delivery and manufacturing. It was replicated in England and Germany, and later taken as the model for Toyota City in Japan.
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MASS PRODUCTION
Goal: Economies of Scale
Precision Machine Tools Division of Labor
Fantastic Success!
- Flow Production
Weaving Looms
1900
1915
The point is the saving of human labor so that it may be made more effective and more valuable.
Synchronization of main & subassembly lines Inventory Float to serve outlying factories
Increasingly Complex Vehicles and Diverse Market Postwar Boom (Mass ideas cemented in) Emphasis on Finance and Accounting
Small Market Few Resources Need Cash Lousy Quality
Large-Lot Production
Automation
Goals: Quality, Cost, Lead Time, Flexibility
U.S. Consumers look for smaller cars. Big 3 Market share decline begins.
Fantastic Success!
1973
1980
Lean Principles
The Customer
Storage
Weld
Shipping Warehouse
Storage
Stamping
Repair
Assemble
Ship
Order
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Cash
Lean Manufacturing
Goal: Eliminate Waste
Material
Pu ll
Assemble
Pull Weld
Pull
Material
Pull
Order
Time Line
Cash
Withdrawal Cards
a b c d e f g h i j k l
Upstream Process
Pull
New Product
Downstream Process
Needed Product
Store
Wherever Continuous Flow is not possible.
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Left Hand
changeover
Right Hand
changeover
changeover
8 hrs
Right Hand
changeover
Left Hand
changeover
changeover
Left Hand
Right Hand
changeover
Right Hand
changeover
Left Hand
changeover
Right Hand
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Change over frequently, even with infrequent shipments Risk of unsold goods Quality/Cost/Space Smooth demand on upstream suppliers Approaches the lean ideal of one-piece flow
In-Station Quality
If you are using JIT production, what happens if there is a quality or machine problem?
B. Notify
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S T O P A L E R T
ANDON BOARD
S T O P
A L E R T
TROUBLE
Human
A.
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Machine
A.
HIGH
LOW
Own Process Next Process End of Line Final Inspection
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Abnormality Found At
Develop a quality control plan. Determine and monitor all inspection standards. Establish and control boundary samples. Control checking fixtures and calibration standards. Manage the introduction of new parts, tooling (sample parts). Control the revision and distribution of supplier parts. Control change on the floor (monitor in-station quality trends). Establish a system for Quality Problem Reporting (QPR). Develop a reaction plan for quality issues. Encourage problem solving/root cause analysis. Provide data on warranty and customer issues.
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Waste
Incidental Work
Standardized Work
Department/Section
05-140
Sup Maint Eng Safety
53 sec. 43 sec.
rear panel
3302246
Work Steps
Pick up bar Set bar and rear panel in welder Hold rear panel and reinforcement Place rear panel in robot welder Hold bracket Place bracket in robot welder Make (4) additional spot welds on rear panel Set rear panel in punch press and start press
WGL
3 2
Spot Welder
5 7 4 6
Robotic Welder
2 3 4 5 6 7 8
2 8 2 1 3 12 2 2
0 12 0 0 0 21 8 11
1 3 1 1 1 1 2 1
Possible Hazards
IN-PROCESS STOCK SAFETY/ ERGO DELTA CRITICAL QUALITY CHECK QUICK CHANGE OVER VISUAL FACTORY
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Punch Press
Q C
Totals
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52
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welding
steel toe
kevlar
welding jacket
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Cycle Time
A
1 min.
C D Operators
E
Target Time (1 min.)
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C D Operators
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5-S: Develop and maintain a 5-S plan for the group, including audits. Evaluate condition daily. Heighten awareness and lead by example. Ergonomics: Observe and improve movement techniques to minimize ergonomic burden. Encourage team participation in elimination of ergonomic concerns. Accidents/near miss cases: Report all accidents and near misses. Work with operators and staff to develop countermeasures that will insure re-occurrence prevention.
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Standardized Work: Observe processes regularly to insure adherence to standardized work. After any continuous improvement activity, insure documentation is updated. Defects & scrap: Heighten awareness in looking for defects from current and previous processes. Conform to response and follow-up procedures for improvement and feedback. Training: Insure all training is carried out completely using safe and approved methods. Document training progress and encourage multi-functional job training.
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Build to the Schedule: Insure daily requirements are met without the introduction of over production. Monitor production by the hour, and react in a timely manner. Support and encourage continuous improvement: Always look for ways to remove waste from the process with the help of the operators. Monitor the Inventory System: Control work in process and insure the workgroup is operating within established min & max levels on the line. Report and react to abnormalities as they occur.
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Identify and eliminate scrap and waste: Work towards continuous improvement in all facets of the surrounding environment. Document improvements and capture best practices to insure standardization. Monitor the use of Operating Supplies: Control the use of indirect material; use a budget/checkbook system where possible to prevent free spending on non value added items. Encourage the teams to control these items.
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Use root cause analysis to address problems: Use the five whys to identify root cause and develop permanent solutions. Avoid the five whos. Foster a problems are good environment. Serve as advisor and resource for workgroup improvement focused activities: Provide the setting for continuous improvement and problem solving activities, without directing the efforts. Support the group by providing the necessary resources to implement a problem solving environment.
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What we need
Reliable equipment Just in time production In-station quality control Empowered people
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Today, there are many terms being spoken within the industry: Kanban Pull Systems Batch-of-One Production Andon Total Productive Maintenance (TPM) Kaizen Worker Empowerment
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Defining Lean Manufacturing Many people refer to the Toyota Production System when discussing Lean Manufacturing.
For our discussion, we will define lean manufacturing as the process of identifying and eliminating waste within our operations including manufacturing, engineering and administration.
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The evolution of the manufacturing system. The process of manufacturing and supplying products has evolved from simple craft production to a fast-paced, global-oriented arena.
Evolution
Craft
Mass
Lean
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Waste
Product Shipment
Customer Order
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Product Shipment
WASTE
Time (shorter)
Lean Manufacturing helps to shorten the timeline between the customer order and the product shipment.
Why make the change to Lean Manufacturing? Lean Manufacturing implementation has been shown to aid companies in the following areas: Improves productivity
People stop wasting effort on non-value added tasks
Predictable and stabile environment
Increases Flexibility
Quicker response to changes in customer orders
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Reduces Costs
Many industry-leading companies have determined that they must change their business practices to maintain their markets.
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Ford Motor Company Chrysler Corporation General Motors US Military Sara Lee
Price = costs + profit Price is fixed by the customer Cost reduction is the only way to make profit
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Eliminate non value-added elements of work. Create the flow of value at the pull of the customer. Focus on eliminating waste.
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Waste (wast)n. - anything that takes time, resources or space but does not add to the value of the product or service delivered to the customer.
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While products differ, the typical wastes found in each factory are similar:
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WASTE
Waste - Waiting
People and/or Machines waiting on Product
Time 0 Processing Time = 1 minute / unit A B C D
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12
40
7
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Waste - Conveyance
Example: Raw material being stored away from the place of use. Result: We must inform tracking personnel where to pick up material. We will need additional storage location other than point of use. We need additional material movement personnel and equipment. Processing Waste: Performing operations that are not required to manufacture or assemble the product to the customers quality expectations.
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Waste - Motion
Whatever time not spent in adding value to the product should be eliminated as much as possible. Movement does not necessarily indicate valueadded work. Categories of Work
Value Added - something the customer will pay for Incidental - something which has to be done Waste - provides no value or service
Motion
Waste - Over-production
Created by producing goods above the amount required by the market. extra defects
extra handling extra space
OverProduction
extra people
extra overhead
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Sea of Inventory
Poor Scheduling
Machine
Quality
Line
Problems
Imbalance
Vendor Long SetUp Time
Breakdown
Long
ication
Delivery
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Transportation
Problem Absenteeism
Lessons Learned
Map the value stream just like manufacturing. Make the process very visible. Focus on the non value-added tasks. Use standardized work to organize tasks. Look for rework loops and delays for decisions. Lean principles apply to administration and engineering, as well as process and repair.
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Lean Tools
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Summary
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Summary
The challenge for todays manufacturers is great. Many companies are struggling to regain a competitive edge in manufacturing. Lean Manufacturing offers many organizations a proven methodology to help reduce waste in their operations. However, unless you are committed to making such a significant change, Lean Manufacturing may cause you more headaches than you wish to handle.
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THANK YOU