Professional Documents
Culture Documents
Chapter 12
Lean Manufacturing
Learning Objectives
After completing the chapter you will:
• Learn how a production pull system
works
• Study Toyota Production System
concepts
• Learn about how value stream mapping
can be used to identify wasteful activities
• See how Kanban cards can be used to
control a pull system
• Understand how to accomplish lean
production
• See examples of lean concepts applied
to service systems 1-3
4
Lean Production
1-4
5
1-5
6
Elimination of Waste
Some plants in
Japan have as
Coordination few as 30 and as
System Integration many as 1000
employees
1-7
8
Note how the flow lines are going back and forth
• Using Departmental Specialization for plant layout can cause a
lot of unnecessary material movement
Heat Treat
1-8
9
Minimizing Waste:
Group Technology (Part 2)
Grinder
1 2
Saw Lathe Lathe Press
Heat Treat
Grinder
Saw Lathe A B Lathe Press
1-9
10
Minimizing Waste:
Uniform Plant Loading (heijunka)
Example: By
identifying defective
Machine
downtime
items from a vendor
early in the
Scrap Vendor production process
Work in delinquencies Change the downstream work
orders
process is saved
queues Engineering design Design
(banks) redundancies backlogs
Example: By
Paperwork Inspection Decision identifying defective
backlog backlogs backlogs work by employees
upstream, the
downstream work is
saved
1-11
12
Storage Storage
Machine Part A Part A Assembly
Center
Line
Production kanban
Material Flow
The process begins by the Assembly Line
people pulling Part A from Storage Card (signal) Flow
1-12
13
1-13
14
DL (1 S )
C
k = Number of kanban card sets (a set is a card)
D = Average number of units demanded over some time
period
L = lead time to replenish an order (same units of time as
demand)
S = Safety stock expressed as a percentage of demand
during leadtime
C = Container size
1-14
15
DL(1 S ) 5(2)(1.1)
2.75, or 3
C 4
1-16
17
• Level payrolls
• Subcontractor networks
1-17
18
• Link operations
• Balance workstation capacities
• Redesign layout for flow
• Emphasize preventive maintenance
• Reduce lot sizes
• Reduce setup/changeover time
1-19
20
• Worker responsibility
• Measure SQC
• Enforce compliance
• Fail-safe methods
• Automatic inspection
1-20
21
• Level schedule
• Underutilize capacity
1-21
22
• Demand pull
• Backflush
1-22
23
• Frequent deliveries
• Quality expectations
1-23
24
• Stores
• Transit
• Carousels
• Conveyors
1-24
25
• Quality expectations
1-25
26
• Root cause
• Solve permanently
• Team approach
• Continual education
1-26
27
• Emphasize improvement
• Track trends
1-27
28
• Organize Problem-Solving
Groups
• Upgrade Housekeeping
• Upgrade Quality
1-28
29
• Reorganize Physical
Configuration
• Introduce Demand-Pull
Scheduling
End of Chapter 12