Professional Documents
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Lean Production
Operations Management -- 5th Edition Operations Management 5th Edition
Roberta Russell & Bernard W. Taylor, III
Lecture Outline
Basic Elements of Lean Production Benefits of Lean Production Implementing Lean Production Lean Services
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Lean Production
Doing more with less inventory, fewer workers, less space Just-in-time (JIT)
smoothing the flow of material to arrive just as it is needed JIT and Lean Production are used interchangeably waste, anything other than that which adds value to the product or service
Muda
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Waste in Operations
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Basic Elements
1. 2. 3. 4. 5. 6. 7. 8. 9. Flexible resources Cellular layouts Pull production system Kanban production control Small lot production Quick setups Uniform production levels Total productive maintenance Supplier networks
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Flexible Resources
Multifunctional workers
perform more than one job general-purpose machines perform several basic functions time required for the worker to complete one pass through the operations assigned paces production to customer demand
Cycle time
Takt time
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Cellular Layouts
Manufacturing cells
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Pull System
Material is pulled through the system when needed Reversal of traditional push system where material is pushed according to a schedule Forces cooperation Prevent over and underproduction While push systems rely on a predetermined schedule, pull systems rely on customer requests
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Kanbans
Card which indicates standard quantity of production Derived from two-bin inventory system Maintain discipline of pull production Authorize production and movement of goods
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Sample Kanban
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Origin of Kanban
a) Two-bin inventory system Bin 1 Bin 2 Reorder card Q-R R R b) Kanban inventory system Kanban
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Types of Kanban
Production kanban
Signal kanban
authorizes production of goods authorizes movement of goods a marked area designated to hold items
Withdrawal kanban
a triangular kanban used to signal production at the previous workstation used to order material in advance of a process rotates between the factory and suppliers
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Material kanban
Kanban square
Supplier kanban
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dL + S C
(150 x 0.5) + 7.5 dL + S N= = C 25 75 + 7.5 = = 3.3 kanbans or containers 25 Round up to 4 (to allow some slack) or down to 3 (to force improvement)
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Small Lots
Require less space and capital investment Move processes closer together Make quality problems easier to detect Make processes more dependent on each other
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Reduce number of items or improve efficiency Reduce distances, simplify movements, standardize routings Better scheduling, sufficient capacity Generally the biggest bottleneck
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Move time
Waiting time
Setup time
Quick Setups
Internal setup
SMED Principles
External setup
Separate internal setup from external setup Convert internal setup to external setup Streamline all aspects of setup Perform setup activities in parallel or eliminate them entirely
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Mixed-Model Sequencing
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Jidoka
authority to stop the production line call lights that signal quality problems
Poka-yokes
Andons
prevent defects from occurring a system of continuous improvement; change for the good of all
Kaizen
Under-capacity scheduling
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Repairs to make failed machine operational System of periodic inspection and maintenance to keep machines operating
Preventive maintenance
TPM Requirements
Design products that can be easily produced on existing machines Design machines for easier operation, changeover, maintenance Train and retrain workers to operate machines Purchase machines that maximize productive potential Design preventive maintenance plan spanning life of machine
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5S Scan
Seiri (sort)
Goal
Keep only what you need
Eliminate or Correct
Unneeded equipment, tools, furniture; unneeded items on walls, bulletins; items blocking aisles or stacked in corners; unneeded inventory, supplies, parts; safety hazards Items not in their correct places; correct places not obvious; aisles, workstations, & equipment locations not indicated; items not put away immediately after use Floors, walls, stairs, equipment, & surfaces not lines, clean; cleaning materials not easily accessible; labels, signs broken or unclean; other cleaning problems Necessary information not visible; standards not known; checklists missing; quantities and limits not easily recognizable; items cant be located within 30 seconds Number of workers without 5S training; number of daily 5S inspections not performed; number of personal items not stored; number of times job aids not available or up-to-date 15-39
A place for everything and everything in its place Cleaning, and looking for ways to keep clean and organized Maintaining and monitoring the first three categories Sticking to the rules
Supplier Networks
Long-term supplier contracts Synchronized production Supplier certification Mixed loads and frequent deliveries Precise delivery schedules Standardized, sequenced delivery Locating in close proximity to the customer
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Lean Services
Basic elements of lean production apply equally to services Most prevalent applications
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