LEAN
MANUFACTURING
LEAN MANUFACTURING
WHAT IS LEAN?
LEAN PRINCIPLES
SOME FURTHER CONCEPTS
THE LEAN TOOLBOX
MANAGING CHANGE
WHAT IS LEAN?
WHAT IS LEAN?
WHAT IS LEAN?
WHAT IS LEAN?
Lean is so much more than a tidy, clean, well organised shop floor.
Although many organisations dont take it any further.
Lean originated as the Toyota Production System for automotive
manufacturing.
It is a very specific set of interlocking principles, practices, tools and
behaviours.
Most of which are just common sense and good practice.
It focusses on VALUE as defined by the customer.
Everything else is classified as WASTE.
A Lean system produces what customers want,
when they want it.
LEAN.. How will an organisation benefit?
It will become truly customer focussed,
Cut costs and losses by removing wasteful processes,
Be more profitable,
Have a more engaged & empowered workforce at all levels,
...and its people will be working better, not harder and faster.
LEAN.. How will an organisation benefit?
It will become truly customer focussed,
Cut costs and losses by removing wasteful processes,
However, along the way
there may well be angst,
Be more profitable,
scepticism, resistance,
Have a more engaged
& empowered
workforce at all levels,
hostility,
fear, anger
and
evennot
tears!
...and its people
will bemaybe
working better,
harder and faster.
THE 5 LEAN PRINCIPLES
Specify
VALUE
Strive for
PERFECTION
Establish
PULL
- not Push
Identify
VALUE
STREAMS
Create
FLOW
Lean Principles VALUE
In Lean terms VALUE can only be defined by the
customer.
A supplier or service provider must understand what
the customer values.
Then it can supply the product or service for which
The customer is paying :
At the agreed price.
Delivered on time and in full.
To the customers specification
(no moreno less).
Lean Principles THE
VALUE STREAM
Customer contract
160 / week
Electronic sub-assembly production
Production
control system
Weekly schedule
Construct
chassis
Mount
components
on PCB
Fit PCB to
chassis
Functional
test
Paint &
label
Ship
THE VALUE STREAM : The key activities involved in the
provision of a product or service.
Lean Principles FLOW
Electronic sub-assembly production
Customer contract
160 / week
Production
control system
Weekly schedule
Construct
chassis
FLOW :
Mount
components
on PCB
Fit PCB to
chassis
Functional
test
Paint &
label
The progress of the product
along the Value Stream.
Ship
Lean Principles FLOW
Electronic sub-assembly production
Customer contract
160 / week
Production
control system
Weekly schedule
Construct
chassis
Mount
components
on PCB
Fit PCB to
chassis
Functional
test
Paint &
label
Henry Ford
1908 : Manufacture of Model T
1913 : Introduction of rolling production lines
FLOW :
The progress of the product
along the Value Stream.
Ship
Lean PrinciplesPULL
Customer contract
160 / week
on demand
Electronic sub-assembly production
Production
control system
Schedule
Schedulemonitoring
monitor
Construct
chassis
PULL :
Mount
components
on PCB
Fit PCB to
chassis
Functional
test
Paint &
label
Ship
The demand system.
Everything is PULLED by the customer.
Lean PrinciplesPULL
on demand
1975 : Toyota Production System
TPS
Taiichi Ohno
A pulled manufacturing system
incorporating Just in Time.
PULL :
The demand system.
Everything is PULLED by the customer.
Lean PrinciplesPULL
on demand
Just In Time ( JIT )
Parts are delivered to points on the Value Stream just in time for
use.
In a pushed system the delivery is to a pre-arranged schedule.
In a Lean pulled system the parts are delivered just in time,
. but only on demand.
PULL :
The demand system.
Everything is PULLED by the customer.
Lean PrinciplesPERFECTION
KAIZEN
Constantly look for ways to improve.
1996 : USA Womack & Jones
LeanSome further concepts
Value Added / Non-Value Added
The 7 Lean Wastes
Value Added / Non-Value Added
Activities in a process are only Value Added if they
directly increase the value of the product (or service)
to the customer.
This is what the customer is paying for.
Everything else is Non-Value Added or Waste
5%
Typically :
V.A.
N.V.A.
5%
95%
95%
Value Added / Non-Value Added
In practice some N.V.A activities are essential for
maintaining the viability of the operation.
V.A. 5%
(Essential) N.V.A. 15%
N.V.A. 80%
5%
15%
80%
VALUE ADDED
VALUE ADDED
NONVALUE ADDED
Electronic sub-assembly production
Customer demand
160 / week
Production
control system
Schedule monitor
Construct
chassis
Mount
components
on PCB
VALUE
ADDED
Fit PCB to
chassis
Functional
test
Paint &
label
NON-VALUE
ADDED
Ship
VALUE ADDED
NONVALUE ADDED
Lead time & Cost
Construct
Chassis
Mount
components
on circuit
board
Fit circuit
board to
chassis
Functional Paint and
test
label
Ship
Value
Stream
Collect parts
from Stores
Value Added
Wait for
availability of
PicknPlace
machine
Transfer
Chassis &
circuit board
to assembly
line
Wait in paint Complete
QA
inspection shop queue shipping
paperwork
Non-Value Added /
Waste
Reducing Lead time
Lead time & Cost
Lead time / Cost
Identify V.A. activities
Value
Adding
Bring V.A. activities closer together, by reducing N.V.A. / Waste.
V.A.
Essential Non-V.A.
Reduced Lead time / Cost
V.A. / N.V.A.
A&E example
10 hrs 30mins
Arrived at
hospital
Triage
Nurse
Doctor in
A&E
Nurse
10 mins
10 mins
5mins
4 hrs 40 mins
30 mins
Wait in RAU
Wait on
trolley in
corridor
1 hr
X Ray
Moved from
trolley to bed
Nurse
15mins
5 mins
5 mins
1 hr
Wait on
trolley in
A&E & X-Ray
1 hr
1 hr 30mins
Wait in bed
in A&E
Patients perception of V.A. = 50mins = 7.9%
Fell
asleep
LEAN The 7 Wastes
Transportation
Defects
Inventory
Motion
Overproduction
Over processing
Waiting
LEAN The 7 Wastes
Transportation
The 8th
Waste
Defects
Talent
Inventory
Motion
People waste their skills, training,
Overproduction
experience and
qualifications on
non-Value Added activities.
Over processing
Waiting
The Lean Toolbox
Workplace organisation / The Visual
Workplace
Process mapping
Setup time reduction.Quick changeover
Error Proofing
Line balancing
Workplace Organisation
(5S)
5S comes directly from the Toyota Production System
Seiri
SORT
Seiton
SET
SHINE
Seiso
Seiketsu
Shitsuke
STANDARDISE
SUSTAIN
Workplace Organisation (5S)
1 SORT - Clear out rubbish & unwanted items.
2 SET - Organise equipment, documentation, machinery etc.
3 SHINE - Make the workplace professional looking.
4 STANDARDISE Establish common working practices.
5 SUSTAIN Resist the temptation to fall back into old ways.
Workplace Organisation (5S)
Tidiness is in the eye of the beholder.
5S / Visual Workplace
5S / Visual Workplace.. Shadow board
5S / Visual Workplace.. Floor markers
5S / Visual Workplace.. Too Far ?
Process mapping
Any Process Has at Least 3 Versions.
1 - What you THINK it is.
3 - What it SHOULD be.
2 - What it ACTUALLY is.
Process mapping
Value Added
Process mapping
Value Added
Process mapping
Process mapping
THE ORIGINAL PROCESS - Current State
THE NEW PROCESS
Future State
Setup time reduction.Quick Changeover
Setup time is non-Value Added so should be minimised.
Optimise loading and unloading of machines , assembly
jigs etc in a value stream.
Use adaptors and interfaces to enable quick changeover
between different product types.
Use quick changeover fixings such as wing nuts and
quick-release clamps.
Quick Changeover.. example
Before
Washers, bolts, Allen keys
After
Twist and lock quick-release clamp
Changeover time 6 minutes
Changeover time 1 minute
Error Proofing
Make errors an impossibilityReducing Risk
Make it physically impossible to perform a process incorrectly.
eg :
Use non-symmetrical guide rails, different sized dowel pins etc.
This ensures that items can only fit into assembly jigs and test
benches correctly.
Error Proofing
Make errors an impossibilityReducing Risk
Make it physically impossible to perform a process incorrectly.
eg :
Use non-symmetrical guide rails, different sized dowel pins etc.
This ensures that items can only fit into assembly jigs and test
benches correctly.
Error Proofing
LINE BALANCING
Electronic sub-assembly production
Customer demand
160 / week
Production
control system
Schedule monitor
Construct
chassis
Mount
components
on PCB
Fit PCB to
chassis
Functional
test
Paint &
label
Ship
LINE BALANCING
Takt Time the drumbeat of the facility
(Derived from the German taktzeit : cycle time)
Takt Time = Available working time
Customer demand rate
Available daily working time = 8hrs
Weekly output requirement = 160 units
Daily output requirement = 32 units
Takt Time = 8 / 32 = 0.25hr
= 15 mins
LINE BALANCING
Electronic sub-assembly production
Customer demand
160 / week
Production
control system
Schedule monitor
Construct
chassis
15 mins
Mount
components
on PCB
Fit PCB to
chassis
Functional
test
Paint &
label
15 mins
15 mins
15 mins
15 mins
Time at each work station = 15mins (max)
Ship
Managing Changethe people
Directors & senior management :
They must believe its the right thing to domake the decision.
Commit resources.moneypeoples time.
Middle management :
Manage the staffwork with improvement practioners.
Be prepared to listen to ideas from their teams.
Be prepared to delegate.
The workforce :
Use the opportunity to input ideas.
Enjoy putting right those things that have niggled for years.
Stop moaning get involved.
Lean.Managing Change.How?
By Diktat
Youre going to improve
Not much actually happens
Lean.Managing Change.How?
Bring in teams of external improvement consultants
They make all the required changes and set up new systems.
Impose the systems and train the workforce to use them.
They then withdraw.
Improvements adopted half-heartedly and fade away
Lean.Managing Change.How?
Create Lean Improvement teams
Involve the whole workforce in improvements.
Convince everyone of the benefits.
Provide companywide Lean training.
Users of systems identify any improvements and changes,
and then put them in place themselves.
Improvements and changes are maintained.
Managing Changethe challenge
Scepticism..
Yet another initiative
weve seen it all before.
Fear of change.. Ive always done the job this way
so why is it wrong now?
Just another way of cutting jobs
Opposition & hostility. Its a load of cr#p !
I am NOT cooperating!
Blame Culture. If I suggest something and it
goes wrong Ill be in big trouble.
Surprises.
LEAN..HEALTH WARNING!
Lean is a means to an
end .not an end in
itself.
Lean Manufacturing
LEAN
MANUFACTURING
