Chapter 16 Lean Systems. Lecture Outline Basic Elements of Lean Production Benefits of Lean...
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Transcript of Chapter 16 Lean Systems. Lecture Outline Basic Elements of Lean Production Benefits of Lean...
Chapter 16
Lean Systems
Copyright 2011 John Wiley & Sons, Inc.
Lecture Outline
• Basic Elements of Lean Production• Benefits of Lean Production• Implementing Lean Production• Lean Services• Leaning the Supply Chain• Lean Six Sigma• Lean and the Environment• Value Stream Mapping
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Copyright 2011 John Wiley & Sons, Inc.
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
• Muda• waste, anything other than that which adds value to
product or service
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Copyright 2011 John Wiley & Sons, Inc.
Waste in Operations
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Copyright 2011 John Wiley & Sons, Inc.
Waste in Operations
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Copyright 2011 John Wiley & Sons, Inc.
Waste in Operations
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Copyright 2011 John Wiley & Sons, Inc.
Basic Elements
1. Flexible resources2. Cellular layouts3. Pull system4. Kanbans5. Small lots6. Quick setups7. Uniform production levels8. Quality at the source9. Total productive
maintenance10. Supplier networks
16-7Copyright 2011 John Wiley & Sons, Inc.
Copyright 2011 John Wiley & Sons, Inc.
Flexible Resources
• Multifunctional workers• perform more than one job• general-purpose machines perform several basic
functions• Cycle time
• time required for the worker to complete one pass through the operations assigned
• Takt time• paces production to customer demand
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Copyright 2011 John Wiley & Sons, Inc.
Standard Operating Routine for a Worker
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Copyright 2011 John Wiley & Sons, Inc.
Cellular Layouts
• Manufacturing cells• comprised of dissimilar machines brought together to
manufacture a family of parts
• Cycle time is adjusted to match takt time by changing worker paths
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Copyright 2011 John Wiley & Sons, Inc.
Cells With Worker Routes
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Copyright 2011 John Wiley & Sons, Inc.
Worker Routes Lengthen as Volume Decreases
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Copyright 2011 John Wiley & Sons, Inc.
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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Copyright 2011 John Wiley & Sons, Inc.
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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Copyright 2011 John Wiley & Sons, Inc.
Sample Kanban
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Copyright 2011 John Wiley & Sons, Inc. 16-16
a) Two-bin inventory system b) Kanban inventory system
Reorder card
Bin 1
Bin 2
Q - R
Kanban
RR
Q = order quantity
R = reorder point - demand during lead time
Origin of Kanban
Copyright 2011 John Wiley & Sons, Inc.
Types of Kanban
• Production kanban– authorizes production of
goods• Withdrawal kanban
– authorizes movement of goods
• Kanban square– a marked area designated
to hold items
• Signal kanban– a triangular kanban used
to signal production at the previous workstation
• Material kanban– used to order material in
advance of a process
• Supplier kanban– rotates between the
factory and suppliers
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Copyright 2011 John Wiley & Sons, Inc.
Dual Kanban System
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Copyright 2011 John Wiley & Sons, Inc.
Other Kanbans
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Copyright 2011 John Wiley & Sons, Inc.
Other Kanbans
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Copyright 2011 John Wiley & Sons, Inc.
Determining Number of Kanbans
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where
N = number of kanbans or containersd = average demand over some time periodL = lead time to replenish an orderS = safety stockC = container size
No. of Kanbans =average demand during lead time + safety stock
container size
N =dL + S
C
Copyright 2011 John Wiley & Sons, Inc.
Determining Number of Kanbans
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d = 150 bottles per hourL = 30 minutes = 0.5 hoursS = 0.10(150 x 0.5) = 7.5C = 25 bottles
Round up to 4 (to allow some slack) or down to 3 (to force improvement)
N = =
= = 3.3 kanbans or containers
dL + SC
(150 x 0.5) + 7.5
2575 + 7.5
25
Copyright 2011 John Wiley & Sons, Inc.
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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Copyright 2011 John Wiley & Sons, Inc.
Inventory Hides Problems
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Copyright 2011 John Wiley & Sons, Inc.
Less Inventory Exposes Problems
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Copyright 2011 John Wiley & Sons, Inc.
Components of Lead Time
• Processing time• Reduce number of items or improve efficiency
• Move time• Reduce distances, simplify movements, standardize
routings
• Waiting time• Better scheduling, sufficient capacity
• Setup time• Generally the biggest bottleneck
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Copyright 2011 John Wiley & Sons, Inc.
Quick Setups
• Internal setup– Can be performed
only when a process is stopped
• External setup– Can be performed in
advance
• SMED Principles– 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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Copyright 2011 John Wiley & Sons, Inc.
Techniques for Reducing Setup Time
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Copyright 2011 John Wiley & Sons, Inc.
Techniques for Reducing Setup Time
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Copyright 2011 John Wiley & Sons, Inc.
Techniques for Reducing Setup Time
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Copyright 2011 John Wiley & Sons, Inc.
Uniform Production Levels
• Result from smoothing production requirements on final assembly line
• Kanban systems can handle +/- 10% demand changes
• Reduce variability with more accurate forecasts• Smooth demand across planning horizon• Mixed-model assembly steadies component
production
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Copyright 2011 John Wiley & Sons, Inc.
Mixed-Model Sequencing
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Copyright 2011 John Wiley & Sons, Inc.
Quality at the Source
• Visual control– makes problems visible
• Poka-yokes– prevent defects from
occurring
• Kaizen– a system of continuous
improvement; “change for the good of all”
• Jidoka– authority to stop the
production line
• Andons– call lights that signal quality
problems
• Under-capacity scheduling– leaves time for planning,
problem solving, and maintenance
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Copyright 2011 John Wiley & Sons, Inc.
Examples of Visual Control
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Copyright 2011 John Wiley & Sons, Inc.
Examples of Visual Control
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Copyright 2011 John Wiley & Sons, Inc.
Examples of Visual Control
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Copyright 2011 John Wiley & Sons, Inc.
5 Whys
• A key part in an effective Kaizen is finding the root cause of a problem and eliminating it
• A practice of asking “why?” repeatedly until the underlying cause is identified (usually requiring five questions)
• Simple, yet powerful technique for finding the root cause of a problem
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Copyright 2011 John Wiley & Sons, Inc.
Total Productive Maintenance (TPM)
• Breakdown maintenance• Repairs to make failed machine operational
• Preventive maintenance• System of periodic inspection and maintenance to
keep machines operating
• TPM combines preventive maintenance and total quality concepts
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Copyright 2011 John Wiley & Sons, Inc.
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 Workplace Scan
Copyright 2011 John Wiley & Sons, Inc. 16-40
Seiri (sort)
Seiton (set in order)
Seisou (shine)
5S ScanKeep only what you
need
A place for everything and everything in its place
Cleaning, and looking for ways to keep clean and organized
GoalUnneeded 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 clean; cleaning materials not easily accessible; lines, labels, signs broken or unclean; other cleaning problems
Eliminate or Correct
Copyright 2011 John Wiley & Sons, Inc. 16-41
Seiketsu (standardize)
Shisuke (sustain)
5S ScanMaintaining and
monitoring the first three categories
Sticking to the rules
GoalNecessary information not visible; standards
not known; checklists missing; quantities and limits not easily recognizable; items can’t 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
Eliminate or Correct
5S Workplace Scan
Copyright 2011 John Wiley & Sons, Inc.
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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Copyright 2011 John Wiley & Sons, Inc.
Benefits of Lean Production
• Reduced inventory• Improved quality• Lower costs• Reduced space requirements• Shorter lead time• Increased productivity
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Copyright 2011 John Wiley & Sons, Inc.
Benefits of Lean Production
• Greater flexibility• Better relations with suppliers• Simplified scheduling and control activities• Increased capacity• Better use of human resources• More product variety
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Copyright 2011 John Wiley & Sons, Inc.
Implementing Lean Production
• Use lean production to finely tune an operating system
• Somewhat different in USA than Japan• Lean production is still evolving• Lean production is not for everyone
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Copyright 2011 John Wiley & Sons, Inc.
Lean Production Problems
• Highly variable demand• Large variety of low-volume products• Custom engineered products• Mass production parts• Unexpected changes in demand or supply
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Copyright 2011 John Wiley & Sons, Inc.
Lean Services
• Basic elements of lean production apply equally to services
• Most prevalent applications• lean retailing• lean banking• lean health care
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Copyright 2011 John Wiley & Sons, Inc.
Leaning the Supply Chain
• “pulling” a smooth flow of material through a series of suppliers to support frequent replenishment orders and changes in customer demand
• Firms need to share information and coordinate demand forecasts, production planning, and inventory replenishment with suppliers and supplier’s suppliers throughout supply chain
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Copyright 2011 John Wiley & Sons, Inc.
Leaning the Supply Chain
• Pull a smooth flow of material through the system
• Build a highly collaborative business environment
• Adopt the technology to support your system• Consider “near shoring”
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Copyright 2011 John Wiley & Sons, Inc.
Lean Six Sigma
• Lean and Six Sigma are natural partners for process improvement
• Lean• Eliminates waste and creates flow• More continuous improvement
• Six Sigma • Reduces variability and enhances process capabilities• Requires breakthrough improvements
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Copyright 2011 John Wiley & Sons, Inc.
Value Stream Mapping (VSM)
• A tool for analyzing process flows and eliminating waste
• Specialized icons related to • lean production• material and information flows• “aha” Kaizen bursts
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VSM Shapes
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VSM for Milling & Welding
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VSM for Emergency Room
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Copyright 2011John Wiley & Sons, Inc.All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information herein.