Intro Lean Con

8/14/2019 Intro Lean Con

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Object of Enterprise

To Increase Profit

Growth by Top & Bottom Line

with improve Living Standard


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INCREASE PROFIT

Selling Price = Cost + Profit

o Profit = Selling Price Cost

Selling Price is Decided by Market

Leads to

Actual Movement of Reducing Cost


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Reduce Cost

Material

Cost

Energy

Cost

Processing

Cost

Over

Head

cost

Cost Price

Processing

Conveyance

Inspection

Stagnation

Useful Job

from customer

point of view

Waste

Worthless Job does

not increase value to

the process

Decided by manufacturing method

Actual movement for Reducing Cost

Remove Waste


4/43

Concept of 3Mus


5/43

MURI STRAIN

MURA INCONSISTENCY / IMBALANCE

Muda WASTE

3 MUs

Waste

MuraMuri


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To make 2 trips,

carrying 6 tons at atime is Muri

(overburden)

X 2 = MURI

What is Muri & Mura

Material Source: Toyota Training Handouts


7/43

Making 6 trips,

carrying 2 tons at atime is Waste

(waste)

X 6 = Waste

What is Muri & Mura



8/43

A mixture of the two is

Mura (unevenness)

= MURA

What is Muri & Mura



9/43

3 trips, carrying 4 tons at a time, eliminates Waste, while at

the same time no causing Muri.

X 3 =

no

Waste,

no muri,

no mura

What is Muri & Mura



10/43

Achieving such a balance everywhere in the company is oneof the primary aims of the Toyota production system.

Elimination of the 3Ms is always in the Toyota employees

mind, as everyone tries to keep waste down without causing

overburden.

X 3 = NO 3Ms

X 2 = MURI(over burden)

MURA(unevenness)

X 2 = MURI(waste)

Capacity

: 4tons

12 TONS

1 ton

What is Muri & Mura



11/43

Three Types of Work Motion

motion

Eamples:

Weld flange

onto part Bolt

part to product

Value

Adding

Waste

Eamples:

Pull down tool

Unclamp & clamp fixture

Eamples:

Walking to get parts

Waiting times

Incidental

Work

Work


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Elimination of Waste (Waste)

What is Waste

Operation = Work + Waste

Work = Increases value of production

Waste = Increases cost of production

Kaizen

(Improvement)

Total amount of labor No Change

Labor Density Effectiveness =Work

Work + WasteTo 100%

= Work Waste

Waste

Working


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Waste of Overproduction/ Excess Documentation

Waste of Stock

Waste of Conveyance (Transport)

Waste of Waiting

Waste of Operation Itself

Waste of Movement of Operator

Waste of Production of Inferior goods

Types of Waste (Waste)

Waste

Monster

Profit


14/43

Elimination of Waste through

Toyota Production SystemThe basis of Toyota Production System is

absolute elimination of waste

The two Pillars are: just-in time

autonomation or ( automation with a humantouch)


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Just-in-Time (JIT)

A fundamental pillar of a Lean production

system is the concept of just-in-time (JIT).

JIT simply means that you get what you

need, where and when you need it


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Time is money. focus on time, you're likely to find the hidden

costs in an inefficient production system

materials arrive at the factory in time to enter theproduction process allows a company to minimize

the amount of inventory it must hold and storea

costly activity.

minimizes the cost of obsolescence, when parts sit

on the shelf so long that they become obsolete.

Just-in-Time (JIT) Cont.


17/43

Resources, Techniques,

and Principles the right resources and the right tools

must be applied to achieve three key Lean

principles.standardized work procedures to produce

a product at a pace that matches the rate of

customer demandtakt time. (Takt is theGerman word for a conductor's baton.)


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Standard quantity of materials needed to keep

everyone in the process operating and a signal that

can tell people to "build one more" to achieve one-

piece flow.

must have machines available when they are

needed and again, a signal to tell people when

there is a problem.

Resources, Techniques,

and Principles


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autonomation or ( automation with

a human touch)

Error-free production the concept of error-free

production.

Error-free production means first-time quality.Stop production when a defect is detected. Doing

so prevents defects from traveling on to the next

process, and the sooner an error is detected, the

easier it will be to find the cause and solve it.


20/43

2. Design reliable processes and system to preventdefects from occurring in the first place.

3. Separate human work from machine work. In

other words, use the company's resources

appropriatelyallow machines to do the repetitiveand monotonous tasks, while people perform the

work that requires decision-making and problem-

solving skills.

By continuously driving out the waste ofimperfection, companies can eliminate the amount

of time and money spent on rework, scrap, and lost

production time.

autonomation or ( automation with a human

touch)


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lean concepts

5S

Continuous Improvement

One Piece Flow ( Cell concept)

Poka Yoke Visual Controls

Waste Elimination

Zero Defects


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Waste

Things to Remember about Waste Waste is really a symptom rather than a root cause of

the problem

Waste points to problems within the system (at bothprocess and value-stream levels)

We need to find the address causes of waste

The elements of process that add no value to the product

Waste only adds cost and time


24/43

Overproduction

= Making more than is required by the nextprocess

= Making earlier than is required by the next

process= Making faster than is required by the next

process


25/43

Individual Efficiency vs. System Efficiency

How fast should we produce ?


26/43

Isolated Operations verses Group operation

After Improvement


27/43

Poka - Yoke


28/43

Basic Classifications of Poka-YokePrediction v/s Detection

When a Poka-Yoke is designed in a way that it helps

the person to recognise the defect before it is about to

occur, it is called a Prevention or Prediction typePoka-Yoke.

When a Poka-Yoke helps the personto know

immediately on the occurrence of the defect then it is

called Detection type Poka-Yoke. Detection is after

the defect is produced. The merit of this type o

Poka-Yoke is based on the stage at which the defect is

detected. In sim le lan ua e Earlier the better.


29/43

B. Alarm v/s Shutdown v/s Control

Alarm

Signals in form of trigger/alert are used to warn when an

abnormality, has occurred (detect) / about to occur

(predict).

Shutdown

Normal function of process is stopped when defect is

predicted/detected.

Control

In Prevention type Poka-Yoke, Control means that even

intentional errors are impossible or methods by which

the cause of a defect if it starts happening, then it is


30/43

Just-in-Time

Established by Kiichiro Toyoda, the

founder of the Company. Just-in-Time

means, simply enough, supplying the right

parts, at exactly the right time and in

Part Needed

At Time Needed

In Amounts Needed


31/43

Where a customer can get-

(1) what is needed

(2) at the time needed

(3) in the amount needed

Therefore the supermarket is a place where

we can buy according to need

What is a Super-Market

S k t & K B C t


32/43

Supermarket & KanBan ConceptSUPER MARKET

SUPER MARKET WAREHOUSE

FACTORY & WAREHOUSESUPPLY

FROM

FACTORY

REP

LE

N I S

H

W

ARE

HO U

SE

TO

RA

C K


33/43

Where a customer can get-

(1) what is needed

(2) at the time needed

(3) in the amount needed

Therefore the supermarket is a place where

we can buy according to need

What is a Super-Market


34/43


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Side Loading- different

bins/suppliers and easy to load

Part Supply truck

Know How to lower


36/43

Know-How to lower

Transportation Cost

and Inventory


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Elimination of Muda, Mura and

Muri

Supply 1/day

Supply 4t/day

Excess inventoryLeveled production


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Parts Supply FIFO


40/43

Parts Supply Schematic

Flow

Buffer Area

Receiving area/line side

direct supplyNo Separate Stores

Supplier

Customer


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Takt Time (TT)

The customer demandrate

Planned Cycle Time (PC/t)

A production rate that is

different from the actualcustomer demand rate.

Operator Cycle Time (Oc/t)

Time an operator

requires to go through all

of his or her work

elements one time.

Lead Time (L/T)

The time it takes one

Op 1 2 3 4


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The Operator Balance Chart

Represents one continuous

flow

line = Takt time

Each bar show the per-cycle

work elements for one

operator

Bars go from bottom to top

Your line/cell layout,

equipment requirements, and

parts delivery build right offthis operator balance chart

takt time

time

(in seconds)

Op 1 Op 2 Op 3 Op 4

i h l h


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Using the Balance Chart to

Design a Flow

Conduct paper kaizen

Eliminate waste, minimizeincidental work

Ignore walk times for now

Observe and record actual times

Check equipment capacity

Observe and list work

elements

Time each

work element

Calculate number

of operators

Design layout

for one operator

Distribute work

elements on OBC

Debug and kaizen

1

2

3

4

5

6

Intro Lean Con

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