Lean Fundamentals And Line Design 06 04 01
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THE IN FO R M A T IO N AGE STARTS HERE ™ May 8, 2001 THE IN FO R M A T IO N AGE STARTS HERE ™ 1 Lean Fundamentals Lean Supplier Association - Austin May/2001 WELCOME! WELCOME!
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Transcript of Lean Fundamentals And Line Design 06 04 01
T H E I N F O R M A T I O N A G E S T A R T S H E R E ™
May 8, 2001
T H E I N F O R M A T I O N A G E S T A R T S H E R E ™
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Lean Fundamentals
Lean Supplier Association - Austin
May/2001
WELCOME!WELCOME!
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Agenda
Introduction
Lean Thinking
Lean Line Design
Conclusion
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Agenda
Introduction
Lean Thinking
Lean Line Design
Conclusion
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Influences That Trigger Change
high cost of manufacturing
fluctuations in demands
tighter quality
standards
highly configurable
products
long learning curves
material shortages
rapid growth in size & revenue
increased competition
insufficient vendor
capabilities
inconsistent processes
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Industry Phases
Cost Drivers Simpler Designs Commonality Manufacturable Models Maintainability/Serviceability Economies of Scale Short Cycle Times Supply Chain Management
Differentiation
Cost
Innovation
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1995
Benchmarking
Training at JcIT Institute
Pilot conversions on modules
Lean Manufacturing Progression
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1995
1996
‘Lean Teams’ Formed
Division Conversions Began
Support Functions Re-design Began
Lean Manufacturing Progression
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ULMI1997
Lean Manufacturing Progression
1995
1996
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Establishment of Common Processes for:- Manufacturing- Product development- Product management
Improved Performance in:- Profitability- Quality- Cycle Time- Asset Management- Delivery
Unified Lean Manufacturing Initiative
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Transitioning to a Lean Enterprise
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Transitioning to a Lean Enterprise
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Transitioning to a Lean Enterprise
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Going Up for a Strategic View...
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What It Means to be a Lean Enterprise?
ProductsProcessesIndividualsTeamsOrganizationsFunctions
The WHOLE Business System
It Reaches across
It Consists of
CustomersSuppliersBoard of DirectorsInvestors
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A LEAN enterprise focuses on...
A LEAN enterprise practices LEAN thinking!
Eliminating non value-added activities
throughout the enterpriseEliminating non value-added activities
throughout the enterprise
Building an integrated product delivery
process to meet changing needs of customersBuilding an integrated product delivery
process to meet changing needs of customers
Supporting a fundamental change in
management philosophy
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Characteristics of a Lean Enterprise
Processes are in place to
capture the knowledge of
customers (internal and
external!) and their values
All processes, systems and initiatives -including supplier partnerships- are aligned, to efficiently
provide the right products to the right customers at the right time….
The entire product delivery process is flexible so the
enterprise can respond quickly to changes
Management of the business is based on metrics, and they
are aligned at all levels to evaluate performance
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Agenda
Introduction
Lean Thinking
Lean Line Design
Conclusion
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Lean Thinking...
...a mentality that emphasizes doing those things, and only those things, that create or add value to what the
customer is willing to pay for.
If it doesn’t add value, it is WASTE!
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Principles of Lean Thinking from Womack & Jones Lean Thinking
Specify the value of each product and service from the customer’s perspective.
Identify every step in the value stream to highlight waste.
Make products flow without interruption by eliminating waste.
Produce only what is pulled by the customer. Pursue perfection by continually improving.
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Lean Principle #1
Specify the value of each product or service from the customers’
perspective.
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What is value?
Value is the product or service which meets the customer’s requirements at a price he is willing to pay when
he requests it.
Value is providing the right product for the right price at the right time.
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Who’s the Customer?
You will likely have multiple customers, and they change frequently!
Anyone, internal or external, who
requires a product or service
Final consumerBoss/management Co-workers
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Lean Principle #2
Identify every step in the value stream to highlight waste.
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Mapping out the Process
1. Identify all steps in the value stream,including an estimated duration.
2. Identify value add activities vs. waste:Value Added
Necessary, but non-value added Non-value added
3. Indicate types of waste
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A Value Stream
…consists of all activities and processes that are required to bring a specific product/service:
from concept to design and engineering
from raw materials to product launch
from order-taking to scheduling
from delivery to & support of the customer
This means everybody, and everything that takes place to produce the product/service!
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Disconnected Processes
Lost orders, Delays, Mistakes and Other failures that
cost time, money and customers!
Most processes are full of disconnects and bottlenecks where the process crosses
departmental lines.
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Adding Value or Waste?
Lean thinking distinguishes between those
activities that are actually adding value to
the product or service, and those activities
that are not adding value.
If it’s not adding value, it is WASTE!
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Waste
Eliminating waste is the greatest potential source of improvement in corporate profit, performance,
and customer service.
For most production operations:
- 60% add no value at all
- 35% are “necessary” activities, but don’t add value
- only 5% of activities actually add value!
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Lean Flow
Waste disrupts the continuous flow to complete a product or process
– Processes or machines that take too long
– Inadequate training or staffing
– Lack of information and direction
– Bad quality or late arrival of materials
Inventory and queues are usually symptoms of another problem
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Mapping out the Process
1. Identify all steps in the value stream,including an estimated duration.
2. Identify value add activities vs. waste:Value Added
Necessary, but non-value added Non-value added
3. Indicate types of waste
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Value Stream Mapping Tool
Value Stream is all the actions (both value added and non value
added) currently required to bring a product through the main flows
essential to every product
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Why Value Stream Mapping is an Essential Tool
Helps you to visualize the big picture, not just individual processes to improve the whole, not just optimizing the parts.
Helps you to see the sources of waste in your value stream
It forms the basis of a Lean Implementation Plan.
It shows the linkage between the information flow and the material flow.
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Initial Value Stream Mapping Steps
Product Family
Current-State Drawing
Future-State Drawing
Work Plan & Implementation
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Value Stream Improvement & Process Improvement
Follow the product from beginning to end Draw visual representation of every process in the materials and
information flows
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Information for a process data box
“The Big Four”: Number of product variations Cycle time (from 1 piece to the next) Changeover time Process Reliability
Number of operators Scrap Rate Production batch size Working Time (minus breaks) Pack Size
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" C U RR EN T STA TE"
Suppliers - Trident - Reliant - Metal West - Others
As Ordered
ISheer Turret Deburr Brakes Assy &
H ardwarePaint Ship /
Packag ingFG I
I I I I I I1 3 11 7 6 6 7
Day Shift Only
Capacity at Turretdetermines when toSheer
C /T = 3 0 M in
30 D a y sR a w S to c k
5 D a ys
Shifts: 2 + Weekend
1 Person can operate2 m achines
Hi-Flex Capability
40-50% P roductivity
C/O = 45-60 Min
Capacity: 1 job/hr(~10 p lanks/job)
C /T = 1 05 M in
1 4+ D a y s
Shifts: 2 + W eekend
C /T = 1 2 0 M in
KAIZENDeburr is aBottleneck
2 D a ys
S hifts: 2 + W eekend
S etup: 10-120 Min
40-50% Productivity
98-99% Yield (buffersused to make up forscrap)
Uptime is High - PM'sscheduled on W /E
C /T = 12 0 M in
14 D ay s
KAIZENS e tu p R e d u c tio n s
Hardware: 2 shifts / 3 peopleAssem bly: 1 shifts / 3 people
C /T = 6 0 M in
P a in t.5 D a y s
C le a n3 - 5 D ay s
C /T = 1 D a y1 D a y
KAIZENIm p lem e n t P h o s p h a te
D ip C le a n S y st em
KAIZENIn c re a se C a p a c i t y X 3 a t
p a in t b o o t h , p o w d e rp a in t, an d b a t ch o v e n
1 Shift Operation
Dedicated to BusRoute from 5:30am toNoon
No ProductivityMeasure
C /T = 1 D a y
KAIZEND e d ica te d S t ag in g
A re a s
I2 -5 D a ys
2X Month
Inspection
Dallas
3X WeekM ,W ,F
OSP
1I
2 D a ys
Inspection
95% First Pass Yie ld
Production LeadTime
72 Days
Processing Time2days7hrs25min
30 Days 5 Days 14 Days 2 Days 14 Days 5 Days 2 Days
30 min 105 min 120 min 120 min 60 min 1 day 1 day
ProductionControl
Purchase Orders
Placed as needed based upon:* Gross inventory check for spot buys* Bus-Route(contract) forecast
M anufacturing OrdersShop Schedule
Issues Daily Prior ities
OSPPlating
2 Primary & 2Secondary Suppliers
Ap p liedM ateria ls
Daily
FO RECAST
Value Stream M ap
S ta nd a rd P ro d uc t Fa m ily( 75% of P ro du c t)2/15/20 00
Supplier XYZ
A Fictional Value Stream Map - An example of Lean Tools
Total lead timeTotal lead timeTotal lead timeTotal lead time
Qty in WIP = Demand Per DayX 1
Qty in WIP = Demand Per DayX 1
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" FUTURE STATE"
Suppliers - Trident - R eliant - Metal West - O thers
A s Ordered
Sheer Turret De burr Brakes Assy &H ardw are
Paint Ship /Packaging
1 3 11 7 6 6 7
Day Shift O nly
Capacity at Turretdeterm ines when toSheer
C /T = 3 0 M in
3 0 D a y sR a w S to c k
Shifts: 2 + W eekend
1 Person can operate2 m achines
Hi-Flex Capability
40-50% Productivity
C/O = 45-60 Min
Capacity: 1 job/hr(~10 p lanks/job)
C /T = 1 0 5 M in
Shifts: 2 + W eekend
C /T = 1 2 0 M in
Shifts: 2 + W eekend
Setup: 10-120 Min
40-50% Productivity
98-99% Yie ld (buffersused to make up forscrap)
Uptime is H igh - PM'sscheduled on W /E
C /T = 1 2 0 M in
Hardware: 2 sh ifts / 3 peopleA ssembly: 1 sh ifts / 3 people
C /T = 6 0 M in
C /T = 1 D a y1 Shift Operation
Dedicated to BusRoute from 5:30am toNoon
No ProductivityMeasure
C /T = 1 D a y
I2 - 5 D a y s
3X / W eek
Inspection
Dallas
3X W eekM,W ,F
Production LeadTime
33 Days
Processing Time2days7hrs25min
30 Days .5 Days .5 Days .5 Days .5 Days .5 Days .5 Days
30 min 105 min 120 min 120 min 60 min 1 day 1 day
ProductionControl
Purchase O rders
Orders are launched atcalculated re-order points forRaw G ood Kanbans
M anufacturing Orders
Based on Finished GoodsReplenishment Triggers &
Spot Buy Orders
Shop Schedule
Issues Daily Prior ities
O SPPlating
2 Prim ary & 2S econdary Suppliers
A ppliedM ateria ls
Daily
Value Stream M ap
S ta n da rd P ro d u ct F am ily( 75 % o f P ro d uc t)2/25 /20 00
Supplier XYZ
?.5 D a y s .5 D a y s .5 D a y s .5 D a y s .5 D a y s .5 D a y s
?Inventory Sizing of Dallas provided gas
panel enclosures & gas panel p ieceparts (gas panel parts & spares )
? ? D a y s
S h o p o rd e rs a r e L o a d L e v e le d b a s e do n P r o d u c t F a m i ly S c h e d u l in g R u le s
O SP
1
In spection
95% First Pass Yie ld
Finished GoodsInventory
FOREC AST
Daily Pull Orders
O rders are launched atcalculated re-order points forFinished Good Kanbans
D aily Orders - EDI Pull
A Fictional Value Stream Map -An example of Lean Tools
Total lead timeTotal lead timeTotal lead timeTotal lead time
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We need a next Lean Leap: Value Stream Management
Focus on the entire value stream for product families. Make someone responsible for each product family: the Value
Stream Manager. Ask them to create an accurate current state. Tell the traditional functions to support the VSMs.
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Using Five Whys
Root cause
Problem
Data gathering
Problem clarification
Why?Why?Why?Why?Why?
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Measurements
Why measure? What to measure? Hierarchy of measurements Leading and lagging indicators Importance of adding a reference,
benchmark, or standard Location for measurements Data and information Data collection and processing
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Measurements- Why Measure?
You can manage if you can measure Offers a baseline for continuous improvement You will know if your efforts to improve are
working Customer requirements demand it You can make decisions based on the
information derived from the measurements Lean conversion Certification Pricing Etc.
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Measurements To ensure they will be effective and useful, determine:
Which measures does the customer want?
Which measures do you need to improve performance?Cycle time QualityCostProductivity
What information/results do you want to obtain?Remember: if the measure is not being used for
decision making, ask “WHY ARE WE MEASURING THIS?”
Caution: Measurements entail cost and effort!
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Measurements
Determine how the types and locations of the metrics are linked throughout the organization
Identify the critical operations to determine where to start for the most cost effective improvements Create documented maps of the processes:
Identify the inputs & outputsSet applicable standards for each
critical stepShow cause and effect relationshipsDisconnects will indicate missing or
non value- adding measurements
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It all starts with a Hoshin Annual Operating Plan (AOP)...
A specific, measurable
objective to achieve
breakthrough results.
Measurements
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The Aim of Hoshin Planning is to ...
Align people, activities, and
performance metrics throughout all
levels of the organization with
strategic priorities so the Company
can achieve its corporate mission….
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Measurements
Hoshins/AOP Goals
Inventory
Quality Cost Cycle Time
FailureInternal/External
Appraisal
Prevention Throughput Takt
Operating Expenses
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Measurements- Measure What?
Hierarchy of Measurements Similar to Hoshin planning, define the hierarchy of
measurements and show the cascading links between metrics at different levels of the company.
Level 1: Earnings / Profitability, Customer satisfaction, On time delivery
Level 2: Plant based metrics: scrap rates, returns, schedule…
Level 3: Line based metrics: cycle time, yields, escapes...
Plant 1 Plant 2
Company
Lin
e 1
Lin
e 2
Lin
e 3
Lin
e 2
Lin
e 1
Example:3 LevelSystem
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Cascading Objective Process
Level 1
Level 3
Level 2
Pro
gram
sD
ivis
ion
Co
rpo
rati
on Hoshin
Initiatives
Corporate Objectives Strategies
Business Unit Objectives
Business Unit
Strategies
Division Objectives
Division Strategies
Bu
sin
ess
Un
it
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Measurements- Measure What?
Have consistent definitions for whatever is being
measured
Know the difference between proactive and reactive:
- Lagging - downstream indicators for use in preventing
defects upstream (reactive)
- Leading - upstream indicators for use in predicting quality
downstream (proactive)
Example: high reject rates (leading) can be an
indication of poor profitability (lagging)
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Measurements- Measure What? Measures have little meaning in isolation Comparison with a reference will add relevance In absence of a standard or benchmark, at least
have a baseline to use for making comparisons
Month
Cycle Time
Month
Cycle Time Target
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Measurements- Measure Where?
Most measurements are carried out too late; typically at the
end of the process (lagging indicators) Such measurements are usually easy and convenient to
install, but might be of little help in preventing problems Measuring as close as possible to the point of cause or
occurrence is more pro-active (leading indicators) Implementing closed loop feedback and real time controls
on the operations can actually prevent non-conformances
from occurring in the first place
Measurements are often started on every operation in the
business, even if they aren’t the right ones!
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Measurements- Data and Information
Data is not always the same as information Information is that which can be used for decision
making Information for one stage can be data for the next
---Data set 1---Data set 2---Data set 3
Information set 3
Information set 1
Information set 2
Processing
Data set 4Data set 5
Processing
Supplier End Applied Materials End
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Measurements-Data Collection and Processing
The metric is only as good as the integrity of the
data collected Statistical treatment of data can add more power to
analysis & decision making Presentation of information should be simple yet
comprehensive, and it should be directly aimed at
facilitating the decisions that are to be made Information should be made available in a timely
manner to those who need it Cross check to see if the information is useful in the
way it is intended to be
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Measurements - Summary Start with what is important to the customer Remember that measurements are often lagging
indicators Understand the process, the causes/effects, the
inputs/outputs Develop the hierarchy of measurements to
address gaps and redundancies Identify the critical points where measurements
will make the biggest difference
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Measurements - Summary Use measurements as leading indicators for
the most proactive approach, and understand
how they are linked to lagging indicators.
Data integrity checks are important since it
becomes the foundation for many decisions
Presentation of information (rather than data)
should be simple, comprehensive, and timely
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1. Identify all steps in the value stream,including an estimated duration.
2. Identify value add activities vs. waste:Value Added
Necessary, but non-value added Non-value added
3. Indicate types of waste
Mapping out the Process
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Overproduction
Waiting Time
Transportation
Processing
Inventory
Motion
Defects
7 Wastes
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Overproduction
Producing More Than NeededProducing More Than Needed
Producing Faster Than NeededProducing Faster Than Needed
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Wait Time
Waiting for signatures Waiting for signatures
Watching machines or equipment runWatching machines or equipment run
Keeping busy to avoid being idleKeeping busy to avoid being idle
Waiting for computers to process dataWaiting for computers to process data
Waiting for materials Waiting for materials
Waiting for someone w/ the right skillWaiting for someone w/ the right skill
Waiting in trafficWaiting in traffic
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Transportation
Sending materials/product long distancesSending materials/product long distances
Handling materials/paperwork multiple timesHandling materials/paperwork multiple times
Storing incoming material before it is usedStoring incoming material before it is used
Returning unused materials Returning unused materials
Having multiple storage locationsHaving multiple storage locations
Routing documents to multiple signersRouting documents to multiple signers
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Processing
Processes that don’t do the entire job, or that do it incorrectlyProcesses that don’t do the entire job, or that do it incorrectly
Poorly maintained equipment that produces poor qualityPoorly maintained equipment that produces poor quality
Doing things manually instead of automaticallyDoing things manually instead of automatically
Doing more than would be necessary Doing more than would be necessary
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Inventory
Cost of materialsCost of materials
Cost and management of obsolete materialsCost and management of obsolete materials
Space & equipmentSpace & equipment
Interest chargesInterest charges
Defects, reworkDefects, rework
Paperwork & documents in queuePaperwork & documents in queue
Inventory accountingInventory accounting
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Inventory Analogy
Wait Time
DefectsProcess
OverProduction
Water Level = Inventory Level
Boat = Production System
Rocks = Hidden Problems (Uncovered as Inventory is Reduced)
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Motion
Searching for tools or suppliesSearching for tools or supplies
Walking to multiple areas to accomplish a taskWalking to multiple areas to accomplish a task
Things located in random locations or not according to frequency of use
Things located in random locations or not according to frequency of use
Picking something up multiple timesPicking something up multiple times
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Defects
ReworkRework
ScrapScrap
Lost work TimeLost work Time
SortingSorting
Warranty CostsWarranty Costs
Lost Customer SatisfactionLost Customer Satisfaction
Other intangibles (Typos?)Other intangibles (Typos?)
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Lean Principle #3
Make products flow without interruption by eliminating waste.
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Tools & Techniques
5Ss
Poka-yoke
Poka-yoke
Visual Contro
ls
Lean
Enterprise
5 Whys
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5Ss: The Gateway to Quality
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Benefits
Gives the opportunity to provide creative input to how your workplace should be organized and laid out, and
to how your work should be done
Makes your workplace more a pleasant to work
Makes your job more satisfying
Removes many obstacles and frustrations in your work
Helps you know what you are expected to do, and when and where you are expected to do it
Makes it easier to communicate with everyone you work
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5Ss: The Gateway to Quality
5 S
Set in order
Standardize
Shine
Sustain
Sort
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Sort & Discard-Implementation
No Value & EasyTo Dispose Of
Retain SomeValue
No Value ButCostly To Dispose Of
Dispose Immediately
Actively Look For Best Customer
Work Out Less CostlyMethod For Disposal
Necessary Items Implement Next S
UnnecessaryItems
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Sort & Discard
BEFORESort & Discard
AFTERSort & Discard
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Sort & DiscardBefore After
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Set in Order
To arrange necessary items in good order so that they are
easily accessible for use
There should be a home for everything and everything
should be in its home
60 SECONDS RULEEverything should be able to
be found & retrieved within 1 min.
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Set in Order-Implementation
Unnecessary Items Sort/Discard
Frequently Used
Sometimes Used
Not Used But MustBe Kept
Place Near To ThePoint of Use
Place A Bit DistantTo The Point Of Use
Place Separately
NecessaryItems
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Set in Order-ToolsBENEFITS OF MOTION MAPPING
BEFORE
Workstation 100 Workstation 200 Parts
Integration Integration
AFTER
Workstation 100 Parts
Integration
Workstation 200
Integration
Parts
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Set in Order-Tools
LABELING
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Set in Order-Tools
FLOOR TAPING
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Set in Order-Tools
Visual Management - You can see the work status of the line - there is no work present at these stations
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Set in Order-Tools
COLORCODING
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Standardize Taping and Post
U s e d t o t a p e A l m o s t E v e r y t h i n g : C a r t s , T a b l e s , T o o l s , S h e l v e s , M a c h i n e s ,
W o r k s t a t i o n s , I n c o m i n g , O u t g o i n g , a n d W I P M a t e r i a l
U s e d t o t a p e W a s t e : T r a s h C a n s , R e c y c l e B i n s , R e w o r k , D M R
U s e d t o T a p e W a l k w a y s
T A P E I D E N T I F I E R
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Set in Order-Tools
Part Replenishment carts are color coded by particular route.
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Set in Order-Tools
SILHOUETTES/CUTOUTS
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Set in Order-Example
Material Kanbans
Tool Cutouts
Bin Labels
In Process Testing Kanban
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Shine/Inspect-Implementation
Unnecessary Items Sort/Discard
Set in orderNecessary Items
Defect orIrregularity Found
Instant Maintenance
Requested Maintenance
Shine/Inspect
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Shine/Inspect-Tools
1. DEFINE AREA OF RESPONSIBILITYDraw map of cleaning area
2. DISTRIBUTE RESPONSIBILITYSchedule cleaning to be done and people to do it
Devote certain times exclusively to cleaning
3. DEFINE STANDARDDevelop a cleaning/inspection
checklistEstablish a minimum
requirement
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Shine/Inspect-Tools
CheckingItem
5 S Checklist
No unnecessary stock items or work in progressAll machines & equipment are in regular useAll jigs, fixtures and tools are in regular
useAll unnecessary items can be identified at a glanceThere are clear standards for eliminating excess
1
2
3
4
5
Seir
i
1
2
3
4
5
Seir
i
Parts or MaterialsMachines & EquipmentJigs, Fixtures & ToolsVisual ControlsStandards for Disposal
Visual controls used to fix location of all items within the workcenterClear indications of max & min stock quantitiesBlue tape used to divide
workcenterJig and tool storage organized for ease of removal and return
ScoreEvaluation Criteria
Workcenter Name
Out Of
Cat
Comp. ByDateScore
No.
1
2
3
4Seit
on
Storage LabelsQuantity IndicatorsDividing LinesJigs, Fixtures & Tools
CHECKLISTS
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5S Implementation Schedule
Area Lead Training Sort/Discard Arrange/Order Tape/LabelStandardize/
SustainVisual
ManagementDeburring Eli Button Completed Completed Completed Completed 4/30/01 5/8/01Clean Room Frank Avalon 4/29/01 5/2/01 5/9/01 5/16/01 5/25/01 5/31/01Weld Room Tony Bologna 4/30/01 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01Saw Area Adrian Castro 4/30/01 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01Office Areas Gary Grant 5/1/01 5/11/01 5/11/01 5/18/01 5/25/01 5/31/01Stock Room Lee Majors Completed Completed 5/1/01 5/9/01 5/18/01 5/25/01Shipping/Receiving Eli Button Completed 4/30/01 5/3/01 5/11/01 5/25/01 5/31/01Flash Manufacturing Mike Winn 4/29/01 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01Auto Clave Peter Gretzky 4/30/01 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01Q A Don Juan Completed Completed 5/11/01 5/18/01 5/25/01 5/31/01Hardware Eli Button Completed Completed 5/11/01 5/18/01 5/25/01 5/31/01Horizontals Jorge Nakos Completed Completed 5/11/01 5/18/01 5/25/01 5/31/01Shipping/Receiving Adrian Castro Completed 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01Verticals Andy Warhol Completed 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01Lathes Sela Ward Completed 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01Screw Machines Jorge Nakos Completed 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01EDM Adrian Castro Completed 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01Office Areas Jeff Wessley Completed 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01Kanban Area Terry Bologna Completed 5/4/01 5/11/01 5/18/01 5/25/01 5/31/01
NOTE - All steps must be completed and signed off on by 5S Supervisor before moving to the next step
KEY CompletedLate
Bu
ild
ing
1M
ach
ine
Sh
op
STEP ONE - TRAINING
STEP TWO - SORT/DISCARD
STEP THREE - ARRANGE/ORDERSTEP FOUR - TAPE/LABELSTEP FIVE - STANDARDIZE/SUSTAINSTEP SIX - VISUAL MANAGEMENT
Radar charts, 5s seven waste posters, before + after photos, boundary samples, Suggestion boxes, need to be postedKanban system developed for line items, Visual tracking boards in place for production, Visual Work Instructions,
Section off ALL items to be discarded until upper management can find the best home for them. Question the need for EVERY Item large and small; staplers, tape guns, pallet jacks, desks, extra shelving, etc. Also make a list of tools or equipment that you do need and do not have in your area.
All employees in the area need to be trained in the seven waste and 5s
The overall area should have a obvious and smooth flow. Tools, equipment, and material should be located in a reasonable way.Everything in the area needs to have a home. This includes, monitors, tape guns, toolboxes, carts, etc.
5S Organizer and Implementation Schedule
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Shine/Inspect-Tools
SH
ELV
ES
SH
ELV
ES S
HELV
ES
SH
ELV
ES
SH
ELV
ES
SH
ELV
ES
INTEGRATIONSTATION 2
INTEGRATIONSTATION 1
SHELVES
SHELVES
SHELVES
SUBASSEMBLYSTATION 3
SUBASSEMBLYSTATION 3
SUBASSEMBLYSTATION 3
MAPS
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Shine/Inspect-Tools
SeiriSort/
Discard
SeitonArrange/
Order
SeisoClean/
Inspect
SeiketsuStand./Improve
ShitsukeBelieve/
Discipline
5 SCategory Task Responsibility
Date ToComplete
DateCompleted
5 S Schedule
Decide order and frequency: daily, weekly, monthly
SCHEDULE
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5 S Schedule - another example5 S Schedule
REVISION DATE INITIALS REVISON DESCRIPTION
AREA OWNER
Task Description Owner Time (s)Daily 245
1 Visual Inspection2 Empty metal Recycle Bin3 Pull Incoming Materials
Weekly 6001 Sweep Area3 Verify Tools & Equipment
is Working4 Check Safety Gaurds
are in Place5 Verify Eye Wash is Working6 Check First Aid Cabinet7 Internal 5 S Audit
Monthly 3001 Exernal 5 S Audit
Total Time / month (seconds) 8200Total Time / month (minutes) 137
C NC 1
CRANE
INCO
MING
MATE
RIAL
Out G
oing
Mater
ials
Tool
Cart
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5 S Checklist - ExampleArea __________ Date __________
Ratings: 5=Exceptional 4=Above Average 3=Average 2=Needs Improvement 1=Unacceptable
Element SCORE5S
Seiri (Sort/Sift) 12345
Seiton (Arrange/Organize) 123456789
Seiso (Clean) 12
Seiketsu (Maintenance) 123
Shitsuke (Belief/Discipline) 1234567
Area __________ Date __________
Ratings: 5=Exceptional 4=Above Average 3=Average 2=Needs Improvement 1=Unacceptable
No parts, boxes, or any other unnecessary items, including trash, on the floor.No unnecessary items on the line, on/under tables, in the area or overhead.Aisles are totally clear. (No items can be left in the aisles)Walls and overhead space are clear of all unnecessary signs, paper, pictures, etc.No personal belongings in the areaTools, parts, bins, racks, tables,sub-assys, finished goods, etc. are in their proper place.Every item, including furniture, has an identified home.Is every item in its identified home.Parts, tools & equipment stored to ensure safety.Min. / max., & FIFO rules are followed.Kanban rules are followed.Information boards are organized and current.Cables, wires, etc. are neatly tied and securely attached.All cabinets, drawers, racks, shelves, and storage locations are clearly labeled.Tables, tools, equipment, racks, parts, bins, floors, etc.,are clean.Aisles and walls are clean.5S Instructions are posted.5S Schedule is posted and all responsibilities are defined.5S Radar Chart is posted, and is maintained.No food, beverage, eating, or chewing tobacco on the line.Trash cans are not full or over flowing.People talking, playing loud music, or distracting others in the area.Obvious that the people working in the area understand 5S.Obvious that people working in the area believe in 5S.Evidence of 5S competitiveness activities in the area.People working in the area exhibit discipline & concentration on their work.
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Shine/Inspect-Tools -- Radar ChartCategory Element Avg. Score Work Center: Class 100 Week Ending: 07/01/99
1 Seri 1 12 13 14 15 11 Seiton 2 22 13 34 35 36 17 18 19 11 Seiso 3 32 31 Seiketsu 1 32 03 01 Shitsuke 2 32 33 34 25 26 37 1
5S Radar ChartWorkCenter:
Date:
0
1
2
3
4
5Seri
Seiton
SeisoSeiketsu
Shitsuke
Class 100
07/01/99
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Shine/Inspect-Tools -- Thermometer
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Standardize
VIP TOUR
MONDAY TUESDAY
THURSDAY
…...Not just when the boss is around
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Standardize
THURSDAY
MONDAY TUESDAY
…….Not just at the beginning of the week
WEDNESDAY
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Standardize...But as a regular function of your daily activities
WEEK 1
WEEK 5
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SustainPROMOTION AND RECOGNITION
PROGRAM
Leadership RolesEstablish a 5 S evaluation andpromotion plan
Organize 5 S inter-departmental
competitionsto sustain activities
Periodically awardgroups and individuals
implementing good 5 S practices
Implementation RolesConduct 5 S audits regularly
Look for innovative and exceptional5 S performance and bring
to the attention of supervisors
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Sustain
Ergonomic floor mats for work areas.
Material Kanbans
Overhead signs designating area.
Additional overhead task lights for ergonomic concerns.
Parts off work surface and labeled.
Designated location for desk equipment
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Tools & Techniques
5Ss
Poka-yoke
Poka-yoke
Visual Contro
ls
Lean
Enterprise
5 Whys
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Visual Controls
Visual controls are intended to make things easy to understand at a glance
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Visual Controls
Shift
Out
put
Output Level (1/29 to date)
Goal
Credit Memo
Debit Memo
0060-04090 Qty 20
XYZ
Line A, Op 30 50-46-23
DMR
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Visual Controls
A Flow Rack
Yellow Bins: CES or low usage Parts
Blue Bins: Regular Parts
Red Bins: DMR Parts
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Visual Controls
Builds trust between Management and Employees.
Creates a company culture where sharing is a key principle.
Employees control the production line with minimum confusion
for “What needs to be done” and maximum understanding of
“How it must be done."
Allows everyone to visually observe factory progress and
expose inefficiencies.
Toyota: When you make problems visual, it takes less people to
solve them.
“A picture is worth a thousand words.”
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Visual Controls
Some Considerations of Visual Management
A few, not too many
Easy to see
Must get your attention
Must have an effect on you
Anyone can understand
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Visual Management: Display Boards
Line #3 P5000 Robot Supervisor: John GlennThe Team:
Dave Thomas
Brian Roy
Pat Wilson
Greg Watkins
Pete Wilson
Lines Stops due to: (1/29 to date)
Defective part
Part shortage
Accident
Test fixture failure
Tool failure
Week
# of
Sho
rtag
es
Goal
Quality Level (1/29 - 5/27)
Pareto Chart(1/29 to date)
PartShortage
# o
f Li
ne
Sto
ps
Defective Parts
Test Fixture Failure
Tooling Failure
Accident
Shift
Out
put
Output Level (1/29 to date)
Line Status Board Example
Goal
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Visual Management: Display Boards
Team Members A1 A2 A4 A5 A6 A7
Adrian Castro
Mike Depp
Jorge Nakos
Ricky Martin
Eli Button
Orientation
Trainee
Certified
Master
Skill Diversity Chart
Operations
Line #: 3P5000 Robot
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Visual Management - Sequencing board is present on the floor for workers to see.
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Visual Management: Schedule Board
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Visual Example: Andon SystemLine Status Communication
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Visual Example: Andon SystemLine Status Communication
Red: Work activity stopped due to a problem
Yellow: Problem encountered, but no disruption of activity
Andon: Japanese word for lantern
Alert Buttons Andon Unit
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Andon System Data Collection
Visual Signal located at the cell– Light– Flag
Andon Metrics Sheet located at Cell can track:– Issues and reason codes– Corrective actions taken– Repeat issues (pareto of part shortages, root cause)
– Amount of time andon light is on = workstation is down – # of times per month or quarter - root cause
Andon Escalation Procedure posted – Who to contact, escalate– Time based
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Department Andon Training Modules Courses Skills/Experience
Team Leads (Required)
Initi
als
La
st U
pd
ate
d
Team MemberL
ean
Fu
nd
amen
tals
7 W
aste
s Tr
ain
ing
5 S
Tra
inin
g
Lin
e D
esig
n T
rain
ing
Pu
ll S
imu
lati
on
(A
ssem
bly
an
d M
ach
inin
g)
Th
e A
pp
lied
Man
ager
Man
ager
s an
d t
he
Law
Man
agin
g S
afet
y at
Ap
plie
d
Man
agem
ent
Too
l Kit
Man
agem
ent
& L
ead
ersh
ip E
ssen
tial
s
Man
agin
g f
or
Per
form
ance
Kai
zen
"B
litz"
Pro
cess
Lea
d C
erti
fica
tio
n A
sses
smen
t
Val
ue
Str
eam
Map
pin
g (
Cu
rren
t &
Fu
ture
)
Pla
nt
Lay
ou
t
Man
agem
ent
Lea
der
ship
- K
PI D
evel
op
men
t
Pro
ject
Man
agem
ent
and
Pla
nn
ing
Res
ou
rce
Man
agem
ent
& D
eleg
atio
n
5 S
Pro
gra
m
Lin
e D
esig
n (
Takt
, Bal
ance
, etc
..)
Mac
hin
e/F
ab P
ull
Sys
tem
Pro
du
ctio
n S
ched
ulin
g -
RIL
Kai
zen
Pro
gra
m/O
ffic
e
11/2 Chris Webber11/2 Fred Durst11/1 Marilyn Manson11/7 Gene Simmons11/2 Eli Button 4/1/01 12/13/00 2/1/01 3/1/01
11/2 Daniel Robbins10/26 Max Wettlaufer11/1 Peter Kattula9/30 Jimmy King11/2
10/26
UNDERSTAND: Familiar with Concept but little to no working knowledge OR AGU Course not completed
IMPLEMENT: Provided Training 1 to 3 times or Performed Skill 1 to 3 times
TEACH: Repeated Training or Experience of 3 or more times OR AGU Course (or Equivalent) Completed
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Andons for Project Management
ANDON LEGENDG On Target or Completed - No Major Problems
Y Minor Delays (<2 wks) / Minor Project Hindrances
R Major Delays (>2wks) / Major Project Hindrances
Completion Status
Gap Closure Project Description (From Cert Matrix)Project Lead
Planned Start Date
Planned End date 10
%20
%30
%40
%50
%60
%70
%80
%90
%10
0%
Andon Status
Resize Kanban System Eli Button 3/1/01 7/31/01 G
Management Goals and Hoshin Marsha Brady 3/2/01 6/1/01
Line Design and Capacity Peggy Sue 3/3/01 6/5/01
Supplier Development Adrian Castro 3/1/01 6/5/01 G
Continuious Improvement Mike Caratz 3/14/01 6/5/01
Shipping and Receiving Process with 5S Mike Winn 3/23/01 6/5/01
Corrective Action Process Peter Brady 3/21/01 6/12/01
Employee Empowerment Eli Button 3/19/01 6/12/01
Cleanroom 5S Enhancements Ricky Martin 3/20/01 6/12/01
Training Program Development Joe Klein 3/21/01 6/19/01 G
Poke Yoke and Statistical Techniques Rich Windows 3/22/01 6/19/01
Overall Project Status and Progress towards Certification 3/1/01 3/1/01 6/1/01
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5S Tool Display
You can visually see the tools that are missing.
Work station is color coded and labeled.
Tool cutouts are present and tools are color coded.
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Visual Example: Kanban Signal to Build or Fill
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Before - WHSE Ship and Receive
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After - Shipping and Receiving
Non value added items removed
Yellow tape indicates walk way
Shipping is in designated and appropriate area
Blue tape for designated cells and traffic flow
Cells clearly marked
Better traffic flow
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Tools & Techniques
5Ss
Poka-yoke
Poka-yoke
Visual Contro
ls
Lean
Enterprise
5 Whys
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Error Proofing: Poka Yoke
Poka yoke is a method aimed at designing a product, process or service where
mistakes are prevented, or at least easily detected and corrected.
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Error Proofing: Poka Yoke Poka Yoke is Japanese for Mistake Proofing.
Poka Yoke differs from traditional inspection techniques that are
problem detection oriented rather than problem prevention.
The focus of Poka Yoke is on 100% inspection at the source rather
than sample inspections at the end of a process or set of
processes.
– Inspection at the source allows a process to be stopped when a
nonconformity is present.
The key to effective Poka Yoke is to target repetitive tasks and
actions that require operator diligence, uncover the root cause of
errors, and make it impossible to make a mistake.
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Error Proofing: Poka YokeA Few Everyday Examples
Auto shut-off irons so we cannot make the mistake of leaving the iron on all day.
Automatic sinks in public facilities so the water cannot be left on when someone walks away.
Automatic toilets in public facilities so …….(well, you know)
Coffee makers that stop brewing when the pot is removed.
Circuit Breakers that trip when they are overloaded
Overwrite protect tabs on disks
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Error Proofing: Poka YokeExample
Visual cues. Often visual cues, in the form of templates, guides and color coding make it easier for the operator to complete the procedure without making a mistake. The Clippard Valve Polylines Template, for example, guides the operator to correctly attach polylines to the assembly.
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How could you use the tools to eliminate the waste
you’ve identified?
Suggest other ways to eliminate waste
– automation?
– reorganizing departments?
– make different staffing decisions?
– etc.
Eliminating Waste in the Process
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Lean Principle #4
Produce only what is pulled by the customer.
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Examples of customer pull signals
Kanban
Alarm!Phone
Call
Andon
Purchase Order
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Lean Principle #5
Pursue perfection by continuously improving
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Kaizen
“Zen”(For the Good)
= Continuous Improvement
“Kai”(Change)
“Kai”(Change)
++
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Kaizen Rules
Keep an open mind to changeAlways maintain a positive attitudeInvolve everyone in the activityZero blame! Fix the problem insteadEach member has an equal voteNever leave in silent disagreement
Results should be publicly displayedUnderstand the thought processLearn by taking actionExercise mutual respect. Work togetherShare the successes
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Kaizen Team Upper Management support extremely critical to
success
Usually 6 to 8 members
Include or consult with customers (both internal and
external) of the process
Should have representation from different levels in
the company
Always use an “extended” team member as a sanity
check (Why?)
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Kaizen Time Line
Determine how much time it would take one (100% dedicated) person to complete the tasks
Use commitment % per team member to determine the length of the kaizen
Three major components of a kaizen
– Cost
– Time
– Manpower
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SMART Goals
Kaizen Team Goals must be:
SpecificMeasurableAttainableRelevantTime bound
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Kaizen Process
Identify
Sustain
Implement
Define
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Identify
Wastes Takt time Plant layout & material flow Work sequence Cycle times Quality issues Safety & Ergonomics
Don’t forget to ask the 5 why’s
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Define
Opportunities for improvement
Would plant layout changes eliminate
waste?
Is there any waste at any operation
which could be eliminated?
Optimum staffing level
Standard work sequences
Standard WIP
Quality checks
Safety considerations
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Implement
Brainstorm for solutions
Institute Standardized Work
methodologies
Get input and make improvements
Document the new standard operation
Train on new methods
Design & install visual management
systems
Get management approval where needed
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Sustain
Adhere to the new process
Continue to improve
Visual controls
Retrain after each improvement
Management support & commitment
Follow up, Follow up, Follow up
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Sample Kaizen Project SummaryKaizen Description: Kaizen Start Date:
Kaizen End Date:
Preliminary Objectives: Location of Kaizen:
Team Leader:Co-Leader:
Team Members:
Process Measures:Facilities Point of Contact:
AMAT Mark Cow ling (512-272-6490)
Facilitators: Laura Wilkinson (512-272-3875)
Process Information: Current Situation and Issues:
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Sample Team FormKaizen Benefits
Project:
Team Members12345
Key Strategies & Benefits
Signatures ________________ ________________ ________________
Area Manager Kaizen Lead Plant Improvement Engineer
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Kaizen Card-Example
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7 7 WastesWastes
Techniques Used
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Kaizen Summary Upper Management support determines the
path for success
Conveys the intent of the kaizen and the
deliverables at a glance
Displays the expected benefits obtained by
conducting an analysis on ROI (return on
investment)
Helps to determine whether it is feasible to
continue with the kaizen
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Identify the number of potential projects
Identify the kaizen type for each project
Determine return on investment (ROI) of each
project to assist with prioritizing
– cost and time investment for each project
– potential savings after improvement
Kaizen Event Selection
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Automate Routing Process
Cost $ 10,000
– programmers– ($100/hr x 40 hrs)
– training
Time to Implement - 3 months
Savings $ 500,000/year
– labor
– materials
– defects
– cycle time
(decreased from 116 to <6 hrs!)
Implement Visual Controls
Cost $300
– new envelopes
– training
Time to Implement - 3 weeks
Savings $ 48,000/year
– labor
– cycle time
– defects
Kaizen Event Selection
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Choose the team
Write project summary & objectives
“to develop a process to automatically route data for
signature to multiple users”
Is it S M A R T ?
Determine project timeline
Collect baseline data
Determine implementation strategy & tools
Present results
Audit
Kaizen Event Selection
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SOE - Top LevelStep Fabrication Activity Time1 Outrigger Mounting 102 Hepa Filter Upper Left and Right Panel Assy 303 Plastic Angle Bracket Mounting 204 62.5" Robot Brackets Installation 25 Walking Beam Assy Installation 306 Horizontal Cable Tray 287 Vertical Cable Tray 268 Lower EBOX Mounting Brackets-Rear 279 Lower EBOX Mounting Brackets-Front 2710 Bracket Installation for skins 3311 Install EMO Cable Bracket 212 Hepa Filter Shroud Install 1413 Process Drip Pan and Facility Drip Pan Installation, Leak Det. Bracket Installation 7014 Lower EBOX install 2515 LDM Brush 1&2, and SRD Install 2616 Meg LDM Install 1717 Pneumatic Harness Install and Routing 4518 CDA Interconnect-Lower Controls 3519 CBOX Prep Work 8520 CBOX Mounting 2021 Upper Cable Tray Installation (0021-79643) 3022 Upper to Lower Cable Install 16523 Lower EBOX/LDM Cable Routing 15724 Facility Panel Subframe Installation 3625 Megasonics, Brush 1 & 2, SRD LDM Facilitization 26026 Facility Panel Installation and Facilitization 24927 N2 Supply Manifold Install 2528 Brush 2 Module Mounting 629 Brush #2 Module Pneumatic Interconnect 7030 Brush #2 electrical interconnect 26531 Brush 2 Bar A&B liquid interconnect from the LDM's 1232 Brush 2 DI Interconnect 633 Drain Bracket Installation 2534 Brush 1 Module Mounting 635 Brush 1 Electrical Interconnect 26536 Brush #1 Pneumatic Interconnect 7037 Brush 1 Bar A&B liquid interconnect from the LDM's 1238 Brush 1 DI Interconnect 639 SRD Module Mounting 1540 SRD Electrical Interconnect 16541 SRD Pneumatic Interconnect 7342 SRD DI Interconnect 3843 Input Shuttle Install 5544 Input Shuttle Electrical Interconnect 5045 EMO Cable Routing 33
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Upper and Lower Level SOE’s
P/N Qty Sequence of Events from the Control Build Tools Time
Cell 3Brush 1 Module Mounting
1. Remove Nuts and washers from 4 mounting studs located on the main frame. 2.Remove outer two mounting bolts from the front and rear mounting brackets on the brush 1 module.3. Place the mounting brackets on the mounting studs.
0010-77652 1 4. Place the brush 1 module on the mounting brackets. Insure wiring is not crimped .5. Hand tighten nuts and washers on 4 mounting studs.6. Hand tighten mounting bolts (4). 25
Cell 3Brush 1 Module Mounting 25Brush 1 Electrical Interconnect 265Brush #1 Pneumatic Interconnect 70Brush 1 Bar A&B liquid interconnect from the LDM's 12Brush 1 DI Interconnect 6SRD Module Mounting 15SRD Electrical Interconnect 165
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Total Product Cycle Time- Product Sync
L D M M ega son ic
149 minLD M Brus h 1
Low er S y ste mH arne ss
S R D H arn ess
Brus h 2 H arnes s
M e ga H arness
O u tr ig g er, lo w er E -b o xes ,L D M 1 & 2
924 Min
B rus h 1 m o du le ,S R DM od u le m o u n tin g , In p u tS h u tt le, O u t pu t S t at io n
In s ta ll
945 Min
L D M F ac ilit iza tio n ,B ru sh 2m od u le ,e lec tr ic al
in te rc on n ec t
954 Min
M e g as on ic s In s ta ll,R ob o tIn s ta ll, A rran g e a n d o rde r
E lec tr ic al ca b les
1015 Min
M e ga s on ic s P owe rS up p ly, W alk ing B ea m
C o ve rs, Tra n sf e r s ta tio nin s ta ll
966 Min
SR DElec tr ica l/Pn eum aticPrerou ting
M e gas onicE le ct ric al /P neum at icP re ro uting
Brus h 2E lec tr ic al /P neum at icPrerou ting
Brus h 1E le ct ric al /P neum aticPrerou ting
In put S hu ttleL iqu id Prerou ting
Brus h 1 H arnes sLD M S R D
O u tput Sh uttleElec tr ica l/Pn eum aticPrerou ting
F aci l i ty Pa nel
L ow er E le ct ro nicsB ox e s D I M ani fo ld
LD M Brus h 2TPCT =4950 Minutes Longest Path Back
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Balancing the Line
Takt
462 477 472.5 507.5 483468 468 468468
468
050
100150200250300350400450500550
OP 1 OP 2 OP 3 OP 4 OP 5
OP
CT
(Min
)
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Accomplishments TPCT reduced from 15 days to 5 days (67%) Created 5 standardized Work Cells 4 Mixed Model feeders for identified parallel work Established Takt Time at 7.8 hrs Implementation of 2 bin kanban system FIFO material flow Standardized and structured the manufacturing
process (SOE) Operational Method Sheets for training Balanced the line
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Traditional Situation Managing Change
ChangeManagement's
Attention
Resistance
80 %Undecided
Cooperation ReducedResistance
30 %Undecided Increasing
Cooperation
10 % 10 %
Managing Resistance to Change
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Agenda
Introduction
Lean Thinking
Lean Line Design
Conclusion
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Traditional Production
Poor Delivery Long/Inconsistent Cycle Times Customer Dissatisfaction Poor Quality Excessive Resources
Excess Inventory / Liabilities Inflexible System Long Lead Times Capacity Constrained High Working Capital
Work order driven “push” system Batch production Rework areas necessary to bring finished goods up to quality standards
Characteristics
Results
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Traditional vs. Lean
Materials are purchased for “just-in-case” usage
Large-scale machines Functional layout Minimal skills Long production runs Massive inventories Development is isolated, with
little input from production or customers
Materials are pulled on a just-in-time basis
Human-scale machines Cell-type layout Multi-skilled workers One-piece flow Low inventories at point-of-use High input from customers,
concurrent development of product and production process design
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Traditional Production System
Supplier Production and Finished GoodsAMAT Forecast
EDI
OP OP OP OP
OP
OP OP
OP
Finished Goods AppliedMaterials
Production
Ship
Work Pushes to Next Operation
AMAT
PUSH SYSTEM
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Traditional Production System
Machine PaintWeldPack &
ShipSaw
Push Push Push Push
Poor On Time Delivery Poor Quality High/Inconsistent Cycle Times Long Lead Times
Excess Inventory / Liabilities Capacity Constrained Imbalanced Operations Customer Dissatisfaction
COMMON PROBLEMS
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Lean Production System
AMAT Forecast Supplier Production and Finished Goods
EDI OP OP OP OP
OP
OP OP
OP
Finished Goods
PULL
Work is pulled as needed by Next Operation
OrderPoint
AppliedMaterials
Production
AMAT
PULL SYSTEM
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Lean Production System
Machine PaintWeldPack &
ShipSaw Lean Lean Lean Lean
$ Improved OTD$ Improved Throughput$ Improved Quality$ Reduced Inventory$ Greater Flexibility$ Shorter Lead Times
BENEFITS
Pull
TOOLS
• Value Stream Mapping• Pull System• 5S Program • Visual Management
Pull Pull Pull
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Lean Production System
Production system which operates with much lower costs by focusing on:
• Elimination of waste• Process re-engineering• Simple self managing systems
Crosses functional boundaries to rethink the entire production
stream, including:
• Scheduling and planning• Relationships with vendors• Material & product delivery processes• Layout & management of the processes
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Pull System
Lean Enterprise
Production& Quality
CustomerOrder
Pull
Suppliers
Suppliers
Suppliers
Suppliers
Pull
Pull
Pull
Pull
Pull
Pull
Pull
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Lean Production Journey
Past
Fastest Delivery
Highest Quality
Lowest Cost
Customer Response & Speed
to Market
In-Process & Customer
Satisfaction
Inventory Space Overhead
Future
World Class
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Lean Production Basics
Establishing a Lean Flow
Establishing Pull with Customers
Continuously Improving
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Reminder: Lean Principle #3
Make products flow without interruption by eliminating waste
Waste Elimination
Basic Production Elements
+
Line Design
Establishing a Lean Flow
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Basic Elements of a Pull Production System -Reminder
5 S Philosophy
Visual Controls
Poke Yoke
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Other Basic Elements of a Pull Production System
Total Productive Maintenance
Set up reduction
Tooling and Fixture Design
Variability Reduction
Ergonomics
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Establishing a Lean Flow - Basic Elements
Ergonomics Safety
– lifting practices and limits
– no slippery surfaces
– access/stack height of material Work station design
– tables and seating Tools
– hanging tools
– ergonomic design
– fixed storage locations Parts presentation
– gravity bins Adequate lighting, ventilation and noise control Motion economy
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Establishing a Lean Flow - Basic Elements
Maintenance Total Productive Maintenance (TPM)
Routine maintenance– performance by the operator– simple repairs– daily thorough cleaning
Preventive maintenance– maintenance experts during reserved third shift
Calibration procedures– (stickers part of visual controls)
Life cycle management– monitoring with SPC– increasing life of equipment with good care
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Establishing a Lean Flow - Basic Elements
Setup Reduction
Single Minute Exchange of Dies (SMED)
External vs. internal setup
Dynamic vs. static
Quick disconnect fittings on test fixtures
Specialized tools to perform a specific job
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Establishing a Lean Flow - Basic Elements
Tooling and Fixture Design
Why special tools and fixtures?– safety – reduce the level of human effort required– improve quality
Sourcing– commercially available– modified commercially available– fully customized design
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Establishing a Lean Flow - Basic Elements
Variability Reduction
Process capability studies–how does the natural variation of the process output compare to specification limits?
Statistical process control –has the process shifted based on sample output?
Quality control charting techniques–facilitates investigation into causes so that actions can be taken to improve the process.
–cause and effect (fish bone) diagram, Pareto charts, etc.
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Establishing a Lean Flow
World Class Lean Production
Waste Elimination
Basic Production System Elements
+
Line Design
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Lean Process Design
Start HereStart Here
Operations
Balance
In-process Kanbans
Flexible employees
Materials Kanbans
Operational Method Sheets
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Product Synchronization: Grouping products on a production line according to similar processes.
Establishing a Lean Flow
Product Synchronization
Assembly 1 Test Box
Assembly 2
Assembly 3
Assembly 4 Repair
Sub 1
Sub 2
SP Test
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Establishing a Lean Flow
Product Synchronization
Process Map
Model A
Model B
Model C
A1 Sub1 A2 A3 Sub 2 A4Sp
Test Rep Test Box
Process Map: A matrix of information, process names across the top and product names along the side, that is used to see commonality among products being considered for the same mixed model production line.
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Establishing a Lean Flow
Process Types
Sequential
Assembly Test Post-test Assembly
Box
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Option
Assembly 1 Test Box
Assembly 2 Post-test Assembly
Establishing a Lean Flow
Process Types
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Feeder
Assembly Test Post-test Assembly
Box
Test
Sub-assembly
Establishing a Lean Flow
Process Types
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Spur
Assembly Test Post-test Assembly
Box
Spare Boxing
Establishing a Lean Flow
Process Types
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Rework
Assembly 1 Test Box
Assembly 2 Repair
Establishing a Lean Flow
Process Types
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Example Product Synchronization: RF Match
Assembly
Sub-Assy
DMR(Rework)
Setup
PVD/Etch/
Tung/MxP
CVD
CVD
Burn-In
Shipping
Customer Returns
Pre-Test
PVD/Etch/
Tung/MxP
TPCT = 338.75 min = (5.65 hours)
21.5 min
16.75 min
19.75 min
157 min
41 min
20 min
82.75 min
Calibration
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Lean Line Design
Operations
SOE
Balance
IPKB
Flexible Employees
Material Kanbans
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Sequence of Events (SOE)
A document that contains:
A description of each step in the process.
Time required for each step.
Tools required for each step.
Quality requirements for each step.
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Seq. Task Time Type VA Quality
1.0 Unwrap face plate 32.0 SL Check for Scratches
2.0 Insert four screws, 44.0 RL • Window at upper leftattaching to main unit
3.0 Test 51.0 RL Pass/Fail
4.0 Move to next Op. 12.0 ML
Establishing a Lean Flow
Define the Work in the ProcessSequence of Events (SOE)Product: Model B
Type Codes:SL= Setup LaborSM= Setup MachineRL= Req’d LaborRM= Req’d MachineML= Move LaborMM= Move Machine
Is it Value Added in the eyes of the customer?
Work that will ensure quality
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Upper and Lower Level SOE’s
P/N Qty Sequence of Events from the Control Build Tools Time
Cell 3Brush 1 Module Mounting
1. Remove Nuts and washers from 4 mounting studs located on the main frame. 2.Remove outer two mounting bolts from the front and rear mounting brackets on the brush 1 module.3. Place the mounting brackets on the mounting studs.
0010-77652 1 4. Place the brush 1 module on the mounting brackets. Insure wiring is not crimped .5. Hand tighten nuts and washers on 4 mounting studs.6. Hand tighten mounting bolts (4). 25
Cell 3Brush 1 Module Mounting 25Brush 1 Electrical Interconnect 265Brush #1 Pneumatic Interconnect 70Brush 1 Bar A&B liquid interconnect from the LDM's 12Brush 1 DI Interconnect 6SRD Module Mounting 15SRD Electrical Interconnect 165
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Lean Line Design
Operations
TPCT
Balance
IPKB
Flexible Employees
Material Kanbans
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Establishing a Lean Flow
Total Product Cycle Time (TPCT)The sum of work time along the longest path in the product synchronization
TPCT = 160
30 50 20
10 20 20
30
40
70
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Total Product Cycle Time- Product Sync
L D M M ega son ic
149 minLD M Brus h 1
Low er S y ste mH arne ss
S R D H arn ess
Brus h 2 H arnes s
M e ga H arness
O u tr ig g er, lo w er E -b o xes ,L D M 1 & 2
924 Min
B rus h 1 m o du le ,S R DM od u le m o u n tin g , In p u tS h u tt le, O u t pu t S t at io n
In s ta ll
945 Min
L DM F ac ilit iza tio n ,B ru sh 2m od u le ,e lec tr ic al
in te rc on n ec t
954 Min
M e g as on ic s In s ta ll,R ob o tIn s ta ll, A rran g e a n d o rde r
E lec tr ic al ca b les
1015 Min
M e ga s on ic s P owe rS up p ly, W alk ing B ea m
Co ve rs, Tra n sf e r s ta tio nin s ta ll
966 Min
SR DElec tr ica l/Pn eum aticPrerou ting
M e gas onicE le ct ric a l /P neum at icP re ro uting
Brus h 2E lec tr ic a l /P neum at icPrerou ting
Brus h 1E le ct ric a l /P neum aticPrerou ting
In put S hu ttleL iqu id Prerou ting
Brus h 1 H arnes sLD M S R D
O u tput Sh uttleElec tr ica l/Pn eum aticPrerou ting
F aci l i ty Pa nel
L ow er E le ct ro nicsB ox e s D I M ani fo ld
LD M Brus h 2TPCT =4950 Minutes Longest Path Back
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Lean Line Design
Operations
Demand
Balance
IPKB
Flexible Employees
Material Kanbans
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Demand at Capacity (Dc): The demand that will be used to design the line. It represents the line’s capacity without overtime.
Daily Rate(Dr): The average day’s rate of production, usually less than Demand at Capacity. The actual daily demand is used to calculate staffing requirements.
Establishing a Lean Flow
Dc = Demand at Capacity
Get Average Daily Rate
Planning Manufacturing Marketing
120% Dc
50% Dc
DcDr
Q1 Q2 Q3
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Establishing a Lean Flow
Effective Work Hours per Person
8 hours total work time?
? hours for production
Breaks
CleaningPaperwork
Projects
Delays
Vacation & Sick
Training
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Lean Line Design
Operations
Takt
Balance
IPKB
Flexible Employees
Material Kanbans
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Establishing a Lean Flow
Takt
Takt
Takt
Takt
The speed or rhythm of the production line, expressed in time per unit. A statistic representing total work time divided by total demand for the line.
Takt
Takt
= 1 min.
= 10 min.
= 60 min.
(7.1 hrs. / shift) (60 min / hr) (1)
426 units / day
(7.1 hrs. / shift) (60 min / hr) (1)
43 units / day
(7.1 hrs. / shift) (60 min / hr) (1)
7 units / day
Formula for Takt =(Hs) (# of Shifts)
Dc
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Lean Line Design
Operations
Operations
Balance
IPKB
Flexible Employees
Material Kanbans
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Establishing a Lean Flow
OperationsPhysical places to work on the Lean line. Each operation represent a portion of
the work in the process.
Operation 1
Operation 2
Operation 3
Examples
60 min. of work / 10 min. Takt = 6 ops.
8 hrs. work / 6 hrs. Takt = 2 ops
Operation 4
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Establishing a Lean Flow
Placement of the Operations
Sequential
1/6 1/6 1/6 1/6 1/6 1/6
whole
whole
whole
whole
whole
Builds quality into the product
whole
Parallel(Bay Build)
Checks quality after the product
is complete
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Establishing a Lean Flow
Balance
Takt Takt Takt Takt Takt
Operational Cycle Time (OPCT) is the time each operation takes start to finish. The target for OPCT is Takt.
Balance is the relationship between Takt and OPCT.
An imbalanced operation is one that has cycle time in excess of Takt.
Takt
SL RL RM RL ML
Op 1 Op 2 Op 3 Op 4 Op 5
OPCT
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Sequence of Events (SOE) Product: Model B
Process: Assembly 2
Establishing a Lean Flow
Five Ways to Achieve Balance
Seq. Task Time Type VA Quality
1.0 Unwrap face plate 32.0 SL Check for Scratches
2.0 Insert four screws, 44.0 RL X Window at upper left attaching to main unit
3.0 Test 51.0 RL Pass/Fail
4.0 Move to next Op. 12.0 ML
#1 Eliminate Work
Setup & move
Setup & move
Eliminate as many non-value add tasks
as possible
Eliminate as many non-value add tasks
as possibleLow value add
tasks
Low value add tasks
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#2 Move Work
Takt
SL RL RM RL ML
Op 1 Op 2 Op 3 Op 4 Op 5
OPCT
Establishing a Lean Flow
Five Ways to Achieve Balance
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#3 Add People or Machines
Takt
SL RL RM RL ML
Op 1 Op 2 Op 3 Op 4 Op 5
OPCT
Machine 1
Machine 2
Takt Takt Takt
Establishing a Lean Flow
Five Ways to Achieve Balance
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#4 Move People (use “flexing”)
Takt
SL RL RM RL ML
Op 1 Op 2 Op 3 Op 4 Op 5
OPCT
Establishing a Lean Flow
Five Ways to Achieve Balance
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#5 Rely on Overtime & Inventory
Takt
RL
Op 5
OPCT
First Shift
Overtime / Second Shift
Establishing a Lean Flow
Five Ways to Achieve Balance
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Establishing a Lean Flow Operational Method Sheet (OMS)
Operational Method Sheets are simple, graphic, color-coded work instructions used on the Lean Manufacturing line instead of engineering drawings and bills of material.
EC# 12345 OP# 123REV. A PG# 1 of 10P/N 0250-12345 TITLE: Smoke Sensor AssemblyAPPLIED
MATERIALSInformation contained in this document is considered by Applied Materials to be confidential and is not to be used in
any manner without the consent of Applied Materials.
TQC VERIFYWORK
PART DESCRIPTIONSEQ FIND QTY TASK DESCRIPTION TQC/TOOLINGPART #
6
1
24
3
5
270 1 Check label orientation275 2 Loosen screws
280 3 0150-20764System Controller Smoke Sensor Cable
Assembly1
Strip wires from C/A & insert in matching slots on Sensor
300 4 Tighten screws
400 5 Verify wires are securely in place
410 6 Replace top of Sensor & secure with wire clip
YELLOW indicates theWORK CONTENT to be performed by the
current productionemployee
Work to be VERIFIED by the
production employee that performed the
work is coded BLUE
RED indicates the TQC (Touch Quality Check.) A
TQC is the current production employee verifying the previous work content done by another
employee
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Lean Line Design
Operations
Flexible EmployeesBalance
IPKB
Flexible Employees
Material Kanbans
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Establishing a Lean Flow
Employee Certification
Orientation
Trainee
Certified
Master
Team Members A1 A2 A4 A5 A6 A7
Dave Thomas
Brian Roy
Pat Wilson
Greg Watkins
Pete Wilson
Skill Diversity Chart
Operations
Line #: 3P5000 Robot
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Establishing a Lean Flow
Flexible EmployeesFlexing is the movement of employees who are trained and
certified in different parts of the process. At a minimum, employees should be trained “one-up” and “one-down.”
On most days, the number of operations will not equal the number of employees on the line
Dc
Q1 Q2 Q3
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Lean Line Design
Operations
Material Kanbans
Balance
IPKB
Flexible Employees
Material Kanbans
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Reminder: Lean Principle #4
Produce only what is pulled by the customer
A ‘pull signal’ acts as a request for someone to:• Produce• Replenish
The signal -which is really a customer demand- can provide information on:
• When• How many• What kind
Establishing Pull with Customers
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Establishing Pull
Kanban: Communication Signal
In-Process Kanbans = Signal for Work
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Establishing Pull In-Process Kanbans Add Queue Time
When will you be finished?
You are here
3 minute process
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Establishing Pull
In-Process Kanbans Represent Inventory
Money spent ahead of timeSpace needed to store productRework, obsolescence, damage possible
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Establishing Pull
Things to Know About Kanbans
A full kanban does NOT need a new limit A kanban should NOT always be full, it is a signal to build. Kanbans can and will cause a line stopper.
????When the kanban is full you can...
•Flex
•Housekeeping
•DMR
•Scrap tickets
•Training
When the kanban is full you can...
•Flex
•Housekeeping
•DMR
•Scrap tickets
•Training
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Establishing Pull
Material PullRaw & In-Process Material (RIP) - All parts that are kept in the resupply area or
on the production line.
RIP Area
Backflush
Scrap
Resupply
Stores
Transaction
Resupply:A designated
area within RIP used to replenish
the line, or to hold those parts that are not kept
on the line.
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Establishing Pull
Material ReplenishmentPart No.Qty.
Usage Supply
Part No.Qty.
Usage Supply
Stores
RIP Area
Resupply
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Planning
Establishing Pull
Non-Replenish MaterialsStores
Kanban Card
Part No. Qty.
Usage Supply
Part No. Qty.
Usage Supply
RIP Area
Resupply
Common Parts
Non Replenish
Unique Parts
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Lean Process Design
Start HereStart Here
Operations
Balance
In-process Kanbans
Flexible employees
Materials Kanbans
Operational Method Sheets
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Reminder: Lean Principle #5
Pursue perfection by continuously improving
Continuous Improvement
The Lean Production Basics
and Lean Line Design
will always need to be revisited,
as there will always be room for
improvement!
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BREAK TIME (15 MINUTES)
LEGO ASSEMBLY WORKSHOP
NEXT STEP
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Establishing a Lean Flow - Workshop
LEGO ASSEMBLY
1. Create a Product Synchronization diagram
2. Conduct a Time Study and Develop SOE’s
3. Calculate Total Product Cycle Time (TPCT)
4. Calculate TAKT Time
5. Balance the assembly flow line
6 Create a line layout diagram and indicate staffing at each
operation (station).
7. Share your results
Workshop Objectives (Team effort):
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Establishing a Lean Flow - Workshop
LEGO ASSEMBLY
Given:
1. Lego Model
2. Operation Method Sheets (OMS’s)
3. Demand at Capacity (Dc)
4. Operation Constraints
5. Line design formulas
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Establishing a Lean Flow Workshop LEGO ASSEMBLY: PRODUCT SYNCHRONIZATION DIAGRAM
1. Draw a circle to represent each job step (reference OMS’s provided) and write down a brief description.
2. Connect the circles (job steps) in sequence using an arrow to represent the process flow
Step 1 2 3 4
TPCT = _______
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Seq. Task Time Type VA Quality
Establishing a Lean Flow Workshop LEGO ASSEMBLY: Sequence of Events1. List each task (reference the Product Synch), determine the time for each task (job step) through time study work.
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Establishing a Lean Flow Workshop LEGO ASSEMBLY: CALCULATE TAKT TIME CALCULATE NUMBER OF STATIONS (OPERATIONS)
Formula for Takt =(Hs) (# of Shifts)
Dc
=
=
Given: Dc = 852 Lego Assy’s per day
Hs = 7.1 Hrs./shift
# of shifts = 1
Convert answer to seconds and plot
line on graph
Hours
Seconds=
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Establishing a Lean Flow Workshop LEGO ASSEMBLY: CALCULATE NUMBER OF STATIONS (OPERATIONS)
Formula for Numberof Stations =
(TPCT)/Operators per Station
=
Note: Use the same time units for TPCT
and TAKT Time in the formula.
This is only a guideline, you still need
to balance the line by grouping job
steps to achieve a station time equal
to or below the desired TAKT Time.
StationsTAKT Time
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LEGO ASSEMBLY: LINE BALANCING
1. Draw a horizontal line on the chart representing the TAKT time for the line.
2. Draw a bar for each job step identified on the SOE’s, indicating the total time for each bar on the chart below.
3. Draw a circle around a group of job step bars that will be grouped into astation (operation).
4. For job step bars that exceed the TAKT Time line, indicate how that particular job step time will be reduced (ex. adding operators, process redesign, job step work breakdown, etc.)
Establishing a Lean Flow Workshop
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Establishing a Lean Flow Workshop LEGO ASSEMBLY: LINE BALANCING
Job Task Descriptions
Time Scale
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Establishing a Lean Flow - Workshop
LEGO ASSEMBLY: LINE LAYOUT
• Use a square to represent one station
• Use arrows to show assembly flow
• Show material and operator placement
• Make suggestions for line improvements
TAKT Time = ____________
TPCT = ____________
# Stations = ____________
# Operators = ___________
Capacity = ____________
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Wrap Up
Where Do We Go From Here?
Course evaluations
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Where to go from here…
Lean
Fundamentals
Materials
Lean Production Basics
Kaizen Workshop
Poka-yoke
Design for Manufacturability
Systems Thinking
Project Management
Program Management
Concurrent Engineering
Lean Line
Design
