Lean Manufacturing And Its Implementation In Automotive Industry

Lean Manufacturing And Its Implementation In Automotive Industry

AgendaIntroduction To Lean ManufacturingHistory Of LeanIntroduce Key Concepts of Lean Manufacturing Tools:KanbanPoka-Yoke5SValue Stream MappingConclusion

Craft Manufacturing Late 1800sCar built on blocks in the barn as workers walked around the car.Built by craftsmen with prideComponents hand-crafted, hand-fittedExcellent qualityVery expensiveFew produced

Timeline of Manufacturing:3Mass Manufacturing Assembly line - Henry Ford 1920sLow skilled labor, simplistic jobs, no pride in workInterchangeable partsLower qualityAffordably priced for the average familyBillions produced - identicalTimeline of Manufacturing:

4 Time & Motion studies - Fredrick Taylor Interchangeable parts - Eli WhitneyLean Manufacturing Cells or flexible assembly linesBroader jobs, highly skilled workers, proud of productInterchangeable parts, even more varietyExcellent quality mandatoryCosts being decreased through process improvements.Global markets and competition.

Timeline of Manufacturing:5What is Lean?"Lean," is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination.Working from the perspective of the customer who consumes a product or service, "value" is defined as any action or process that a customer would be willing to pay for.

What is Waste?Three types:Muda- Doesnt add value to the productMuri- overburden, unreasonableness or absurdityMura- unevenness, inconsistency

Seven Deadly Wastes:Transport:

Inventory:Motion:

Waiting:

Overproduction:

Over Processing:

Defects:Typesof WasteCORRECTIONWAITINGPROCESSINGMOTIONINVENTORYCONVEYANCEOVERPRODUCTIONRepair orReworkAny wasted motionto pick up parts or stack parts. Also wasted walkingWasted effort to transportmaterials, parts, or finished goods into or out of storage, or between processes.Producing morethan is needed before it is neededMaintaining excessinventory of raw matls,parts in process, orfinished goods.Doing more work thanis necessaryAny non-work timewaiting for tools, supplies, parts, etc..History Of Lean:Fords Manufacturing Of Model-T

Japan in post WW2 economy

Taichii Ohno and TPS(Toyota Production System)

POKA YOKEINADVERTANT ERRORYOKURE (TO AVOID)

MISTAKEPROOFINGTools Of Lean:INATTENTION ERRORCAUSESEFFECTSDISTRACTIONCONFUSIONLACK OF PRACTICEUNCERTAINTYDEFECTS (QUALITY)INSUFFICIENT NUMBER (QUANTITY)ACCIDENTS (SAFETY)WORK DELAYDETECTION DEVICES

Examples:This pen prevents ruining shirts by retracting the tip automatically when the pen is clipped into your shirt pocket. The catch that keeps the tip out is actually in the pocket clip. When you pullout on the clip to put it on your shirt, the pin that engages the catch is released causing the tip to retract.

Example:This star-shaped, clear-plastic wheel effectively checks the orientation of the cups that pass beneath it. If any cups are upside down, the solid bottom prevents the wheel from turning, bringing the flow of cups to an abrupt halt.

5S: What Are They?Seiri - SortingSeiton - Systematic ArrangementSeiso - Cleaning Seiketsu - StandardizationShitsuke - Training & Discipline

AUTOMOTIVE SECTORImpact Of 5 S At The Workplace5 SEquipmentsMaterialJigs / ToolsMethodsWorkersProductsTimelinessMaintainsEnsures Max. UtilizationUpkeepsImprovesMotivatesEnsures GoodPromotesRESULTS INQUALITYSAFETYEFFICIENCYCONTROLCUSTOMER SATISFACTIONEMPLOYEE SATISFACTIONSEIRI - SORTING TO CLEARLY DIVIDE OBJECTS INTO TWO GROUPS- THOSE ITEMS THAT ARE NECESSARY.- AND THOSE ITEMS THAT ARE NOT NECESSARY.TO GET RID OF THE UNNECESSARYAND TO KEEP THE NECESSARYSEITONA Place for EverythingAnd Everything in its PlaceHow to achieve Systematic Arrangement ?

Decide where things belong

Decide how things should be put away

Obey the Put away rulesSeisoClean workplace completely so that there is no dust on the floor, machines and EquipmentsActivity- Keep workplace spotlessly clean- Inspection while cleaning- Finding minor problems with cleaning inspectionSuccess- Reduction in machine down timeIndicator - Reduction in no. of accidentsSeiketsu - StandardisationSetting up Standards / Norms for a Neat & Clean workplace and details of how to maintain the Norms (Procedure) Activity- Innovative visual management- Colour coding- Early detection of problem and early actionShitsuke - Training & DisciplineWe need everyone to maintain 5Sguidelines.

To maintain DISCIPLINE, we needto practice and repeat until itbecomes a way of life.

Discipline is the Core of 5S

Design

Raw Materials

Assembly Plants

Distribution

CustomerParts Manufacturing

Value Stream Mapping:A Value Stream includes all elements (both value added and non-value added) that occur to a given product from its inception through delivery to the customer.

Requirementsnext29

VALUE STREAMPROCESSAssemblyCellPROCESSWeldingPROCESSStampingFinishedProductRawMaterialTypically we examine the value stream from raw materials to finished goods within a plant. It is also possible to map business processes using Value Stream Mapping.30Value Stream Mapping (VSM) is a hands-on process to create a graphical representation of the process, material and information flows within a value stream. Finished GoodsAssemblyLayoutWeldingRolling 6-wk ForecastWeekly Order6 x / DayPC & L6-wk forecastDailyLevel Box DA1 DA2 DA3C/O Time =CT =TAKT Time3 ShiftsDT =Scrap =Stamping0 Overtime2 ShiftsMax Size# Material HandlersC/O Time =CT =TAKT Time3 ShiftsDT =Scrap / Rework =C/O Time =CT =TAKT Time3 ShiftsDT =Scrap / Rework=Small Lot# OperatorsCustomerX pcs / monthStd Pack Qty# ShiftsWIP =WIP =WIP =Steel SupplierInv.TimeProc.TimeTPc/t = ?? days? days? days? days? days? days? daysFuture State Material, Information and Process Flowswith total Product Cycle Time31Provide the means to see the material, process and information flows.Support the prioritization of continuous improvement activities at the value streamProvide the basis for facility layoutEliminate Waste

AND...32Kanban:

Just-In-Time-What you NeedWhen you Need itExact amount you NeedDefined by the customer

Momos At Mini Canteen

Pizza Corner,KettangelPush Systems:

Push:Working in anticipation of demandMaximize machine uptimeLocal Efficiency

Disadvantages:UndisciplinedHigh WasteLow-Cost, High VolumePull:DisciplinedLow WasteHigh customization/Low Volume

Types Of Pull:FIFO PullSupermarket PullHybrid

Customer Demand V/S Supply:How then will you achieve JIT?By utilizing Kanban:Japanese- Signboard or BillboardProduction, Conveyance, Inventory ControlPulling, Pacing, SequencingBasic Types:

Visual Pull:Proximity to next station

Bins:Distance from replenishmentSmall consumables

Bins:Part NumberPhotoTo LocationFrom LocationQuantity

Example Of A 3-Bin Kanban SystemConclusion:Learning is not compulsory... neither is survival.-E. DemingReferences:Womack, James P.; Daniel T. Jones, and Daniel Roos (1990),The Machine That Changed the World, Rawson Associates

Ohno, Taiichi (1988).Toyota Production System. Productivity Press.

Askin, Ronald; Goldberg, Jeffery (2002); Design And Analysis Of Lean Production Systems, John Wiley And Sons.

Toyota Production Systems http://www.simpleximprovement.com(As seen on 09/02/11)Thank You