INSTITUTO TECNOLOGICO DE SAN LUIS

POTOSI

TALLER LEAN SIGMA

UNIDAD 1
PORTAFOLIO DE EVIDENCIAS EQUIPO A

PROFESOR: ESCANDEL GONZALEZ JOSE MANUEL

INTEGRANTES:
GERARDO CORTEZ GALAVIZ.
ERIKA ALEJANDRA BRAVO ALMENDARIZ.
JESSICA LARA UNDA.
MIGUEL ANGEL RODRIGUEZ.
DIANA JUDITH ZAPATA TRISTAN.
INDICE
APUNTES LIBRETA............................................................................................... 3
EQUIPO 2: SMED Y POKAYOKE............................................................................. 7
EQUIPO 3: TotalProductive Maintenance (TPM)....................................................10
Equip 4: Push system y Obtencion del Tead Time.....................................................14
EQUIPO 5: TAKT TIME......................................................................................... 16
Equipo 6: Take time.............................................................................................. 18

APUNTES LIBRETA
Taller lean
 1. identificacin de 9desperdicios.
2. 5s kamban smet pokayoque
3. Optencion de lean time
4. Desarrollo y anlisis de value stream map

7 deadly waste

Over production
Inventoru
Extra processing
Motion
Rework (defects)
Waiting desperdicios
Transportation

Add no value-only serve toraise costs

No generar valor solo eleva costos

Waste existe in every process eliminate it

WASTE 1----- OVER PRODUCTION

Causes

MPS
Producing more tan Plan maestro
de
the costomer or next
Produccin
process needs

BOOM Estructura de
EFFECTS
materiales
Builds inventory
not needed
WASTE 2INVENTORY
Causes

Lotsof inventory on
shelves racks an
floors
 EFFECTS

Needs extra
resources to
manage JIT Justo a tiempo

Obsolescence
JIC Compras de
pnico
Losses due to
Difficulty in
demage
findiny material

WASTE 3EXTRA PROCESSING

Causes

Incompleted Multiple ways of Checking

information doing the same rechecking
supplied task

EFFECTS

Creates delay in Opportunity for

delivering more defects

WASTE 4--- UNNECESSARY MOTION

Causes

Unnecesary
movement of
people
 EFFECTS

Wasted cycle
time Adds cost

WASTE 5--- REWORK DEFECTS

Causes

Lack of clarity on Unnecesary change

requeriment in decision

EFFECTS

Consume Discourage
resources in re customer
work satisfaction

WASTE 6WAINTING
Causes

Lack of
coordination

WASTE 7 --- TRANSPORTATION

Causes

Tabking filesto Tabking filesto

ano ther person ano ther person
EFFECTS
Add cost Adds to cycle
time

Consumes valuable
resources

Equipo 1: 5S y Kamban
5S (methodology) is the name of a workplace organization method that uses a list
of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated
into Roman script, they all start with the letter "S". The list describes how to
organize a work space for efficiency and effectiveness by identifying and storing
the items used, maintaining the area and items, and sustaining the new order.
5S was developed in Japan and was identified as one of the techniques that
enabled Just in Time manufacturing.
1. Sort (Seiri) Prevent accumulation of unnecessary items. Evaluate necessary
items with regard to cost or other factors. Remove all parts or tools that are not in
use. Segregate unwanted material from the workplace. Define Red-Tag area to
place unnecessary items that cannot immediately be disposed of. Dispose of these
items when possible. Need fully skilled supervisor for checking on a regular basis.
2. Set In Order (Seiton) Arrange all necessary items so that they can be easily
selected for use. Prevent loss and waste of time by arranging work station in such
a way that all tooling / equipment is in close proximity. Make it easy to find and pick
up necessary items. Ensure first-in-first-out FIFO basis. Make workflow smooth
and easy. All of the above work should be done on a regular basis. Maintain safety.
3. Shine (Seiso) Clean your workplace on daily basis completely or set cleaning
frequency. Use cleaning as inspection. Prevent machinery and equipment
deterioration. Keep workplace safe and easy to work. Keep workplace clean and
pleasing to work in. When in place, anyone not familiar to the environment must be
able to detect any problems within 50 feet in 5 secs.
4. Standardize (Seiketsu) Standardize the best practices in the work area. Maintain
high standards in workplace organization at all times. Maintain orderliness.
Maintain everything in order and according to its standard. Everything in its right
place. Every process has a standard.
5. Sustain (Shitsuke) Not harmful to anyone. Also translates as "do without being
told". Perform regular audits. Training and discipline. Training is goal-oriented
process. Its resulting feedback is necessary monthly. Self-discipline to maintain
proper orde.

Seiri
Seiket Shitsuk Seito
su e n
Seison
Benefits of 5s
 Greater productivity
Less defective products
Fewer breakdowns
Lower level of inventories
Less accidents
Fewer useless movements
more space
Workplace satisfaction

Kanban
Kanban systems consist of a set of ways of communicating and exchanging
information between the different operators of a production line, a company, or
between supplier and customer. Its purpose is to simplify communication,
streamlining it and avoiding errors caused by lack of information.
At present, Kanban methods have been automated in most companies, so that, for
example, labels can be placed with barcodes which, in computerized form, when
passing products through each control point, the system automatically locates and
gives the necessary orders so that each item reaches its destination.
Types of Kanban
Transport tags with information of what each package contains and its destination.
Manufacturing labels with information on the characteristics of the product to be
manufactured.
Labels with any other type of information relevant for carrying out the activities
These labels may be in traditional format, or include information coded in numeric
codes, or in bar code format

Advantages in the productive processes:

1.- Increase the flexibility of production and transportation processes.
2.- If a computerized system is used, it allows to know the situation of all the items
at each moment and to give instructions based on the current conditions of each
area of work.
3.- Prevent unnecessary work and prevent excessive paperwork unnecessary

Advantages in logistics operations:

1.- Better control of material stock.
2.- Possibility of prioritizing production: the type of product with more importance or
urgency is put first than others.
3.- Control of material is facilitated.

EQUIPO 2: SMED Y POKAYOKE

SMED is a system for dramatically reducing the time it takes to complete
equipment changeovers. The essence of the SMED system is to convert as many
changeover steps as possible to external (performed while the equipment is
running)

SET UP

The set up is inevitable and time consuming, thereforYou have to minimize the
variety of products to run, advantage of the set up and produce what is possible

Common tools changeover practices

Stop the machine without having the necessary

Tools Drawings Specifications Model information to produce Molds People
Materials

Benefits

Lower manufacturing cost (faster changeovers mean less equipment down time

Smaller lot sizes (faster changeovers enable more frequent product changes

Improved responsiveness to customer demand (smaller lot sizes enable more

flexible scheduling)

Lower inventory levels (smaller lot sizes result in lower inventory levels)

Smoother startups (standardized changeover processes improve consistency and

quality)

Basics of SMED

In SMED, changeovers are made up of steps that are termed elements. There
are two types of elements

Internal Elements (elements that must be completed while the equipment is

stopped)
External Elements (elements that can be completed while the equipment is
running)
INTERNAL ELEMENTS

Remove guards
Mold heating
Insert tools
Make adjustments
EXTERNAL ELEMENTS

Cleaning tolos
Calibrated gauges
Transported material , Preparation of tools
Conclusion: SMED can be applied in any manufacturing company where the
common goal is to reduce time and avoid waste. It should be mentioned that
internal and external adjustments must be made to avoid downtime and higher
production, some SMED objectives are to reduce inventories, the type of
inventories SMED refers to are inventory in the process, by the change of
machinery that could be realized.

Poka Yoke or Mistake proofing It is normally a simple and often inexpensive

device that prevents defects from being made or highlights a defect so that it is not
passed to the next operation.

Objective of Poka Yoke

Increase customer satisfaction by eliminating or minimizing defects.

Build quality intto process through early detection and prevention of
defects.
Know the three basic a functions of a poka yoke device.

Many of these techniques make 100% inspection possible by incorporating

economic mechanisms. Therefore, these techniques avoid human errors in two
areas of work: production activities (PREDICT and avoid production errors) and
production oversight activities (avoid DETECTION errors).

They serve as preventive measures to prevent people and machines from

conducting mistakes. These devices should be easy to install, provide instant
prevention and feedback, can function independently, and can be used by
everyone.

Implementation of Poka Yoke

1. Identify the problem of the operation or process that requires a Poka yoke (areas
where there are a large number of errors or where a single error represents a high
cost).

2. Use the 5 whys or cause and effect analysis to get to the cause of the problem.
EQUIPO 3: TotalProductive Maintenance (TPM)
TPM is a productive maintenance implemented by all employees in an
organization.
TPM involves everyone in the organization from operators to senior
management in equipment improvement.
TPM in three words:

Total = All individuals in the organization working together.

Productive = production of goods that meet or exceed customers expectations.
Maintenance = keeping equipment and plant in good condition at all times.
What is TPM?

TPM (Total Productive Maintenance) is a holistic approach to equipment

maintenance that strives to achieve perfect production:
No Breakdowns
No Small Stops or Slow Running
No Defects
In addition it values a safe working environment:
No Accidents
The implementation of a TPM program creates a shared responsibility for
equipment that encourages greater involvement by plant floor workers. In the right
environment this can be very effective in improving productivity (increasing up time,
reducing cycle times, and eliminating defects).

The 5S Foundation

The goal of 5S is to create a work environment that is clean and well-

organized. It consists of five elements:
Sort (eliminate anything that is not truly needed in the work area)
Set in Order (organize the remaining items)
Shine (clean and inspect the work area)
Standardize (create standards for performing the above three activities)
Sustain (ensure the standards are regularly applied)
OEE and the six big Losses

OEE (Overall Equipment Effectiveness) is a metric that identifies the

percentage of planned production time that is truly productive. It was
developed to support TPM initiatives by accurately tracking progress
towards achieving perfect production.
An OEE score of 100% is perfect production.
An OEE score of 85% is world class for discrete manufacturers.
An OEE score of 60% is fairly typical for discrete manufacturers.
An OEE score of 40% is not uncommon for manufacturers without TPM
and/or lean programs.
Simplified Roadmap

An excellent way to get a deeper understanding of TPM is to walk through an

implementation example. This section provides a step-by-step roadmap for a
simple and practical TPM implementation.

Step One Identify Pilot Area

In this step the target equipment for the pilot TPM program is selected. There are
three logical ways to approach this selection.

Step Two Restore Equipment to Prime Operating Condition

In this step, the equipment will be cleaned up and otherwise prepped for improved
operation. Two key TPM concepts will be introduced:

5S

Autonomous Maintenance
First, a 5S program should be initiated (including both operators and maintenance
personnel).

Step Three Start Measuring OEE

In this step, a system is put into place to track OEE for the target equipment. This
system can be manual or automated but the scope of the system must include
unplanned stop time reason code tracking.

Step Four Address Major Losses

In this step, the most significant sources of lost productive time are addressed. The
TPM concept of Focused Improvement (also known as Kaizen) is introduced.

Step Five Introduce Proactive Maintenance Techniques

In this step, proactive maintenance techniques are integrated into the maintenance
program (thus introducing the TPM concept of Planned Maintenance).

Pull System Design

What is a Pull System?

A pull system is a lean manufacturing strategy used to reduce waste in the

production process. In this type of system, components used in the manufacturing
process are only replaced once they have been consumed so companies only
make enough products to meet customer demand.

Pull System vs. Push System

In a push system, units are produced based on forecasted demand and then
pushed into the market, whereas a pull system uses actual demand.
In a pull system, the quantity produced is just enough to meet current
demand.
Pull Production Focus

Pull/Kanban is a part of the Lean Production or Just-in-time (JIT) manufacturing

process, applying Lean principals to eliminate waste. Every method in the Lean
production system focuses on the elimination of waste. Lean principals should not
be limited only to manufacturing operations, all areas of a company can benefit
from the application of Lean principals. Reduction of waste ensures lower costs,
higher quality products, and better service and delivery.

Using Kanban in a Pull System

The signals which permit production materials to be replaced or refilled are called
Kanbans. Meaning "signal" in Japanese, these cues use visual communication to
put a pull system into practice.

The Kanban system provides a company the following positive results:

Employees know exactly what is required based on the conditions in the

workplace.
Employees do not need to be assigned a job, they are allowed to perform
work when and where it is needed.
Unnecessary paperwork is eliminated and the possibility of making an error
is reduced.
The skill level of employees is increased and the variety gives them more
satisfaction from their work.
 Equip 4: Push system y Obtencion del Tead Time
In the Push system each operation is produced using forecasts and work schedules
regardless of what the next operation needs

The name push is because the supply chain pushes to the demand.

What risks does it involve using the pull system?

Make product in inventory obsolete

This approach works only in the case of poorly differentiated (marketable)

Or when there are supply contracts that ensure the sale of the product

The logistics strategy based on a push-flow system consists of filling inventories all the
flows of the Supply Chain without taking into account the real demand

Lead Time

The Lead Time of an Order is characteristic of a Logistics network. This metric is useful
for companies to design profitable models to meet the real needs of customers.

Therefore, it is defined as Delivery Time or Lead Time to the space of time that passes
between the issuing of the order and the ordered articles received

The lead time is the delay applicable for inventory control purposes.

This lead time is usually computed.

Supply chain

1 day of supply delay for next day delivery for stores replenished by a regional
warehouse.

1 week of supply delay for a wholesaler ordering from a local producer.

3 months of supply delay for a manufacturer producing in Asia and having a warehouse
in Europe or North America.

Another factor to take into account within Lead Time is the measurement of Delivery
Time. Because it is variable and should be tracked the time for each order and delivery.
Ultimately, this allows you to monitor vendor performance and adjust inventory.

The lead time is the sum of the supply delay and the reordering delay.

The lead time is the applicable duration to calculate the lead demand, the safety
stock or the reorder point through a direct quantile forecast

If the lead time is varying in a perfectly predicable manner:

- for example, the supplier delivers in two business days instead of two calendar
days - then this variation in itself has no impact on any inventory control calculations
The only lead time variations that need to be accounted for, as far as inventory control
is concerned, are the unexpected variations, typically caused by an increase in the
supply delay due to a stock-out experienced by the supplier itself

EQUIPO 5: TAKT TIME

Takt is a German word which refers to the beat of music. (Takt es una
palabra alemana que se refiere al ritmo de la msica)
Takt is indeeed a German word (Takt es indeeed una palabra alemana)

What is Takt Time?

Takt Time-- the desired time between units of production output,
synchronized to customer demand (tiempo deseado entre unidades de
produccin de salida, sincronizado con la demanda del cliente.)

Takt Time is the desired time that it takes to make one unit of production
output (Takt Time es el tiempo que se necesita para hacer Una unidad de
produccin)

If we have a position or a line or a waist that produces at a rate lower than

that of the customer, means that the cycle time is greater than the takt time,
we will need additional shifts (Si tenemos un puesto o una lnea o un talle que
produce a un ritmo inferior al del cliente, quiere decir que el tiempo de ciclo es
superior al takt time, necesitaremos horas extras, turnos adicional)

If, on the contrary, we produce at a higher rate than client, means that the
cycle time is less than the takt time we will have waiting times ( por el
contrario producimos a un ritmo superior al del cliente, quiere decir que el tiempo
ciclo es menor al takt time tendremos tiempos de espera)

T = Takt time, [work time between two consecutive units]

Tiempo Takt, p. [Tiempo de trabajo entre dos unidades consecutivas]

Ta = Net time available to work, [work time per period]

Tiempo neto disponible para trabajar, p. [Tiempo de trabajo por perodo]

D = Demand (customer demand), [units required per period]

Demanda (demanda del cliente), p. [Unidades requeridas por perodo]

Once a takt system is implemented there are a number of benefits:

-The product moves along a line, so bottlenecks (stations that need more time
than planned) are easily identified when the product does not move on in time.

-Correspondingly, stations that don't operate reliably are easily identified.

The takt leaves only a certain amount of time to perform the actual value
added work.

Workers and machines perform sets of similar tasks, so they don't have to
adapt to new processes every day, increasing their productivity.

Downsides of takt time organization include: When customer demand rises so

much that takt time has to come down, quite a few tasks have to be either
reorganized to take even less time to fit into the shorter takt time, or they have to
be split up between two stations.
(Cuando la demanda del cliente aumenta tanto que el tiempo takt tiene que bajar,
bastantes tareas tienen que ser reorganizadas para tomar an menos tiempo para
encajar en el tiempo takt ms corto, o tienen que ser dividido entre dos
estaciones.)

Equipo 6: Take time

Definition: Takt Time-- the desired time between units of production output,
synchronized to customer demand.
Takt Time is the desired time that it takes to make one unit of production output

If we have a position or a line or a waist that produces at a rate lower than that of
the customer, means that the cycle time is greater than the takt time, we will need
additional shifts, overtime, in order to achieve the production that the client asks of
us

If, on the contrary, we produce at a higher rate than client, means that the cycle time is
less than the takt time we will have waiting times, or we will have to move to the operators
to other posts and we will be generating production in more.

Therefore our aim to organize the production or design a job is to match the
maximum cycle time with the time "takt"

Assuming a product is made one unit at a time at a constant rate during the net available
work time, the takt time is the amount of time that must elapse between two consecutive
unit completions in order to meet the demand.
Takt time can be
first determined
with the formula:

BENEFITS The product moves along a line, so bottlenecks (stations that need more time
than planned) are easily identified when the product does not move on in time.
Correspondingly, stations that don't operate reliably are easily identified.
The takt leaves only a certain amount of time to perform the actual value added work.
Therefore, there is a strong motivation to get rid of all non value-adding tasks (like
machine set-up, gathering of tools, transporting products, etc.)
Workers and machines perform sets of similar tasks, so they don't have to adapt to new
processes every day, increasing their productivity.

Downsides of takt time organization include: When customer demand rises so

much that takt time has to come down, quite a few tasks have to be either
reorganized to take even less time to fit into the shorter takt time, or they have to
be split up between two stations

Equipo 7: EXAMPLE VALUE STREM MAP

Basic Symbology of a Value Stream Mapping (VSM).
External sources: This symbol represents
customers and suppliers.

Transfer arrow: This symbol represents the transfer of

raw materials and finished product. From supplier to
plant or from plant to customer.

Transportation by truck.

Operation of the process.

Information: Forecast, production plan, programming.

Data locker with process indicators.

Push arrow to connect the material flow between

operations when it is carried out by means of a push
system.

Trailing arrow to connect the flow of materials between

operations when it is carried out using a pull system.

Inventory: Of raw material, product in process, finished

product.
 Information transmitted manually.

Information transmitted electronically.

Timeline: It shows the cycle times of activities that add

value, and the times of activities that do not add value.

VSM Actual

The number of days of inventory for each process or work center is the
result of dividing the level of inventory consumption or daily requirement of
customers.
 In the case of ACME for the process of die cutting (cutting) are 4600 left
brackets and 2400 brackets right, if we divide these inventories by 600
brackets that the customer requires daily, then,
4600 units/600 Units -days : 7.6 days and

2400 units / 600 Units -days : 4 days. In this case we use the longest 7.6
days.
Same operation is performed for each inventory.

The result observed for ACME is surprising: the company requires to

produce a piece 188 seconds, while that same piece takes 23.6 days out of
the plant to the customer
Diagram of the future State: conceiving the MSV of future State requires
identify opportunities for improvement in the current VSM, and consider the
ideal situation in which they have been used to reduce waste.
Is of reducing to the maximum when not, delete completely them "points
black" where is interrupted the flow that is observed in the VSM current.
The fundamental idea is to treat a single flow to provide the operations or
processes that we reasonably believe can fit in, without interruptions, that
are separating incompatibilities in workflows or different loops to be in a
single stream .In this way, it minimizes the number of points where it
accumulates material in process and generated timeouts that increase the
lead time.
The first necessary step is the calculation of the Takt time:

1.What is the Takt time?: the Takt time calculation starts with the
calculation of working time available between the requirements of the
client in turn.

In the example of the ACME company 8-hour shifts are worked by which the
total time in the turn is 28800 seconds. To the total time necessary to
subtract the time free or dead, which is 20 minutes per shift or 1200
seconds (breaks). The client requires 460 units per shift (18400 uds / 20
days / 2 shifts). Like this:
 The resultant Takt time means that it is needed to meet the demands of the
client within the available working time, produce a piece every 60 seconds
for the family of products. You must try the pacemaker process cycle time
(pacemaker) or minor as close as possible to the Takt time: produce about
the same is one of the main guidelines to develop a future VSM.
Starting from this moment, for the example of the die-cutting ACME and for
any case of study them issues basic to raise is for the approach of the VSM
of State future are: