Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Before 1850
Craft manufacturing
Eli Whitney (Interchangeable parts) Drawing conventions, Tolerances Modern machine tool development
Fredrick Taylor (Standardized work, time study & work standards) 1900 Frank Gilbreth (Process charts, motion study) World War I Henry Ford (Assembly lines, flow lines, manufacturing strategy)
Deming & Juran (SPC, TQM) Eiji Toyoda, Taiichi Ohno, Shigeo Shingo Toyota production system, JIT Stockless production, World class manufacture
1990
Lean Manufacture
Industrys Concerns
Govt. Policies Rising Cost of Input (Raw material, Energy) Competency of employees
Global Competition
Accountability to shareholders & financers
Survival Kit
Create precise customer value
goods and services with higher quality and fewer defects
with less human effort, less space, less capital, and less time than the traditional system of mass production.
Remove waste
Consume just enough recourses Do more with less
PTU's Gian Jyoti School of TQM & Entrepreneurship
Focus on Waste
Test for value added activities - Transforms product in some way - Customer sees & willing to pay - Will the customer know if eliminated
Seven Wastes
MUDA
is the Japanese word for WASTE. 5 1 4 7 3 2 6 An 8th waste is the wasted potential of people To produce sooner,faster or in greater quantities than customer demand.
Overproduction
Over Processing
Processing beyond the standard required by the customer.
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Inventory
Rework
Raw material, work in progress or finished goods which is not having value added to it.
Waiting
People or parts that wait for a work cycle to be completed.
Transportation
Motion
Eliminating Waste
7 steps
1. Reduce lead time
2. Cut operations costs 3. Improve business performance visibility
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Customer Order
Waste Time
Product Shipment
Lean Manufacturing
Customer Order
Waste
Product Shipment
Time (Shorter)
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Excellent quality
Reduced costs Ability to meet global market & competition
PTU's Gian Jyoti School of TQM & Entrepreneurship 12
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The critical starting point for Lean Thinking is value as defined by the ultimate customer.
PTU's Gian Jyoti School of TQM & Entrepreneurship 16
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5S Visual control
Team building
Problem solving
Standardised processes
Value stream mapping
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5S
A method for organizing a workplace, and keeping it organized.
Benefits 1.Improve safety 2.Decrease down time 3.Raise employee morale 4.Identify problems more quickly 5.Develop control through visibility 6.Establish convenient work practices
PTU's Gian Jyoti School of TQM & Entrepreneurship 22
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Visual Control
Any communication device used in the work environment that tells us at a glance how work should be done and whether it is deviating from the standard Benefits
1. Increase productivity 2. Improve quality
3. On-time delivery
4. Reduce inventory 5. Increase equipment reliability
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Visual management
Visual management maintains an orderly work environment.
Employees have quicker and safer access to items that are needed.
Colour-coding is often used to remind employees of where items belong. If order is not continually stressed, disorder will result and create an unfriendly work atmosphere.
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Team Building
Lean Tool Introduction
1. 2. An active process by which a group of individuals with a common purpose are focused and aligned to achieve a specific task or set of outcomes 3. 4. 5.
Benefits
Improves morale and leadership skills. Finds the barriers that thwart creativity Clearly defines objectives and goals Improves processes and procedures Improves organizational productivity
Team Building
6.
7.
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Problem Solving
Lean Tool
Introduction
Benefits
Problem Solving
The Problem Solving is a systematic approach with a sequence of sections that fit together depending on the type of problem to be solved. These are: 1. Problem Definition 1. Leads to identify root cause(s) of chronicle 2. Problem Analysis problems 3. Generating possible Solutions 4. Analyzing the Solutions 5. Selecting the best Solution(s) 6. Sustaining the gains
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Standardized Process
A tool for guiding 2. Identifies waste in each step of improvements by the production process. identifying waste & 3. Provides a plan for implementing improvements to isolated processes the production process to reduce costs.
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Pull system
Lean Tool Introduction Benefits
1. Reduce lead times A method of controlling 2. Minimize work in process the flow of resources 3. optimize floor space usage by replacing only what 4. Simplify production signals has been consumed and improve on-time delivery to customers.
Pull system
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Kanban
Lean Tool Introduction Benefits
1. Reduces waste and scrap 2. Provides flexibility in production 3. Increases Output 4. Reduce Preventing Over A system of continuous Production supply of components, parts and supplies, such 5. Minimizing Wait Times and that workers have what Logistics Costs they need, where they need it, when they need it 6. Reduce Stock Levels and Overhead Costs 7. Save Resources by Streamlining Production 8. Reduce Inventory Costs
PTU's Gian Jyoti School of TQM & Entrepreneurship 31
Kanban
3. Process Simplification
4. Schedule Variety
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5Ws & 1 H
It is a method of questioning that leads to the identification of the root cause(s) of a problem
2. Identify current and future needs for organizational improvement. 3. Develop a logical approach to problem solving; using data that already exists in most operations.
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Lean Tool
Introduction
Benefits
1. Reduced costs 2. Increased throughput 3. Streamlined processes 4. Improved communications 5. Reduced process variability 6. Schedule integrity
Reduction of total time taken from start of the production or service to its completion. It includes processing time, move time, wait time, and inspection time
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A Japanese term refers to 3. Encourage immediate reaction the warning lights on an to quality, down time, and assembly line that light up safety problems. when a defect occurs. When the lights go on, the 4. Improve accountability of operators by increasing their assembly line is usually responsibility for good stopped until the problem production and empowering is diagnosed and corrected. them to take action when problems occur. 5. Improve the ability of supervisors to quickly identify and resolve manufacturing issues.
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