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Eras in Manufacturing
Craft production
has existed for centuries
Mass production
developed after World War I by Henry Ford and
General Motors Alfred Sloan
Based on principles of Scientific Management
Lean production
developed in Japan after World War II
pioneered by Eiji Toyoda and Taiichi Ohno of Toyota
Comparison
Craft
Mass
Lean
teams of multiskilled
workers
highly flexible
machines
expensive, single
purpose machines
unique,
standardized products high productivity and
individualized, custom
low cost
made products
low productivity, and
high cost
Dell
BMW
Delhi
Carrier
Ford*
Caterpillar
Chrysler
General
Motors*
Coca cola
US Navy*
Pepsi,co
Lean Production
There are many popular manufacturing buzz
words these days, including
Just in time
Continuous improvement
Concurrent engineering
Flexible manufacturing
Total quality management
Statistical process control
What is Lean
Manufacturing?
It is a Strategy to achieve significant,
Continuous Improvement in Performance
through the elimination of all waste of time and
resources in the total Business Process
Processing itself
Delay & Waiting
Over Production
Motion
Transportation
Inventory
Scrap & Rework
100%
80%
70%
60%
10%
40%
20%
0%
30%
Before
Value added
30%
After
Cost added
Step-I
50%
reduction
Step-II
2nd 50%
reduction
Total
90%
reduction
Throughout the
Improvement
process,a company
must avoid settling
for superficial
solutions to cut
waste
Fundamentals in Lean
Manufacturing
Technology Management
People Management
Systems Management
Technology Management
Technology Management
Category
Scope
Structured flow
manufacturing
Small lot
Production
Setup reduction
People Management
People Management
Category
Scope
Employee
Involvement
Control through
visibility
House keeping
focus
Total quality
Focus
System Management
System Management
Category
Scope
Preventive
Maintenance(now
Supplier
partnership
Pull system
Major Targets.
Man
Absenteeism <1%
More Multiskill
Quick Adaptation
for new methods
Material
No rejection
Machine
More Reliability
Flexibility
Zero breakdown
Method
Visibility/Transparent
Standard Operating
Procedures(3s..)
Scope
Value Stream
Mapping
Create flow
Balance to takt
time
Stabilize the
Production line
Improve MTBF,Reduce MTTR & Reduce spare part consumption(TPM Implementation-Autonomous maintenance)
Zero Defect
Levelled
Production
Process layout-Area
layout/Cell design
Internal/External
logistics
Kaizen (Flow-value stream
improvement Vs Process-Elimination of
Waste)
Production scheduling
according to demand
Micro(Site/Operations)
Waste Elimination
Continuous
Improvement
Production
2 (shared)
I
3 Days
C/O = 0
Uptime = 100%
ice
dv
yA
C/T = 300s
Kitting
Stores
6(Shared)
I
1 Day
C/T = 60 s
C/T = 60s
C/O = 0
C/O = 0
Uptime = 100%
I
6 Days
C/T = 360 s
C/O = 0
Uptime = 100%
Uptime = 100%
Value added Time
=
Production Lead Time
3 Days
300 s
1 Day
60 s
60 s
6 Days
Processing time
C/T - Cycle Time
Material
gate
pass
Shipping
Process Ratio
1 X daily
Packing &
Raw Material
inspection
er
liv
De
1X
Daily / weekly
Inwarding
Daily Req.
600 Nos.
Daily Plan
Takt time
54 Sec
Customer
Order Plan
360s
780
129600
= 0.6 %
Supplier
Order Plan
MRP/ EPO
Takt time
54 Sec
Month/ weekly /daily plan
Customer
Daily Req.
600 Nos.
Production
Stores
inspection
C/T = 300s
Online
Packing
I
1 Day
C/O = 0
Uptime = 100%
C/T = 45s
C/O = 0
C/O = 0
Uptime = 100%
Spiderman
Shipping
6 (shared)
C/T = 60 s
I
6 Days
300 s
1 Day
60 s
Uptime = 100%
Uptime = 100%
Container size
reduction
45 s
6 Days
Processing time
C/T - Cycle Time
C/T = 360 s
C/O = 0
Process Ratio
Prod. Lead time
Material
gate
pass
Finished goods
Kitting
2 (shared)
1 X daily
ice
dv
yA
Inwarding
er
liv
De
Re Design
Work Table
1X
Daily
Daily Plan
Kanban
Operation
360s
765
32400
= 2.36 %
"withdrawal" KANBAN
Supplying
process
Customer
process
Material
Mat erial
RM- supermarket
CUSTOMER PROCESS
Customer process goes to supermarket and withdraws
what it needs when it needs it.
SUPPLYING PROCESS
Supplying process to replenish what was withdrawn.
PURPOSE
Controls Ordering at suplying process without trying to schedule.
"ordering" KANBAN
It Triggers Ordering of Materials.
"withdrawal" KANBAN
It is a shoping list that instructs the Material handler to get and
transfer materials.
After
Monthly
schedule
from F
SPARES KANBAN
Supplier
plant
Supplier
plant
store
Super market
Kanban cards
Part no
Withdrawal kanban
Up stream
process
# FIFO Lane
FIFO Lane#
Down stream
process
Supermarket
Step 3 & 4
2
PACEMAKER
PROCESS
kanban
withdrawal
Material
Requirement
Drop kanban
at process center-3
4
ordering kanban
"RM" supermarket
Vendor
Lean
Less Waste
Less Variation
Faster throughput
Uniform output
Improved quality
Improved quality
Less Inventory
Less Inventory
Six sigma
Waste elimination
Variation reduction
Flow
Process control
Continuous improvement
Continuous improvement
Speed
Accuracy
=Performance
Lean exposes NVA/VA and makes value added flow
6Sigma reduces Variation of value added