PRESENTACION GENERAL DEL GRUPO

 Nombre
 Carrera

 Trabajo

 Entidad

 Telefono

 email

 Que esperan aprender de la materia al

final del curso

 PRESENTACION
GENERAL
 MC Ingeniero Gildardo Torres Cazares
 Ingeniero Mecanico

 10 anios de experiencia
 Actualmente trabajando para Schneider Electric
 Posicion: Sr. Staff Advanced Manufacturing Engineer

 Principal actividad: Desarrollo de Proyectos, Nuevos

productos, nuevas teconologias , Obsoletizacion y
reemplazo de productos o componentes

 Email: gtcaz10111@gmail.com
 Tel: 664 404 3276, 152*14*9392
 CRITERIOS DE EVALUACION Y
REGLAMENTO
 Tolerancias para la entrada a la clase: 5
min.
 Justificacion de inasistencia: solo con la
direccion administrativa
 Se tomara asistencia diaria
 No se justificara inasistencia via
asesoria por mas de una semana
 Inasistencia colectiva: Se da por vista la
clase
 OBJETIVO DE LA MATERIA
 Informativo: El alumno conocera y aplicara
las herramientas de calidad para el
aprovechamiento de recursos y
establecimiento de areas de mejora.

 Formativos: Fomentara trabajo en equipo

en la solucion de problemas
 PROGRAMA DE LA
MATERIA
 TEMAS Y SUBTEMAS PRIMER PARCIAL
 UNIDAD I LEAN MANUFACTURING

1.1 Filosofia de la Gestion

1.2 Reduccion de los 7 despilfarros
1.2.1 Sobreproduccion
1.2.2 Tiempo de espera
1.2.3 Transporte
1.2.4 Exceso de procesado
1.2.5 Inventario
1.2.6 Movimiento
1.2.7 Desecho-Scrap
 PROGRAMA DE LA
MATERIA
 TEMAS Y SUBTEMAS SEGUNDO PARCIAL

 UNIDAD II.- PROCESOS CONTINUOS DE

ANALISIS (KAIZEN)

 UNIDAD III.- PRODUCCION PULL (EN EL

SENTIDO DEL KANBAN)

 UNIDAD IV.- ELEMENTOS Y PROCESOS “ A

PRUEBAS DE FALLOS” (POKA YOKE)
 PROGRAMA DE LA
MATERIA
 TEMAS Y SUBTEMAS ORDINARIO

 UNIDAD V.- OTROS ELEMENTOS

5.1 Toyota Way
5.2 Tak Time
5.3 5 ‘s
5.4 TPM
5.5 J I T (just in time)
 BIBLIOGRAFIA
 Feld William. Lean Manufacturing: Tools,
Techniques and how to use them. St.
Lucie Press,2001

 IMAI, MASAAKI. Como Implementar

Kaizen en sitio de trabajo, Mc Graw Hill

 George. Lean Six Sigma. Mc graw Hill.

2002
COMPONENTES DE TODO
PROCESO
MEJORA DE LOS PROCESOS
MEJORA DE LOS PROCESOS
Process-Focused Strategy Examples

Bank
© 1995

Hospital Corel
Corp.

Machine
© 1995 Corel Corp. Shop
© 1995 Corel Corp.
Repetitive-Focused Strategy -
Examples
Fast
Clothes
Food
Dryer
McDonald’s
over 95 billion served

Truck
© 1995 Corel Corp.

© 1984-1994 T/Maker Co.

© 1995 Corel Corp.

Flow Diagram Showing the Production Process for Harley Davidson,
York, PA.
 Product-Focused Examples
Soft Drinks
(Continuous, then
Discrete)
Light Bulbs
(Discrete)
© 1995 Corel © 1995 Corel Corp.
Corp.

Mass
Flu Shots (Discrete)
© 1984-1994 T/Maker Co.
Paper (Continuous) © 1995 Corel Corp.
Los símbolos generales

Y ahora el "Value stream map"

?
 LEAN MANUFACTURING

 FILOSOFIA de la Gestion
 Tiene como objetivo la eliminacion de los
despilfarros.

 Despilfarro:????
Todo aquello que no agrega valor a el
producto
 Como?
produciendo el producto o servicio en el
instante que se necesita con calidad
perfecta
 Evolucion del concepto
1900’s Mr. Ellis KRAFT PRODUCTION
Produccion artesanal
1920’s Ford MASS PRODUCTION
-Produccion en masa

-Lineas de Ford T

-Grandes series , grandes compras

1950-60’s Srs. RENAULT, REDUCCION DE COSTOS

FIAT, CITROEN -Mano de obra barata

-Metodos y Tiempos, Ergonomia

1970’s Mr. Sloan VARIANTES DE UN MISMO

General Motors MODELO
Comunidad
Lineas de Montaje final
 Evolucion del concepto
1980’s Mr. Toyota LEAN PRODUCTION
Limitacion de recursos
Flexibilidad
1990’s Mr. Goldratt CUELLOS DE BOTELLA
1990’S ? TQM
REINGENIERIA
SIGLO TAYLOR PADRE DE LA INGENIERIA
XVIII INDUSTRIAL
-Division de las diferentes tareas

-Creacion de especialistas

-ORGANIZACIÓN CIENTIFICA DEL

TRABAJO
 Padre de la Ingenieria Industrial
Ingeniero Mecanico
Estadounidense

1878 Organización Cientifica

del trabajo

1903 Shop Management

(Trabajo Estándar, Evolucion
Mr. Frederik mental y trabajador
Winslow Taylor funcional)
CLASE 09-03-09
HENRY FORD

INVENTOR DE LA
CADENAS DE
PRODUCCION

$ 5.00 DAY =
reduccion de
ausentismo 1914
Incremento de la
productividad
Taiichi Ohno JIT
1900
Padre de TPS

Kiichiro (al fondo) Linea de

y ensamble 1943
Sobrino Eijii
Toyoda
 DESPILFARROS (desperdicios)
1. Sobreproduccion
2. Tiempo de espera
3. Transporte
4. Exceso de procesado
5. Inventario
6. Movimiento
7. Desecho-Scrap
8. ?????????????
 8vo Desperdicio
 NO UTLIZACION DE LAS
HABILIDADES Y CAPACIDADES
DEL PERSONAL.
 Enfoque funcional o por procesos
Mayo, 1998

Stores
Rework

= Lotes (WIP)
 Systema Lean
Implementado
 Tack time calculado
(linea balanceada).

Antes Celula de ensamble

Tipo espejo
 Poka-yoke implementado.

 Menos
inspeccion,
menos scrap,
mejor
satisfaccion del
cliente
 Reduccion de
problemas de
calidad
Poka Yoke
 SOBREPRODUCCION
 Gran tamano en
aprovisionamiento

 Maquinas al limite de la
capacida

 Almacenes llenos

 Falta de balance entre

demanda y produccion
EFECTO de la Sobreproduccion
Otro efecto.. Positivo o negativo?
 Discusion de Sobreproduccion

 Sobreproduccion despues de la Primera

Guerra Mundial USA
- Empleo

- Economia del pais

- Comparacion Demanda Vs. Oferta

 Sobreproduccion y sus efectos
 Incremento
 Scrap

 Non-conformance

 Caducidad / Obsolescencia

 Costos por alamacenamiento

 Flujos de efectivos reducidos

 No rentabilidad

 Poca visibilidad de de variedad de productos

 No eficiencia en la administracion de los recursos

 No productividad $ Financieramente
 Reduccion o eliminacion
de la Sobreproduccion
 TAK TIME
CLASE 091709
Discussion de Simulacion de proceso
CLASE 092209
 TAREA
 TAREA: ELABORACION DE SIPOC/
DIAGRAMA DE TORTUGA, CALCULO DE
TIEMPO DISPONIBLE Y MENCIONAR
METRICOS DISPONIBLES PARA CONTINUAR
CON EL ESTUDIO DE MANUFACTURA DE UN
PROCESO,
 ENTREGAR SEPT 24 '09, ELECTRONICO,
ESTE DEBE DE INCLUIR TODO LO QUE PIDE
EL DIAGRAMA DE TORTUGA
 CALIFICACION DE PRIMER PARCIAL ,
CRITERIOS
 EXAMEN : 50%
 SIPOC

 DIAGRAMA DE TORTUGA

 MAPA DE PROCESO

 METRICOS DE MANUFACTURA

 HISTORIA Y DESARROLLO DE
MANUFACTURA, POR AUTORES
 PARTICIPACION : 30%

 TAREAS: 20%
 EJERCICIO DE CLASE
 CALCULO DE TAK TIME.
 Analisis de Tiemo disponible
 Elaboracion de Ejercicio real: Nueva Celula
 Descripcion de Producto
 Diagrama de Tortuga
 SIPOC
 Process Map (Lay Out)
 Demanda
 Tiempo Disponible
 Tak Time
Diagrama de la Tortuga
SIPOC
Mapa de Proceso ( Laoy Out)
 Takt Time Reference
Data
An efficient process is a Just-in-Time process. 
Capacity

Takt Time Ref

Make and Deliver
Assembly  just what is needed
Chronology

Differentiation
Tree
 just when it is needed
Elementary
Operation
 just in the amount needed
Process
Architecture It must be synchronized with customer demand, and
Line
Architecture flow
precisely match production with this demand.
Material Providing
& Handling Takt Time is one of the Lean Manufacturing fundamentals
Workstation
Layout
Takt Time is the precise interval of time between two
Production
Indicators products to meet customer demand. (Takt means
"heartbeat" in German)
 Process Architecture : Methodology & SPS rules
Data Available production time
Takt Time Ref =
Maxi Demand = Cmax SPS RULES
Capacity
OTR
Takt Time Ref A maximum of 8
Operating Time Ref operators are
Assembly Resources = working inside the
Chronology Takt Time U- Cell
Differentiation
Ref
?
Tree

Elementary
Elasticity
Operation Nbr of Operations Resources X Elasticity (1,3)
= 30 %
Process
Architecture

Line DT
Unbalancing
CTop 40 s

Architecture flow

time
Design Time between the lower
?
CTop 30 s

Material Providing Cycle time per operation = and higher

& Handling Number of Operations operation cycle
time does not
Workstation exceed 20%
Layout 0 1 2 3 4 5
Operations
Production
Indicators Operating Time Ref 15 s < Cycle Time > 60 s
U cell capacity 3600 /
= Number of Operators (42 Dmh ) (166 Dmh )
( practical )
 Example : Analysis from U-Line Simulation
Data
TT Ref = (7,16 * 2 * 250) / 800000 = 16,1 s
Capacity

Takt Time Ref

Data:
Assembly Ressources = 96 / 16,1 = 6
Chronology Maxi Customer demand : 800 000
pcs/year
Differentiation
Tree
Available hours per shift : 7,16
Elementary
Number of Shifts :2
Operation Nbr of Operations = 6 * 1,3 = 8
Process Nbr days / year : 250
Architecture
DT, Design Time : 82 s
Line
Architecture flow OTR,Operating Time Ref : 96 s
Material Providing Cycle time per operation = 82 / 8 = Elasticity : 30 %
& Handling 10,3 s
Workstation
Layout

Production
Indicators U cell capacity = 3600 / (96 / 6) = 224
ps/hr ( practical )
 7 Wastes of Lean
 7 Wastes: lean manufacturing focuses on eliminating seven causes of waste. The
elimination of these wastes leads to higher quality, improved delivery, higher
productivity and increased worker safety.
Waste is ANY activity that
consumes resources but
creates no value for the
Transport & customer.
T Handling
Waiting W

Inventory &
Overproduction O
I Storage
Over processing
O
Defects,
M Motion Rework &
Inspection
D
 Poka Yoke
 Poka Yoke: Poka-Yoke is fool proofing, which is the basis of the
Zero Defect approach, which is a technique for avoiding and
eliminating mistakes. Generally this technique is used in
manufacturing process but has much wider uses, such as; offices
 order and invoice processing, hospitals - drug dispensing,
aircraft maintenance - particularly with processes having the
potential of inducing catastrophic in-service failures. A poka
yoke solution, for example, may involve placing a sensor, a
limit switch or a simple mechanical guide in place that
prevents a defect from occurring.
 In 90% of cases, the poka-yoke solution is a very simple and
inexpensive solution.

READ: Remember 3 rules….

“Zero Quality Control: An error proofing system should take into consideration these 3 simple rules:
Source Inspection and Don’t accept Don’t Don’t pass on
the Poka-yoke System” make
defects. defects. defects.
by Shigeo Shingo

Your supplier You Your Customer

 Suggestion >>><<< Takt Time
Toyota Suggestion System  Suggestion System: a successful suggestion system is a
Toyota: Good products, good ideas.” reflection of employee acceptance of the transition of
YEAR EMPL’S. SUGGESTIONS AVG/EMP. operations from traditional to lean. Suggestions are
1976 43,700 463,442 10.6 encouraged from individuals and groups. Suggestions
1980 44,700 859,039 19.2 are solicited from all levels of the organization. All
1984 53,500 2,149,744 40.2 suggestions are recorded and posted. All suggestions
are responded to by management in a reasonable (short)
period of time. Implemented suggestions are rewarded.
 Supermarket: A controlled inventory of items that is used
to schedule production in an upstream process

Takt Time: This is the Regular Operating Hours divided by

the Saleable Quantity of Products (Demand). (Regular
Operating Hours are calculated by subtracting rest hours
from scheduled work hours per day excluding overtime.)
This term is similar to the traditional measure of cycle time in
the sense that one unit is completed each cycle. However,
takt time is derived from real customer demands which may
change on a daily basis whereas actual operator cycle times
are measured by the completion of all tasks for the operator
and the time to start another cycle of all tasks.
 TPM Total Productive

Maintenance
TPM, Total Productive Maintenance: TPM
 TPM aims to maximize equipment effectiveness (overall
effectiveness)
 TPM establishes a thorough system of PM for the
equipment’s entire life span
 TPM is implemented by various departments
(engineering, operations, maintenance)
 TPM involves every single employee, from top
management to workers on the floor.
 TPM is based on the promotion of PM through employee
involvement: autonomous small group activities.
 TPM works to eliminate the “Six Big Losses”
 Equipment Failure - from breakdowns
Key KPI’s:
 Set-up and adjustment - from changeovers
MTBF & MTTR
 Idling and Minor stoppages - due to the abnormal
Down operation of sensors, blockage of chutes, etc
OEE / NEE Time  Reduced Speed - due to discrepancies between
Reactive Maintenance
designed and actual speed of equipment
vs. Standard Maintenance Speed  Process defects - due to scrap and quality defects
Loss  Reduced yield - from machine start-up to stable
READ: production
TPM- Introduction to TPM by
Defect
Seiichi Nakajima