Lean Diagnosis English Summary

DIAGNÓSTICO DE PROVEEDOR
BASADO EN LEAN
MANUFACTURING
March 31ST , 2003

Arturo TORRES
OBJETIVOS
 BREVE INTRODUCCIÓN AL LEAN
MANUFACTURING
 DESPLIEGUE DE LA METODOLOGÍA LEAN
 OBJETIVOS DEL DESPLIEGUE LEAN
 DIAGNÓSTICO CUALITATIVO Y CUANTITATIVO

DE TALLERES FERRER
MODELO DE PRODUCCIÓN AJUSTADA
(LEAN)
CA
VIO LID
EN A D
COSTE
JUSTO A CONTROL
ESTANDARIZACIÓN
TIEMPO DE
Y MEJORA
Control de material/kanban PROCESO
Producción nivelada
CONTINUA
Sistema Andon
Trabajo estándar
Operaciones flexibles Error proofing
Mejora continua
Cambios rápidos Poke-Yoke
Ver y eliminar desperdicio
Flujo unitario Fábrica Visual
Personas
Lotes pequeños
ESTABILIDAD OPERACIONAL
EQUIPOS PERSONAS
TPM Cultura
Máquina eficiente Integrar proveedor
Proceso/Producto robusto Puesto Organizado
3
SISTEMA DE PRODUCCIÓN AJUSTADA
Antes=Liderazgo, Ahora=Supervivencia
Calidad Coste Plazo Clima
Mejora Continua
CONCEPTOS SISTEMAS HERRAMIENTAS

 Nunca pares las mejoras  Estandarización  Estandarización
 Crear un ambiente libre  Fábrica Visual 5S
 Enfocados hacia cliente  Anti-error  Líneas en U
 Prevención  Flujo Tirante  Benchmarking
 Relacción Cliente-  Flexibilidad  Kanban
Proveedor  TPM  Poka-yoke
 Toma decisiones a nivel  SMED  Equipos Autónomos
básico  Sugerencias  Análisis de Problemas
 Problemas y Despilfarros  Comunicación  Medibles
son oportunidades  Diagnóstico
 Innovación+Mejora Cont.  6 Sigma
4
7 NIVELES DE DESPERDICIO
En general, Lean manufacturing implica la eliminación de los despilfarros en todo el
proceso productivo. Primero hay que identificar los despilfarros y clasificarlos en una de
las 7 categorías:
1. Sobreproducción - Producir mas de los requerimientos del cliente, producir materiales /

productos innecesarios
2. Inventario - Comprar o mantener innecesaria materia prima, work-in-process, producto

terminado.
3. Transporte - Manipulación múltiple, innecesaria, transportes cortos y largos.
4. Espera - retrasos / esperas de tiempo, tiempos muertos (tiempo sin VA)
5. Movimiento - Acciones de las personas o los equipos que no añaden valor al producto.
6. Sobreproceso - Fases del proceso innecesarias o elementos / procedimientos sin VA.
7. Corrección - Producir una pieza mala o que hay que retrabajar.
8. No utilizar los recursos humanos - implicación en el trabajo, ideas / sugerencias.
5
HERRAMIENTAS DE DIAGNÓSTICO
(ANALISIS CUANTITATIVO)
PFA = (PROCESS FLOW ANALYSIS)
ANÁLISIS DEL FLUJO DE PROCESO
VSM = (VALUE STREAM MAPPING)
MAPA DE LA CADENA DE VALOR
6
ANÁLISIS DEL FLUJO DEL PROCESO
Objetivo: Desarrollar un conocimiento real de cómo se fabrica un producto

mediante el análisis detallado de su ruta a través del proceso de
producción. Utilizar esta información para la mejora del proceso.
Metodología: Categorizar cada paso del proceso utilizando los símbolos ASME
(American Society of Mechanical Engineers) y añadiendo los
detalles clave.
Analizar críticamente cada fase del proceso y determinar si

añade valor o añade coste.
Buscar oportunidades para Eliminar, Combinar y Reducir

fases del proceso.
7
SIMBOLOS ASME (American Society of Mechanical Engineers)
Fase Información necesaria
Operación Tiempo de proceso, cantidad procesada
Inspección Tiempo de inspecc, cantidad inspeccionada
Almacén Número de piezas
Transporte Distancia, cantidad, medio utilizado
Espera Número de piezas
Decisión Consecuencia de la decisión
8
FASES DEL PROCESO CON VALOR AÑADIDO
Operación Valor añadido
Inspección No Valor añadido
Almacén No Valor añadido

Evitable
Transporte No Valor añadido o
Inevitable
Espera No Valor añadido
Decisión No Valor añadido
9
MAPA DE LA CADENA DE VALOR
Es una visión macro del negocio, mostrando el flujo de materiales e

información desde el proveedor al cliente
Una forma de identificar actividades sin Valor Añadido en el

negocio
Una forma de crear una visión del estado futuro
Una forma de maximizar el beneficio de las actividades de mejora
10
11
REPRESENTAR EL FLUJO DE INFORMACIÓN
Y MATERIAL
Seleccionar una familia o grupo de productos
Seguir el flujo de materiales de “puerta a puerta”
Seguir el flujo de información cliente - proveedor - cliente
Medir lo que realmente ocurre, no lo que se supone que ocurre
Representar lo que se vea
12
SÍMBOLOS
ETAPA
PROCESO
STOCK TIEMPO DE NO V.A. TIEMPO V.A.
INFORMACIÓN PAPELEO / FAX “PULL” "PUSH" ESPERA

ELECTRÓNICA (Tirar) (empujar)
KANBAN TRANSPORTE PROVEEDOR / CLIENTE
13
14
MEDIBLES LEAN MANUFACTURING
• First Time Through (FTT)

• Overall Equipment Effectiveness (OEE)
• Dock-to-Dock Time (DTD)
• Build to Schedule (BTS)
• Metros cuadrados usados (para producción)
• Productividad mano de obra (output/horas trabajo)
• WIP
• Recorridos /Transportador distancia
• Paradas (Downtime) (parte del OEE)
• Cambios (parte del OEE)
• Tiempo ciclo de Fabricación (MCT - parte del DTD)
15
MEDIBLES LEAN MANUFACTURING
 Sólo se puede controlar aquello que se mide.
 El Lean Manufacturing utiliza dos tipos de evaluación - Cuantitativa

- y Cualitativa (Lean Manufacturing Assessment Tool).
 Los medibles cuantitativos están separados en dos grupos:
 Macro medibles: miden el impacto de la implantación del Lean.
 Micro medibles: miden el impacto de los proyectos de mejora.
16
SEPARAR
March 31ST , 2003

Arturo TORRES
LEAN DEPLOYMENT
s promoting Lean manufacturing
echniques at supplier sites.
LEAN MANUFACTURING
is improving material and information
flows by using Continuous improvement P D
to eliminate waste.
A C
GOALS OF LEAN DEPLOYMENT
• Learn how to improve the process by applying Lean principles -

develop Lean capability through the value chain.
• Implement change to improve the process and reduce cost by

eliminating waste.
• Continue Ford’s ongoing Total Cost Management (TCM) effort to

increase value in the total cost chain.
• Support Order-to-Delivery initiative.

Site Focused Lean Deployment
Day 1: 08.30 - circa 18.00 hours
* Introduction to Lean Deployment Programme

- Introduction presentation.
- Waste Identification Video(optional).
- Discussion/Questions of diagnostic process
* Manufacturing Processes Walk
* Assessment Team Preparation and analysis

- Collate data (CSM/P’flow/Measures/Lean assessment tool)
* Review with Site Management Team (optional)

Day 2: 08.30 - circa 18.00 hours
* Continue Data collection and analysis

- Collate data (CSM/P’flow/Measures/Lean assessment tool)
* Review Questionnaire with Senior Management
* Develop Lean Deployment Plan with Potential

- Use CSM to develop FSM
* Present Findings to Management Team

- Agree Future Actions and Timescale
5 PHASES OF FPS
The process below describes the 5-Phase approach where a foundation for Leanness
is established initially & then built upon progressively until Level Production/JIT
capability is established.
Level Production.
Pull System.
Synchronous Production.
Continuous Flow.
Stability.
LEAN MANUFACTURING UMBRELLA
•Total Quality Control • Standardised work

•Error Proofing • Quick Changeovers
•Total Productive • Just in Time (JIT)
Maintenance (TPM) • Small Group Activities
•Material control • Workshop Organisation
•TAKT • Visual Management
FORDS FOCUS ON IMPROVING THE BUSINESS
Tier 4 Tier 4 Tier 4 Tier 4
Tier 3 Tier 3 Tier 3 Tier 3 Tier 3 Provides 60-70%

of total vehicle cost
Tier 2 Tier 2 Tier 2
Supplier Supplier Supplier
PARTNERING TO MANAGE THE VALUE

CHAIN
March 31ST , 2003
Arturo TORRES
VALUE AND WASTE
• VALUE ADDED:
– An activity that transforms or shapes raw materials or
information to meet customer needs
• WASTE:
– Activities that consume time, resources and space, but do
not contribute to satisfying customer needs
Categories of Waste
?% NOT
UTILISING
HUMAN
RESOURCES
OVER
PRODUCTION
Less than 1% of activity is value adding
OVER-
YET
K
PROCESSING REWOR
G STO typically, we pile resources into

IN CK
T
IT improvement of the 1% and ignore the 99%

OR
A
M
W
O
SP
TI
opportunity
O
AN
N
TR
?%
Approach to Lean Deployment in the Supply Base:-
LEAN
DEPLOYMENT
Commodity Focused Site Focused

Lean Deployment Lean Deployment
The Changing World
Availability Availability Availability Resp.Time + Environmental
Price Price Availability considerations
Market Quality Quality Price
Demand Variety Quality Supply
Variety
Demand
Volume
Productivity Quality JIT/TQM ‘World Class’ ‘World Class’

Output Productivity Quality Innovation Green Products
Output Output Rapid Green Processes
Response
Manufacturing JIT/SPC
Response Supplier
Development
1960’s 1970’s 1980’s 1990’s 2000+

Time
Commodity Focused Workshop:
Iterative Approach
Targets 330 Supplier Sites Accounting for 65% of Buy
Phase 1: Phase 2: Phase 3: Phase 4:

“Supplier Lean Deployment” “Lean Measurables” “Lean Subjects” “FPS links”
Workshop 1 (2 days/session) Workshop 2 (2 day session) Workshop 3 (2 day session)

“Supplier Lean Deployment” “Lean Measurables”
Major Topics: Major Topics: Major Topics:
• Measurables • Review Measurables • Measurables
• Simulation • Process Flow / Mapping • FPS on the shopfloor
• FPS 5 Phases • Quick Changeover • Error Proofing
• Lean Action Planning • OTD and Stability • Standardised Work
• Value and Value Add • Flexible Operations
• Next Steps • Packaging
• OTD update
• Next Steps
Dec 98
Nov 98 Aug 99
Sep 99
Example:
Workshop 3 Kanban FPS 5 Phases
Level Production.
Pull System.
Example:
Workshop 2 Quick
Synchronous Production.
Changeover
Continuous Flow.
Example:
Workshop 1 Standardised work Stability.
Error proofing
Lean Manufacturing Skills Assessment

Error Proofing
B PG PF M Identifies opportunities to apply error proofing devices and techniques to manual
production processes such as torque limiters, colored parts bins, etc.
Identifies opportunities to apply error proofing devices and techniques to
Diagnostic
B PG PF M automated processes so m achines will be able to detect defects, shut down
Level
Culture &
immediately, and actuate a problem signal. Production Awareness
B PG PF M Diagnoses production and quality problems to determine their source or18root0
cause, and develops strategies for eliminating the root cause. Level 33 81 0
B PG PF M Designs, develops, and implements error proofing devices and techniques 8for use
8
in both manual and automated production Material
processes. Lev el 2
Level Workplace Organization &
Control
Applies the concept of error proofing to non-production810 processes to eliminate 180 Visual Management
B PG PF M mistakes in areas such as kanban processing, material handling,8 production 5 8
5
scheduling, etc. Level 11
B PG PF M Identifies part design modifications or manufacturing technology applications
5 that 5
can eliminate repetitive defects or quality problems. Standardized
5 8 180 Work
180 8 5
Total
Productive
Maintenance 5
5
8 5
5 8
810 180
Flexible
Quick 8 8 Operations
Changeover
180
180
Error
Continuous
Proofing
Improvement
Prework
The elements work
together, they overlap 2. Create a
fear free
environment
1. Customer
first
3. Waste &
ELEMENTS Problems
OF THE are oppor-
6. Create a tunities
shared LEAN
vision PHILOSOPHY
4. Never
stop
5.Delegate improving
decision
making
WHY IMPLEMENT LEAN?
 Global market
• World-wide competition, continuously improving.
 Success through People
• Involves everybody.
• Begins at the front line.
 Focuses on the process
• Improves Quality, Delivery, and Cost performance.
THE CONTINUOUS IMPROVEMENT PROCESS
Innovation
Innovation + Continuous
Improvement
Performance
Performance
Time
Once an
Continuous Improvement improvement has
been made - make
that the new
Performance
standard
Time Time
Cross-functional Corporate Re-Engineering Efforts
Order to Delivery Demand to Delivery
Improved Reduced
Planning Product
Processes Complexity
Stable and
Predictable
Schedules
Key Order to Delivery/Demand to Delivery
Processes
Order Pipeline
Amendment Management
O Dealer
Business Production Order Vehicle Vehicle Vehicle
T Programming Creation Scheduling Production Distribution
Planning
D
Material
Release
D
Needs Market Reduced Focus of Lean
T
Translation Offering Complexity Manufacturing.
D
Lean Manufacturing.
Business as Usual.
CUSTOMER Waste PRODUCT
ORDER SHIPMENT
Time
Lean Manufacturing.
CUSTOMER PRODUCT
ORDER SHIPMENT
Waste
Time (Shorter)
Diagnostic tools used:-
Level Culture &

Production Awarene ss
10
8
Level 3 1
80
8
Material 8
Level 2 Workplace Organization &
Control 10
8 1
80 Visual Management
8 5 8
5
Level 1
5
5
Standardized
Lean Assessment tool.

5 8 1
80 Work
1
80 8 5
Total
Productive
Maintenance 5 5
8 5
5 8
10
8 1
80
Flexible
Quick 8 8 Operations
Changeover
1
80
1
80
Error
Proofing Continuous
Improvement
FREE ISSUE
MATERIAL
Ford measurables.
ALUMINIUM
SUPPLIERS OPEN PURCHASE ORDER
FREE ISSUE
FORD ENGINE PLANT-
MATERIAL
BRIDGEND
AST 6
G FOREC
ROLLIN 295,000 C.P.Y
H/1 MONTH
PLANNING & MONT
DCI 390 CASTINGS / PALLET
DAIL LOGISTICS
Y CALL
-OFF ACK
S FEEDB
MRP
INFORMAL -
TEAM LEADER
BRIEFINGS
1 X DAILY 1 X DAILY
Current state mapping. SHOT BLASTING MACHINING

SMELTING CASTING AND
CLIPPING CELL
4 - MACHINES 3 FACILITIES
9 FACILITIES TO 700
Tonne
TRA bkt cAST 4KG
WEIGHT
1350 120 1X KG/PART( fin
weight)
35,342 1670 1194
4 X TONNE/HOUR CT = 39 secs
CT =4miin FOR 60 CT = 14 Secs/CAST
UPTIME = 90% OEE = 66%
UPTIME = 90% UPTIME = 73%
3 SHIFT
3 SHIFT 3 SHIFT
24 Hr PRODUCTION 1 X MAN/MC POTENTIAL 3 SHIFTS
1 X MAN/ MC 2 X MEN/MC
24 Hr PRODUCTION 4 MEN/SHIFT C/O - NONE
C/O - 6 hrs
C/O - ZERO
SCRAP = 1% LEADTIME = 316.6 hrs
SCRAP = 4%
SCRAP - ZERO CURRENT 1 SHIFT RUNNING
@ 7.75hrs = 41 days
10.7Hrs 0.9 Hrs MANUAL DECANT X2
282.3 Hrs 13.3 Hrs Va Ratio - 0.02%
9.5 Hrs
15 min 4 min 56 Secs
42 Secs
Process Flow Step Measure Process Waste Identified Lean Manufacture Potential
Nº Qty. Time Dist. Description & Category of waste Man M/c Mat'ls. Meth. Envir. Maint.
Process flow charting.

Area observed: Observer: Page: of Date:
DECISION OPERATION INSPECT ION STORAG E DEL AY T RANSPORT
Waste Categories: 1. Overproductio n 2. Waiting 3. Transport 4. Motion 5. Inventory 6. Over-processing 7. Correction

LEAN ASSESSMENT TOOL
QUESTIONS: SCORE
CONTINUOUS 1
WORKERS HAVE BEEN TRAINED IN THE BASICS OF ERROR PROOFING AND THERE IS A TEAM
RESPONSIBLE FOR ANALYSING PRODUCTION DEFECTS AND IDENTIFYING ERROR PROOFING 0 1 2 3 4
IMPROVEMENT OPPORTUNITIES.
ERROR PROOFING DEVICES AND METHODS HAVE BEEN IMPLEMENTED

2 0 1 2 3 4
OR ARE BEING DEVELOPED TO ELIMINATE THE TOP PRODUCTION
10
VISUAL MANAGEMENT DEFECTS FOR EACH WORK AREA IN THE PLANT.
& WORKPLACE CULTURAL ERROR PROOFING DEVICES AND METHODS HAVE BEEN APPLIED TO BOTH MANUAL OPERATION
3 0 1 2 3 4
ORGANISATION AWARENESS AND AUTOMATED PROCESS .
8 4
ERROR PROOFING DEVICES THAT HAVE BEEN INSTALLED ARE MONITORED FOR
EFFECTIVENESS, AND ARE MAINTAINED AND KEPT IN SOUND WORKING CONDITION. 0 1 2 3 4
ANALYSIS HAS BEEN CONDUCTED ON PARTS AND COMPONENTS TO IDENTIFY DESIGN

OPPORTUNITIES TO ELIMINATE WASTE AND IMPROVE PRODUCTIVITY. 0 1 2 3 4
5
TOTAL
5 FLEXIBLE
OPERATIONS
6
OPERATORS CAN STOP THE LINE WHEN A DEFECTIVE UNIT IS FOUND OR WHEN THEY CANNOT
COMPLETE THEIR PROCESS ACCORDING TO THE SOP.
0 1 2 3 4
PRODUCTIVE MANUAL PROCESSES OR TASKS HAVE BEEN EQUIPPED WITH MECHANICAL CHECKS TO AID
HUMAN JUDGMENT WHEREVER POSSIBLE. 0 1 2 3 4
MAINTENANCE 7
PROCESSES AREEQUIPPED WITH CALL LIGHTS OR SIGNALS ( ANDONS) THAT WORKERS AND
MACHINES ACTUATE TO CALL FOR ASSISTANCE WHEN A PROBLEM IS ENCOUNTERED.
0 1 2 3 4
8
total
Attribute score = Total/24 =
ERROR
STANDARDISED PROOFING
WORK
Level 1
Level 2
LEVEL
QUICK
PRODUCTION
CHANGEOVER
Level 3
MATERIAL
CONTROL
Ford Production System Measureables
MACRO:- •First Time Through
•Dock To Dock
•Overall Equipment Effectiveness
•Build To Schedule
MICRO:- •Labour Productivity

•Manufacturing Cycle Time (Sub set of DTD)
•Floor Area
•Distance Travelled
•Downtime (Sub set of OEE)
•Change Over (Sub set of OEE)
•Work In Process
•Va Ratio
MACRO MEDIBLES
1. First-Time-Through Capability (FTT)

2. Overall Equipment Effectiveness (OEE)
3. Dock-to-Dock Time (DTD)
4. Build-to-Schedule (BTS)
Para cada uno de estos medibles se va a proporcionar la siguiente información:
• Definición
• Formula
• Objetivos
• Frecuencia de recolección
40
MICRO MEDIBLES
 Estos Micro Medibles se utilizan para monitorizar el impacto de proyectos de

mejora individuales a nivel de proceso o sub-proceso.
1. Productividad
2. Superficie empleada
3. Distancia recorrida
4. Tiempo de cambio
5. Work In Process (WIP) (Obra en Curso)
6. Manufacturing Cycle Time (MCT)(Tº ciclo fabricación)
7. Disponibilidad (paradas)
 Para cada uno de estos medibles se va a proporcionar la siguiente información:
• Definición
• Formula
• Objetivos
• Frecuencia de recolección
41
MICRO MEDIBLES: PRODUCTIVIDAD
Es el número de unidades producidas por hora trabajada.
Número de unidades producidas

Productividad (Proceso) =
Número de horas trabajadas
Productividad (Planta) = Media ponderada de las productividades *

medidas para cada proceso
* La productividad de la planta se calcula ponderando la media de la

productividad en cada proceso por el número de trabajadores implicados en
cada proceso.
Objetivos: Frecuencia :
• Mejorar continuamente • Antes y después del workshop
42
MICRO MEDIBLES: SUPERFICIE EMPLEADA
(PARA PRODUCCIÓN)
 Es la superficie total de la planta empleada para la producción de un producto.
Esta medición incluye todo el espacio ocupado por las estaciones de producción,
operarios, máquinas, y equipos así como las áreas de inventario en proceso (WIP) y
moldes, matrices, etc.
Superficie empleada = se toma un rectángulo = (Largo x ancho)
Vibration Assembly Part
Conveyor
Material Delivery Access

Bins
sh
Wa
e ll
Part
S h ch
Bins
a
Maintenance Access
Wash M
18 m Part
Bins
Case
Mach Part
Rectángulo = 18 x 20 m = 360 m2
Bins
WIP
20 m
Objetivos : Frecuencia :
• Minimizar el espacio requerido para producir • Antes y después del workshop
43
MICRO MEDIBLES: DISTANCIA RECORRIDA
 Hace referencia a la distancia total recorrida por una pieza, subconjunto, o
producto terminado cuando se transporta del primero al último proceso.
Distancia
recorrida = ( )
distancia total que recorre el producto conforme se mueve
desde el principio al final del proceso productivo
Ejemplo de Layout
en el ejemplo, la
6
7
5 distancia recorrida es la
1 8
suma de las distancias
2
que el producto recorre
entre el proceso 1 y el
10.
9
4
10
Objetivos: Frecuencia:
• minimizar la distancia total que la pieza • Antes y después del
recorre y el número de veces que se workshop
manipula
44
MICRO MEDIBLES: TIEMPO DE CAMBIO DE
MODELO
El tiempo total que un proceso necesita para cambiar de modelo contado
desde la última pieza buena del modelo anterior hasta la primera pieza
buena del modelo siguiente.
Tiempo de cambio = este tiempo puede incluir;

• Tiempo para preparar herramientas.
• Tiempo para cambios, calibraciones, ajustes,
puesta a punto, etc.
• Tiempo requerido hasta que se empiezan a
producir piezas buenas después de terminado
el cambio.
Objetivos: Frecuencia:
• dentro de Tack (montaje) y menos de 10 minutos• Cada vez que se
(otros procesos). realiza
45
MICRO MEDIBLES : WORK IN PROCESS (WIP)
(OBRA EN CURSO)
Inventario en proceso (WIP) son las piezas que están entre la primera y
la última operación de Valor Añadido del proceso.
WIP = ( La suma de todas las piezas parcialmente procesadas )
• Minimizar el total de • Antes y después del
WIP en el proceso de workshop
producción.
46
MICRO MEDIBLES: MANUFACTURING CYCLE
TIME (MCT)
MCT es el tiempo total necesario para fabricar un producto contando desde la
primera operación de valor añadido hasta que se ha terminado la última operación de
valor añadido.
MCT = Tiempo de Proceso + Tiempo espera del Inventario + Tiempo de
Cambio
Ejemplo de cómo calcular el MCT
Embarque Prod. Term.
Estampación Soldadura Montaje

6 dias 4 dias
Suma TC= 2 hrs. Suma TC= 4 hrs. Suma TC= 4 hrs. Total MCT
Cambio= 1 hr.
Elementos
3/8 dias* 6 dias 4/8 dias 4 dias 4/8 dias 11 3/8 Dias
MCT
* Se supone que cada proceso trabaja 8 horas por dia.
• Minimizar el MCT del • Antes y después del
proceso de producción. workshop
47
MICRO MEDIBLES: DISPONIBILIDAD
(PARADAS)
La disponibilidad es una parte de la OEE, pero normalmente debe ser observada

por separado porque muchas veces tiene un gran impacto en la OEE y requiere un
estudio más detallado. Esto se debe a que normalmente hay muchas causas
raíces que originan paradas entonces los datos deben seguirse para cada
máquina o equipo.
Tiempo Operación
Down Time =
Tiempo Disponible
Frecuencia :
Objetivos :
• Antes y después del
• Minimizar las paradas. workshop
48
HERRAMIENTA DE EVALUACIÓN LEAN:
10 ATRIBUTOS
1. CULTURA LEAN 6. MEJORA CONTINUA
2. LAS 5 S 7. DISP. A PRUEBA DE ERROR
3. FÁBRICA VISUAL 8. CAMBIO RÁPIDO
4. TRABAJO ESTANDARIZADO 9. TPM
5. OPERACIONES FLEXIBLES 10. CONTROL MATERIAL / PULL
50
CARACTERÍSTICAS DE UNA PLANTA LEAN
• Flujo pieza a pieza con mínimos inventarios en cada fase del proceso de
producción.
• Capacidad para producir en lotes pequeños sincronizados con las entregas.
• Prevención de defectos antes que inspección y retrabajos fabricando la calidad en

el proceso e implementando procedimientos de feedback a tiempo real.
• Planificación de producción dirigida por la demanda de cliente o “pull” y no para

adaptarse a las máquinas, recursos disponibles y flujos de materiales en la planta.
• Organizaciones basadas en el trabajo en equipo con operarios motivados y bien

preparados para tomar decisiones y mejorar las operaciones con necesidad de
pocos trabajadores indirectos.
• Integración de toda la cadena de valor desde la materia prima al producto

terminado mediante estrechas relaciones de colaboración con proveedores y
distribuidores.
51
HTA. EVALUACIÓN LEAN:
Diagrama Radar
Mejora Contínua
10
9
Fábrica Visual & Puestos Organizados 8
Conciencia de empresa
7
4
Mantenimiento Productivo Total 3 A prueba de errores
2
Trabajo Estandarizado Operaciones Flexibles
Cambios Rápidos Producción Nivelada
Control de Materiales / Systema Pull
52
Lean Manufacturing Metrics: First-Time-Through Capability (FTT)
The percentage of units that complete a production process and meet quality guidelines the first
time. (i.e. not rerun, re-tested, diverted for off-line repair, returned, or scrapped).
Units Entering the Process - (Scrap + Reruns + Retests + Units Repaired Off-Line)
FTT = Units Entering the Process
Stretch Objectives: Collection Frequency:

• Zero Defects Made Daily/Shiftly
• Zero Defects Passed On
• 100% First-Time-Through
Capability
Lean Manufacturing Metrics: Overall Equipment Effectiveness
OEE (similar to Uptime) is a measure of the availability, performance efficiency, and quality
rate for a given product on a given piece of equipment.
OEE = (Availability) x (Performance Efficiency) x (Quality Rate)
where;
Operating Time
Availability =
Net Available Time
(Ideal Cycle Time) (Total Parts Run)

Performance Efficiency =
Operating Time
(Total Parts Run - Total Defects)

Quality Rate =
Total Parts Run
Stretch Objectives: Collection Frequency:

• Quality rate at 99%. Daily/Shiftly
• Performance Efficiency 95%.
• Availability 90%.
Lean Manufacturing Metrics: Dock-to-Dock Time (DTD)
Dock-to-Dock Time is the elapsed time between unloading raw materials and releasing finished
goods for shipment.
DTD = (Raw Matl Inventory + Manufacturing Cycle Time + Finished Goods Inventory)
where;
• Manufacturing Cycle Time (MCT) = the elapsed time between the first and last operation of a process.
See page 15 for a more complete definition.
• Raw material and finished goods inventories = the number of production days on hand = (number of
pieces in inventory/average daily production volume)
Stretch Objectives: Collection Frequency: Daily

• 1 day Dock-to-Dock Time
• 15 day order-to-delivery time
Lean Manufacturing Metrics: Build-to-Schedule (BTS)
Build-to-Schedule measures how well a plant executes production plans to produce the right
product volumes, on the right day, and in the right mix or sequence.
BTS = (Volume Performance) x (Mix Performance) x (Sequence Performance)
where;
Actual Number of Units Produced
Volume Performance =
Scheduled Number of Units
Actual Number of Units Built to Mix

Mix Performance =
Actual Number of Units Produced
Actual Number of Units Built to Sequence

Sequence Performance =
Actual Number of Units Built to Mix
Stretch Objectives:
Collection Frequency: Daily
• 100% Built-to-Schedule
SUPPLIERS
CURRENT STATE MAP
FORD ENGINE PLANT-
OPEN PURCHASE ORDER
BRIDGEND
PLANNING & 295,000 C.P.Y

ONTH
LOGISTICS TH/1 M
T 6 MON 390 CASTINGS / PALLET
RECAS
ROLL ING FO
DAIL
YC ALL-
OFF
S
DCI
ACK
MRP FEEDB
INFORMAL -
TEAM LEADER BRIEFINGS
1 X DAILY 1 X DAILY
CASTING AND SHOT BLASTING MACHINING

SMELTING CLIPPING CELL
4 - MACHINES 9 FACILITIES TO 700 3 FACILITIES

Tonne
CAST 4KG WEIGHT
1350 120 1X KG/PART( fin weight) 35,342 1670 1194

4 X TONNE/HOUR CT = 39 secs
CT =4miin FOR 60 CT = 14 Secs/CAST
UPTIME = 90% OEE = 66%
UPTIME = 90% LEADTIME = 316.6 hrs
UPTIME = 73%
3 SHIFT 3 SHIFT CURRENT 1 SHIFT RUNNING
3 SHIFT POTENTIAL 3 SHIFTS @ 7.75hrs = 41 days
24 Hr PRODUCTION 1 X MAN/MC
Va Ratio - 0.02%
1 X MAN/ MC 2 X MEN/MC
24 Hr PRODUCTION
4 MEN/SHIFT C/O - NONE
C/O - 6 hrs
C/O - ZERO SCRAP = 1%
SCRAP = 4%
SCRAP - ZERO
MANUAL DECANT X2
10.7Hrs 0.9 Hrs
282.3 Hrs 13.3 Hrs 9.5 Hrs
15 min 56 Secs
42 Secs 4 min
Process Flow Analysis.
Operation va/nva
(time)
Inspection
(Pieces/time)
Storage
(Pieces)
Delay
(Pieces)
DECISION OPERATION INSPECTION STORAGE DELAY TRANSPORT
Waste Categories: 1. Overproduction 2. Waiting 3. Transport 4. Motion 5. Inventory 6. Over-processing 7. Correction
Transport
(Distance)
COST Vs SALES
TODAY 25% SALES INCREASE 2% PURCHASE EFFECT

Units Sold 20,000 25,000 20,000
Sales Price 14,000 14,000 14,000
Total Sales 280,000,000 350,000,000 280,000,000
Total Material Cost 9,000 9,000 8,820

Total Cost Per Unit 13,500 13,500 13,320
Profit Per Unit 500 500 680
Total Profit 10,000,000 12,500,000 13,600,000
% Profit (ROS) 3.6% 3.6% 4.9%

Profit Growth 25% 36%
N.B. All cost and profit information shown on Model is fictional.

What is the Potential for the Whole System?
TIER 1 SUPPLIER
100% of Part Cost

Direct labour
14%
Manufacturing O/H 19%
Corporate O/H and R&D 7%
Transport
2%
Profit
4%
Material
54%
Typically Lean manufacturing can impact upon Direct Labour

and manufacturing overheads - 33% of the cost of the part.
TIER 2 SUPPLIER
54% of Part Cost

Direct labour 14%
Manufacturing O/H 19%
Corporate O/H and R&D 7%
Transport 2%
Profit
4%
Material
54%
Typically Lean manufacturing can impact upon Direct Labour

and manufacturing overheads - 18% of the cost of the part.
• Directionally, a 50% improvement

on 51% of the total costs, equates
Tier 1
to a 25% reduction opportunity. Tier 2/3
33%
18%
• Based on a $12 billion buy this is
worth approximately $3.06 bils.
• If we only achieved half of this it is

about $1.5 billion!! Total = 51%
In conclusion……..
We used to be able to say
--- Cost + Profit = Price.
The customer now tells us the price

so now
--- Price - Cost = Profit
LEAN MANUFACTURING ATTRIBUTES
• Integrated single piece flow production

• Small batch production (synchronised)
• Defect prevention
• Production planning to suit Customer Demand
• Multi-skilled team based working
• Everybody involved in waste elimination
• Customer-Supplier Partnerships
JIT: Continuous Flow Processing
• Batch Processing
Process Process Process

A B C
10 minutes
10 minutes
10 minutes
Order TIME LINE Cash
• Continuous Flow Processing
Process A ProcessBB
Process Process C Reduce the time line by removing
non-value-added wastes.
Order TIME LINE Cash

OVER-PRODUCTION
DEFINITION CHARACTERISED BY
Producing more than required Inventory Stockpiles

Producing faster than required Excessive Capacity - People & Plant
Unbalanced Flows
CAUSES Extra Racks & Storage Space
Complex Inventory Management
Incapable Processes Unsafe Work Environment
JIC Reward System Excessive Obsolescence
Lack of Communication/Co-ordination Large Batches
Poor Application of Automation Pre - Building
Long Changeover Time
Cost Accounting Practices
Unreliable Processes
Unstable Schedules
Response to Forecast not Actual Demands
TRANSPORT
Any Material Movement that does Extra Fork Trucks

not directly support a Synchronous Multiple Storage Locations
Manufacturing System Extra Racks
Complex Inventory Management
CAUSES Poor Inventory Accuracy
Material Wastage
Large Batch Size Re-work Stations
Uneven Schedules Excess Space
Long Changeover Times Barriers
Lack of Organised Workplace Costly Conveyor / AGV Systems
Poor Facility Layout
Excessive Buffer Stocks
STOCK
Any Supply in Excess of Process Extra Receiving Area

Requirements necessary to produce Build-up Between Processes
Goods or Services Just-in-Time
Stagnated Flows
FISH instead of FIFO
Massive Re-work Campaigns
CAUSES Long Lead-time Design Change
Additional Material Handling resources
Incapable Processes
Slow Response to Customers
Uncontrolled Bottlenecks
Incapable Suppliers
Long Changeovers
Local Optimisation
PBR Reward System
Inaccurate Forecasting
Management Decisions
REWORK
Repair of a Product or Service Extra Space / Tools / Equipment

to fulfil Customer Requirement Extra People to Inspect & Re-work
Specific Inventory Stockpiles
CAUSES Complex Product Flows
Questionable Outgoing Quality
Incapable Processes Unreliable Customer Service
Incapable Suppliers Reactive Organisation
Operator Error Reduced Profits
Excessive Stocks/WIP
Inadequate Training/Experience
Poor Design/Drawing
Poor Method/Handling
Inadequate Tools
Extreme Pressure
WAITING
Idle Time that is Produced when two Man waiting for Machine
Dependent Variables are not fully Machine waiting for Man
Synchronised Man waiting for Man
Man waiting Unbalanced Operations
Machine waiting Operators unconcerned with Breakdowns
Unplanned Down-time
CAUSES
Inconsistent Work Methods

Long Machine Changeovers
Poor Man/machine Co-ordination
Lack of Appropriate Machine
OVER-PROCESSING
Effort which Adds no Value to a Process Bottlenecks

Product or Service Endless Refinement
Work which could be combined with Redundant Approvals
another Process Extra Copies/Excessive Information
Lack of Clear Specifications/Samples
CAUSES
Engineering Changes without Process Changes

New Technology used in other Processes
Decision making at Inappropriate Levels
Ineffective Policies and Procedures
Lack of Customer Input Concerning Requirements
MOTION
Any Movement of People or Machines Searching for Tools

which does not Add Value to the Excessive Reaching & Bending
Product or Service Machines/Material too far apart
Shuttle Conveyors between Equipment
Unnecessary 'Busy' Movements
CAUSES
Equipment, Office & Plant Layout

Lack of Workplace Organisation
Poor Man/Machine Effectiveness
Inconsistent Work Methods
Large Batch Sizes
BRICKS “ ” US
Plan THE
IMPROVEMENT
CYCLE
Act Do
Measure
Check
Improve Record
Analyse
GAME MEASURES
• Quantity of Units Delivered

• Percentage On Time & In Full
• Percentage of Orders Defect Free
• Manufacturing Lead Time
• Inventory + WIP
• Percentage Customer Returns
• Percentage of Internal Rejects
• Number of Items Re-worked
• Space used
• Good Items per person
• Re-layout cost
WELCOMING PROBLEMS
• Where there are no problems there can be no

improvement
• Problems are mountains of treasures
• Lower the water level
• Breakdown departmental barriers

THE IMPROVEMENT PROCESS
TEAM BASED
Multi Functional & Multi Level
Work Group
PLAN SELECT PROJECT & DEFINE SCOPE
MEASURE THE SYMPTOMS, ANALYSE

DO FACTS & DEVELOP COUNTERMEASURES
CHECK CONFIRM THE GOALS ARE

SATISFIED
ACT ACT ON THESE

AREAS
WHAT INFORMATION DO WE NEED ?
1. Layout of the process
2. Process Flow
3. List of equipment (types/jigs/fixtures, etc.)
4. Man/Machine cycle times
5. Working time calculations
6. Current weekly output
7. Downtime & Quality Records (PPM, OEE, etc.)
8. Changeover times (if applicable)
9. TAKT time & variance

VALUE ADD STUDY TECHNIQUE
1. Select products, team members etc. to complete the Process Flow

Analysis (ref: Process Flow notes)
2. From the Process Flow, identify the key operational stages for further study
3. Complete the Layout Sheet (ref: Layout notes) for each study area
4. Complete the Activity Sampling and Elemental Timing sheets simultaneously
5. Calculate TAKT and determine Balance Loss & Total Loss
6. Complete Concerns Chart and brainstorm Countermeasures

Compare against Costs Vs Benefits Chart .
.
7. Complete Forms
8. Summarise savings

DECISION OPERATION INSPECTION STORAGE DELAY TRANSPORT
Waste Categories: 1. Overproduction 2. Waiting 3. Transport 4. Motion 5. Inventory 6. Over-processing 7. Correction

PROCESS FLOW CHARTING
Objective: To develop a real understanding of how a product is manufactured

by detailed analysis of its route through the manufacturing process.
To use this new found knowledge as the basis for the improvement
process.
Methodology: To categorise each step in the process using ASME symbols

(American Society of Mechanical Engineers) and add key details
to each process step.
To critically review each process step and analyse whether it is

Adding Value or Adding Cost (Non-Value Adding).
To look for opportunities to Eliminate, Combine and Reduce

process steps.
ASME SYMBOLS
Process Step Information required
Operation Process time, quantity processed
Inspection Inspection time, quantity inspected
Formal Store No. of parts, time in storage
Transport Move quantity, distance, equipment
Delay Stored quantity, equipment, delay duration
Decision Consequence of decision

VALUE ADDED PROCESS STEPS
Value Added
Non-Value Added
Non-Value Added
Avoidable
Non-Value Added or
Unavoidable
Non-Value Added
Non-Value Added
ANALYSIS METHOD
1. Understand the components and build up of the product.

2. Divide the team into groups of 2 or 3, allocate components to each team.
3. Decide on the scope of the study (start/finish point).
4. Commence at first process step - to ensure correct recording, imagine you
are the component and describe in symbols what happens to you!
5. Add all required information at each step and note any immediate concerns.
6. Finish at last process step.
7. Combine all components onto one diagram, showing where components
come together (nearly always just before an operation).
8. Add up the the total nº. of each process type.
9. Calculate key measures: Total Distance Travelled
Work in Progress (quantity and waiting time)
Time at each Process Operation
Value Added Ratio (Velocity)
CALCULATING THE V.A. RATIO
a. Add the total of the Process (VA) Times for the main
component in the Process (Tp)
b. Calculate total throughput time for that component (Tt)

(the time for the part to travel through the whole process).
Then the VA Ratio is : Tp x 100%

Tt
BRAINSTORMING
KEY POINTS
Suspend judgement
Freewheel
Quantity
Cross fertilise
ENSURE SUCCESS
FIND THE ROOT CAUSE!
PROBLEM
WHY?
WHY?
WHY?
WHY?
WHY?
ROOT
CAUSE
IMPROVEMENT TOOLS SUMMARY
QUALITY PROBLEMS
Shape
WEEK 1 WEEK 2 WEEK 3 WEEK 4 TOTAL
5 TALLY SHEETS UCL CONTROL CHARTS
Polish
Grit
49
19
- how often problems AV. - an extension of run chart
Poor Paint 17 LCL
Quantity
Chipped Edge
6
3 occur - a specialist tool
Other 13
TOTAL 28 28 23 33 112 - simple data collection
form
HISTOGRAM ASME SYMBOLS

- useful for showing ranges of - for understanding material flows
values
- special bar chart
PARETO ANALYSIS INFORMATION FLOW CHART

Y
- useful for ranking symptoms or - for understanding information flows
N
causes
PERFORMANCE RUN CHART

- simple record of progress
CAUSE & EFFECT
- creative problem solving
SCATTER DIAGRAM Problem tool
* * ** * * - highlights possible links
* * * * * * between factors
* * * * *
FORD 4 SEGMENT CHART: REWORK
TREND & TARGET ACTION SUMMARY
Fault Car Action Summary Target % Date
Ref To Go Progress Closed
Cost (£’000)
2 97- Detail action plan 10/2

A-28 Running on all
Rework issues. 90%
Total Costimprovement expected
by target date
3 97- Detail action plan 10/2
Target
A-28 Running on all
Rework issues. 80%
improvement expected
by target date
4 97- Tool refurbishment to 5 6.97
C-13 eliminate need for rework
Months 1997
10 PARETO INDIVIDUAL FAULT MONITORING

F M A M J J A S O N D Time J F M A M J J A S O N D
8
Fault
Cost (£’000)
2 3.5 3.0 3.9 3.3 3.7 2.6 2.7 2.4

6
Q2, 1997
4 3 2.1 2.2 2.6 2.1 1.7 1.3 1.0 0.9
2 4 2.8 2.3 1.9 2.1 1.4 0 0.1 0
Top 6 by part nº
0
F10341 G06118 G06117 R11K12 F11978 M01001 Months 1997 Vs Cost of Rework (£’000)
LAYOUT SHEET
Used to study the operating conditions in a work area. Specifically to:
Detail the locations and sizes of equipment, benches, pallets, bins etc.
Identify the walking routes of operators, quantifying the distances in steps.
Show the component movement, distances between jigs, machines etc, and also any height
difference within work centre and area.
List method of work of the operators in detail, these can then be used to determine the
categories of observation (ref: Activity Sampling).
e.g.: METHOD OF WORK ACTIVITY SAMPLING CATEGORIES

1. Operator unloads machine. Unload/load machine NVAU
2. Walks to bin, puts part in bin. Walking NVAA
3. Walk to machine. Start machine VA
4. Load machine. Inspect NVAA
5. Start machine. Waiting NVAA
6. Inspect next part for use.
7. Wait for machine.
PROCEDURE
1. Determine areas for study from Process Flow.
2. Sketch layout showing all machines (include jigs and fixtures), stocks etc., as stated above.
3. Measure all relevant distances i.e.:- operator steps and parts movement.
4. List elements of operator’s methods of work. Limit to approximately 8 plus any prime frequentials.
5. Identify and list layout concerns, usually related to distances and excessive part movement.
ACTIVITY SAMPLING
A simple, commonly used survey technique allowing a good overall understanding of the
amount of Value Adding operation within a workplace.
Commonly used for man/machine interactive environments, allows the observer to quantify:
Operator Occupation.
Machine Utilisation.
VA ratio.
Non Value Added Avoidable elements: e.g.. Waiting
METHOD (Ref: Layout sheet)

1. Observe selected area for study to determine:
Frequency of observations.
Categories of observation.
Route to follow.
Limits of investigation.
2. Prepare Activity Sample Sheet
3. Conduct Activity sample.
4. Summarise results
5. Identify and list concerns. (Concerns should be limited to Quality, Productivity,
Safety & Housekeeping with savings potential stated for each countermeasure).
ACTIVITY SAMPLING
Tasks
Value Added Non-Value Added
Ops.
Totals Frequency of
Sampling
f=1/
Study Area : Date of Study: by:

Bhs/5dayact
ACTIVITY SAMPLING ANALYSIS
0 10 20 30 40 50 60 70 80 90 100
POST #1
POST #2
POST #3
POST #4
POST #5
0 10 20 30 40 50 60 70 80 90 100
Study Area : Date of Study: by: Bhs/5dayact

CYCLE TIME ANALYSIS
Obs No Cycle Comments Obs No Cycle Comments Cycle Time Graph
1 21
2 22
3 23
4 24
5 25
6 26
7 27
8 28
9 29
10 30
11 31
12 32
13 33
14 34
15 35
16 36 Average = Total/40 =
17 37 Max (cycle) =
18 38 Min (cycle) =
19 39 Range =
20 40

TAKT TIME
TAKT is a German word which translates into RHYTHM
The time in which 1 part must be produced to meet the Customer’s needs.
This is not the Cycle Time but the rate at which each and every
unit must be produced.
TAKT = Working Time = Shift Time - Non productive time

Production Required Production + Nº of Scrap Products
TAKT TIME
The time in which 1 part must be produced to meet the customers needs.
TAKT = Working Time = Shift Time - Non productive time

Example :-
Customer Requirements = 4800 /month
Working Day ( 8 hrs x 60 mins ) = 480 minutes
Working Days in month = 20
Rest Breaks ( 1 x 30 + 2 x 10 mins ) = 50 minutes
Machine Availability = 85 %
Current Ave. scrap rate = 9%
TAKT = (480 mins - 50 mins) x 0.85 = 365.5 = 1.4 minutes

(4800/20) x 1.09 261.6
TAKT CHART
POST #1
POST #2
POST #3
POST #4
POST #5
POST #6
POST #7
POST #8
POST #9
TIME
TAKT Time = Shift time - Non-Productive Time
Production req'd * (1+Scrap%)
= =
Balance Loss = (Longest Cycle * No.Operators) - Total Time for 1 Part
Longest Cycle * No. of Ops = =
Total Loss = (Req'd TAKT * No.Operators) - Total Time for 1 Part = =
Req'd TAKT * No. of Ops
Theoretical Manning = Total Time to Produce 1 Part / TAKT Time = =

HOW TO ANALYSE BALANCE LOSS?
Balance Loss = Potential for improvement simply by re-balancing the tasks.
OP 1. 0.8 mins
OP 2. 0.7 mins
OP 3. 1.0 mins
OP 4. 0.8 mins
OP 5. 0.6 mins
Time Longest Cycle
Balance Loss = (Longest Cycle Time x Nº of operators) - Total time for 1 part
Longest Cycle Time x Nº of operators
Balance Loss = (1.0 x 5) - 3.9 = 1.1 = 22 %

1.0 x 5 5
HOW TO ANALYSE TOTAL LOSS?
Total Loss = Potential for improvement simply by re-balancing to the TAKT.
OP 1. 0.8 mins
OP 2. 0.7 mins
OP 3. 1.0 mins
OP 4. 0.8 mins
OP 5. 0.6 mins
REQUIRED TAKT 1.4 mins
Total Loss = (Required TAKT x Nº of operators) - Total time for 1 part

Required TAKT x Nº of operators
Total Loss = (1.4 x 5) - 3.9 = 3.1 = 44 %

1.4 x 5 7.0
HOW TO ANALYSE TOTAL LOSS?
After re-balancing to the TAKT.
OP 1.
OP 2.
OP 3. 1.1 mins
OP 4.
Retrain / Re-deploy
OP 5.
REQUIRED TAKT 1.4 mins
Total Loss = Balance Loss = (1.4 x 3) - 3.9 = 0.3 = 7%

1.4 x 3 4.2
TAKT TIME
A customer requires 200 parts of his product per day.
Given the working conditions below, we can:
1. Calculate the TAKT
2. Balance the tasks showing operations and how many operators will be required
(assume tasks can be completed in any sequence).
1. TAKT = Working Time = Shift Time - Non productive time

Customer Requirements = 200 / day
Working Day ( 8 hrs x 60 mins ) = 480 mins
Rest Breaks ( 1 x 30 + 2 x 5 mins ) = 40 mins
Current Ave. scrap rate = 10 %
Total work content to produce 1 part = 10 mins
TAKT = (480 mins - 40 mins) = 440 = 2.0 minutes

200 x 1.10 220
TAKT TIME
If the TAKT time is 2 mins, and the total work content is 10 mins, then:
Theoretical Manning = Total Work Content = 10 = 5 people

TAKT 2
If there were 19 elements of work with the times shown below, then each operator can
be assigned up to 2 minutes of work each to maintain overall production within TAKT.
Elements of work (minutes)

Operator # 1 1.0 0.5 0.2 0.3
Operator # 2 1.5 0.3 0.2
Operator # 3 0.2 0.8 0.5 0.1 0.4
Operator # 4 1.0 0.3 0.7
Operator # 5 0.5 0.5 0.5 0.5
TAKT Time = 2 mins

TAKT TIME
What if the customer changes his requirement to 250 per day?
1. Recalculate the TAKT
2. Rebalance the tasks showing new operations, how many operators will be required
(assume tasks can be completed in any sequence).
1. TAKT = Working Time = Shift Time - Non productive time

Customer Requirements = 250 / day

Working Day ( 8 hrs x 60 mins ) = 480 mins
Rest Breaks ( 1 x 30 + 2 x 5 mins ) = 40 mins
Current Ave. scrap rate = 10 %
TAKT = (480 mins - 40 mins) = 440 = 1.6 minutes

250 x 1.10 275
LINE BALANCING EXERCISE
Operator # 1
Operator # 2
Operator # 3
Operator # 4
Operator # 5
Operator # 6
Operator # 7
Operator # 8
LINE BALANCING EXERCISE
TAKT Time = 1.6 mins
Operator # 1
Operator # 2
Operator # 3
Operator # 4
Operator # 5
Operator # 6
Operator # 7
Operator # 8
0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 1.8 2.0
Theoretical Manning = Total Work Content = 10 = 6.25 people

TAKT 1.6
Total Loss = Balance Loss = (1.6 x 7) - 10.0 = 1.2 = 10.7 %
1.6 x 7 11.2
PRECEDENCE DIAGRAM
4
1 8 9
5
7
Cell Concepts
Single Piece
Balanced
C le a r F lo o r sp a c e
Flow = WIP
Work
Supply of Supply of
Components Components
Ergonomics Raw Materials

Late
Configuration
Produce to TAKT
Customer Pull
Shop Floor Activity
4 PRINCIPLES OF MOTION ECONOMY
ELIMINATE
Reduce the number of
movements
COMBINE
Do 2 or more movements
simultaneously
APPLICATIONS
REDUCE
Reduce movement distance 1. Use of the human body
2. Arrangement of the workplace
SMOOTH
Smooth and rhythmic 3. Design of the tools & equipment
movement
10
8
USE OF THE HUMAN BODY
Both hands start and finish the operation at the same time
Reduce idle time for hands, except at rest
Symmetrical arm motions, in opposite directions and

performed simultaneously
Move in arcs not straight lines
Maintain common focal point for tools etc. to reduce head

movements and eye strain
Reduce body movements to a minimum
10
9
ARRANGEMENT OF THE WORKPLACE
Normal working area Maximum working area
N.B. Ergonomic design - to suit human physiology !

11
0
ARRANGEMENT OF THE WORKPLACE
Tools & Materials pre-positioned - encourages rhythm & avoids

searching.
Gravity feed, bins and containers to position materials close to points

of use - normal working area!
Tools and controls located as near as possible, to permit best

sequence of motion.
'Drop deliveries' or ejectors to avoid operator manual disposal of

finished work.
Adequate lighting for task, and seating provided of type and height
for good posture - ideally to allow alternate seating and standing.
The colour of workplace should contrast with the work to avoid eye
fatigue
11
1
MILESTONES
State the End Objective

Decide the main Milestones
- “When something has been completed”
Decide Who is responsible for each
milestone = 1 named person
Decide Milestone Dependencies
Decide Overall Project Manager
ACTIVITIES
State the Milestone

Brainstorm the Activities to achieve that Milestone
Decide the Time for each Activity
- Start time + End time = Duration
Decide Who on the team has what responsibility
within the Activity
Put Activities in Order
Draw Timing Chart
Decide Project Manager for this Milestone & Activities
MILESTONE PLANNING
MILESTONE PLAN Company:
Comp Project:
Date Nº Milestone Resp Report/Comments
Project Manager: Date: Ford

ACTIVITIES PLANNING
E Executes work
Number
Completion Date
Team Members
ACTIVITY SCHEDULE D Takes decision solely
Company: d Takes decision jointly
Project: P Controls progress
I Must be informed
Milestone: Activity C Must be consulted
Time Scale: A Available to advise
Project Manager: Date: Ford

Ford Production System Measureables
•First Time Through
•Dock To Dock
•Overall Equipment Effectiveness
•Built To Schedule
•Labour Productivity
•Manufacturing Cycle Time (Sub set of DTD)
•Floor Area
•Distance Travelled
•Downtime (Sub set of OEE)
•Change Over (Sub set of OEE)
•Work In Process
Lean book ford
March 31ST , 2003

Arturo TORRES
SITE FOCUSED LEAN DEPLOYMENT
PARTNERING TO MANAGE THE VALUE

CHAIN
LEANBOOKFORD.PPT
March 31ST , 2003
Arturo TORRES
Table of Contents
• Workshop Introduction & orientation 3
• Lean Manufacturing 11
• Cultural Awareness 17
• Waste Elimination 47
• TPM 71
• Quick Change Over 81
• Level Production 103
• Standardized Work 113
• Error Proofing 141
• 5S 155
• JIT/Continuous Flow Manufacturing 163
• Visual Management 171
• Material Control/Pull Systems 181
• Appendix A - Worksheets and Proformas
• Appendix B - Lean Measurables
• Appendix C - Current State Mapping
• Appendix D - Lean Assessment Tool 11
9
LOGISTICS
 Start & End times
 Breaks
 Lunch
 Phones - Messages
 Rest Rooms
12
0
RULES OF THE ROAD
 Start / End on time

 Come back from breaks on time
 Dumb questions allowed
 Add your comments as we go
 Everyone is equal
 Respect others ideas / Listen
 No buts / Keep open mind
 Anything else?
12
1
GOALS OF LEAN DEPLOYMENT
 Continue Ford’s ongoing Total Cost Management (TCM)
effort to increase value in the total cost chain
• Value = Function / Cost
 Implement change to improve the process and reduce cost
by eliminating waste
• Change through incremental continuous improvement
 Learn how to improve the process by applying Lean
principles - develop Lean capability
• Cascade through the organization and value chain
12
2
LEAN WORKSHOPS
• Today's workshop is the first of a series we will be doing with this
plant over the next year
• The deliverable from each workshop will be a set of Lean
deployment proposals and an action plan for carrying them out
• The forms and worksheets used in each work shop are located in
Appendix A
• The impact of all Lean Deployment proposals are measured
according to the measurables detailed in Appendix B.
12
3
WE LEARN & REMEMBER...
 10% of what we hear This
 15% of what we see
 20% of what we see and hear Workshop
 40% of what we discuss with others
 80% of what we experience
 90% of what we attempt to teach others
Hence the format of this workshop will be to Learn about

Lean methods, apply them to improve the process, and
teach others what we have learned.
12
4
LEAN MANUFACTURING
A Total System
March 31ST , 2003

Arturo TORRES
A Definition of Lean Manufacturing
• Integrated single piece production (i.e. a continuous flow of work) with
minimal inventories at each stage of the production process.
• Small batch production capability that is synchronized to shipping
schedules.
• Defect prevention rather than inspection and rework by building
quality in the process and implementing real time quality feedback
procedures.
• Production planning that is driven by customer demand or “pull” and
not to suit machine loading or inflexible work flows on the shop floor.
12
6
A definition of Lean Manufacturing
• Team based work organizations with multi-skilled operators
empowered to make decisions and improve operations with few
indirect staff.
• Active involvement by workers in trouble shooting and problem
solving to improve quality and eliminate waste
• Close integration of the whole value stream from raw material to
finished product through partnership oriented relations with suppliers
and distributors.
12
7
LEAN MANUFACTURING MODEL
QUALITY,
DELIVERY & COST
JUST IN PROCESS
TIME CONTROL
LEVELED PRODUCTION
TOTAL PRODUCTIVE MAINTENANCE
12
8
LEAN MANUFACTURING MODEL
QUALITY,
Total system view - each element is interdependent, one affects

DELIVERY & COST

JUST IN PROCESS
the others TIME CONTROL
LEVELED PRODUCTION
 There are various Lean tools or techniques associated with

each element
 Begin with the end in mind - Cost, Quality, and Delivery
Leadership
• Compete against perfection - aim above benchmarks
• Continuously Improve - Best-in-class is a constantly moving target
12
9
The Lean Manufacturing System is supported is supported by the following tools and
techniques
Begin With The End In Mind
•JIT/Continuous Flow •5S’s

•Visual Factory •Error Proofing
•Material Control •Standardized Work
•Levelled Production Plan

•Cultural Awareness •Continuous Improvement
•TPM •Quick Change
These Lean principles and tools are discussed in detail in the

sections that follow in this book. 13
0
Cultural Awareness
A PHILOSOPHY OF LEAN
March 31ST , 2003

Arturo TORRES
ELEMENTS OF THE LEAN PHILOSOPHY
1. Customer first
2. Create a fear free environment
3. Waste & Problems are opportunities
4. Never stop improving
5. Make decisions at the lowest level
6. Create a shared vision
13
2
The elements work
together, they overlap Create a
fear free
environment
Customer
first
Never
ELEMENTS stop
improving
OF THE
Make LEAN
decisions
at the PHILOSOPHY
lowest level
Create a
Waste & shared
Problems are vision
opportunities
13
3
1. CUSTOMER FIRST
 Quality is defined by the customer

• External & Internal
 Value is defined by the customer
• If its not valued by the customer, its waste
 The Process creates results that are valued by the customer
• Each process must be focused on the customer
13
4
QUALITY IS DEFINED BY THE CUSTOMER
 Products must satisfy customer:

• Function, reliability, features, timeliness
• Quality, Delivery, Cost
 Quality is what the customer says it is
 Meeting 'needs' is not enough - exceeded expectations
 Strive for “The delighted customer”
 Applies to internal and external customers
13
5
PROCESS CREATES RESULTS
 Customers must be the focus of each step in the

production or service process itself
 All internal processes must meet the needs of the
next ‘customer’ in process - pass no bad parts
 Total quality (the expected result) cannot be
delivered to the final customer unless there is quality
in all processes
13
6
PROCESS CREATES RESULTS
 People work on processes
 Processes create results
 Results create satisfied customers
Lean starts with PEOPLE

13
7
2. CREATE A FEAR FREE ENVIRONMENT
 Fear prevents change

 Employees must not be afraid of losing their jobs as
a result of lean implementation
 Encourage risk taking
 Speak with data
13
8
FEAR...
 Drives people into a defensive posture

 Inhibits the elimination of waste
 Keeps issues submerged for years
 Creates crisis orientation
13
9
JOB SECURITY THROUGH LEAN IMPROVEMENT
 Eliminate waste not people

 How can you manage headcount?
• Redeployment to other value adding functions
• New positions - Permanent Lean teams
• New business
• Natural Wastage/Attrition
 Design cells and jobs with flexibility
14
0
ENCOURAGE RISK TAKING
 Avoid “That's a stupid idea”

 Encourage people to try things just to “try it”
 Don’t demand/expect cost savings detail for every
change
 When things don't work understand why and try
something else
14
1
SPEAK WITH DATA
 Use data to have a ‘fact based’ critique of the process
• Gather data to understand issues
• Make a plan based on data
• Determine what data will be used to measure process and outcome
• Use data to learn and improve
• Question data
 Follow the PDCA cycle to implement
• The ‘C’ stands for Check improvements with data
 More than numbers alone
• Observation, discussions
14
2
SPEAK WITH DATA
 Data needs to be available where the work is done -
workers know the numbers
 Measure the critical few, not the useful many
 Collect data to drive change, not to make a pretty
graph
• Data collection is dynamic - it will change over time
 “I Know” vs. “I Think”
14
3
CREATE A FEAR FREE ENVIRONMENT
 Fear Free  Fearful

• What is wrong • Who is wrong
• Develop solution • Critical judgment
• Issues emerge • Issues remain hidden
• Whole truth • Partial truth
• Problems are good • Problems are bad
• Consistent level work • Fire fighting
• Thank the messenger • Shoot the messenger
• Process is the problem • People are the problem
14
4
3. WASTE & PROBLEMS ARE OPPORTUNITIES
 Identification of waste is the first step

 People are not the problem - focus on the
process
 Information is used for improvement not to judge
or control
14
5
IDENTIFICATION IS THE FIRST STEP
 Lean is based on the identification and elimination of

waste
 “The starting point for improvement is to recognize the
need. This comes from recognition of a problem.” Imai
 Identification is the first step
• Identification of waste makes the opportunity for improvement
visible
• Not all waste can be eliminated immediately - look for long and
short term opportunities
14
6
PEOPLE ARE NOT THE PROBLEM
 Processes are the problem, make people part of the

answer - focus on the root cause
• “Repeating why 5 times...The Toyota production
system has been built on the practice and evolution of
this scientific approach. By asking why five times and
answering it each time, we can get to the real cause
of the problem, which is often hidden behind more
obvious symptoms.” Ohno
14
7
4. NEVER STOP IMPROVING
 “Average is the enemy”

 Lean = Ongoing Incremental Improvement
 Always opportunity for improvement
14
8
AVERAGE IS THE ENEMY
 Average leads to complacency

• Average companies say “we’re better than the
status quo”, and lose their motivation to get
better
• Should say “How can we be the best in the
world” and strive to be the best across all
industries
14
9
ONGOING INCREMENTAL IMPROVEMENT
 Lean = ongoing incremental improvement

 Ongoing: Continuing without interruption or termination
 Lean never stops
• A normal part of everyone's job description
• Done by groups or individuals
• Not an event - a way of doing work
 “Look to the future, learn from the past”
15
0
5. MAKE DECISIONS AT THE LOWEST LEVEL
 Allow change to happen where the value is

added
 Develop and maintain a ‘Bias for Action’
15
1
ALLOW CHANGE WHERE THE VALUE IS
ADDED
 Involve front line workers and staff - those

closest to the process need to be involved the
most
 Develop systems to encourage change to occur
where the value is added
• Don’t simply develop a suggestion system,
develop an implementation system
15
2
DEVELOP A ‘BIAS’ FOR ACTION
• A plan for improvement is worth nothing until it

is implemented
• Implementation of ideas is the true measure of
Lean deployment success
• Use PDCA - where the ‘D’ stands for DO
15
3
6. CREATE A SHARED VISION
 Total system
 Lean is an umbrella concept
 Improvement vs. innovation
15
4
CREATE A SHARED VISION
 Lean involves everyone in the organization

 Lean crosses all organizational boundaries and
should be a key component of the organizational
strategy
 Departments should strive to understand and
support the total organization
• Not individual department goals - e.g. labor efficiency
in machining dept.
15
5
TOTAL SYSTEM
 A shared vision results in:

• An integration of the total system
- An understanding of how each piece of the
organization fits together
- Builds an understanding of the interdependencies
between groups
• Consideration of all critical factors
• Brings people together
15
6
TOTAL SYSTEM
 Separate goals or visions result in:

• Confusion of direction
• Misalignment of resources
• Individual performance valued at expense of
system
• Excess of conflict
• Passing the problems around
15
7
LEAN IS AN UMBRELLA
 The Lean philosophy of ongoing incremental

improvement drives the Lean techniques
 Techniques include:
• TQC
}
• Error proofing
• JIT
• TPM Just to name
• Small group activities a few
15
8
IMPROVEMENT VS INNOVATION
 Lean = Ongoing Incremental Improvement

 Every improvement, no matter how small or
insignificant is worthwhile
 Small improvements over time add up to a large total
improvement
 Standardize, Improve then innovate
• Lean comes before innovation
• Normally no cost or low cost
15
9
ADOPTING THE PHILOSOPHY
 The Philosophy
• Customer first
• Create a fear free environment
• Waste & Problems are opportunities
• Never stop improving
• Make decisions at the lowest level
• Create a shared vision
 How does an organization start?
16
0
THE CULTURAL START
 Defining shared values and developing an organization
philosophy
• Values, mission, vision
 Modeling those values, beliefs, and philosophies
 Creating policies and programs that empower the work
force
 A commitment to training for the new skills required - this
is not natural
16
1
Eliminate Waste
THROUGH CONTINUOUS IMPROVEMENT
March 31ST , 2003

Arturo TORRES
LEAN DEPLOYMENT
A SHORT TEST
• To produce more product, at better quality, and at

lower cost. How can this be accomplished?
Option Impact
Work longer quality cost
Work harder quality cost ?
Add people quality cost
Add equipment quality ? cost
Eliminate waste quality cost
16
3
Waste Elimination/Continuous Improvement
Workshop Agenda
• Introductions of participants
• Cover the relevant Lean training material/theory via lecture, overheads
• Introduce data and worksheets that will be used as part of the workshop (see
the worksheet/proforma list on the next page)
• Identify the process(es) or work areas that will be the focus of the workshop
activities
• Carry out a shop floor situation appraisal; review the process and collect data
Review the process
Use the Process Flow Worksheet to identify each action step in the
process as operating, inspection, transportation, delay or storage.
16
4
Waste Elimination/Continuous Improvement
Workshop Agenda
• Review the VA/NVA data collected in the shop floor
• Carry out team brain storming exercise to generate improvement ideas
Identify the biggest elements of waste in the process
What can be done to eliminate these top elements of waste
• Develop a list of short/medium/long term improvement ideas and estimate benefits
(log these on the Lean Proposal Form)
• Implement and trial short term improvement ideas using the Plan-Do-Check-
Action (PDCA) approach
• Develop action plan to implement remaining improvements and monitor results of
the improvements
• Incorporate improvements into revised Standard Operating Procedures (SOP’s)
16
5
VALUE AND WASTE
Focus of traditional
improvement programs
Value •Work Longer
Add •Work Harder
•Add People
•Add Equipment
Waste
Focus of Lean deployment

•Eliminate Waste
16
6
PRICE, PROFIT & COST
 Cost + Profit = Selling Price

• In what industries does this apply? Virtually none.
Perhaps oil and tobacco, not in automotive.
 Selling Price - Cost = Profit

• This is the reality for most competitive industries,
including automotive. Waste adds cost
16
7
VALUE AND WASTE
 VALUE:
• An activity that transforms or shapes raw materials or information to meet customer needs
 WASTE:
• Activities that consume time, resources and space, but do not contribute to satisfying customer needs
16
8
VALUE AND WASTE
Examples:
• Install flange
onto part Example:
• Part stamped • Walking to get
Value parts
• Waiting time
Added
Waste
Examples:
• Pull down
impact wrench
• Unclamp and clamp
16
9
WASTE ELIMINATION
 Waste elimination is the key to improving Quality, Delivery & Cost

 Waste is everywhere - production, support, indirect, etc.
• Policy
• Commercial
• Design
• Process
17
0
8 TYPES OF WASTE
 Over-production
 Inventory
 Transportation
 Waiting
 Motion
 Over-processing
 Correction
 Not utilizing human resources
17
1
WASTE OF OVER-PRODUCTION
 Producing over customer requirements, producing

unnecessary materials / products
 Examples
• Producing parts on Monday that are not shipped to
the customer until Friday
• Producing parts because the machines and people
are available or to achieve arbitrary targets.
17
2
WASTE OF INVENTORY
 Holding or purchasing unnecessary raw supplies,

work-in-process, finished goods
 Examples
• 10 Days of raw material supply
• Days of WIP between production process steps.
• A box containing 1000 parts waiting to be assembled
after being machined
17
3
WASTE OF INVENTORY
Inventory waste hides and disguises

problems and potential interruptions in the
LEVEL production process
OF
INVENTORY
17
4
WASTE OF INVENTORY
As inventory waste is eliminated, the
problems become more visible
DECREASING GENERATING DEFECTIVE
INVENTORY PRODUCTS
LEVEL
LONG
SET UPS
DELAY
IN
REWORK
DELIVERIES
POOR MACHINE MIXED MATERIALS

HOUSEKEEPING BREAKDOWNS 17
5
WASTE OF TRANSPORTATION
 Multiple handling, delay in material handling,

unnecessary handling
 Examples
• Moving part to and from storage areas
• Transporting parts from the machining area to
the final assembly area
17
6
WASTE OF WAITING
 Time delays, idle time (not value added time)

 Examples
• Waiting for raw material to be delivered
• Waiting for upstream processes to be completed
• Waiting for a machine to complete its cycle
17
7
WASTE OF MOTION
 Actions of people or equipment that do not add

value to the product
 Examples
• Turning around to pick up a part
• Sorting through a box of parts to find the right
one
• Handling or moving of parts, tools, etc.
17
8
WASTE OR OVER-PROCESSING
 Unnecessary processing steps or work

elements/procedures (non value added work)
 Examples
• Painting an automotive seat frame that is not
specified by the customer
• Inspection, deburing, washing, etc.
17
9
WASTE OF CORRECTION
 Producing a part that is scrapped or requires

rework
 Examples
• Scrapping parts that failed final inspection
Repairing a surface that was scratched during
assembly
18
0
WASTE OF NOT UTILIZING HUMAN
RESOURCES
 Not following up/implementing

ideas/suggestions
 Examples
• Making changes on the floor without getting the
operators input
18
1
CAUSES OF WASTE
 Layout (Distance)  Ineffective production

 Long setup time planning & scheduling
 Incapable processes  Equipment design and
 Poor maintenance selection
 Poor work methods
 Poor workplace
organization
 Inadequate training
 Supplier quality /
 Product design reliability
 Performance measures  More . . .
18
2
WORKING HARDER VS.
WORKING SMARTER
More
Work V
alue
ste
Wa
D ER
More Value
HAR
Value + More Waste
= More Work
Waste SMA
RTER
Value More Value
Waste
+ Less Waste
= Same Work
18
3
WASTE WALK
TEAM ASSIGNMENT
 Identify waste on the shop floor

 Record findings on the Waste Identification
Form (Handout)
 Discuss findings with your group
 Categorize by type of waste
18
4
18
5
(TPM)
18
6
TPM Workshop Agenda
• Introduce data and worksheets that will be used as part of the workshop (see the
worksheet/proforma list on the next page)
activities
Identify TPM activities are being carried out currently
Identify the key items in the process that represent TPM opportunities
Talk to workers about potential TPM items
Make a list of TPM for each workstation
18
7
TPM Workshop Agenda
• Review the data collected in the shop floor
What items should be added to a TPM plan
How should TPM items be tracked at the workstation/machine level
What is the best way to ensure TPM items are completed regularly over the long
term
• Implement and trial short term improvement ideas using the Plan-Do-Check-Action
(PDCA) approach
the improvements
• Incorporate improvements into revised Standard Operating Procedures
18
8
What is TPM?
TPM is the combination of ;

• Improvement maintenance - improving the
performance and maintainability of equipment.
Focuses on the top quality and breakdown
issues.
• Preventive maintenance - establishing
maintenance activities that are designed to
prevent machine failures and breakdowns
18
9
5 Phases of TPM Implementation
• Autonomous Maintenance
• Equipment Improvement
• Quality Improvement
• Education and Training
• Maintenance Prevention
19
0
Autonomous Maintenance
Goal: Raise the equipment consciousness of the

operator to aid in the elimination of failures and quality
problems.
Operators must be trained in the following areas;
• The six major equipment losses
• Working as part of a team
• Basic equipment maintenance skills
• Recognizing and identifying abnormalities
• Equipment standards
19
1
Equipment Improvement
Goal: Maximize equipment effectiveness through the

elimination of the six major loses and applying the basic
improvement methods such as;
• Machine restoration
• Establishing and maintaining basic equipment conditions
such as cleaning, lubrication and tightening
• Applying visual management techniques
19
2
Quality Maintenance
Goal: Maintaining 100% defect free equipment for the
production of defect free products. This can be acieved
through;
• Establishing the equipment conditions for zero defects
and checking these conditions on a scheduled basis
• Preventing quality defects by checking that the
measured values are within control
• Anticipating possible quality problems by monitoring
variations in measured values
19
3
Quality Maintenance
• Driven by pareto analysis to prioritize

• Speak with data
• Reduction of the time to repair
• Increase in time between failures
19
4
Quality Maintenance
• Maximize the mean time between failures (MTBF)
– Machine breakdown
– Tool breakdown
– Part failure
• Minimize the mean time to repair or rectify (MTTR)
– Diagnose problem (root cause)
– Correct problem
– Set up machine to make good parts
– Spare parts control
• Analyze using statistical tools
– Reliability measurements
– Problem solving tools
– Variation and trend analysis tools
19
5
Education and Training
Goal: Develop a workforce that is equipment conscious
and has the basic equipment knowledge and skill needed
to have;
• Equipment operators able to recognize abnormalities
and carry out basic maintenance functions
• Maintenance staff able to carry out a preventive
maintenance program and develop specialized skills
concerning company equipment
• Mangement able to plan for higher levels of equipment
effectiveness
19
6
Maintenance Prevention
Goal: Design equipment to avoid common breakdowns
and quality problems. This requires lessons learned in
production to be reflected in the design of new tools and
equipment. Considering;
• Conduciveness to autonomous maintenance
• Easy to maintain
• Safety
• Easy to set up
• Easy to operate
• Easy to trouble shoot and repair 19
7
SIX BIG LOSSES
 Downtime
1 Breakdowns due to equipment failure
2 Setup and adjustment
 Speed losses
3 Idling and minor stoppages
4 Reduced speed
 Defects
5 Defects in process and rework
6 Reduced yield between startup and stability
19
8
SPORADIC & CHRONIC LOSSES
Chronic losses
Lost Operating Time
become obvious
Sporadic Loss
when compared
with optimal Solution: Restore
conditions the status quo
Optimal Solution: Change

Chronic Loss the status quo
Conditions
Time 19
9
OVERALL EQUIPMENT EFFECTIVENESS (OEE)
 Baseline measure of equipment performance

 Individual equipment and whole line
 Used to track improvement over time
 One of the key FPS measurables
20
0
OVERALL EQUIPMENT EFFECTIVENESS
OEE = Availability X Performance Rate X Quality Rate
• Breakdown losses • Quality defect &

• Setup & adjustment rework losses
losses • Idling & minor • Startup losses
stoppage losses
• Reduced speed
losses
20
1
IDEAL
OVERALL EQUIPMENT EFFECTIVENESS
 Availability...greater than 90%

 Performance efficiency...greater than 95%
 Rate of quality products...greater than 99%
 OEE >85%
20
2
20
3
Quick Change Over
Setup Reduction
March 31ST , 2003

Arturo TORRES
Quick Change Over Workshop Agenda
activities
• Carry out a shop floor situation appraisal and process review
Review/analyze the change over process (use a video camera to film /study the
change over wherever possible)
Identify each step in the change-over process and the time to complete
• Review & analyze the data collected in the shop floor review
Identify each step in the change over process as internal or external
Identify each step as VA or NVA relevant to completing the change over
20
5
Quick Change Over Workshop Agenda
Which internal set up activities can be eliminated and how
Which internal set up activities can be converted into external activities and how
What can be done to reduce the time of remaining internal and external setup
activities
Which external set up activities can be eliminated and how
(PDCA) approach
the improvements
20
6
Quick Change Over
 Supports Just In Time or Continuous Flow

 Enables reductions in batch sizes and WIP inventory
levels
 Follows Kaizen cost model
• No cost, Low cost, Capital expense
 The goal--single minute (0-9 minute) changeovers
20
7
Quick Change Over
Left Hand
Left Hand
changeover
Frequent changeovers, even
Right Hand with infrequent shipments
changeover changeover
• Improves Quality, Cost &
Left Hand
Right Hand changeover Space utilization
changeover Right Hand • Reduces risk of unsold goods
8 hrs changeover
Left Hand and obsolescence
Left Hand changeover
• Provides smooth demand on
Right Hand
changeover
changeover upstream suppliers
Right Hand
Left Hand • Approaches the lean ideal of
one-piece flow
changeover
Right Hand
changeover
Quick Change Over

20
8
BENEFITS OF SET-UP REDUCTION
 Lowers unplanned downtime

 Increases equipment availability
• When a machine is down for a setup it can’t make
money
 Allows for frequent die changes
 Enables small lot production runs
 Shortens lead time
 Expands business, competitive edge
20
9
REDUCING SET-UP TIMES
 Set-up time is defined as the elapsed time from the

last good unit of a production run to the next (or
first) good unit and the line is production ready.
 External Setup - work done while the machine is
running
 Internal Setup - work done while the machine is
not running
21
0
FOUR FUNCTIONS OF
SET-UP ACTIVITY
EXAMPLE TIME
 Gathering necessary items 25%
 Exchanging dies or tools 10%
 Positioning dies or tools 20%
 Making adjustments 45%
21
1
Quick Change Over
4 CONCEPTS
1. Separate the internal setup from the external

setup
2. Convert as much as possible of the internal
setup to the external setup
3. Eliminate the adjustment process
4. Abolish the setup step itself
21
2
9 QUICK CHANGE OVER TECHNIQUES
 SEPARATE Internal from External

set-up operation
 CONVERT Internal to External set-up
 STANDARDIZE on functions--not shape
 Use FUNCTIONAL CLAMPS or eliminate
fasteners altogether
• Examples: Slot method, pear-shaped hole
 Use INTERMEDIATE JIGS
21
3
9 QUICK CHANGE OVER TECHNIQUES
 Adopt PARALLEL OPERATIONS

 Eliminate adjustments--”ONE-SHOT” SET-UP
 MECHANIZE the internal and external
operations
 REDUCE EXTERNAL set-up activity
21
4
IMPROVEMENT IDEAS
What can be done before What can be done to avoid errors in

shutting machines down? the set-up?
Color Coding
Pre-work
• Nuts & bolts
• Pre-arrange • Tools & jigs
• Pre-setting • Hoses & Handles
• Pre-cutting • Dies
• Pre-adjustment • Air hookup & wiring

Number Coding
• Pre-heating
• Tools & jigs
• Dies
21
5
IMPROVEMENT IDEAS
(STANDARDIZATION)
 Size and shape  Height and stroke

• Bolts & jigs • Die height
• Tools & jigs • Machine stroke height
• Hoses & handles • Bolster height
• Dies • Machine level
 Die pressure • Handling & storage level
21
6
PHASE 2--CONVERSION
 Prepare operating conditions prior to the changeover

(C)
• Preheat, dress wheel, etc.
 Standardize necessary functions (D)
• Replace the fewest possible parts
• Minimize/eliminate adjustments (G)
 Use intermediary fixtures/jigs (E)
• Presetting tools
• Positioning dies
21
7
PHASE 3--ADVANCED
Improved
External setup
transportation
External Improvements
Set-up Functional
checks
A
B
Clear E
Convert Internal to Adopt
Separation
External Setup intermediary jig
G
Eliminate
Internal adjustments
Set-up
C
Adopt functional standards
H
D
Adopt functional clamps
Adopt
Mechanical F
Improvements Adopt parallel operations
21
8
PHASE 3--ADVANCED
 Perform parallel operations (F)

 Improve clamping mechanism (H)
• One turn, one motion method
 Eliminate all adjustments (G)
• Numerical settings vs “feel”
 Automate activities where appropriate
21
9
MEASURING PROGRESS
 Original Time
100 • No separation
 Phase 1 - 50% Internal Reduction
80
• Clear separation
60
• Conversion
• Shorten other activities
40
• Mechanize & improve all internal &
20 external activities
0
Original Phase Phase Phase
1 2 3
Internal External
22
0
22
2
LEVEL PRODUCTION
22
3
Traditional Batch Production
May Demand May Production 150
Item Quantity
125
A 100
B 150
“C”
Quantity
C 150
75
“B”
50
“A”
“B”
“A”
1 2 3 4
Week
A traditional production system uses batch manufacturing

(product is produced based on economies of scale). For
example, product “A” is produced until the monthly quantity is
reached, then the production lines are changed over for
production of “B”.
22
4
Level Production differs from traditional batch production by
producing a similar mix and volume of parts each day.
May Production
May Demand
100 100 100 100
Quantity
Item Quantity
A 100 “C” “C” “C” “C”
B 150
C 150 “B” “B” “B” “B”
“A” “A” “A” “A”
1 2 3 4
Week
A level production plan evenly balances the production of all
product types on a daily basis.
For example, products “A, B, and C” are produced each day.

The monthly demand is divided into a daily mix, dictating the
quantity of each part to produce. 22
5
Advantages of Level production
• Improves customer responsiveness
Leveling production to match demand allows customers to receive
products as they order them, as opposed to waiting for the batch to
be produced.
• Supports a stable work force

With level production, there is less fluctuation in the work
requirements, and less need for overtime.
• Reduces raw material inventory

With products being produced in smaller quantities, vendors can
make frequent, smaller quantity deliveries, reducing raw material
inventories at the plant. 22
6
Advantages of Level production
• Reduces finished goods inventory
With products being produced in a product mix that matches demand,
there is less wait time between the production and demand of an
item, requiring less finished goods storage.
• Increases production flexibility

Leveling production allows a plant to slightly vary the production mix
with demand. Changing the product mix increases flexibility as
compared to a batch based process where a minimum quantity must
be produced.
22
7
Leveling Demand
1. Determine the total monthly demand for each type of
product.
The monthly demand forecast should reflect the most accurate picture possible
of the number and type of products to produce.
2. Establish the weekly product requirement.

Divide the total monthly demand for each product by the number of weeks in the
production month to determine the number of products to build per week.
Products/week =
Products/month
number of weeks
22
8
Leveling Demand
3. Determine the number of days during the production
month.
For a standard month:
4 weeks x 5 days = 20 working days
4. Calculate the daily requirement for each product type.
Product Type Demand Quantity / Days Daily Production

Product A 10000 / 20 500
Product B 2000 / 20 100
Total Daily Production 600
The daily production is calculated by dividing the monthly demand quantity by the
number of working days in the production month.
22
9
Leveling Demand
5. Compute the build ratio and the production
frequency for each product type.
Production Quantity /
Smallest Production
Product Type Quantity Build Ratio
Product A 500 / 100 5
Product B 100 / 100 1
Production Frequency 600/100 6

The build ratio is calculated by dividing each production quantity by the smallest
quantity. The production frequency is the total production quantity divided by
the smallest quantity.
23
0
Leveling Demand
6. Determine the build frequency
The build frequency determines the production quantity for each product during a
production frequency cycle.
For example:
For our production frequency of 6 units
• 5 units of Product A will be produced every 6 units
• 1 unit of Product B will be produced every 6 units
23
1
Leveling Demand
7. Set a build schedule
The build schedule is based on the production frequency and schedules
production to achieve the desired product quantity and type.
For example a typical build schedule for the above frequency would be:
5 4 3 2 1
Product A Product A Product A Product A Product B
6 Production Sequence
Product A
7 8 9 10 11 12
Product B Product A Product A Product A Product A Product A
23
2
STANDARD OPERATIONS
Takt Time
March 31ST , 2003

Arturo TORRES
Standardized Work Workshop Agenda
activities
• Carry out shop floor situation appraisal; review the process & collect data
Carryout Stop Watch training where needed
Use the QPS and/or the Time Observation form to time study the production
process
Identify elements of waste in each step of the process (note these as
improvement ideas on the above forms)
Discuss process steps with workers (problems points, wasteful activities, etc.)
23
4
Standardized Work Workshop Agenda
Use Waste Elimination brainstorming elements to remove waste from the
standard process
What method improvements can be made to the process to reduce time or
eliminate waste
the improvements
23
5
STANDARD OPERATIONS
 Standardize - Do - Check - Act

• Basis for improvement
 Plan - Do - Check - Act
i z e n
A P Ka
C D
A S
e n
A P
Kaiz C D
C D
A S
i z e n
Ka C D
A S
C D
23
6
STANDARD OPERATIONS
 Standardize, Improve then innovate
• Kaizen comes before innovation
• Normally no cost or low cost
 Kaizen = Ongoing Incremental Improvement
 Every improvement, no matter how small or
insignificant is worthwhile
 Small improvements over time add up to a large
total improvement
23
7
STANDARD OPERATIONS
 Best, easiest, safest way you know today

 Only one standard at a time
 Documentation of know-how
 Objective, simple, obvious
 Consistent with quality, delivery and cost requirements
23
8
STANDARD OPERATIONS
 Show relationship between cause and effect

 Built on the foundation of Self-Discipline
• Without Self-Discipline standards cannot be
maintained
• Management's job is to ensure that standards are
established and followed
23
9
3 ELEMENTS OF STANDARD OPERATIONS
 Takt time
 Standard work in-process
 Work sequence (Order of operations)
24
0
STANDARD OPERATIONS
BENEFITS
 Results in balanced production with minimum
inventory and labor
 Focuses management
• Maintenance and improvement
 Basis for training
 Basis for audit and diagnosis
 Controls variability
 Ensures sharing of “Best Practices”
24
1
TAKT TIME
 Overproduction = Worst waste

• How do you know if you are overproducing?
 Takt Time = Avail. Time / Customer Req.
• German word “To Pace”, “Rhythm”
24
2
TAKT TIME
Takt Time = Available Time

Customer Requirements
480min(1 shift) - 30min(breaks)

Takt Time =
1174 Parts per shift
Takt Time = 450min X 60sec/min

1174 Parts per shift
Takt Time = 23 seconds per part = Pure Takt Time
24
3
TAKT TIME
 Affect Cust. Req.

 Affect Avail. Time • Scrap
• Breakdowns (major DT) • Rework
• Changeover
• Interruptions (minor DT)
• Late starts
Drives down Takt Time

Adds cost to the system
24
4
CYCLE TIME
 Total manual operating time per piece

• Does not include wait time
• Based on average person
 Machine cycle time
• Total operational time of the machine
• Includes load and unload
24
5
TAKT TIME VS CYCLE TIME
T IM E (S e c )
30
25 TAKT TIME
= 23 sec
20
15
10
0
A B C D E
WORK STATI ON
24
6
Waste
30
25 TAKT TIME
= 23 sec
20
TIME (Sec)
15
10
0
A B C D E
WORK STATION
24
7
After removing the waste what do you do next?
30
25 TAKT TIME
= 23 sec
20
TIME (Sec)
15
10
0
A B C D E
WORK STATION
24
8
 Total cycle time / Takt time = Theoretical # of operators needed
23 + 18 + 12 + 15 + 16 = 84 (Total CT)
23 (Takt Time)
= 3.7 Operators
24
9
20% Labor improvement
30
25 TAKT TIME
= 23 sec
20
TIME (Sec)
15
10
0
A B C D E
WORK STATION
25
0
TIME OBSERVATION
Stop Watch Training
March 31ST , 2003

Arturo TORRES
TIME OBSERVATION
 Work element - a logical grouping of work with

clear start and stop points
25
2
WORK ELEMENTS
 STAND UP
 WALK TO THE BOARD
 PICK UP THE MARKER
 WRITE ON THE BOARD
 PUT DOWN THE MARKER
 RETURN TO THE CHAIR
 SIT DOWN
 SITTING
25
3
ELEMENT GROUPING
 STAND UP 1
 WALK TO THE BOARD
 PICK UP THE MARKER
 WRITE ON THE BOARD 2
 PUT DOWN THE MARKER
 RETURN TO THE CHAIR
3
 SIT DOWN
 SITTING 4
25
4
TIME OBSERVATION
 The continuous stop watch method

• The watch does not stop (“Go” Watch)
• See break point, glance at watch, record time
25
5
BREAK POINTS
 A clear, unambiguous end point of the work element

• Hand touching tool, switch, part, etc.
• Light turning on or off
• Walking across a line
 Easy to observe & repeated the same way each cycle
25
6
BREAK POINTS
 Include break points on your time study

worksheet
• You will not forget what they are
• The same break points can be used to verify the
time study
25
7
TIME OBSERVATION
 # Of cycles needed
• Long processes (I.E. Long cycle time) ~ 3 - 4 Cycles
• Short processes (I.E. Short cycle time) ~ 10 - 12
Cycles
 Use average associate’s time
• Not the fastest or slowest employee
 Ask operator to run consistently
 Separate no cyclic times
25
8
TIME OBSERVATION
1. Explain to the operator what you are doing and

why
2. Just observe the work area
3. Make a rough sketch of the layout and sequence
of the work
4. Time several complete cycles
5. List possible or first pass elements
6. Spot check individual element times
25
9
TIME OBSERVATION
7. Keep notes on your sketch

8. ID & resolve tool or parts problems
9. Show the operator the elements and ask if
anything has been left out
10.Fill in the time study worksheet away from the
work station
11.Complete the time study, share the results with
the operator
26
0
ERROR PROOFING
Eliminating defects at their source by

building quality in the process.
March 31ST , 2003

Arturo TORRES
Error Proofing Workshop Agenda
activities
Review the process and data already collected
Collect defect data at the process or machine level if necessary
Pareto out the quality defects by type and cause
Identify the causes of the top defects
Identify red flag conditions for Error Proofing devices
26
2
Error Proofing Workshop Agenda
• Review the data collected in the shop floor review and prioritize items
• Carry out team brain storming exercise to generate improvement and error
proofing ideas
• Develop a list of short/medium/long term improvement ideas and estimate
benefits (log these on the Lean Proposal Form)
• Develop action plan to implement remaining improvements and monitor results
of the improvements
(SOP’s)
26
3
ERROR PROOFING
Building quality in the process by;
• Eliminating defects before they occur
wherever possible
• Detecting errors as they occur in production
to prevent bad parts from being passed
down stream
26
4
Ten Causes of Errors
1. Processing omissions: Leaving out one or more process steps.
2. Processing errors: Process operation not performed according to the standard

work procedures.
3. Error in setting up the workpiece: Using the wrong tooling or setting

machine adjustments in correctly for the current product.
4. Missing parts: Not all parts included in the assembly, welding, or other processes.
5. Improper part/item: Wrong part installed in assembly.
26
5
Ten Causes of Errors
6. Processing wrong workpiece: Wrong part machined.
7. Operations errors: Carrying out an operation incorrectly; having the incorrect

revision of a standard process or specification sheet.
8. Adjustment, measurement, dimension errors: Errors in

machine adjustments, testing measurements or dimensions of a part coming in from a
supplier.
9. Errors in equipment maintenance or repair: Defects caused by

incorrect repairs or component replacement.
10. Error in preparation of blades, jigs, or tools: Damaged

blades, poorly designed jigs, or wrong tools.
26
6
Twelve Red Flag Conditions
Red flag conditions signal where there is potential for errors so actions
can be taken to detect and prevent future errors.
1. Adjustments
Workers having to make adjustments to parts or equipment to
complete a process step.
2. Tooling changes
The use of consumable tools in production and/or tools that are changed between
production runs.
3. Dimensions/ specifications/ critical conditions -

Operations which require the use of measurements to position a part in operations,
or situations which require operations to be performed within designated critical
conditions. (e.g.., temperature, pressure, speed, etc.)
26
7
4. Many / mixed parts
A process which involves a wide range of parts in varying
quantities and mix.
5. Multiple steps
A process that requires many small operations or sub-steps to
de done in a strict preset order.
6. Infrequent production
An operation or task which is not performed regularly
26
8
7. Lack of an effective standard
Standard operating procedures (SOP’s) that are vague or do not fully
describe the correct and proven way to perform a production process.
8. Symmetry
Machining or assembly operations which use an object whose right and left
sides are similar or identical.
9. Asymmetry
Operations which use a part, tool or fixture whose opposite sides may look
identical but are different in size, shape or relative position.
26
9
10. Rapid repetition
A process which requires quickly performing the same operation over and over
again.
11. High / extremely high volume

A process which requires quickly and repeatedly performing a task with time
pressure.
12. Environmental conditions

Physical circumstances within and around the workplace that can influence
quality and workmanship.
27
0
Six Step Error Proofing Process
Step 1: Identify and describe
Identify and describe the defect /red flag condition in detail. In the case of a defect,
examine the history of the defect. In order to establish accountability, a team
member should be identified to follow up on the defect/red flag.
Step 2: Determine the root cause

Conduct cause and effect diagramming to assess the root cause. This
determination is critical for applying error proofing techniques to eliminate the
defect/ red flag.
27
1
Step 3: Review the current standard procedure.
Document each element / step in the operation where the defect
occurs. Error proofing opportunities will be based upon this
careful procedure identification.
Step 4: Identify deviations from standards.

Observe the actual process and identify areas where the methods
being applied deviate from the standard operating procedure. These
deviations will point to areas where procedural improvements are
needed.
27
2
Step 5: Identify the type of error-proofing device type required
Identify the type of error-proofing device most likely to effectively
eliminate the defect.
Step 6: Create device(s) and test for effectiveness

Create and test the device for effectiveness. Modifications are made
until the device proves effective in preventing the defect.
27
3
27
4
5S Work Place Organization
“A Place For Everything”

&
“Everything In It’s Place”
March 31ST , 2003

Arturo TORRES
5S/Workplace Organization
Workshop Agenda
activities
Identify specific 5S application opportunities in the process
Use the Yellow Tag worksheet to classify items in the work area
27
6
5S/Workplace Organization
Workshop Agenda
• Carry out team brain storming exercise to generate 5S improvement ideas
of the improvements
(SOP’s)
27
7
5S
 More than housekeeping

 The beginning of waste reduction
 Built on the foundation of discipline
27
8
5S’s
Separate /
Scrap Straighten
Sustain / Systematize
Scrub Standardize
MAY 1996
JUNE 1996
JULY 1996
27
9
5S
 A place for everything...

• Separate
• Straighten
• Scrub
 And everything in its place
• Sustain
• Systematize
28
0
RED & YELLOW TAGS
 Red Tag = Unneeded or rarely used items that

need to be moved or thrown away
 Yellow Tag = Items that need to be repaired or
adjusted
28
1
5S
 Why implement a 5S program?

• Set a standard
• Develop discipline
• Eliminate waste
• Etc...
28
2
JUST IN TIME/CONTINUOUS FLOW
PRODUCTION
March 31ST , 2003

Arturo TORRES
JIT/Continuous Flow Workshop Agenda
activities
• Carry out a shop floor situation appraisal and process review
Review the CSM and confirm the data such as process cycle times, process
and work flows, WIP levels, OEE’s, etc.
Gather additional data not included in the CSM (individual process times, etc.)
28
4
JIT/Continuous Flow Workshop Agenda
Carryout a Lean Layout development group exercise - discuss pro’s and con’s
of possible process layouts
Develop an improved process layout
How can we implement the new layout
(PDCA) approach
the improvements
28
5
JUST IN TIME (JIT) IS...
 Delivering what is needed

 When it is needed
 In the amount needed
 With the minimum materials, equipment, labor and space
28
6
MASS PRODUCTION
(Large Lots, Pushed Ahead, "Island” Mentality)
Material GOAL: Maximize Economies of Scale
Receiving Storage Weld

Warehouse
Shipping
Storage Warehouse
Stamping
Repair Assemble
Ship
Order Actual Value-Added Time: Minutes Cash
Total Time in Plant: Weeks 28
7
JIT FLOW PRODUCTION
(One piece flow, Simple conveyance)
Material
Pu “Next Process is the Customer”
ll Production
Cards
Pull Pull Pull
Stage & Ship

To fill
Assemble
Material
customer
Stamp
Weld order
Order Time Line Cash

“Reduce the time line by removing non-value added wastes.”
28
8
JIT FLOW PRODUCTION
Layouts that enable JIT Flow
U-shaped Cell versus Linear or Straight line layouts.

28
9
PRODUCTION COMPLEXITY
 A car is built with over 15,000 parts ...

 Building the car is not difficult, it’s managing all of the parts and materials that go into it (the complexity)
 JIT is not a delivery method, it is a solution for this complexity problem
 JIT is a PULL system
29
0
29
1
VISUAL MANAGEMENT
Line of Sight Management
March 31ST , 2003

Arturo TORRES
Visual Factory Workshop Agenda
activities
Identify Visual Factory opportunities in the process
What information do workers have available to the and what information is
lacking on the shop floor (ask workers)
29
3
Visual Factory Workshop Agenda
• Carry out team brain storming exercise to generate Visual Factory
improvement ideas
of the improvements
(SOP’s)
29
4
VISUAL FACTORY
 A management philosophy based on fast

assimilation of data - To make fast decisions
 Organize, Standardize, Communicate
 A picture is worth a thousand words
 Like a cowboy manages the herd
29
5
VISUAL FACTORY
 Cells
 Production control boards
 Shadow boards - Tools, Tables
 Color keyed bins - Scrap, Rework
 Horns and Whistles
 Inventory control cards
29
6
PRODUCTION CONTROL BOARD
Process: WIDGET ASSEMBLY Date: 1/1/97

Time Plan Actual Reason
9 - 10 50 46 Startup problem - wrong
stock on station 2
50 46
10 - 11 50 32 Press “B” down 22 minutes
100 78
11 - 12 25 27 0 downtime & 30 min Lunch
125 105
12 - 1 50 64 Added 5th operator to
175 169 cell
29
7
VISUAL LAYOUT - CELLS
• Can see everything from one point

• Observe abnormalities
• Designed for visual control
29
8
“THE PERFECT VISION”
Caution signs, exits, fire
Work areas/stations extinguishers, & emergency
Packaging and part color identified Station
procedures clearly visible.
A121
coded with respect to purpose EMERGENCY EXIT
TOOLS TOOLS
Safety
Gear
Part ID
Used A121
Safety Drop Area
Gloves
Clearly identified part racks
Containers are clearly
SCRAP and drop areas
labeled and accessible Scrap Area
Lines distinguish work and

material drop areas and aisles
29
9
“THE PERFECT VISION”
Indicator lights indicating
Operation Standards and Process
equipment status
Flow mapped out at each station
A
S L
T
Operation Standard DEPT. A
E & Process Flow
O R
P T Process Sequence Op # 1 2 3 4 5 6
1) Receive block
2) Add bolts
3) Check torque
4) Finish load, Status
and return
Avail.
Qual.
CTE
Instructions
1. Start Machine
2. Check status
light
3. Begin Process
4. Turn off when
LCL
UCL
finished
X
Process Control Boards
Instructions
1. Start Machine
2. Check status Equipment operating
light 9/16/96
SPC Chart
3. Begin Process procedures clearly visible U CL
X
ITEM Q1 Q2 Q3offQ4
4. Turn when next to each piece of LCL
Avail.  finished
Qual.  machinery
CTE  Statistical Process Control
charts map process control
limits
TPM Charts display Quality Check Sheets &
maintenance of Productivity Data Sheets filled
machinery out after each process 30
0
30
1
MATERIAL CONTROL
Demand Flow/Kanban
March 31ST , 2003

Arturo TORRES
Material Control/Pull System Workshop Agenda
activities
Review the CSM and confirm the data such as process cycle times, material
work flows, WIP levels, etc.
Gather additional data not included in the CSM (individual process times, etc.)
Identify material flows that are not demand dependent - what determines
these material movements
30
3
Material Control/Pull System Workshop Agenda
What pull signals could be used for those materials flows that are not dependent
on demand pull (visual signal, color coding, Kanban cards, etc.)
Use that easiest, most appropriate method for each material flow (one single
material flow signal is not suited for everything)
(PDCA) approach
the improvements
30
4
INVENTORY CONTROL CARDS
 Based on PULL ideal Inventory Card

• Next process is the Part Name:
Mat, Carpet, Taupe
customer
Part #:
 What is needed 00200-50900-15
 How much is needed Amount
Location:
 Where it is needed R-142 45
Kanban
 When to order more rack
Reorder Amt
 Rooted in discipline 8
30
5
INVENTORY CONTROL CARDS
Wherever Continuous Flow is NOT possible
Production Cards
Withdrawal Cards
a
b
c
d
Upstream e
f Pull
Downstream
Process New
g Process
h
i
Product j
k
l Needed
Product
Store
30
6
IMPLEMENTATION
 Determine:
• # of parts needed to support production
• Min/Max at lineside
• Replenishment quantity
• # of cards for each part number
• Card location for pickup
• Part drop off location
30
7
F.I.F.O.
 First in, First out

 Rotate inventory, avoid dead stock
 Reduces quality problems
 Improves accountability--Back track
 Reduces damage associated with time
• Rust
• Dust
30
8
Appendix A
30
9
Appendix B
31
0
Appendix C
31
1
Appendix D
31
2

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DIAGNÓSTICO DE PROVEEDOR

March 31ST , 2003

 DESPLIEGUE DE LA METODOLOGÍA LEAN

 OBJETIVOS DEL DESPLIEGUE LEAN

 DIAGNÓSTICO CUALITATIVO Y CUANTITATIVO

Calidad Coste Plazo Clima

CONCEPTOS SISTEMAS HERRAMIENTAS

1. Sobreproducción - Producir mas de los requerimientos del cliente, producir materiales /

2. Inventario - Comprar o mantener innecesaria materia prima, work-in-process, producto

3. Transporte - Manipulación múltiple, innecesaria, transportes cortos y largos.

4. Espera - retrasos / esperas de tiempo, tiempos muertos (tiempo sin VA)

6. Sobreproceso - Fases del proceso innecesarias o elementos / procedimientos sin VA.

7. Corrección - Producir una pieza mala o que hay que retrabajar.

8. No utilizar los recursos humanos - implicación en el trabajo, ideas / sugerencias.

PFA = (PROCESS FLOW ANALYSIS)

ANÁLISIS DEL FLUJO DE PROCESO

VSM = (VALUE STREAM MAPPING)

MAPA DE LA CADENA DE VALOR

Objetivo: Desarrollar un conocimiento real de cómo se fabrica un producto

Analizar críticamente cada fase del proceso y determinar si

Buscar oportunidades para Eliminar, Combinar y Reducir

Operación Tiempo de proceso, cantidad procesada

Inspección Tiempo de inspecc, cantidad inspeccionada

Almacén Número de piezas

Transporte Distancia, cantidad, medio utilizado

Espera Número de piezas

Decisión Consecuencia de la decisión

Operación Valor añadido

Inspección No Valor añadido

Almacén No Valor añadido

Decisión No Valor añadido

Es una visión macro del negocio, mostrando el flujo de materiales e

Una forma de identificar actividades sin Valor Añadido en el

Una forma de crear una visión del estado futuro

Una forma de maximizar el beneficio de las actividades de mejora

Seguir el flujo de materiales de “puerta a puerta”

Seguir el flujo de información cliente - proveedor - cliente

Medir lo que realmente ocurre, no lo que se supone que ocurre

Representar lo que se vea

INFORMACIÓN PAPELEO / FAX “PULL” "PUSH" ESPERA

KANBAN TRANSPORTE PROVEEDOR / CLIENTE

• First Time Through (FTT)

 Sólo se puede controlar aquello que se mide.

 El Lean Manufacturing utiliza dos tipos de evaluación - Cuantitativa

 Los medibles cuantitativos están separados en dos grupos:

 Macro medibles: miden el impacto de la implantación del Lean.

 Micro medibles: miden el impacto de los proyectos de mejora.

March 31ST , 2003

• Learn how to improve the process by applying Lean principles -

• Implement change to improve the process and reduce cost by

• Continue Ford’s ongoing Total Cost Management (TCM) effort to

• Support Order-to-Delivery initiative.

* Introduction to Lean Deployment Programme

* Manufacturing Processes Walk

* Assessment Team Preparation and analysis

* Review with Site Management Team (optional)

Day 2: 08.30 - circa 18.00 hours

* Continue Data collection and analysis

* Review Questionnaire with Senior Management

* Develop Lean Deployment Plan with Potential

* Present Findings to Management Team

•Total Quality Control • Standardised work

Tier 4 Tier 4 Tier 4 Tier 4