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- Principles of Lean in manufacturing
- Different phases of implementation
- Difficulties faced when implementing
Lean.
1. Benefits
2. Definition and Principles
3. 7 Deadly Wastes
4. Lean Tools
5. Implementation
6. Lean Management System
Agenda
1. Who am I
2. Who are you
3. What is your objective
Who Am I ? PHAM Ngoc Binh Long / Married
Value : Passionate - Open - Straightforward - Effective
Education : Master Degree in Automation and Production Engineering
Our Four Different Selves
Infers
Imagines
Speculates
Takes risks
Is impetuous
Breaks rules
Likes surprises
Is curious/plays
Analyses
Quantifies
Is logical
Is critical
Is realistic
Like numbers
Knows about
money
Know how things
work
Is sensitive to
others
Likes to teach
Touches a lot
Is supportive
Is expressive
Is emotional
Talks a lot
Feels
Takes preventives
action
Establishes
procedures
Gets thing done
Is reliable
Organises
Is neat
Timely
Plans
D
C
A
B
The Herrmann Model
Personal Career Path
France Process
Engineer
Project
Manager
Plant General
Manager
Plant General
Manager
Indonesia
Who are you ?
What is your Lean Background?
1 – I have never used Lean tools/methods
3 – I use Lean tools occasionally
5 – I use Lean frequently
7 – I always use Lean and know what to do with it
9 – I should be teaching this stuff
Class Profile - Baseline
X
X
X
X X X
X X X
X X X
x x x
1 3 5 7 9
Lean Rating
Nu
mb
er
of
Peo
ple
1. Benefits
2. Definition and Principles
3. 7 Deadly Wastes
4. Lean Tools
5. Implementation
6. Lean Management System
Agenda
OLD Profit Equation
PROFIT COST SELLING
PRICE
NEW Profit Equation
PROFIT COST MARKET
PRICE
BENEFITS OF LEAN BEFORE AFTER
INVENTORY
EQUIPMENT
OPERATOR
BUILDING
BENEFITS OF LEAN
Productivity
Quality
Flexibility
BENEFITS OF LEAN
Lead times
Operating Costs
Inventories
Space needed
IDEAL LEAN WORKSHOP
EXAMPLES OF LEAN PRODUCTION
EXAMPLES OF LEAN PRODUCTION
EXAMPLES OF LEAN PRODUCTION
1. Benefits
2. Definition and Principles
3. 7 Deadly Wastes
4. Lean Tools
5. Implementation
6. Lean Management System
Agenda
ORIGIN OF LEAN
TODAY EVOLUTION
Lean is a set of principles, behaviors and tools designed for a relentless pursuit in the elimination of waste. Producing an efficient just-in-time production system, that will deliver to our customers…
exactly what they need
when they need it
in the quantity they need
in the right sequence
without defects
and at the lowest possible cost
DEFINITION
1. Specify value from the standpoint of
the consumer (not from your assets and organization)
PRINCIPLES
2. Identify the value stream through the steps required to create and deliver each product and remove the wasted steps.
PRINCIPLES
3. Make the process of value creation
flows smoothly and quickly to the
customer, but only in line with the pull of consumer
PRINCIPLES
4. Pursue perfection by
continuously improving the product, process and value stream.
PRINCIPLES
5. Engage, empower and encourage
employee participation, converting their
passion and energy into lasting improvement.
PRINCIPLES
1. Benefits
2. Definition and Principles
3. 7 Deadly Wastes
4. Lean Tools
5. Implementation
6. Lean Management System
Agenda
3 forms :
1. Customer Value Added
2. Business Non-Value-Added
3. Non-Value Added (Waste)
WORK ELEMENTS Lean is a set of principles, behaviors and tools designed for a relentless pursuit in the elimination of waste.
1. The Customer is willing to pay for it.
2. The “thing” must physically change.
3. The work must be done right the first time.
Work has no added value but
need to be done to meet
customer need under today
conditions.
Activities that take
time, resources, or
space, but do not add
value to the product or
service itself
The customer is NOT
willing to pay for
Waste / Overproduction
Making something before it is truly needed
Excess inventory that is often used to mask other underlying problems and
inefficiencies.
1
Waste / Waiting
Time when work-in-process is waiting for
the next step in production (no value is
being added).
2
Production that is scrap
or requires rework.
3 Waste / Defect
Product (raw materials, work-in-process, or finished goods) quantities that go beyond
supporting the immediate need.
4 Waste / Inventory
Unnecessary movement of people (movement that does not add value).
5 Waste / Motion
6 Waste / Over-processing
More processing than is needed to produce what the customer requires. This is
often one of the more difficult wastes to detect and eliminate.
Unnecessary movement of raw materials, work-in-process or finished goods.
7 Waste / Transport
1. Benefits
2. Definition and Principles
3. 7 Deadly Wastes
4. Lean Tools
5. Implementation
6. Lean Management System
Agenda
LEAN TOOLS
Eliminates waste that results from a poorly organized work area (e.g. wasting
time looking for a tool).
5S
5S
TAKT TIME
TAKT TIME
Acts as a real-time communication tool for the plant floor that brings immediate
attention to problems as they occur – so they can be instantly addressed.
Visual feedback system for the plant floor that indicates production status, alerts when assistance is needed, and empowers operators to stop the production process.
Andon
Kanban Kanban is a tool to achieve JIT. Kanban prevents overproduction because it is a pull system,
parts will not be built until needed. Kanban works like a signalling device - it gives instruction for
the production or movement of items within the pull system.
Warehouse
SMED Single Minute Exchange of Die
Enables manufacturing
in smaller lots, reduces
inventory, and
improves customer
responsiveness.
Poka-Yoke Poka-Yoke is fool proofing, which is the basis of the Zero Defect approach, which
is a technique for avoiding and eliminating mistakes. Generally this technique is
used in manufacturing process but has much wider uses, such as; offices
Poka-Yoke
Schuko
socket
Jidoka (Autonomation)
Design equipment to partially automate the manufacturing process (partial
automation is typically much less expensive than full automation) and to
automatically stop when defects are detected.
After Jidoka, workers can frequently monitor multiple stations (reducing labor
costs) and many quality issues can be detected immediately (improving
quality).
Jidoka (Autonomation)
Value Stream Mapping A tool used to visually map the flow of production. Shows the current and future
state of processes in a way that highlights opportunities for improvement.
Exposes
waste in
the current
processes
and
provides a
roadmap
for
improveme
nt through
the future
state.
Hoshin Kanri
Strategy
Priorities Actions
Results
- Align the goals of the company (Strategy), with the plans of middle
management (Proritiess) and the work performed on the plant floor (Action).
- To eliminates the waste that comes from inconsistent direction and poor
communication.
KAIZEN (Continuous Improvement)
- A strategy where employees work together proactively to achieve regular,
incremental improvements in the manufacturing process.
- Combines the collective talents of a company to create an engine for
continually eliminating waste from manufacturing processes.
“Kai” means “change”
“zen” means “good (for the better)”
KAIZEN (Continuous Improvement)
1 – Discard fixed ideas, reject current practices.
2 – Think about how to do it, instead of why it cannot be done.
3 – Act immediately on improvement suggestions.
4 – Do not seek perfection, achieve 60% of your target right away.
5 – Correct errors immediately.
6 – Turn problems into ideas.
7 – Seek root causes: ask “why” 5 times.
8 – Seek the wisdom of 10 people, rather than wait for one person to have a great idea.
9 – Put to the test, and then validate.
10 – Acknowledge that there is infinite potential for improvement.
The 10 Kaizen principles
1. Benefits
2. Definition and Principles
3. 7 Deadly Wastes
4. Lean Tools
5. Implementation
6. Lean Management System
Agenda
IMPLEMENTATION PHASES
1 INTRODUCTION
2 LEAN CULTURE
3 MAPPING
4 STABILITY
5 JUST-IN TIME
6 MEASURING
7 SUSTAINING
PHASE 1
INTRODUCTION
- Educate Organization
- Assess Readiness (resources available)
- Define products family
Customers!!!
Individual station
I - line
U – shape
Standing position
Mutual help
PHASE 2
LEAN CULTURE
- Plan for Change
- Create Teams
- Select Pilot Product Family
PHASE 3
MAPPING
- Map Current-State Value Stream
- Map Future-State Value Stream
- Plan Implementation
Clipsal CVN Customer Supplier
Ware House
Monthly order fax
Twice order fax per month
Pro
. superv
isor
C/T : 39.33s
C/O : 0
Uptime :
80%
Assembly
C/T : 10,5s
C/O : 60min
Uptime : 80%
Molding
Ware House
Current State
10.8 sec
55O PCS
12.2 days
8400 PCS
3.4 days
200 PCS
0.0864 days
200 PCS
0.08 days
Profuct Lead Time: 12.2 + 3.4 + 0.0864 + 0.08 + 1 = 16.7
days
Process Time : 10.5 + 10 + 4 + 39.33 = 63.83 s
REDUCE
IMPROVE
IMPROVE
Monthly deliver
Occasional deliver Weekly deliver
E426UEST2/T
Twice order mail per month
TAKT TIME : 7.5 x 3600 /
2500
Clipsal CVN Customer Supplier
Ware House
Monthly order mail
Twice order fax per month
Pro
. superv
isor
C/T : 39.33s
C/O : 0
Uptime :
80%
Assembly
C/T : 10,5s
C/O : 60min
Uptime : 80%
Molding
Ware House
Future State
55O PCS
12.2 days
Monthly deliver
Occasional deliver Weekly deliver
E426UEST2/T
Monthly order fax
Twice order mail per month
Raw Materials
Plastic
components
PHASE 4
STABILITY
- Stabilize Demand and Process
- Standardize Work
- Improve Process
PHASE 5
JUST-IN TIME
- Calculate Customer Demand
- Create Flow
- Implement Pull
- Develop Schedules
PHASE 6
MEASURING
- Define Metrics
- Start measurement
Quality : MDR Service : IOTD Efficiency : Output/h
PHASE 7
SUSTAINING
- Design for Lean
- Continuously Improve Quality
- Sustain Lean
BEFORE
First Modification
Second Modification
AFTER
1. Benefits
2. Definition and Principles
3. 7 Deadly Wastes
4. Lean Tools
5. Implementation
6. Lean Management System
Agenda
Engine :
Leader standard work
Transmission :
Visual controls
Gas Pedal and Steering Wheel :
Daily accountability process
Fuel :
Discipline
Element Key Characteristics
Leader standard work
Daily checklists for line production leaders – team leaders, supervisors, and
value stream managers – that state explicit expectations for what it means
to focus on the process.
Visual controls
Tracking charts and other visual tools that reflect actual performance
compared with expected performance of virtually any process in lean
operation – production and non production alike.
Daily accountability
process
Brief, structured, tiered meetings focused on performance with visual action
assignments and follow-up to close gaps between actual results vs.
expected performance
Discipline Leaders themselves consistently following and following up on others’
adherence to the process that define the first three elements.
Myth What LEAN is NOT
Reality What LEAN is
A Tangible Recipe for Success
A Management Project or Program
A Set of Tools for Implementation
A System for Production Floor Only
Able to be implemented in a Short or
Mid-term Period
• A Way of Thinking
• A Total Management Philosophy
• Focus on Total Customer Satisfaction
• An Environment of Teamwork and
Improvement
• A Never Ending Search for a Better Way
• Quality Built-in Process
• Organized, Disciplined Workplace
• Evolutionary
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