8 Lean Concepts

8/6/2019 8 Lean Concepts

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Lean Production

Lean manufacturing orlean production, which is often known

simply as "Lean", is the optimal way of producing goods

through the removal of waste and implementing flow, as oppose

to batch and queue.

A combination of multiple tool sets

JIT production

Safe workplace (5Ss)

Pursuit of perfection

Visual management

Empowered teams


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Lean

Remove waste, rework, inventory to reduce flow time

Flow focused

Remove bottlenecks Material velocity

Immediate results

(1-2 weeks)

Low complexity with known solutions


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Lean Concepts JIT

Kanban: Signboard signal to authorize production

Andon: Lantern board that signals quality issue

Kaizen: Continuing improvement involving everyone

5 Ss

Poka Yoke: mechanism to stop defects or make

errors obvious


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Just-in-time means the right part at the right

place in the right amount at the right time.

shortens cycle times,

decreases the amount of inventory that a company carries,

leads to low work-in-process (WIP), and

creates a flexible atmosphere for the type or amount of

product that a company would like to run and most of all

streamlines work flow through a manufacturing facility.

JUST IN TIME


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KANBAN

means "visual," and ban, means "card" or "board")

Kanban is a signaling system to trigger action.

Kanban is not an inventory control system. Rather, it is a

scheduling system that tells you what to produce, when to produce

it, and how much to produce.

Historically uses cards to signal the need for an item.

Other devices such as plastic markers (kanban squares) or balls

(often golf balls) or an empty part-transport trolley or floor location

can also be used to trigger the movement, production, or supply of

a unit in a factory.


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KANBAN CARD


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ANDON

Refers to a system to notify management, maintenance, and

other workers of a quality or process problem. E.g., signal,

siren, board

It gives the worker the ability to stop production when a

defect is found, and immediately call for assistance.

Common reasons for manual activation of the Andon are

part shortage, defect created or found,

tool malfunction, or

the existence of a safety problem.

Work is stopped until a solution has been found.


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Kaizen

Value-added and non value added work

activities

Muda- refers to 7 classes of waste-

over production, delay, transportation,

processing, inventory, wasted motion &defective parts


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Kaizen

Principles of material handling & the use of time-

piece flow

Documentation of standard operating procedures

The 5-s for workplace organization proper

arrangement (seiko), orderliness (seiton),

personal cleanliness (seiketso), cleanup (seiso) &

discipline (shitsuke) Visual management by means of visual displays

that everyone in the plant can use for better

communications


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Kaizen sheet is a useful way of depicting the

information relating to the implementation of a

kaizen suggested by an individual or a group ofworkers.

In this example:

two men engaged on three machines for removing

oil from center bolt cut length with saw dust

Conducted a WHY flowchart for every cause

Root cause identified as excessive flow of oil on the

machine so that the job being processed on themachine used to get wet with oil

Kaizen idea: reduce the flow of oil

Use a sponge wet with oil touching the rollers


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BEFORE KAIZEN

Oil consumption/day 5 liters

Price/liter Rs 16.66

Cost of oil/day Rs 83.3 Cost of oil/month (26 days) Rs 2165

Cost of oil/year Rs 25989

Salary of 2 persons/year Rs 48000

Saw Dust consumption/day 23.3 kgs

Saw dust cost/bag Rs 21

Monthly expenses of saw dust Rs 546

Yearly saw dust expenses Rs 6552

Monthly electricity expenses Rs 65

Yearly electricity expenses Rs 780

TOTAL: Rs 81322


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AFTER KAIZEN

Yearly Expenses of oil

(0.7litre/day X 26 X 12) Rs 3465

Total saving/Year

(81322 3465) Rs 77857


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OtherKaizen Tools: 5 SsStep Name Action Catch Phrase

1Sort

(Seiri)

Removeunnecessary

itemsfromthe workplace Whenindoubt,throw it

out

2S

traighten,S

etin

Order

(Seiton)

Locateeverythingatthe

pointofuse Aplaceforeverything,

andeverythinginits

place

3Sweep, Shine

(Seiso)

Cleanandeliminatethe

sourcesoffilthThebestcleaningisto

notneedcleaning

4Standardize

(Seiketsu)

Makeroutineandstandardforwhatgoodlookslike Seeandrecognize what

needstobedone

5Self-discipline, Sustain

(Shitsuke)

Sustainbymaking 5S

secondnature Thelessself-discipline

youneed,

the

better


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Mudas 7 Wastes

The

7

Wastes

Definition

Examples Causes Counter measures

Over-

|produ

ction

Producing

more than

the

customerneeds right

now

Producing

product to

stock based on

sales forecastsProducing

more to avoid

set-ups

Batch processresulting in

extra output

Forecasting

Long set-

ups

Just incase for

breakdowns

Pull system

scheduling

Heijunka

level loadingSet-up

reduction

TPM


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Trans-

portation

Movement of

product thatdoes not add

value

Moving parts in

and out of storageMoving material

from one

workstation to

another

Batch

productionPush

production

Storage

Functional

layout

Flow lines

Pull systemValue Stream

organizations

Kanban

The 7

Wastes

Definition Examples Causes Counter

measures

Motion Movement of

people that

does not add

value

Searching for

parts, tools, prints,

etc.

Sorting through

materials

Reaching for tools

Lifting boxes of

parts

Workplace

disorganization

Missing items

Poor

workstation

design

Unsafe work

area

5S, Point of

Use Storage

Water Spider

One-piece flow

Workstation

design


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Waiting Idle time

createdwhen

material,

information,

people, or

equipment

is not ready

Waiting for parts

Waiting for printsWaiting for

inspection

Waiting for

machines

Waiting for

informationWaiting for

machine repair

Push production

Work imbalanceCentralized

inspection

Order entry

delays

Lack of priority

Lack ofcommunication

Downstream

pullTake time

production

In-process

gauging

Office Kaizen

TPM

Processi

ng

Effort that

adds no

value fromthe

customers

viewpoint

Multiple cleaning

of parts

PaperworkOver-tight

tolerances

Awkward tool or

part design

Delay between

processing

Push systemCustomer voice

not understood

Designs thrown

over the wall

Flow lines

One-piece pull

Office KaizenLean Design

The 7

Wastes


measures


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Inventor

y

More

materials,

parts, or

products on

hand than

the

customerneeds right

now

Raw materials

Work in process

Finished goods

Consumable

supplies

Purchased

components

Supplier lead-

times

Lack of flow,

Long set-ups

Long lead-times

Paperwork in

processLack of ordering

procedure

External

kanban

Supplier

development

One-piece flow

lines

Set-upreduction

Internal

kanban

Defects Work that

containserrors,

rework,

mistakes or

lacks

something

necessary

Scrap, Rework

DefectsCorrection

Field failure

Variation

Missing parts

Process failure

Mis-loaded partBatch process

Inspect-in

quality

Incapable

machines

Pokayoke

One-piece pullBuilt-in quality

3P

Jidoka

The 7

Wastes


measures


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KAIZEN at TAJ HOTELS

ENERGY CONSERVATION AT TAJ BENGAL

Before: Electrical energy was being wasted due to misuse/under

use of electrically operated kitchen equipment such as hot ranges,

ovens and salamanders in various kitchens

After: All the under used electrically operated kitchenequipment have been disconnected and removed

Before: Fresh air and exhaust fans were running beyond the

operating hours in various kitchens

After: Timers have been provided for fresh air and exhaust fans

for various kitchens


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Before: Unwanted lights in lobby corridors were on during

the night

After: The 300 W halogen lights have been replaced with 70

W metal halide lamps. Timers have been provided and

cabling modified for the alternative hundi lights of lobby

corridors.

GAINS: Annual savings of Rs 19.62 lakh and in terms of

savings in electricity, there is a total saving of 4,01,317 kwh

annually.


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POKA-YOKE

A Japanese term that means "fail-safing" or

"mistake-proofing" avoiding (yokeru)

inadvertent errors (poka) is a behavior-shaping constraint, or a method of preventing

errors by putting limits on how an operation

can be performed in order to force the correctcompletion of the operation.


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ExamplesofPoka-Yoke

The inability to remove a car key from the ignition switch

of an automobile if the automatic transmission is not first

put in the "Park" position, so that the driver cannot leave

the car in an unsafe parking condition where the wheels

are not locked against movement.

In the IT world another example can be found in a

normal 3.5" floppy disk: the top-right corner is shaped in

a certain way so that the disk cannot be inserted upside-

down.


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Fueling area of car has threemistake-proofing devices:

filling pipe insert keeps larger,

leaded-fuel nozzle from being

inserted

gas cap tether does not allow the

motorist to drive off without the cap

gas cap is fitted with ratchet to signal

proper tightness and prevent over-

tightening.


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Even bathroom sinks

have a mistake-proofingdevice. It is the little

hole near the top of the

sink that helps prevent

overflows.

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8 Lean Concepts