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  • Cypress Review—Confidential 1

    Lean Manufacturing Toolbox

    Tim Conway

    tconway@mnasq.org

    13 November, 2018

    Lean Manufacturing Toolbox 2Tim Conway

    Are You A Lean Practitioner?

    Do you…  Have a drop zone for your keys, wallet, purse, etc.?  Organize your kitchen silverware by type and size?  Have a set location for your garage shop tools?  Set out your work clothes the night before?  Wash your car windshield while the gas is pumping?  Prefer roundabouts over stop lights for low-volume intersections?

    If you strive to be efficient and organized then you’re a lean practitioner

  • Cypress Review—Confidential 2

    Lean Manufacturing Toolbox 3Tim Conway

    Agenda

    This workshop covers the following topics:  Lean Manufacturing Concepts  Lean Tools

    Desired outcomes; upon completion of this presentation, you will be able to:  Define the concept of a Value Stream  Define Value-Added, Non-Value-Added and Incidental activities  Define 7 types of wastes  Discuss 4 strategies to remove waste  Describe the usage of several lean tools

    Lean Manufacturing Toolbox 4Tim Conway

    Lean Manufacturing Concepts

  • Cypress Review—Confidential 3

    Lean Manufacturing Toolbox 5Tim Conway

    Lean Manufacturing

    Lean Manufacturing is derived from the Toyota Production System (TPS)

    Objective:  Create maximum value for the customer by continual

    focus on elimination of waste

    Areas of focus:  Improve the flow of work to expose waste and quality

    problems

     Eliminate waste

    “The Machine that Changed the World”

    MIT researchers coined the term “lean manufacturing” in this 1990 book to describe the Toyota Production System

    Lean Manufacturing Toolbox 6Tim Conway

    Lean Focus: Value Stream

    Value Stream is the set of key actions required to create and deliver a product or service to the customer.

    Everything not in the value stream is potential waste

    “Whenever there is a product (or service) for a customer, there is a value stream. The challenge lies in seeing it.”

    Suppliers Fab Processing Customers

  • Cypress Review—Confidential 4

    Lean Manufacturing Toolbox 7Tim Conway

    Lean’s Core Strategies

    1. Eliminate waste

    Waste

    Variability Inflexibility

    3. Maximize flexibility and synchronization to customer demand

    2. Control variability

    Lean Manufacturing Toolbox 8Tim Conway

    Types of Activities

    Three types of activities in Lean Thinking

    10%

    40%

    50% Non-Value Added (Waste)

    Incidental

    Value-Added

    Elements of work

  • Cypress Review—Confidential 5

    Lean Manufacturing Toolbox 9Tim Conway

    Value-Added  Activity that directly affects the

    end product in a way that the customer is willing to pay for

     Typically 10-15% of activity before optimization

    Examples:

     Impacts form, fit or function of the product, such as adding layer to a semiconductor chip

     Gathering data that enhances the value of the product

    Types of Activities

    Lean Manufacturing Toolbox 10Tim Conway

    Incidental  Activity that does not directly

    add value but is necessary to ensure completion or integrity of value-added tasks

     Adds cost and in theory could be reduced without affecting the product.

     Typically 30-50% of activity before optimization

    Examples:

     Product inspection and testing  Tool qualification testing

    Types of Activities

  • Cypress Review—Confidential 6

    Lean Manufacturing Toolbox 11Tim Conway

    Non-Value Added  Activity that does not add value  Waste

    Examples:

     Reworking or redoing  Building finished good inventory  Providing more data than the

    customer ordered

    Types of Waste:

     Transportation  Inventory  Motion  Waiting  Overproduction  Over-processing  Defects

    Types of Activities

    Lean Manufacturing Toolbox 12Tim Conway

    Non-Value Add & Incidental

    90%

    Non-Value Add & Incidental

    81%

    Value Add

    10%

    Value Add

    19%

    Why Waste Elimination is Important

    Eliminating 10% of non-value added activity can nearly double the productivity

  • Cypress Review—Confidential 7

    Lean Manufacturing Toolbox 13Tim Conway

    Inventory

    Motion

    Waiting

    Over- processing

    Defects

    Over- production

    WASTE

    Types of Lean Wastes: “TIM WOOD”

    Transportation

    Lean Manufacturing Toolbox 14Tim Conway

    Waste – Transportation

     Transport of raw materials or completed product

     Excessive transportation slows down the production pace

     Handoffs between areas increases risks of errors

     Handoffs also increase risk of miscommunication between areas

     Visual management of the line is difficult

    Painting deck Material flow

    5

    1 3

    8 4

    2

    7 6

    Excess distance

    from Stop 4 to Stop 5

  • Cypress Review—Confidential 8

    Lean Manufacturing Toolbox 15Tim Conway

    Waste – Inventory

     Excess inventory increases manufacturing cycle time and customer lead time

     Inventory increases operational costs (e.g., storage cost, risk of obsolescence)

     High inventory levels are a symptom of other problems in the system • System inflexibility • Poor line pacing • Poor process capability • Variation in machine availability

    Lean Manufacturing Toolbox 16Tim Conway

    Waste – Motion

     Unnecessary or excessive motion of people or machines

     Example: operator has to go to the office to phone the inspector every time a product lot is completed

     Motion waste is usually caused by the layout not being optimized for the process

    Office Distance= 70 ft

    Frequency = 30 times per shift

    Walking time = 2 minutes

    1 hour walking time

    per shift

  • Cypress Review—Confidential 9

    Lean Manufacturing Toolbox 17Tim Conway

    Waste – Waiting

     Waiting on parts, tools, people or information

     Waiting can also be within-process  Symptom: production pace is highly

    variable

     Symptom: workload is not leveled among operations

     Excess capacity and high WIP levels compensate for the variable pace

    Waiting time

    0

    4

    8 12

    16

    20

    24

    28 32

    36

    40 Takt time: 40 seconds

    O pe

    ra tio

    n 1

    O pe

    ra tio

    n 2

    O pe

    ra tio

    n 3

    O pe

    ra tio

    n 4

    O pe

    ra tio

    n 5

    O pe

    ra tio

    n 6

    O pe

    ra tio

    n 7

    O pe

    ra tio

    n 8

    T im

    e (s

    ec on

    d s)

    Lean Manufacturing Toolbox 18Tim Conway

    Waste – Overproduction

     Overproduction occurs when product at any step of the process is processed sooner, faster, or in greater quantities than customers demand

     Examples: batch processing, pushing product bubble to next step

     Overproduction can increase the impact of other types of wastes such as inventory, waiting and defects

  • Cypress Review—Confidential 10

    Lean Manufacturing Toolbox 19Tim Conway

    Waste – Overprocessing

     Overprocessing is performing additional processing over and above the true customer requirements

     Examples: over-etching, over-polishing, double-checks

     May result from internal standards that are tighter than the true customer requirements in order to provide risk mitigation

    Lean Manufacturing Toolbox 20Tim Conway

    Waste – Defects

     Defect is anything that prevents the product, service or process from performing its intended function

     Requires additional resources, line capacity and buffer inventory to avoid major disruption to the production pace

    0

    50

    100

    150

    200

    250

    300

    350

    400

    1 4 7 10 13 16 19 22 25 28

    Reworked

    Quantity

    Day

  • Cypress Review—Confidential 11

    Lean Manufacturing Toolbox 21Tim Conway

    The 8th Type of Waste

    Under-utilization of resources and talents

    “Are there online training resources that we can use so we don’t have to wait for a class.”

    “I spend a lot of time doing paperwork that really has no benefit.”

    “I waste time each day waiting on reports to be delivered from other departments.”

    “Our team spends a lot of time collecting metric data that we feel is not relevant.”

    1

    7

    5 4

    3

    2

    The 8th type of waste is under-

    utilization of people6

    Lean Manufacturing Toolbox 22Tim Conway

    Lean Manufacturing: Principles

    Flow: Near Continuous Flow, Small Batch Sizes

    Pace: Synchronized Between Steps, Aligned to Customer Needs

    Pull: Scheduling at Each Step Linked to Customer Demand

    Level: Resources Balanced to Reduce Over o