The Principles Of Lean Repair

Dr David J HortonCopyright© 2011 Beta Management Systems - All Rights Reserved

A collection of complementary

systems for reducing the various wastes in

manufacturing processes

The minimisation of excess inventory through continuous flow processes and demand smoothing.

The minimisation of equipment downtime through the application Planned Maintenance Techniques.

The minimisation of scrap, rejects, and customer dissatisfaction through the application of Statistical Process Control techniques

This can be categorised into three basic principles:-

What are some of the problems we face?

• Work not available on time• Work delivered incomplete• Poor quality• Work delivered out of sequence• Too much inventory• Poor planning• Too much transportation• Cannibalisation of equipments• Working in isolated groups

Over Production

• Too much WIP

• Too many spares

• Too much waiting

• Too many faults

Isolated Islands

All in isolation, working

blind to a production schedule

Like a Tooth Paste Tube

Like a Tooth Paste Tube

Pushing from the front end Large inventory

Too much WIP

Ensuring that the previous process only provides what the

next process needs, when it needs it

The Value Stream Flow Process

Continuous Flow

JIT ~Just in Time

The final stage of the process must always

dictate the pace of supply

The Supermarket Pulling system

JIT ~Just in Time

Lasso the work and Pull it through the system from the finish of the process

What are the methods

available?

Kaizen Value Stream Flow Processes Kanban JIT ~ Just In Time Cellular Manufacture Total Planned Maintenance SPC ~ Statistical Process Control SMED ~ Single minute exchange die

A collection of complementary systems:-

Then take Control with the 7W’s

First clear out with 5S

Seiri = Sort

Seiton = Set in Order

Seiso = Shine

Seketsu =Standardise

Shitsuke = Sustain

5S Made Easy

Overproduction Inventory Transport Process waste Idle time Operator motion Bad quality

Take control of the 7 Wastes

Monitor progress with 3 simple

Metrics

Quality

Quality Cost

Quality Cost

Delivery

The 7 QCD’s* Not Right First Time* Delivery Schedule Achievement* People Productivity* Stock Turns* Overall Equipment Effectiveness* Value Added Per Person* Floor space Utilisation

Cellular ManufactureOne Piece Flow

Value Stream Process divided into Cells

Value Stream Process divided into Cells

Each Cell matched to the customers delivery requirements

Value Stream Process divided into Cells

Visual Kanbans passed back down the process

Each Cell matched to the customers delivery requirements

Takt TimeSynchronised pace of production to match the pace of sales

Takt Time = Your available work timeCustomers demand rate

Takt TimeSynchronised pace of production to match the pace of sales

Takt Time = Your available work timeCustomers demand rate

Op 1 Op 2 Op 4 Op 5

21 mins

Per cell

Op 3

Takt Time

21 mins

Per cell

21 mins

Per cell

21 mins

Per cell

21 mins

Per cell

A series of cells each equating to a duration 21 mins

Each tick of the Metronome = 21 mins

Takt Time

Finished Product

Time

Optimum Time

Balance the process

21 mins

Op

1

Op

2

Op

3

Op

4

Op

5

Op 1 Op 2

Op 3

Op 4 Op 5

Op 5

Op 5

Op 1

Op 1

Op 3

21 mins

per cell

21 mins per cell

21 mins

per cell

21 Mins

per cell 21 mins

per cell

Op 5

Op 5

Balance the process

This is supported by the

following complementary

systems

Visual Kanbans

Kaizen / Andon Management Boards

DSA forMay

Skills matrix

Accident and Incident report

Absenteereport

5C check list Plan of area

ContinuousImprovement

Problemfollow-up

Red tag log

Reasons forNRFT weekly

Cumulative output actual vs plan wk

Reasons fordown time

Reasons forMaintenancedown time

PP year to date

Down timetrend for May

Widget Manufacture Inc. - Visual Management Board

Team AreaDeliveryCostQuality

NRFT trendfor May

Statistical Process Control

Maintaining Quality standards by Statistically Monitoring the Process

Rapid Machine Changeovers

(SMED)

Total Planned Maintenance (TPM)

Kaizan – Continual Improvement

Beta Management Systems

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Copyright© 2011 Beta Management Systems - All Rights Reserved