Manufacturing Advisory Service (MAS)
Lean in the process
Industry – “It’s not
just about cars!!”
Nick Brandwood
@NickB_MAS
Manufacturing Advisor
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Dealing with Complexity
Definition of complexity
• High Volume
• High Number of Finished Variants
• High Variability in demand
Cereals, Biscuits, Crisps, Additives,
Fertilisers, Lubricants, Adhesives,
Toothpaste, Paints, Cable, Carpet, Paper,
Glass, Petroleum, Pharmaceutical, Plastic
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AlCereals
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Characteristics of Process Plants that differentiate
them from discrete / assembly plants:
• Diverging “V” type processes versus
Converging “A” type processes
• Capital intensive versus labour intensive
• Throughput limited by equipment not labour
• Equipment is large and difficult to relocate
• Processes are difficult to stop and restart
• Product changeovers are complex
• Raw Materials and Finished Product
Inventory versus WIP
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However…..
The Lean goals are still appropriate and aspirational
business goals in process industries:
Quality, Cost and Delivery
• Reduce Inventory
• Reduce Lead Times
• Eliminate bottlenecks, make what the customer
wants at the rate the customer wants it
• Improve Employee Engagement
• Improve Quality and Process Capability
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Achieved through the 5 lean principles
• Value
• Value Stream
• Flow
• Pull
• Perfection
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The first key to living the lean principles and
achieving the lean goals is Waste elimination:
7 Wastes:
• Transportation
• Inventory
• Movement
• Waiting
• Overproduction
• Overprocessing
• Defects
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Wastes relevant to the Process Industries
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•
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Inventory /Overproduction
Waiting
Overprocessing
Defects
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• All Operations are compromised by the effect
of waste
• Universal Lean Goal – Satisfy your customers
requirements on time in full whilst holding less
and less inventory
• Inventory is the big evil, the big buffer, the
big cost – what Quality, Performance and
Delivery Issues are you hiding behind
inventory
Leads to two questions:
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• If you identify waste in your process –what
inventory is it generating and what are you
doing about it?
• If you identify excess inventory in your process
what wastes are you buffering yourself against
and what are you doing about it?
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Manufacturing Advisory Service (MAS)
The second key to living the Lean Principles–
Reduce variabilty and do the same thing every
day –
Lean Foundations
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•
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Standard Work
5S
Visual Management
Data Data Data
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The rigorous pursuit of the Lean philospophy –
essential tools applied every day.
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•
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The visual factory – 5S and Visual Management
Standard Operations
Level Scheduling
Shopfloor performance data and review –good
day/bad day
• Kaizen
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Conclusion:
Complexity = Volume x Variety x Variability = STOCK
Continuous improvement is about people doing
small things every day to eliminate waste
Continuous improvement is about people doing
small things every day to eliminate variability
What are you doing about it?
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Recommended Reading:
• Lean for the process industries - Peter L. King
• The Goal - Eliyahu M. Goldratt / Jeff Cox
• Learning to see – Mike Rother, John Shook
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