Japansk produktionsfilosofi
- lean manufacturing
Johann Packendorff
Definition of “Lean”
• Half the hours of human effort in the factory
• Half the defects in the finished product
• One-third the hours of engineering effort
• Half the factory space for the same output
• A tenth or less of in-process inventories
Source: The Machine that Changed the World
Womack, Jones, Roos 1990
Lean Manufacturing
 is a manufacturing philosophy which shortens the time line between the
customer order and the product shipment by eliminating waste.
Business as Usual
Customer
Order
Waste
Time
Lean Manufacturing
Customer
Order
Waste
Time (Shorter)
Product
Shipment
Product
Shipment
APICS Definition of Lean
Manufacturing
“A philosophy of production that emphasizes the minimization of the
amount of all the resources (including time) used in the various
activities of the enterprise. It involves:
– … identifying and eliminating non-value-adding activities,
– … employing teams of multi-skilled workers,
– … using highly flexible, automated machines”
• American Production and Inventory Control Society (APICS) is an
organization for professionals working in the field of Operations
Management
New Paradigm: Non-Blaming Culture
Management creates a culture where:
• Problems are recognized as opportunities
• It’s okay to make legitimate mistakes
• Problems are exposed because
of increased trust
• People are not problems they are problem solvers
PROBLEMS
SOLUTIONS
• Emphasis is placed on finding solutions instead of
“who did it”
What makes a manufacturing system Lean?
What makes a manufacturing system Lean?
5S Programs
•
•
•
•
•
Seiri (sort, necessary items)
Seiton (set-in-order, efficient placement)
Seison (sweep, cleanliness)
Seiketsu (standardize, cont. improvement)
Shitsuke (sustain, discipline)
9
Visual Factory
• “Ability to understand the status of a production area
in 5 minutes or less by simple observation without use
of computers or speaking to anyone.”
• 5-S
–
–
–
–
–
1S
2S
3S
4S
5S
Sift and Sort
Stabilize
Shine
Standardize
Sustain
(Organize)
(Orderliness)
(Cleanliness)
(Adherence)
(Self-discipline)
What makes a manufacturing system Lean?
The Pull System
Kanban Production Control
• At the core of JIT manufacturing at Toyota
is Kanban, an amazingly simple system of
planning and controlling production
• Kanban, in Japanese, means card or
marquee
• Kanban is the means of signaling to the
upstream workstation that the downstream
workstation is ready for the upstream
workstation to produce another batch of
parts
Kanbans and Other Signals
• There are two types of Kanban cards:
– a withdrawal card (W-Kanban)
– a production card (P-Kanban)
• Signals come in many forms other than
cards, including:
– an empty crate
– an empty designated location on the floor
How Kanban Operates
When a worker at downstream Work Center #2 needs a
container of parts, she does the following:
– She takes the W-Kanban from the container she just
emptied
– She finds a full container of the needed part in storage
– She places the W-Kanban in the full container and
removes the P-Kanban from the full container and
places it on a post at Work Center #1
– She takes the full container of parts with its W-Kanban
back to Work Center #2
Kanban Cards
Withdrawal Kanban Card
Part number to produce: M471-36
Part description: Valve Housing
Lot size needed: 40
Container type: RED Crate
Card number: 2 of 5
Retrieval storage location: NW53D
From work center: 22
To work center: 35
Kanban Cards
Production Kanban Card
Part number to produce: M471-36
Part description: Valve Housing
Lot size needed: 40
Container type: RED crate
Card number: 4 of 5
Completed storage location: NW53D
From work center: 22
To work center: 35
Materials required:
Material no. 744B
Part no. B238-5
Storage location: NW48C
Storage location: NW47B
Flow of Kanban Cards and Containers
P-Kanban and
empty container
Full container
and P-Kanban
Upstream
Work Center #1
W-Kanban and
empty container
Full container
and W-Kanban
In-process
storage
Parts Flow
Downstream
Work Center #2
Containers in a Kanban System
• Kanban is based on the simple idea of replacement of
containers of parts, one at a time.
• Containers are reserved for specific parts, are purposely
kept small, and always contain the same standard number
of parts for each part number.
• At Toyota the containers must not hold more than about
10% of a day’s requirements.
• There is a minimum of two containers for each part
number, one at the upstream “producing” work center and
one at the downstream “using” work center.
What makes a manufacturing system Lean?
Reducing Inventories
through Setup Time Reduction
• Central to JIT is the reduction of production lot sizes so
that inventory levels are reduced.
• Smaller lot sizes result in more machine setups
• More machine setups, if they are lengthy, result in:
– Increased production costs
– Lost capacity (idle machines during setup)
• The answer is: REDUCE MACHINE SETUP TIMES
SMED-metoden
1. Mät hela omstället och identifiera alla enskilda moment i omstället.
2. Bestäm vilka steg som kan utföras innan- och efter att maskinen måste stannas
(ej producerar). Dessa steg benämns externa steg.
3. Minska tiden maskinen måste stå stilla genom att flytta de externa stegen
innan- och efter maskinen står stilla.
4. Förbättra verktyg, jiggar detaljer i maskinen samt arbetssätt för att förbättra de
steg som bara kan utföras när maskinen står stilla, interna steg.
5. Förbättra de externa stegen.
6. Skriv ned de nya standarderna i arbetsinstruktioner och försäkra att att alla
arbetar enligt det nya arbetssättet.
What makes a manufacturing system Lean?
Effective Facility Layouts
• Workstations in close physical proximity to
reduce transport & movement
• Streamlined flow of material
• Often use:
– Cellular Manufacturing (instead of process focus)
– U-shaped lines: (allows material handler to quickly
drop off materials & pick up finished work)
Traditional Process Focused Layout
• Jumbled flows, long cycles, difficult to schedule
JIT Cellular Manufacturing
• Product focused cells, flexible equipment, high
visibility, easy to schedule, short cycles
What makes a manufacturing system Lean?
INTRODUCTION
 Total Productive Maintenance (TPM) is an
approach to managing physical assets that
emphasizes the importance of operator involvement
in making equipment reliable
 Management has always held an operator
accountable for production output. More than ever,
that person is also responsible now for product
quality
 Many factors affect how well that can be achieved,
including the way in which the workplace is
organized as well as the equipment’s effectiveness.
When several people are involved, producing
quality depends on teamwork
 In its broadest sense, TPM is based on the idea of
autonomous operator maintenance, including three sets
of principles.
Maintenance Engineering; Seeks to manage the equipment
life cycle, from strategic asset planning, through design
and construction, to operation, maintenance, and
disposal. Several techniques characterize the proactive
nature of maintenance engineering including:
Preventive (or planned) maintenance: Planned and
scheduled maintenance activities to find and correct
problems that could lead to failure
Predictive and condition-based maintenance: Reducing
fixed-time maintenance and relying on the condition of
equipment to determine maintenance activity
 The prime objectives of TPM are to:
 Maximize equipment effectiveness and productivity and
eliminate all machine losses
 Create a sense of ownership in equipment operators
through a program of training and involvement
 Promote continuous improvement through small-group
activities involving production, engineering, and
maintenance personnel
 Each enterprise has its own unique definition and
vision for TPM, but in most cases there are common
elements in any TPM program. These have been
summarized in the TPM wheel in Figure 8-1
Elements
Asset
Strategy
Processes
Themes
Continuous
Improvement
Team
• Training
Empowerment
• Decentralization
• Maintenance
prevention
• Multi-skilling
Resources
Planning and
Scheduling
Measurement
Systems and
Procedures
Figure 8-1 The TPM Wheel
 TPM puts the power in the employee’s hand. It
grants workers autonomy, along with responsibility
 At the same time TPM recognizes that employees in
one area have much to teach and learn from others
The entire organization gains strength and ideas
from motivated continuous improvement teams
 A TPM environment encourages a skills between
operators and maintenance, and multi-skill training
in the various crafts
 It can provide increase job satisfaction for
operations, trades, engineering, and supervision
alike
For Problem Definition
For Solution Development
For Team Decision-making
• Process flowcharting
• Customer surveys
• Consequences seeking
• Histograms
•Cause and effect diagrams
• Brainstorming
• Plan charts
• Benchmarking
• Normal group technique
• Tree diagrams
• Force field analysis
• Multivoting
• Pareto diagrams
• FMECA
• Pairwise ranking
• Statistical process control
• Fault tree analysis
• Weighted factor evaluation
• Scatter plots
• P-M analysis
• Failure Analysis
Automated Tools
• Computer aided design and drafting
• Computer aided manufacturing
• Computerize maintenance management system
• Material management system
• Materials equipment planning
• Computer integrated manufacturing
• Simulation
• Expert systems
• Geographic information management system
Figure 8-4 Tools and Techniques for TPM
What makes a manufacturing system Lean?
What Is Value?
• "Value" is what the customer is buying
• Always think first about the endcustomer
– Who is the customer?
– What are they buying?
• Describe value using the customers'
words
What Is Value
Stream Analysis?
Planning tool to optimize results
of eliminating waste
future state VSM
current state VSM
+
+
Lean
Basics
=
Value Steam Mapping Steps
Next Future State
Future State
Current State
Original State
Value Stream Scope
Extended Value Stream
Concept
Order
In-use
Launch
Delivery
Recycle
Multi-plant/Multi-company
Plant
Action
Action
Action
Action
Action
Action
Action
Apply Five Simple Principles:
 Specify value from the standpoint of end
customer
 Identify the value stream for each product
VALUE
family
Perfection
VALUE
STREAM
 Make the product flow
 So the customer can pull
 As you manage toward perfection
PULL
FLOW
What is the Value that Flows?
Specify value from the standpoint of the end customer
Ask how your current products and processes disappoint
your customer’s value expectation:
 price?
 quality?
 reliable delivery?
 rapid response to changing needs?
 ???
What Flows?
"ITEMS" flow through a value stream
–
–
–
–
In manufacturing, materials are the items
In design & development, designs are the items
In service, external customer needs are the items
In admin., Internal customer needs are the items
Analysis begins with part of a total value stream,
That part of the value stream has customers too
Material Flow Icons
C/T = 45 sec.
ASSEMBLY
C/O = 30 min.
3 Shifts
2% Scrap
XYZ Corporation
Manufacturing
Process
Outside
Sources
Data Box
Mon.
+ Wed.
Truck
Shipment
Supermarket
Buffer or
Safety Stock
max. 20 pieces
Finished
Goods to
Customer
PUSH
Arrow
FIFO
First-In-First-Out
Sequence Flow
Physical
Pull/Withdrawal
300 pieces
1 Day
Inventory
Information Flow Icons
Manual
Information
Flow
Electronic
Information
Flow
Signal
Kanban
Load Leveling
Box
Weekly
Schedule
Withdrawal
Kanban
Production
Kanban
Kanban
Post
Schedule
General Icons
Kaizen
Lightening Burst
Operator
“Go
SequencedPull Ball
See” Production
Scheduling
TAKT TIME
Effective Working Time per Shift
Takt Time =
Customer Requirement per Shift
Synchronizes pace, evenly applying customer demand across the work day.
Takt Time is "Beat Time"? "Rate Time" or “Heart Beat" Lean Production uses Takt Time
as the rate or time that a completed product is finished. If you have a Takt Time of two
minutes that means every two minutes a complete product, assembly or machine is
produced off the line. (http://www.isixsigma.com/dictionary/Takt_Time-455.htm)
Implementing lean
Benefits of Lean Manufacturing
• 50 - 80% Waste reduction
–
–
–
–
–
–
–
WIP
Inventory
Space
Personnel
Product lead times
Travel
Quality, costs, delivery
47
Setting the Foundation
• Evaluating your organization
– Management culture
– Manufacturing culture
• Lean Manufacturing Analysis
–
–
–
–
–
Value stream (from customer prospective)
Headcount
WIP
Inventory
Capacity, new business, supply chain
48
Tools of Lean Mfg/Production
• Waste reduction
–
–
–
–
–
–
–
–
–
–
Full involvement, training, learning
Cellular mfg
Flexible mfg
Kaikaku (radical change)
Kaizen (continuous improvement) & standard work
5S
Jidoka (autonomation)
Poka-yoke (visual signals)
Shojinka (dynamic optimization of # of workers)
Teien systems (worker suggestions)
49
Tools (cont.)
• Continuous Flow (10% - 25%)
–
–
–
–
–
SMED (Shingo)
Andon
Takt time
Line balancing
Nagara (smooth production flow)
50
Tools (cont.)
• Customer pull (10%- 25%)
– Just-in-time
– Kanban
51
Henry Ford - Standards
“To standardize a method is to choose out of the many
methods the best one, and use it. Standardization means
nothing unless it means standardizing upward.
Today’s standardization, instead of being a barricade against
improvement, is the necessary foundation on which
tomorrow’s improvement will be based.
If you think of “standardization” as the best that you know
today, but which is to be improved tomorrow - you get
somewhere. But if you think of standards as confining, then
progress stops.”
Henry Ford, 1926
Today & Tomorrow
Standardized Work
•
•
•
•
Captures best practices
Posted at the work station
Visual aid
Reference document
–
–
–
–
work sequence
job layout
time elements
safety
• Developed with operators
• Basis for Continuous Improvement
Other Tools
• Visual Factory
• Error Proofing
• Quick Change-over
• Total Productive Maintenance
What makes a manufacturing system Lean?