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1、020415MEAU1168.P1LeanManuf,An Introduction to Lean Manufacturing,May 2003,020415MEAU1168.P1LeanManuf,1,OBJECTIVES,Introduce Lean manufacturing concepts and illustrate application in both manufacturing and service settingsHighlight preliminary diagnostic tools and analysis to help frame opportunities
2、Provide a checklist to help identify if Lean improvement opportunities exist at manufacturing and service clients,020415MEAU1168.P1LeanManuf,2,OVERVIEW,History and contextCore Lean operations conceptsApplying the principles(Card game)Applications for manufacturing companies Analytical techniques Cas
3、e study,Time,10 minutes60 minutes40 minutes20 minutes,020415MEAU1168.P1LeanManuf,3,WHAT IS LEAN MANUFACTURING?,020415MEAU1168.P1LeanManuf,4,Just a shop floor thingLimited to repetitive assemblyAn improvement programA menu of tools and techniques,LEAN PRODUCTION BASIC DEFINITION,Lean is not.,Lean pro
4、duction is.,An integrated system of principles,operating practices,and elements that pursues optimum streamlining,improved quality and waste elimination,020415MEAU1168.P1LeanManuf,5,THE CREATION OF LEANTHE TOYOTA PRODUCTION SYSTEM,Taichii Ohno developed the Toyota production system emphasizing Just-
5、in-time,Autonomation,Pull and regular continuous improvementToyota Motor Company achieved mass production efficiency in a low volume,high diversity environmentCatch up with American automobile industry in 3 years/,Context and factorsToyoda father and son pair moved from Toyoda Automated Loom Company
6、 to vehiclesDeveloped an automated loom in 1902 as JidokaFaced with small and highly diverse Japanese vehicle market and scarce capital,especially after WWII,Toyota founded,JIT,1933,WWII,1950,1960,1970,1980,1990,2000,TPS as a system,Supplier development,Transplants,020415MEAU1168.P1LeanManuf,6,High,
7、Medium,Demand variability,Continuous,Service,Discrete assembly,Hotels,Banks/Insurance,Hospitals,Automotive:all major producers,Process type,Consumer electronics,Metals and mining,Focus on process stability and mainte-nance,Focus on value stream and customer,Pulp and paper,Focus on process flow and f
8、lexible work systems,APPLICATION OF LEAN,020415MEAU1168.P1LeanManuf,7,“LEAN”OPERATIONS CREATE A COMPETITIVE ADVANTAGE,Value of USD 100 invested for 5 years,February 2001,*Excluding exchange rate fluctuations*Alusuisse,Pechiney,Alcan,Kaiser Alu,and CapralSource:Datastream;analysis,Toyota,Japan Automo
9、bile index,184,155,Lean operations can be implemented in process industriesEarly adopters can gain a competitive advantage,020415MEAU1168.P1LeanManuf,8,OVERVIEW,History and contextCore Lean operations conceptsApplying the principles(Card game)Applications for manufacturing companies Analytical techn
10、iques Case study,Time,10 minutes60 minutes40 minutes20 minutes,020415MEAU1168.P1LeanManuf,9,AwarenessWaste eliminationVisual management5S workplace organizationRoot cause problem solvingPerformance management(policy deployment/Hoshin Kanri)Employee involvementKaizen activity,Quality assuranceMachine
11、 stop/human touchPoka YokeLine-stop conceptStandard work instructionsTotal preventative maintenance(TPM)Quality System development,Level production(load smoothing)Small lot sizesPlanning techniquesTAKT timeStandardized work sheetsLine balance,Just-in-timeContinuous product flow1-piece flowMulti-proc
12、ess/multi-machineQuick setup(SMED)*FIFO(First in,First out)Visual controlsPull-schedulingKanbanStore(WIP management)ProcessMachine designLine designPlant design,CORE LEAN OPERATIONS CONCEPTS*,*See Appendix for detailed definitions*Single minute exchange of dies,020415MEAU1168.P1LeanManuf,10,Anything
13、 that waters down value,impedes the flow of products or information,prevents the customer from receiving exactly what they want or leaves you satisfied with anything less than perfection is by definition MUDA,OverproductionProducing too much,or producing too soon,TransportationAny nonessential trans
14、port is waste,InventoryAny more than the minimum to get the job done,WaitingWaiting on parts,waiting for a machine to finish cycle,ProcessingOverprocessingProcess Variability,ReworkAny repair,MotionAny motion that does not add value,IntellectAny failure to fully utilize the time and talents of peopl
15、e,8 KINDS OF WASTE MUDA,MUDA,020415MEAU1168.P1LeanManuf,11,Daily issues board,Hourly production output board,Quality information board,General information board,VISUAL MANAGEMENT,020415MEAU1168.P1LeanManuf,12,5S WORKPLACE ORGANIZATION,Source:Plant visit,PLANT EXAMPLE,Before,After,SortSweep Straighte
16、nSanitiseStandardise,020415MEAU1168.P1LeanManuf,13,EMPLOYEE INVOLVEMENT,Source:M.Imai;Kaizen,Top Management,Middle Management,Supervisors,Workers,LEAN,Innovation,CI,Maintenance,Top Management,Middle Management,Supervisors,Workers,Innovation,Maintenance,CONVENTIONAL,Differences in conventional and le
17、an approaches to improvement,020415MEAU1168.P1LeanManuf,14,AwarenessWaste eliminationVisual management5S workplace organizationRoot cause problem solvingPerformance management(policy deployment/Hoshin Kanri)Employee involvementKaizen activity,Quality assuranceMachine stop/human touchPoka YokeLine-st
18、op conceptStandard work instructionsTotal preventative maintenance(TPM)Quality System development,Level production(load smoothing)Small lot sizesPlanning techniquesTAKT timeStandardized work sheetsLine balance,Just-in-timeContinuous product flow1-piece flowMulti-process/multi-machineQuick setup(SMED
19、)*FIFO(First in,First out)Visual controlsPull-schedulingKanbanStore(WIP management)ProcessMachine designLine designPlant design,CORE LEAN OPERATIONS CONCEPTS*,*See Appendix for detailed definitions*Single minute exchange of dies,020415MEAU1168.P1LeanManuf,15,CONTINUOUS FLOW PROCESSING,Workers are se
20、parated so they cannot assist each other in their workTypically,A,B,C layout is process oriented(pressing,turning,drilling,etc.)Layout leads to complex scheduling and movement of materialAlthough high efficiency of one worker performing one operation,transportation,waiting,and lead times become long
21、Defects affect the whole lot,Close proximity of workers facilitates communication and flexibilityProduct lead time is short due to simplified production flowMinimum work-in-process inventory is presentBuild-up of defects is eliminated Ability to use multifunctional workers efficiently is increasedPr
22、oblem locations are identified easilyStandardized work makes changes easy to implement,Source:Operations Practice,020415MEAU1168.P1LeanManuf,16,PULL SCHEDULING,Production driven by long-range forecast.Production signal is fed to most upstream points and begins with material release.Work stations ope
23、rate on availability of material from upstream operations.WIP inventory may fluctuate and even bloat with bottlenecks.Control is based on complex MRP type system which schedules material delivery to work station.,Push.,.with other improvements,pull enables production to be directly driven by Custome
24、r demand.production signal given to final assembly only,where work begins.work stations operate only when receiving a demand signal from downstream stations.WIP inventory is preset and tightly controlled.production is controlled by Kanban or other demand signals,.Pull,020415MEAU1168.P1LeanManuf,17,M
25、ULTI-PROCESS AND MULTI-MACHINE CAPABILITY,Source:Suzaki:Manufacturing Challenge,020415MEAU1168.P1LeanManuf,18,AwarenessWaste eliminationVisual management5S workplace organizationRoot cause problem solvingPerformance management(policy deployment/Hoshin Kanri)Employee involvementKaizen activity,Qualit
26、y assuranceMachine stop/human touchPoka YokeLine-stop conceptStandard work instructionsTotal preventative maintenance(TPM)Quality System development,Level production(load smoothing)Small lot sizesPlanning techniquesTAKT timeStandardized work sheetsLine balance,Just-in-timeContinuous product flow1-pi
27、ece flowMulti-process/multi-machineQuick setup(SMED)*FIFO(First in,First out)Visual controlsPull-schedulingKanbanStore(WIP management)ProcessMachine designLine designPlant design,CORE LEAN OPERATIONS CONCEPTS*,*See Appendix for detailed definitions*Single minute exchange of dies,020415MEAU1168.P1Lea
28、nManuf,19,IMPACT OF SMALLER LOT SIZES,Ways to manage demand for 360,000 units(products A,B,C)in 1 month,Volume Thousands,120,000 per lot,A,B,C,12,0,10,20,30,Days,C,B,A,C,B,A,Smaller lot size consistent with just-in-time lean principles,Traditional large lot,Increasing frequency of smaller production
29、 lots,BenefitsFaster customer responseEven utilization of specialized machinery and peopleReal time quality feedbackLower inventory,Source:Operations Practice,Volume Thousands,40,000 per lot,12,0,10,20,30,Days,Volume Thousands,4,000 per lot,12,0,10,20,30,Days,020415MEAU1168.P1LeanManuf,20,STANDARDIZ
30、ED WORK TAKT TIME,DefinitionTakt time as a component of standardized operations is defined as the production rate or rhythm to produce 1 part based on customer demand.A manufacturing facility with a clearly established takt time will be easy to identify all processes will be linked together and runn
31、ing according to this rhythm,Takt time=,Total time availableTotal customer demand,Only scheduled management allowances are deducted from available time:BreaksLunchTeam meetings,Example calculation,Total time available=480 minutes 50 minutes(lunch,breaks)Customer demand of 600 units/day,=,=,43 second
32、s/units,020415MEAU1168.P1LeanManuf,21,APPLICATIONS OF TAKT TIMELINE BALANCE,Takt time is used to assess manpower requirements for a product and to balance the workload among the operators,1.Manpower calculation,2.Operation balance table*,1 2 3 4 5,Time,Operator,19,21,16,33,27,43 seconds,43 seconds,3
33、0 seconds,116 seconds,5,4,3,1,2,Time,Operator,43,30,43,*Allocate all wait time to last process,do not distribute wait time,Takt=43 seconds,Required manpower,Total time of work elements(116 sec)Takt time(43 sec),=,=,2.7,020415MEAU1168.P1LeanManuf,22,AwarenessWaste eliminationVisual management5S workp
34、lace organizationRoot cause problem solvingPerformance management(policy deployment/Hoshin Kanri)Employee involvementKaizen activity,Quality assuranceMachine stop/human touchPoka YokeLine-stop conceptStandard work instructionsTotal preventative maintenance(TPM)Quality System development,Level produc
35、tion(load smoothing)Small lot sizesPlanning techniquesTAKT timeStandardized work sheetsLine balance,Just-in-timeContinuous product flow1-piece flowMulti-process/multi-machineQuick setup(SMED)*FIFO(First in,First out)Visual controlsPull-schedulingKanbanStore(WIP management)ProcessMachine designLine d
36、esignPlant design,CORE LEAN OPERATIONS CONCEPTS*,*See Appendix for detailed definitions*Single minute exchange of dies,020415MEAU1168.P1LeanManuf,23,DELIVERING QUALITY THE FIRST TIME THROUGH POKA YOKE,Built-in quality control at each processLine-stop conceptStandard work instructionsQuality feedback
37、 on cause of error is immediateSimilar errors are not seen repeatedly,Inspection,Scrap,Rework,Ship,100%final inspectionNo quality feedback to operators on defectsExtra rework operations requiredHigh cost,since defects are detected at higher value-added level,Traditional mass production method,Ship,L
38、ean production approach to quality(no defect passed to next stage of process),Eliminates costly rework and drives up worker accountability for quality,Source:Operations Practice,020415MEAU1168.P1LeanManuf,24,*FootnoteSource:Sources,Processname,STANDARDIZED WORK COMBINATION TABLE,Date,Section,TAKT ti
39、me,No.neededper shift,Operation time(unit:sec.),Engine No.465,Assembly-Sta#1,3/11/98,68,153,TAKT time,ManualAutoWait,Part#&name,Standardization Key element to achieve consistent quality and improvement in the work process.Once standards are established they must be revised quickly to reflect all imp
40、rovement activities.Standards include:Safety/training Equipment operation/maintenance Quality:material,components,and work operationsPurpose Assists operators staying on best work practicesTraining of new operators Reduces wasteful activitySystematically allows line rebalancingDocuments a public rec
41、ord showing dates of improvements Provides a stable foundation for continuous improvement,STANDARD OPERATION SHEET,SIGN,DATE,TEAM LEADERS,Department:,Operation number:,Operation:,Area:,Prepared by:,Page _ of _,NO.,OPERATION SEQUENCE,KEY POINT,ILLUSTRATIONS,SAFETY CHECK,SUPERVISORS,Align paper in fix
42、ture by sliding bottom edge into corner 1st,followed by top edgeHold firmly in bottom left corner by applying pressure down and towards left side of fixtureVisually check for gaps between fixture and paper,While continuing pressure with 1 hand,place ruler across paperAlign top edge of ruler with fix
43、ture horizontal indicatorsApply firm pressure on rule,releasing pressure with other handDraw line using top edge of ruler,using level,even consistency across page,Apply pressure to bottom edge of paper before releasing ruler pressureAlign left edge of ruler with vertical fixture indicatorsApply pres
44、sure to ruler,releasing pressure with other handDraw line using left edge of ruler,using level,even consistency down page,Fold segment by folding long over and aligning with opposite long edgeUse 1 hand to hold edges aligned before applying pressureApply pressure and crease segment down middle,LOAD
45、PAPER IN FIXTURE*ALIGN PAPER IN FIXTURE,MARK PAPER IN 4 EQUAL SEGMENTS*DRAW A HORIZONTAL LINE,DRAW A VERTICAL LINE,CUT PAPER INTO 4 EQUAL SEGMENTS*CUT ALONG LINE DISSECTION 8.5 INCH SEGMENT,1.,2.,3.,4.,Source:Ohno:“Toyota Production System”,STANDARDIZED WORK INSTRUCTIONS,020415MEAU1168.P1LeanManuf,2
46、5,TOTAL PREVENTATIVE MAINTENANCE TPM,Focus,Maximize cash by running assets into the ground,Provide rapid response for breakdowns,Minimize unscheduled maintenance downtime,Optimize use of preventive/predictive maintenance“avoid over maintenance”,Preempt failures by removing root causes/defects in a c
47、ost-effective manner;continue to employ equipment-specific strategies,Key skills,Risks,Maintenance performance,Do not fix it,Fix it when it breaks,Fix it before it breaks,Use equipment-specific strategies to optimize cost/benefit of planned maintenance,Eliminate the sources of defects,World-class ma
48、intenance,Static,Dynamic,Maintaining short-term output(pieces/tonnage),Some maintenance investment could have high return in added life,Performing expert repairsProviding quick repair mechanisms(eg,fast swap outs),Higher cost with lower total productivity Complexity of managing unpredictable workloa
49、ds,Planning/schedulingAdhering to planning/schedulingMaintaining equipment historiesPreventing/predicting,Over maintenance(eg,too frequent preventive routines),Identifying when to use time-based/usage-based,condition-based,or breakdown maintenance on an equipment-specific level,Potential maintenance
50、 cost benefit not offsetting resources required to develop strategies,Providing cross-functional process/product improvement,especially engineeringCoordinating with suppliers/vendorsRoot cause problem solving,Potential benefit not offsetting resources required,020415MEAU1168.P1LeanManuf,26,OVERVIEW,
