Professional Documents
Culture Documents
Introduction
Todays manufacturing and business environments are reaching a point that competition for survival and market share is an obligation. Tracking the global economy will show that being good is not enough, therefore each organization really strive for excellence if want to stay in the market.
Business Facts
Business Facts
PROFIT
Business Facts
PROFIT is not a single concept but comes with many important implications:
P- Process excellence R- Resources Management O- Oriented to a Goal F- Financially Strong I- Innovative to stay ahead of competition T- Timely deployment of strategies
Business Facts
Business Facts
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LETS MAKE MONEY
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BUT DO IT RIGHT
With origins in the Toyota Production System, is a way of living in the business environment.
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History of Manufacturing
Craft
Made to customer spec Single piece mfg each product unique Variable quality Little inventory High cost made for the rich
Mass Production
Interchangeable parts Whitney Division of labor Taylor Assembly lines Ford Labor strife The Lean Enterprise High variety Small batch sizes PPM quality Engaged workforce
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Why Change ?
Need for change is a STRATEGIC ISSUE which any and every Manufacturer must address:
Quality - How to improve it Cost - How to control it On-time Delivery - How to ensure it
Failure to improve in all three areas means a loss of competitiveness in todays global marketplace.
Why Change ?
Lean Linking is
Forward Thinking !
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Why Change ?
Lean Linking is
Forward Thinking ! Do not become the dinosaur of your industry
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A Lean Definition
An integrated approach to utilizing Capital, Materials, and Human resources to produce just what is needed, when it is needed. In the amount needed with minimum Materials, Equipment, Labor and Space.
Overriding Principle
Identify and eliminate waste (MUDA).
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Training
Rewards / Recognition
Teamwor k
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Mistake Quick Proofing Changeover Standard Batch Layou Value Work Reduction t Stream Projec Visual 5S System Mapping ts Management Rewards / Teamwor Training Recognition k
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Producing what is needed, when it is needed, with a minimum amount of materials, equipment, labor and space.
Prime Directive - to continually seek out and eliminate waste and wasteful practices.
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The Lean Six Sigma Strategy with these 4 Main Goals: #1) #2) #3) #4) IMPROVE QUALITY ELIMINATE WASTE REDUCE LEAD TIME REDUCE TOTAL COSTS
With an overriding principle: Safety 1st ! to continually seek out and eliminate unsafe operating conditions and practices in every aspect of our Business.
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The Lean Enterprise is a Strategy with these 4 Main Goals: #1) #2) #3) #4) IMPROVE QUALITY ELIMINATE WASTE REDUCE LEAD TIME REDUCE TOTAL COSTS
With an overriding principle: to continually seek out and eliminate unsafe operating conditions and practices in every aspect of our Business and every process within our Operations and to constantly, and consistently, enhance Health/Welfare, Safety and Environmental concerns and issues.
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15% to 30% decrease in scrap and rework 25% to 40% reduction in total cycle time
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Non-Value Added
Any activity that doesnt help to transform a product or service into its final form. Activity not performed right. Activity customer not willing to pay for. This includes:
Unnecessary process steps Movement of inventory, paperwork, etc. Re-work, corrections, etc. Storage between operations, batching inventory Wait times, delay times, idle times
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Commonly referred to as the 7Ws Commonly referred to as the 7Ws *7 common wastes of production *7 common wastes of production (Shingo) (Shingo)
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Problems/ Causes
Incorrect layouts Lack of proximity of machines Off-line resources
Waste
Waiting workers, machines, materials Long set-ups and lead times Large batches, raw material stocks High WIP, finished goods stocks Making for the sake of it Ignoring customer demands Long cycle times- process, itself Reduced efficiency- over processing High overall lead times Long delays for rectification Costly rework Dissatisfied customers
ssec o P r
e poe P l
Approvals of approvals High number of verification steps Reliance- Mass inspection techniques Unnecessary movement Extra handling
t c udo P r
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Product Lead-Time
TIME
Finished Goods
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Product Lead-Time
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Product Lead-Time
Identifying Waste
Identifying Waste
In most cases, inventory is wasteful; more importantly, inventory hides all sorts of problems in the company
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Waiting
Fixing Defects
Inventory
Moving Things
IT Y ANT QU
Finished Goods
Quality Problems
DownTime
Absenteeism
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We compound the above problem by the way we order from suppliers. Labor and management still dont trust each other. The way we measure performance doesnt provide information useful to running a plant and often encourages wrong decisions.
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Lean Six Sigma How to Discover Waste Be on the look-out for these 3 Major contributors
Lean Six Sigma How to Discover Waste Be on the look-out for these 3 Major contributors
Unevenness (mura)
- waste caused by poor quality (process unpredictability)
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Lean Six Sigma The Lean Six Sigma is a Strategy for turning manufacturing and business processes into competitive weapons.
Producing what is needed, when it is needed, with a minimum amount of materials, equipment, labor and space.
Prime Directive - to continually seek out and eliminate waste and wasteful practices.
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SIX SIGMA
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Six Sigma
Six Sigma is the term applied to the application of the DMAIC methodology. It is a structured, disciplined, rigorous approach to process improvement. The five steps link to each other into a logical sequence, creating an infinite loop for process improvement. The goal of the method is to achieve 3.4 defects per million parts (or opportunities of doing it wrong), most commonly known as 6 Sigma.
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Six Sigma
Implementation of Six Sigma requires commitment of the organization and team leaders. Is quite common to see, Yellow Belts, Green Belts, Black Belts and too often the Soft Belts. Being the last ones the ones obstructing the implementation.
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Six Sigma
If the organization you work for has a Six Sigma Program in place, not necessarily guarantee the success of the organization. It depends on good teams, good steering committee and champions as well as management support. In any Six Sigma program, keeping the right people engaged towards success is the key.
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The objective here is to get the data and use statistical tools to identify the root cause(s), create a hypothesis (or several ones) and prove them out. The ones that prove to be the real causes, are the ones needed to be addressed on the next stage.
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The target id to implement actions to correct the problems identified on the previous stage. These actions need to be tested and measured to verify that are effective. The effective methods set the basis for the next stage.
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X X
X X X X X
X X X X
X X X X X
X X X X X X X X X X X X X X
X X
X X
X X X X
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Using the DMAIC cycle and using other Lean Manufacturing tools instead of Statistics can also produce results.
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PEOPLE
Motion
Kaizen - one effective method among many that engages PEOPLE and recruits the other tools
QUANTITY
QUALITY
Fixing Defects
Good Quality
K A I Z E N
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Just-in-time Standard operations Mistake-proof processing Pull production & single piece flow Cellular manufacturing Visual workplace
Kaizen is the transport vehicle to import these building blocks of lean production
These concepts are equally applicable to the factory floor and within the office
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Discussed in Lean Thinking Further developed and documented by the Lean Enterprise Institute of Brookline, Mass. Learning to See
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SUPPLIERS
All the actions, both value added and non-value added, currently required to bring a product from raw materials to the customer.
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Taking a value stream perspective means working on the big picture, not just individual processes, and improving the whole, not just optimizing the parts.
SUPPLY PARTNERS YOUR PLANT OF COMPANY CUSTOMER TO END USER
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6 DOWNTIME 15.5%
INSP PROFILE
STORE
STAGE
Map major steps I.D. Value (green/ yellow) / Capture all times, quantities Prioritize areas to improve
7% SCRAP
(red)
VA
X SHIPPED PER DAY 850K 1.870 WIP BEING WORKED 4.276 WIP BEING STORED
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Supplier
Orders
Orders
4 WEEKS OUT
Customer
Daily
OXOX
PITCH = 60 MINUTES 1 DAY
IRREGULAR
MACHINING
ASSEMBLY
TEST
FINISH
DISPATCH
2 DAYS
2 DAYS
FIFO
FIFO
FIFO
1568 MINS
936 MINS
< 1/2 DAY
60 MINS
<2 ENGINES
210 MINS
<2 ENGINES
900 MINS
900 MINS
240 MINS
150 MINS
120 MINS
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Weld Shop
Paint Shop
Inspection
Parts stocked
Mech parts to Mech Assembly Staging Elect parts to Elect Assembly Staging
Mech Assembly
Elect Assembly
Ship to Customer
Warehouse
Shipping
Crating
Run Test
Inspection
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Weld Shop
Paint Shop
Inspection
Mech/Elect Assembly
Ship to Customer
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5S
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A cleaner and more organized work area Reduction in non-value added time Effective work practices Efficient work processes Facilitating a change: Safer, Better, Faster !
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Sometimes called 5S + 1 or 6S
Safety 1st ! (in everything we do!) Seiri (Separate) or Sort Seiton (Straighten) Store, or Put-in Place Seiso (Clean) or Shine Seiketsu (Standardize) Shitsuke (Discipline) or Sustain
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