- System Development and Monitoring

Walton Micro-Tech Corporation

System Development and

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Monitoring

Introduction to Lean
Manufacturing as a part of
Industrial Engineering

Roadmap

Kanban
Waste
One Piece Flow
MRP

Inventory Management

Lean
Tools

Operations
Tools

5S
Standard
Work
Takt Time
Waiting Lines

Forecasting

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5S

History of 5-S Yes,

Japan.
SEIRI - Sense of Use (eliminate from the work place
SEITON - Sense of Ordinance (efficient placement
and
arrangement of equipment and materials)
SEISON - Sense of Cleanness (tidiness and
cleanliness)
SEIKETSU - Sense of Health (ongoing, standardized,
continually improving seiri, seiton,
seison)

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everything not required to perform the work)

System Development and

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GILL

To Be
Ordered

Tool and WIP Board

Spec Card

Next Run
Maintenance
Log
&
Maintenance
Request Forms

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In Process

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Organize & Demand the Maintenance of Tools

Everything has a Dedicated Home

Orderliness

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Aplaceforeverythingandeverythingin
itsplace,cleanandreadyforuse

 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.
Provides the ability for workers to
make decisions / take actions based
solely on the status of visual
indicators.

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The Next Step - Visual Factory

Maintenance

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Replacement Part
Kanban

Addresses

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Establish Method of Ordering

and
Tracking Replacement Parts

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Visual Control of Seasonal

Inventory

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Visual scheduling boards

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Monitoring

Takt Time

fully integrated
manufacturing
system

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Standardized Work
is only one part of a

Lean Philosophy
Customer First
No defect shall be passed to the customer

Peoples ingenuity will eliminate waste and lead to a better job

Continuous Improvement
There is always more to improve

Shop Floor First

The shop floor is where value is added

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People Are The Most Important Asset

All we are trying to do is

shorten the lead time
Taiichi Ohno

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Lean
Manufacturing

Lean Manufacturing is a manufacturing

philosophy which shortens the time line
between the customer order and the
product shipment by eliminating waste.

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Lean Manufacturing

Lean Manufacturing

Customer
Order

Waste
Time

Product
Shipment

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Monitoring

Business as Usual

Lean Manufacturing
is a manufacturing philosophy which shortens the time line
between the customer order and the product shipment by
eliminating waste.

Customer
Order

Waste

Product
Shipment

Time
Lean Manufacturing

Customer
Order

Waste

Time (Shorter)

Product
Shipment

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Monitoring

Business as Usual

Product Leadtime
Transportation

Raw
Material

Packaging

Mixing
Staging

Inspection

Time

= Value
Added Time

= Non-Value
Added Time
(WASTE)

Set-up

Finished
Parts

Value Added Time is only a very

small percentage of the Leadtime.
Traditional Cost Savings focused
on only Value Added Items.

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Waiting

Raw Material
Production

Traditional vs Lean Results

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Traditional Results of Manufacturing

Improvement

Time

Time
Small Amount
of
Time
Eliminated

Traditional vs Lean Results

Time

Time
Small Amount
Time
of
Eliminated

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Monitoring

Traditional Results of Manufacturing

Improvement

Anything
Anything that
that adds
adds
Cost
Cost
to
to the
the product
product
without
without adding
adding
Value
Value

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Monitoring

Waste

TIMWOOD - 7 Wastes.mp4

Shift Mindset

Waste

Inventory

Correction

Types
Of
Waste

OverProduction

Material
Movement

Waiting
Motion

Waste is unclear, not defined

Crisis corrections
Reactive improvement

Waste is tangible, well defined

Focus on small opportunities
Continuous improvement

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Processing

Better Utilization

Work
Work

Waste
Waste

Work
Work

New
Paradigm

Waste
Waste

Work
Work

Work
Work
Waste
Waste

Waste
Waste

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Working Smarter through the

Elimination of Waste

Three Components of
Standardized Work

Standardized
Work

Work
Sequence

Standard
In-Process
Stock

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Takt
Time

Takt Time
The production rate, in seconds, to satisfy
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customer demand.

Amount of production time per shift

number of products needed by the customer per
shift
= amount of time to produce one product

Example :

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Takt Time

Cycle Time
Includes human and machine work, walking
time, and waiting time
Determine by observing the actual time to
process one part

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The amount of time to process one unit

If Takt Time and Cycle Time are not the same, an

imbalance exists in the operating system
If Cycle Time is less than or equal to Takt Time,
production will satisfy customer demand
If Cycle Time is greater than to Takt Time, production
cannot satisfy customer demand

Step C5

Takt Time ( 60 sec )

60

Step C4

50
40

Step A4

30

Step A3

20

Step A2

10
0

Step A1

Step B3
Step B2
Step B1

Step C3
Step C2
Step C1

Step
Step
Step
Step
Step

D5
D4
D3
D2
D1

Step
Step
Step
Step

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Monitoring

Takt Time and Cycle Time

E5
E4
E3
E2

Step E1

Operators

Takt Time and Planned Cycle Time

Planned Cycle Time is the required production rate
to satisfy customer demand allowing for scrap,
downtime, change-overs, inefficiency, or other losses
to production.

Step C5

Takt Time ( 60 sec )

60

40

Step A4

30

Step A3

20

Step A2

10
0

Step A1

Planned Cycle Time ( 52 sec )

Step C4

50

Step B3
Step B2
Step B1

Step C3
Step C2
Step C1

Step
Step
Step
Step
Step

D5
D4
D3
D2
D1

Step
Step
Step
Step

E5
E4
E3
E2

Step E1

Operators

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Takt Time is based ONLY on customer demand and

available minutes for production.

Work Sequence
Work Sequence refers to the series of steps in a single process that is
fastest, most efficient, of acceptable quality, and safe. When the work
sequence is carefully followed, the cycle time will be constant, no steps
problems will be minimized.

Poor

Good
8

10

10
1

9
2

6
5

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will be forgotten, and the chance of equipment damage or other major

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Monitoring

Sample Standard Worksheet from Toyota

Step C5

Takt Time ( 60 sec )

60

Step C4

50
40

Step A4

30

Step A3

20

Step A2

10
0

Step A1

Step B3
Step B2
Step B1

Step C3
Step C2
Step C1

Step
Step
Step
Step
Step

D5
D4
D3
D2
D1

Step
Step
Step
Step

E5
E4
E3
E2

Step E1

Operators

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Stack Chart - Line

Balance

Stack Chart - Line

Balance
Takt Time ( 72 sec )
70

50
40

50 sec
43 sec

30

48 sec

33 sec

20

15 sec

10
0

#1

#2

Cut &
Fold

Glue
Up

Tissue
Candy
Pen

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60

Operators

Total Work Time

43 + 33 + 50 + 48 + 15
Theoretical # Workers =
=
= 2.6 = 3 Workers
72
Takt Time

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Monitoring

Stack Chart - Line

Balance
Step C5

Takt Time ( 60 sec )

60

40

Step A4

30

Step A3

20

Step A2

10
0

Step A1

Step B3
Step B2
Step B1

Step C3
Step C2
Step C1

Step
Step
Step
Step
Step

40

Step D5

Step E4

Step A4

Step C1

30

Step A3

20

Step A2

10
0

Step
Step
Step
Step

E5
E4
E3
E2

Step E1

Operators

Takt Time ( 60 sec )

60
50

D5
D4
D3
D2
D1

Step A1

Step D1

Step E1

Step B2

Step C3

Step D4
Step D3
Step D2

Step B1

Step C2

Step C5

Step B3

Step C4

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Step C4

50

Step E5
Step E3
Step E2

Operators

Just-In-Time
Systems
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One Piece Flow

Mass Production
Storage

Storage
Receiving
Warehouse
Shipping
Warehouse

Assembly

Storage

Value added time

=
minutes
Time in plant =
WEEKS

Weld

Storage
Stamp

Rework

Storage

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Monitoring

Material

Mass Production
Storage

Storage

Two
Big
Problems
Receiving

Assembly
Batch
Production
Shipping
Storage
Warehouse Poor Flow
Within processes
Value added time
Rework
=
Between processes
minutes
Large
Warehouse

Time in plant =
WEEKS

Weld

Storage
Stamp

Storage

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Material

Batch &
Queue
Station A

Station C

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Station B

The Basic Philosophy of Lean

Production

HOW
HOW TO
TO MANUFACTURE
MANUFACTURE MOST
MOST
ECONOMALLY:
ECONOMALLY:

What is Needed (Sold)

When it is Needed
In the Amount Needed
(with the Minimum Materials, Equipment, Labor and Space)

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Monitoring

Just-In-Time

Just-In-Time
But This Assumes:
Equal Cycle Times
Physical Proximity of Processes
Highly Stable Processes
Little/No Changeover Time

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IDEAL = One Piece Flow

Batch &
Queue
Station A

One Piece
Flow

Station C

Workcell

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Station B

System Development and

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Just-In-Time
But This Assumes:
Equal Cycle Times
Physical Proximity of Processes
Highly Stable Processes
Little/No Changeover Time

Just-In-Time is
NOT a Zero
Inventory System.

Next Best =
Controlled Buffers + Pull

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IDEAL = One Piece Flow

Tool for Real Time

control of Materials

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Kanban

Roadmap
Kata
Heijunka

Muda

TPS
Genchi Genbutsu
Kanban
Waste
One Piece Flow
MRP

Inventory Management

Lean
Tools

Operations
Tools

Kaizen
5S
Standard
Work
Takt Time
Waiting Lines

Forecasting

waste elimination
standardized work
poka yoke
5s visual workplace
just in time
continuous improvement
material management
work in process

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LIST OF LEAN TOOLS

POKA-YOKE

POKA-YOKE- means Mistake proofing.

And it also provides visual or other
signals to
indicate characteristic state and
referred as
error proofing .
It is a Japanese word .

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POKA-YOKE(continued)

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POKA-YOKE(continued)

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POKA-YOKE(continued)

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20160302_165425.mp4

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Thank
You!!!