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1、WHAT IS LEAN MANUFACTURING?,A Lean Overview,December 2004,2,Lean History 101 Lean Defined it is a never ending improvement process. Lean is a journey.,LEAN IS NOT,8,“A systematic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement by flowing the
2、product at the pull of the customer in pursuit of perfection” -The MEP Lean Network,DEFINING LEAN,ANOTHER DEFINITION,“A manufacturing philosophy that shortens the time line between the customer order and the shipment by eliminating waste (non-value-adding activities).”,9,KEY CONCEPTS,Waste Reduction
3、 Lead Time Reduction Variation Reduction Product Flow Pull of the Customer Continuous Improvement,10,Value is added any time we physically change our product towards what the customer is buying. If we are not adding value, we are adding cost or waste. Lean Manufacturing drives the systematic elimina
4、tion of waste.,Value-Added Time : Minutes Time in Plant : Weeks,ORDER,CASH,KEY QUESTION Are my customers willing to pay for this ?,VALUE ADDED,11,Overproduction Defects (NG) Non-value added processing Waiting Excess motion Transportation Excess inventory Underutilized people,LEAN = ELIMINATING THE W
5、ASTES,Poor Long Set-upsPlant Layout Scrap Downtime,Long SupplierProcess Lack of Poor Unlinked Lead-timesUnbalances Training Tooling Schedules,NoUnclear Poor Improper Standardization Specifications Housekeeping Reward System,Raw Finished Material Product,Inventory Level,INVENTORY HIDES PROBLEMS,Poor
6、Long Set-upsPlant Layout Scrap Downtime,Long SupplierProcess Lack of Poor Unlinked Lead-timesImbalances Training Tooling Schedules,NoUnclear Poor Improper Standardization Specifications Housekeeping Reward System,Raw Finished Material Product,Inventory Level,REDUCING INVENTORY WITHOUT SOLVING PROBLE
7、MS,14,Look at the products/services that you provide. Review each activity. Is the activity adding value? If YESIf NO Is this the best way to do it?Can it be eliminated? If not, can it be reduced? NOTES: Be sure to include all the wasteful activities that occur “occasionally.” Remember Value is defi
8、ned by the CUSTOMER.,LEAN THINKING: VALUE-ADDING ANALYSIS,15,VARIATION,BREAKING THE COST BARRIER A Proven Approach to Managing and Implementing Lean Manufacturing By Stephen A. Ruffa and Michael J. Perozziello (recipient of the 2001 Shingo Prize for Excellence in Manufacturing Research),Stephen A. R
9、uffa BS in Aerospace Engineering in 1982 from University of Maryland, College Park MS in Technology Management in 1995, UMUC,A study of the commercial and military aircraft industry sponsored by the Joint Strike Fighter organization,16,BOOK SUMMARY,BREAKING THE COST BARRIER,“strong improvement in bo
10、th inventories and cycle time is seen only when cycle time variation has been greatly mitigated.” p. 67,“Only with the management of variation are dramatic cost savings seen.” p. 67,BREAKING THE COST BARRIER: A Proven Approach to Managing and Implementing Lean Manufacturing (John Wiley a cell for ea
11、ch type of machine. 3. One Piece Flow,LANTECH,BATCH-AND-QUEUE/1991FLOW/1995 Development time for a New Product Family3-4 years1 year Employee hours per machine16080 Manufacturing space per machine100 square feet55 square feet Delivered defects per machine8.8 Dollar value of in-process and finished g
12、oods inventory*$2.6 million$1.9 million Production throughput time16 weeks14 hours-5 days Product delivery lead time4-20 weeks1-4 weeks * Note that sales doubled during this period. If Lantechs traditional sales-to-inventory ratio had held constant, $5.2 million in inventory would have been needed t
13、o support 1995 sales volume. Product delivery lead time is the period customers must wait before their product can be delivered. In 1991, most of this time was in-process time in the production system. In 1995 most of this time was wait time for a production slot as Lantechs sales zoomed. Data from
14、“Lean Thinking : Banish Waste And Create Wealth In Your Corporation” by James P. Womack and Daniel T. Jones,64,Based on Chap. 6 of “Lean Thinking : Banish Waste And Create Wealth In Your Corporation” by Womack and Jones,Batch-and-queue,Lean,LANTECH PRODUCTION FLOW,65,Old Order Flow,Lean Order Flow,B
15、ased on Chap. 6 of “Lean Thinking : Banish Waste And Create Wealth In Your Corporation” by Womack and Jones,LANTECH ORDER FLOW,66,Based on Chap. 6 of “Lean Thinking : Banish Waste And Create Wealth In Your Corporation” by James P. Womack and Daniel T. Jones,Old Product Development,Lean Product Devel
16、opment,Co-located, Dedicated Product Teams,LANTECH PRODUCT DEVELOPMENT,67,MACHINE BUILD ASSEMBLY CELL,Batch-and-queue AssemblyAssembly Cell Order for 10 machines - Transfer batch=10Transfer Batch=1 Component storage - StockroomPoint of Use Storage No defined flow or assembly areaFlow path defined Ma
17、chine transfer via carts,68,Original Functional Layout,INJECTION MOLDER / ASSEMBLER,69,Improved Flows - Product Group #1,NOTESMETRICS 6 Cells Flow Distance reduced from 280 to 34 Warehouse removed from process Lead-time (molding through packaging) Controlled amount of buffer reduced from 9 days to 5
18、 hours Color coding per cell Lead-time (including all WIP) Parts boxed for shipment in cellreduced from 9 days to 2.5 days Molding Final Inspection eliminated 65% WIP reduction 14% Reject reduction Transactions Reduced 67%+,INJECTION MOLDER / ASSEMBLER,70,Are the following support functions affected
19、?,Production Scheduling,Human Resources,Supervision/Management,Quality Assurance,Maintenance,Legal & Compliance,Equipment & Product Design/Engr.,Accounting & Finance,Marketing/Strategy,Purchasing,INJECTION MOLDER / ASSEMBLER,71,Improved Flows - Product Group #2,Improved Flows Manual & Semi-Automatic
20、 Assembly, Equipment not moved Warehouse removed from process Push/Pull Kanban System Carts & totes are kanban signals Color coding per line Equipment relocation planned for future, Cellular processing designed-in for New Products,INJECTION MOLDER / ASSEMBLER,72,Summary,73,1. Specify Value - Value m
21、ust be defined from the standpoint of the final customer. 2. Identify the Value Stream - The entire set of activities needed to design and produce a product must be thoroughly understood and mapped out. 3. Flow - The product must move along the value stream without interruption. It must flow. 4. Pul
22、l - Organizations must be structured so the customer can pull value from the producer. 5. Perfection - The whole enterprise must pursue not its competitors, but rather perfection. From “Lean Thinking : Banish Waste And Create Wealth In Your Corporation” by James P. Womack and Daniel T. Jones,LEAN TH
23、INKING,74,Understand that Lean is a broad system strategy, but successful implementation is in the details. Minimize Variation Excel in the fundamentals. Align all systems to support your Lean strategy. Involve workforce in the change process.,And, something else to keep in mind: Lean solutions are
24、usually no/low cost.,KEY POINTS,75,Increase Lean awareness throughout the organization. (e.g. day Principles of Lean Manufacturing or 1 day Workshop, LE101: Principles of Lean Manufacturing with Simulation.) Start using a Lean/Continuous Improvement Framework (e.g. World Class by Principles Assessme
25、nt/Benchmarking Matrix, Baldrige Criteria, Industry Week “Best Plants” Criteria). Create a Product Family Matrix Map the Value Stream for a product family, and determine the long and variable lead time areas. Attack a high impact area, use the “Train/Do/Train/Do” approach Create a Model area, and us
26、e the Value Analysis Process throughout,Contact MTES to assist with any or all of the above! Document Analyze Implement Standardize,A LEAN ACTION PLAN,76,In short, it is a business risk not to consider it.,LEAN,Move with a sense of urgency and remember what George S. Patton said, “A good plan violently executed NOW is better than a perfect plan next week” Patton, G.S., Jr. 1947. War as I knew it. Boston, Mass.: Bantam Books,FINAL THOUGHTS,77,