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Lean Manufacturing

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19 views

Lean Manufacturing

Uploaded by

minhtien221197
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Lean Manufacturing

& Just-in-Time
Reducing Waste: Push versus Pull System
Push System
• Every worker maximizes own output, making as many
products as possible
• Pros and cons:
– Focuses on keeping individual operators and
workstations busy rather than efficient use of
materials
– Volumes of defective work may be produced
– Throughput time will increase as work-in-process
increases (Little’s Law)
– Line bottlenecks and inventories of unfinished
products will occur
– Hard to respond to special orders and order changes
due to long throughput time
Pull System
• Production line is controlled by the last
operation, Kanban cards control WIP
• Pros and cons
– Controls maximum WIP and eliminates WIP
accumulating at bottlenecks
– Keeps materials busy, not operators. Operators
work only when there is a signal to produce.
– If a problem arises, there is no slack in the system
– Throughput time and WIP are decreased, faster
reaction to defects and less opportunity to create
defects
Features of Lean Production
Elimination of Waste
Quotation by Shoichiro Toyoda

Waste is ‘anything other than the minimum amount of


equipment, materials, parts, space, and worker’s
time, which are absolutely essential to add value to
the product.’
Shoichiro Toyoda
President, Toyota
Sources of Waste

 Overproduction
 Waiting
 Unnecessary transportation
 Inventory
 Inefficient work methods
 Inefficient processing
 Unnecessary motions
 Product defects
Waste in Operations
1. 5S
2. Group technology
3. Quality at the source
4. JIT production
5. Kanban production control system
6. Minimized setup times
7. Uniform plant loading
8. Focused factory networks
The 5 S’s
• Sort (Seiri) Eliminate what is not needed and keep what is
needed.

• Straighten (Seiton) Position things in such a way that they


can be easily reached whenever they are needed.

• Shine (Seiso) Keep things clean and tidy; no refuse or dirt in


the work area.

• Standardize (Seiketsu) Maintain cleanliness and order –


perpetual neatness.

• Sustain (Shitsuke) Develop a commitment and pride in


keeping to standards
Japanese Translation English
Seiri Proper arrangement Sort
Seiton Orderliness Simplify
Seiso Cleanliness Sweep
Seiketsu Cleanup Standardize
Shitsuke Discipline Sustain
Minimizing Waste – 5S

• A place for everything and everything in its


place
• Not just a housekeeping issue
• Critical foundation for
– Setup reduction
– Pull systems
– Maintenance
– Inventory management
Minimizing Waste: JIT
• Only produce what’s needed
• The opposite of “Just In Case” philosophy
• Ideal lot size is one
• Minimize transit time
• Frequent small deliveries

Pro’s Con’s
•Minimal inventory •Requires discipline
•Less space •Requires good problem solving
•More visual •Suppliers or warehouses must be close
•Easier to spot quality issues •Requires high quality
Minimizing Waste – Kanban

• Signaling device to control flow of material


• Cards
• Empty containers
• Lights
• Colored golf balls
• Etc
JIT Scheduling

 Level schedules
 Process frequent small batches
 Freezing the schedule helps stability
 Kanban
Signals used in a pull system
 Better scheduling improves performance
JIT Scheduling Tactics
• Communicate schedules to suppliers
• Make level schedules
• Freeze part of the schedule
• Perform to schedule
• Seek one-piece-make and one-piece move
• Eliminate waste
• Produce in small lots
• Use kanbans
• Make each operation produce a perfect part
Level Schedules

• Process frequent small batches rather than a


few large batches
• Make and move small lots so the level
schedule is economical
• “Jelly bean” scheduling
• Freezing the schedule closest to the due dates
can improve performance
Scheduling Small Lots
Minimizing Waste – Setup Times

• Long setup times drive:


– Long production runs
– Large lots
– Long lead times
• JIT requires small lots and minimum kanbans
• Setup reduction
– Focused efforts
– Problem solving
– Flexible equipment
Lower Setup Costs
Reduce Setup Costs

High setup costs encourage large lot sizes


Reducing setup costs reduces lot size and
reduces average inventory
Setup time can be reduced through preparation
prior to shutdown and changeover
Reduce Setup Time
Uniform Production

 Results from smoothing production requirements


 Kanban systems can handle +/- 10% demand
changes
 Smooths demand across planning horizon
 Mixed-model assembly steadies component
production
JIT Objectives

Ultimate objectives:
• Zero Inventory.
• Zero lead time.
• Zero failures.
• Flow process.
• Flexible manufacture.
• Eliminate waste
Just In Time

• Just-in-Time: produce the right parts, at the


right time, in the right quantity
– Requires repetitive, not big volume
– Batch size of one
– Short transit times, keep 0.1 days of supply
JIT material flow
Delivering smaller quantities more often
can reduce inventory levels
Lowering Inventory Reduces Waste
The problem with inventory
7 Types of Waste (Ohno 1988)

• Overproduction
• Time on Hand (waiting time)
• Transportation
• Stock on Hand - Inventory
• Waste of Processing itself
• Movement
• Making Defective Products
Seven Elements to Eliminate Waste

1. Focused Factories
2. Group Technology
3. Quality at the Source
4. JIT production
5. Uniform Plant Loading
6. Kanban production control system
7. Minimized setup times
Kanban

 Kanban is the Japanese word for card


 The card is an authorization for the next container
of material to be produced
 A sequence of kanbans
pulls material through
the process
 Many different sorts of
signals are used, but
the system is still called
a kanban
The Number of Cards
or Containers
Need to know the lead time needed to produce
a container of parts
Need to know the amount of safety stock
needed

Demand during Safety


lead time + stock
Number of kanbans =
Size of container
Number of Kanbans Example 1
Daily demand = 500 cakes
Production lead time = 2 days
(wait time + material handling time + processing time)
Safety stock = 1/2 day
Container size = 250 cakes
Demand during lead time = 2 days x 500 cakes = 1,000

Number of kanbans = (1,000 + 250) / 250 = 5


Kanban Example 2

• Calculate the number of kanbans required for


the following two components produced in a
factory that works five days per week:
A B
Usage 240/week 120/day
Lead time 1 week 2 weeks
Container size 20 units 30 units
Safety stock 25 percent 0
A B
Usage (per week) 240 600

Lead time 1 2
Container size 20 30
Safety % 25 0
Kanbans 15 40

Number of Kanbans = Usage x Lead time x (1 + safety stock) / container size

Note that B's Usage must be converted to weeks

A: 240 u/week x 1 week x (1 + .25) = 15


20

B: 120 u/day x 10 days x (1 + 0) = 40


30
Key Terms

Just-in-time (JIT)
A method of planning and control and an operations
philosophy that aims to meet demand instantaneously with
perfect quality and no waste.

Kaizen
Japanese term for continuous improvement.

Set-up reduction
The process of reducing the time taken to change over a
process from one activity to the next; also called single
minute exchange of dies (SMED) after its origins in the
metal pressing industry
Kanban
Japanese term for card or signal; it is a simple controlling
device that is used to authorize the release of materials
in pull control systems such as those used in JIT.

Levelled scheduling (Heijunka)


The idea that the mix and volume of activity should even
out over time so as to make output routine and regular,
sometimes known by the Japanese term ‘heijunka’.

Andon
A light above a workstation that indicates its state:
whether working, waiting for work, broken down, etc.
Andon lights may be used to stop the whole line when
one station stops.

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