Lean Manufacturing: An overview

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Lean Manufacturing An overview

• Presented By Laura S. Brown
• Industrial and Systems Engineering
• Senior Capstone
• Mercer University
• School of Engineering
• Macon, GA

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What does lean mean?

• Skinny up your organization!
• Lean literally means to get rid of the excess
  fat in your organization with the overall goal
  of shortening the time between the customer order
  and shipping

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A brief history

• Toyota Production System
• First utilized what is now referred to as lean
  manufacturing almost 40 years ago!
• Today in the U.S.A
• The use of lean principles is catching on to give
  businesses a competitive edge with overseas
  companies.
• Many of the terms we use originated from the
  tools developed by the Toyota Production System

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Fit in todays society

• Companies are competing for customers all over
  the globe, lean manufacturing can be key to a
  companys success or failure in the global
  market.
• Lean is not only for manufacturing large
  corporations to small businesses to craftsman
  shops can utilize lean principles

5
The lean philosophy

• Major elements
• 5 S
• 5 Whys
• 7 Wastes
• Value Stream Mapping
• Visual Controls

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Introduction to the 5Ss
SEIRI (SIMPLIFY)
SIMPLIFY MEANS CLEARLY DISTINGUISHING BETWEEN
WHAT IS NEEDED AND KEPT AND WHAT IS UNNEEDED AND
THROWN OUT
SEITON (STRAIGHTEN)
STRAIGHTEN MEANS ORGANIZING THE WAY WE KEEP
NECESSARY THINGS, MAKING IT EASIER TO FIND AND
USE THEM
SEISCO (SCRUB)
SCRUB MEANS KEEPING THE FLOORS SWEPT, MACHINES
AND FURNITURE CLEAN, AND ALL AREAS NEAT AND TIDY
SEIKETSU (STABILIZE)
STABILIZE MEANS MAINTAINING AND IMPROVING THE
STANDARDS OF THE FIRST THREE SS
SHITSUKE (SUSTAIN)
SUSTAIN MEANS ACHIEVING THE DISCIPLINE OR HABIT
OF PROPERLY MAINTAINING THE CORRECT 5S PROCEDURES
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The Five Whys

• Ask Why? Five times
• It is important to identify the problem
  correctly. Asking the simple question Why?
  can uncover some interesting answers that you
  might not have known otherwise.
• Why do we need this?
• Why do we do this?
• Why is this here?
• Why does this need to happen before this?

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7 Wasteful Practices

• Waiting
• Transportation
• Overproduction
• Processing
• Inventory
• Motion
• Defective Products

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Value Stream Mapping

• This is a sample of a hand drawn VSM

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Visual Controls

• Help to immediately identify the state of the
  system
• Tool boards
• Flashing lights to indicate production
  performance
• Clearly defined part delivery locations

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Visual Control at Rheem Mfg.
Work Stations Should Include

• Work instructions (S.O.P.S)
• Quality instructions
• Safety reminders
• Clearly marked part delivery locations
• Tool boards (where needed)
• Production boards (where needed)
• Layouts

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Flashing Lights
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Part Delivery Locations
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Tool Boards
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Other lean practices

• Activity Based Costing
• Agile Manufacturing
• Awards and prizes
• Benchmarking
• Cell Manufacturing
• Continuous Improvement
• Design for Manufacturing
• Just in Time
• Kaizen
• Kanban
• One Piece Flow

• Poka Yoke
• Policy Deployment
• Pull/Demand Flow
• Quick Response Mfg.
• SMED/Quick Changeover
• Six Sigma
• Statistical Process Cntrl.
• Theory of Constraints
• Total Productive Maint.
• Value Streams
• Visual Control

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Building Blocks of a World Class Company
One Piece Work Flow
Kanbans
Work Balancing
Cellular Layout
Quality Improvements
Poka Yoke
TPM
SMED
5s
Visuals
Work Teams
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Lean Manufacturing and you in the REAL WORLD

• How to begin
• Educate and gain the full support of management!
  Many companies fail at implementing lean
  because they do not have the support of upper
  management. Get management involved in the shop
  floor changes. Many times, employees will feel
  like a more important part of the change when
  they are working side by side with management.
• Educate and gain support and get help from the
  general work force. Changes that you implement
  will be in vain if you do not get the people who
  will be a vital part of the changes involved in
  making them. Be sure to get valuable input from
  the people who perform your vital business tasks!

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The REAL WORLD cont.

• Some real results (from Rheem Manufacturing
  Milledgeville, GA)
• Reduced Lead-times from 8 weeks to 12 days
• Reduced Inventory and Work In Process by
  approximately 7 million units
• Increased Workable Floor Space by 40 in less
  than 1 year
• Increased Efficiency by 3.5 in 2 years
• Helped to Develop Standard Work Procedures

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Lessons I Learned about Lean

• You Do Not Have To Spend Money In Order To Make
  Improvements. Use Your MindNot Your Pocket Book
• As You Solve One Problem, Others Are Bound To
  Surface, This Is What Continuous Improvement Is
  All About.
• Even Though New Problems Surface, They Arent As
  Big As They Seem!

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• Questions?
• Comments
• Shout-outs!

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Resources and Acknowledgements

• www.superfactory.com
• www.anitech.net (tool board picture and sample
  VSM)
• My prior co-op experience at Rheem Manufacturing
  in Milledgeville, GA
• Clyde Ingram, Plant Industrial Engineer for the
  use of Rheem training materials.

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HOMEWORK

• You didnt think youd get off that easy!
• Become familiar with vocabulary presented in the
  lecture and on your handout. Come to class and
  share your thoughts about how you might apply
  some lean principles to your life or job.