Lean Manufacturing Toyota Production System Highlights with pictures

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Lean Manufacturing Toyota Production System
Highlights with pictures

• TEC 392 Dr. Lou Reifschneider

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AWARENESS All employees involved and possess
general knowledge and skill to eliminate waste.
QUALITY ASSURANCE Process is designed to stop in
event of abnormalities equipment malfunctions,
quality problems, delayed material.
JUST IN TIME Produce and convey only what is
needed and when it is needed in the quantity
needed.
Lean Production
LEVEL PRODUCTION Output, of volume and type
variations, is equalized to match average demand.
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AWARENESS (to eliminate waste)
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Dr. Ahmad Syamil
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Other Visual Management ToolsAndon Lamp

• Red - line stoppage
• Yellow - call for help
• Green - normal operation

Dr. Ahmad Syamil
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Excess Inventory HIDES problems
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Lowering Inventory Reduces Waste
Dr. Ahmad Syamil
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Lowering Inventory Reduces Waste
Dr. Ahmad Syamil
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Lowering Inventory Reduces Waste
Dr. Ahmad Syamil
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The 5 Ss
SORT red tag items not used and move them out of
work area. Set in Order "a place for everything
and everything in its place". SHINE clean work
area routinely uncovers problems oil leaks,
broken parts STANDARDIZE create rules to follow
first 3 S's. All employees must follow these
rules. SUSTAIN train, communicate, instill
self-discipline to maintain 5S practice.
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ROOT CAUSE ANALYSIS

• Three Techniques for Trouble Shooting
• Cause Effect Diagrams (Fishbone)
• Developed by Ishikawa 1943.
• Ask WHY five times (5-whys)
• Failure Mode and Effects Analysis (FMEA)
  (fa me ah)

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Fish Bone DiagramRoot cause why top of doors
not aligned for this product?
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The 5 Whys
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Process Failure Mode Effect Analysis (PFMEA)
Higher RPN must address
Product requires boards to be cut to length.
feature defect
How bad?
How often?
How easy?
Consequence?
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Kaizen continuous improvement

• Kaizen event
• a focused review,
• lasting three to five days,
• team identifies and implements a significant
  improvement in a process, (like improving the
  function of a manufacturing cell),
• . for example eliminating the Great Wall
  (next two slides)

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Dr. Ahmad Syamil
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Andon Lights
Clear vision across work cells
Dr. Ahmad Syamil
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QUALITY ASSURANCE
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Quality Check at each process
Inspection AFTER production POOR Quality
Assurance
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WORK CELL INPUT material, OUTPUT
Product. Minimal transport, Cross
training, Communication
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Job Shop (large batch) defects affect whole
lot.
Continuous Flow SMALL WIP, defect less costly.
What if Operation B had defective punch? What is
the worst that could happen?
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JUST IN TIME
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One worker does the work of two by reordering
equipment.
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Safety
Kanban
WIP Pull
5-S
Muda!
Cellular
TAKT Time
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PULL system lowers WIP (Lowers Inventory) Uncovers
Trouble Incentive to Improve
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If you know how many you will sell over what
time, then you must make your process meet this
TAKT time.
If customer demand not known, then process
Takt-time simply longest station.
Add work stations or divide work into smaller
parts to achieve Takt-time.
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Production only done to REPLENISH stores of next
process.
Customer demand depletes store of last process
step (shipping). Stocking grocery store shelf.
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Kanban sign In-process Kanban card ?
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Kanban
Cards indicate parts needed to be made.
Machining centers see what is parts must be made
to replenish store.
www.strategosinc.com
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LEVEL PRODUCTION
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Large Batches Larger Inventory
Small Batches Less Inventory
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Line Balance to reduce TAKT time
Faster Production 70 seconds between new
products.
Every 90 Seconds Product Released
Takt Time 70 S
Takt Time 90 S
Line Balancing means LESS WASTED TIME
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Lean Production

• Questions?