Lean Manufacturing - PowerPoint PPT Presentation

Loading...

PPT – Lean Manufacturing PowerPoint presentation | free to download - id: 3e0155-NWE0Z



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Lean Manufacturing

Description:

Lean Manufacturing Cellular Manufacturing One Piece Flow for Workteams Chapter 3 Basic Elements of Cell Design CSUN - Spring 2003 MSE608B Team 1 - Hiring Process ... – PowerPoint PPT presentation

Number of Views:430
Avg rating:3.0/5.0
Slides: 29
Provided by: siteIuga5
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Lean Manufacturing


1
Lean Manufacturing
Cellular Manufacturing One Piece Flow for
Workteams Chapter 3 Basic Elements of Cell Design
2
Chapter 3 Overview
  • Phase 1 Understanding the Current Conditions
  • Collect Product and Production Data
  • Document Current Layout and Flow
  • Time the Process
  • Calculate Process Capacity and Takt Time
  • Create Standard Work Combination Sheets
  • Phase 2 Converting to a Process-Based Layout
  • Evaluate the Options
  • Plan Possible New Layouts
  • Move the Machines
  • Document the New Operating Procedures
  • Test to Confirm Improvement
  • Phase 3 Continuously Improving the Process
  • Shorten Cycle Times
  • Shorten Changeover Times
  • Eliminate Product Defects
  • Reduce Equipment Failures
  • Summary

3
Converting Work Area into A Manufacturing Cell
  • Understanding the current conditions
  • Converting to a process-based layout
  • Continuously improving the process

4
Phase 1 Understanding the Current Conditions
  • Helps the conversion team determine what
    process to convert, and a base line to measure
    improvement.
  • Collect Product Data and Production Data
  • Product mix
  • Production resources (shifts, hours, employees,
    volume)
  • Document Current Layout and Flow
  • Process Route Analysis helps to identify
    processing similarities between different
    products and groups of products that could be
    made in a cell.
  • Process Mapping
  • Time The Process Determine the value-added
    ratio. The value-added ratio is the time spent
    actually machining or working on the product
    divided by the total process lead time.
  • Calculate Process Capacity and Takt Time
  • Create Standard Work Combination Sheet

5
(No Transcript)
6
Document the Current Process
  • Create Standard Work Combination Chart
  • Graphical display for each operation in the
    process.
  • Depict the relationship between manual work time,
    machine work time, and walking time for each step
    in an operation as well as the non-cyclical time.
  • Draw a solid line to indicate the Takt time.

7
Standard Work Combination Table - Definition
The Standard Work Combination Table combines
human movement and machine movement based on takt
time and is used as a tool to determine the range
of work and work sequence for which a team member
is responsible.
8
Human work and Machine work
  • The key notion (idea) for the elimination of
    waste and the effective combination of work on
    the shop floor is the separation of machine work
    and human work.
  • When we observe the work in which operators
    handle machinery, then that work can be
    classified into machine or human work.
  • Understanding the separation of human and machine
    work is the basis for understanding the interface
    between these two elements.
  • If operators are merely observing the machine
    working then this is the waste of Waiting and
    should be eliminated.

9
Human work
  • This refers to work that cannot be completed
    without human effort. For example,
  • picking up materials
  • putting materials onto a machine
  • operating the controls of a machine

10
Machine work
  • This refers to work or incidental work that
    equipment, which has been started by human hand,
    automatically performs operations.
  • Milling
  • Auto riveting / bolting
  • Auto inspection

11
Standard Symbols
The four basic symbols used in Standard work
combination tables are
Manual Automatic Walking Waiting
12
HOW TO DISPLAY WORK ON THE STANDARDISED WORK
COMBINATION TABLE
Manual Work
Takt Time
Walk
Automatic Cycle
Wait
13
HOW TO DISPLAY WORK ON THE STANDARDISED WORK
COMBINATION TABLE
14
Part Number / Name 123ABC / Widget LH
STANDARDISED WORK COMBINATION TABLE
Group Leader
Qty / shift 169
Takt Time162
Supervisor
Available time480
Cycle time
Prod/Engineer
Department Machine
TT
TIME
WORK SEQ
OPERATING TIME IN MINUTES
OPERATION
5
15
25
35
45
55
65
75
85
95
105
115
125
135
145
155
10
20
30
40
50
70
80
60
90
100
110
120
130
140
150
160
MAN
AUTO
WALK
1
Select part A
2
Set into M/C 1
3
Start machine
4
Select part B
5
Set into jig
6
Select part C
7
Fit C to B
8
Set C/B to m/c 2
9
Start m/c
10
Remove A from m/c 1
11
Set A to jig
Remove C/B from m/c
12
Screw C/B to A
13
14
Check torque
15
Put in finished bin
Operator Wait time
129
TOTALS
95
125
34
33
15
Phase 2 Converting to a Process-Based Layout
  • Evaluate the Options how to improve the four
    basic element of production
  • Methods
  • Machines
  • Materials
  • People
  • Plan Possible New Layouts
  • Layout in the process steps is the basic
    principle
  • Machines placed close together
  • U or C shape
  • Often Counterclockwise (R/H next to machine)
  • Move the Machines
  • Document the New Operating Procedures
  • Test to Confirm Improvement

16
Phase 3 Continuously Improving the Process
  • Rearranging the layout into a manufacturing cell
    is not really an end point - it is the beginning
    of continuous improvement
  • Look for problems that keeps the process from
    flowing
  • Long cycle times
  • Product defects
  • Long changeover times
  • Equipment failures
  • Shorten Cycle Times

17
Phase 3 Continuously Improving the Process
  • Shorten Changeover Times
  • Single minute exchange of die (SMED) approach
    gives a three stage system for shortening setup
  • Separate Internal and External Setup (can reduce
    setup time by 30-50 )
  • Internal setup refers to setup operations that
    can be done only with the equipment stopped
  • External setup can be done while the machine is
    working
  • Typical activities include
  • Transporting all necessary tools and parts to the
    machine while it is still running the previous
    job
  • Confirming the function of exchangeable parts
    before stopping the machine for changeover
  • Convert Internal Setup to External Setup
  • Standardized functions such as die height to
    eliminate the need for adjustments.
  • Using devises that automatically position the
    parts without measurement

18
Phase 3 Continuously Improving the Process
  • 3. Streamline All Aspects of Setup
  • Using parallel operations, with two or more
    people working simultaneously
  • Using functional clamps instead of nuts and bolts
  • Using numerical setting to eliminate trial and
    error adjustments
  • Eliminate Product Defects
  • Mistake proofing/Zero Quality Control (ZQC)- zero
    defects
  • Reduce Equipment Failure
  • Total Productive Maintenance (TPM) is a
    comprehensive, company-wide approach for reducing
    equipment related losses such as downtime, speed
    reduction, and defects by stabilizing and
    improving equipment conditions.

19
Summary
  • Phase 1 Understanding the Current Conditions
  • Collect Product and Production Data
  • Document Current Layout and Flow
  • Time the Process
  • Calculate Process Capacity and Takt Time
  • Create Standard Work Combination Sheets
  • Phase 2 Converting to a Process-Based Layout
  • Evaluate the Options
  • Plan Possible New Layouts
  • Move the Machines
  • Document the New Operating Procedures
  • Test to Confirm Improvement
  • Phase 3 Continuously Improving the Process
  • Shorten Cycle Times
  • Shorten Changeover Times
  • Eliminate Product Defects
  • Reduce Equipment Failures

20
Lean Manufacturing
Cellular Manufacturing One Piece Flow for
Workteams Chapter 4 Teamwork Tools for Cellular
Manufacturing
21
Chapter 4 Overview
  • Working in Teams
  • Standardizing Workplace Conditions through 5S
  • Using Visual Management for Production Control
    and Safety
  • Performing Autonomous Maintenance Activities
  • Using Activity Boards and One-Point Lessons
  • Summary

22
Working in Teams
  • Success depends on teamwork
  • In a cell, people work together in new ways
  • Several operations are combined in a sequence,
    and the main job of the people working in the
    cell is to maintain a smooth flow through the
    operations
  • Work must be coordinated
  • A group of employees has more creative potential
    and energy than any person working on a problem
    alone

23
Standardizing Workplace Conditions through 5S
  • Cellular manufacturing cannot succeed in a
    workplace that is cluttered, disorganized or
    dirty
  • Establishing basic workplace conditions is
    essential in creating a manufacturing cell
  • The 5S system is a set of five basic principles
    that have names beginning with S
  • Sort
  • Set in Order
  • Shine
  • Standardize
  • Sustain

24
Using Visual Management for Production Control
and Safety
  • Visual management is an important support for
    cellular manufacturing
  • Visual management techniques express information
    in a way that can be understood quickly by
    everyone
  • Sharing information through visual tools helps
    keep production running smoothly and safely
  • One form of visual management in manufacturing
    cells is the andon system
  • Individual machines or assembly stations are
    equipped with call lamps
  • If the machine breaks down or run out of parts,
    the operator or the machine turns on a light to
    call attention

25
Using Visual Management for Production Control
and Safety
  • Visual location indicators help keep order in the
    workplace
  • Lines, labels, and signboards
  • Visual information can also prevent to make
    mistakes
  • Color coding
  • Matching color marks

26
Performing Autonomous Maintenance Activities
  • Activities carried out by shopfloor teams in
    cooperation with maintenance staff
  • Element of Total Productive Maintenance (TPM)
  • Changes old view that operators just run machines
    and maintenance people just fix them
  • Operators learn how to clean the equipment daily
    and how to inspect it for trouble signs as they
    clean
  • Learn the equipment and assist with repairs
  • Team-based activity work with maintenance
    technicians and engineer

27
Using Activity Boards and One-point Lessons
  • Two useful approaches for making information
    public
  • A bulletin board or wall chart
  • Displays information about team activities and
    the results achieved
  • Chart improvement measures such as quality rate,
    On Time Delivery, Overtime, Takt Rate, etc.
  • Helps keeping track of issues to follow up in the
    future
  • A one-point lesson
  • An easy to read poster to teach others about a
    particular problem
  • An improvement example, or
  • Basic knowledge that everyone should have
  • Kept short and focused on one point
  • Often illustrated with photos or drawings

28
Summary
  • Working in Teams
  • Standardizing Workplace Conditions through 5S
  • Using Visual Management for Production Control
    and Safety
  • Performing Autonomous Maintenance Activities
  • Using Activity Boards and One-Point Lessons
About PowerShow.com