Principles of Lean Manufacturing with Live Simulation - PowerPoint PPT Presentation

Loading...

PPT – Principles of Lean Manufacturing with Live Simulation PowerPoint presentation | free to view - id: 6a2db-YjRhZ



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Principles of Lean Manufacturing with Live Simulation

Description:

... Africa, a gazelle wakes up. ... must outrun the slowest gazelle or it will starve to ... whether you are a lion or a gazelle when the sun comes up, you had ... – PowerPoint PPT presentation

Number of Views:1700
Avg rating:3.0/5.0
Slides: 97
Provided by: doug226
Category:

less

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

Title: Principles of Lean Manufacturing with Live Simulation


1
Principles of Lean Manufacturing with Live
Simulation
2
Course Agenda
  • Welcome
  • Introduction to Simulation
  • Round 1 of Simulation
  • Introduction to Lean Manufacturing
  • Standardized Work, 5S System, Visual Controls,
    and Plant Layout
  • Round 2 of Simulation
  • Teams, Quick Changeover, Batch Reduction, POUS,
    and Quality at the Source
  • Round 3 of Simulation
  • Pull/Kanban, Cellular Flow, and TPM
  • Round 4 of Simulation
  • Implementation
  • Course Evaluation

3
360vu Lean Web Sites
  • http//www.360vu.com
  • For firms
  • http//www.360vu.net
  • For MEP centers only

4
Recommended Readings
  • Lean Thinking by Jim Womack
  • Becoming Lean by Jeffrey Liker
  • The Machine That Changed the World by Jim Womack
    and Daniel T. Jones
  • The Goal by Eli Goldratt
  • World Class Manufacturing The Next Decade by
    Richard Schonberger
  • Others can be found on the Lean website

5
Course Agenda
  • Welcome
  • Introduction to Simulation
  • Round 1 of Simulation
  • Introduction to Lean Manufacturing
  • Standardized Work, 5S System, Visual Controls,
    and Plant Layout
  • Round 2 of Simulation
  • Teams, Quick Changeover, Batch Reduction, POUS,
    and Quality at the Source
  • Round 3 of Simulation
  • Pull/Kanban, Cellular Flow, and TPM
  • Round 4 of Simulation
  • Implementation
  • Course Evaluation

6
Orientation
Orientation
to Buzz Electronics Enterprises (BEE)
7
Product Catalog
Buzz Electronics Enterprises
8
Buzz Electronics Enterprises
The Blue Avenger
9
Buzz Electronics Enterprises
The Red Devil
10
BEE
The Bottom Line
The Blue Avenger
Sells for 20
Materials cost 5.00
The Red Devil
Sells for 30
Materials cost 7.50
11
Production Process Orientation
BEE
  • Sales Representative Processes Customer Order
  • Production Scheduler Generates Factory Order
    from forecast
  • Kitter(s) Organizes raw materials for Factory
    Orders
  • Material Handler Moves product between ALL
    workstations
  • Spring Assembler Inserts Springs
  • Resistor Assembler Inserts Resistors
  • LED Assembler Inserts LEDs
  • Diode Assembler Inserts Diodes

Assembly
  • Inspector Conducts functional tests
  • Reworker Repairs failed boards
  • Warehouse/Ship Clerk Matches boards to Customer
    Orders
  • Instruction Crib Attendant Controls work
    instructions
  • Production Supervisor Supervises production
  • Industrial Engineer Monitors production process
  • Trucker Ships products to the customer

12
Production Facility Orientation
BEE
Sales Office
Production Control
Kitting Area
Shipping Dock
Finished Goods Whse.
Rework Area
WIP Storage
Diode Assembly
Inspection Area
LED Assembly
Resistor Assembly
Spring Assembly
13
Circuit Board Orientation
BEE
Blue and Red Boards
A
B
C
D
E
1
2
3
4
5
EXAMPLE 1) Insert spring into C3
14
Product Components Orientation
BEE
Springs
Resistors
Diodes
LEDs
15
Product Routing
BEE
Blue
LED
Springs
Resistor
Diodes
x1
x5
x1
x2
Red
Springs
x5
16
BEE
Circuit Board Assembly Example
Red Devil
A
B
C
D
E
1
2
3
4
5
17
Production Batching
BEE
The Blue Avenger
6 per batch
4 per batch
The Red Devil
18
BEE
Production Scheduling Process
Shipments to customers
Customer order forms
Customer orders (demand)
Factory order forms
Finished Goods Warehouse
Production forecast
19
Customer Service Targets
BEE
Promised shipments to customers
Promised shipments to customers
4 minutes after order
5 minutes after order
All orders are filled first-in, first-out (FIFO)
20
Buzz Electronics Enterprises
Company Policies
  • All shifts are 20 minutes
  • Keep busy at all times
  • Yell if you need parts
  • Handle all parts first-in, first-out (FIFO)
  • Only the material handler can move parts
  • Stay at your workstation
  • The boss is always right!

21
Course Agenda
  • Welcome
  • Introduction to Simulation
  • Round 1 of Simulation
  • Introduction to Lean Manufacturing
  • Standardized Work, 5S System, Visual Controls,
    and Plant Layout
  • Round 2 of Simulation
  • Teams, Quick Changeover, Batch Reduction, POUS,
    and Quality at the Source
  • Round 3 of Simulation
  • Pull/Kanban, Cellular Flow, and TPM
  • Round 4 of Simulation
  • Implementation
  • Course Evaluation

22
Round One Buzz Electronics
  • Buzz Electronics is a traditional manufacturing
    company.

23
Round One Debrief
  • Discuss results
  • Discuss the process
  • Lessons learned
  • Relationship to real world
  • What if scenarios
  • Continuous improvement

24
Course Agenda
  • Welcome
  • Introduction to Simulation
  • Round 1 of Simulation
  • Introduction to Lean Manufacturing
  • Standardized Work, 5S System, Visual Controls,
    and Plant Layout
  • Round 2 of Simulation
  • Teams, Quick Changeover, Batch Reduction, POUS,
    and Quality at the Source
  • Round 3 of Simulation
  • Pull/Kanban, Cellular Flow, and TPM
  • Round 4 of Simulation
  • Implementation
  • Course Evaluation

25
Mass Production
Material
Diodes
LEDs
Springs
Shipping Warehouse
ReceivingWarehouse
Storage
Repair
Kitting
Testing
Ship
Value-Added Time Minutes Time in Plant Weeks
ORDER
CASH
26
History of Manufacturing
People
Product
Work Environment
27
Reduced Lead Time
  • One of the most noteworthy accomplishments in
    keeping the price of Ford products low is the
    gradual shortening of the production cycle. The
    longer an article is in the process of
    manufacture and the more it is moved about, the
    greater is its ultimate cost.
  • Henry Ford, 1926

28
Lean Is Market Driven
  • Every morning in Africa, a gazelle wakes up. It
    knows it must run faster than the fastest lion or
    it will be killed. Every morning a lion wakes
    up. It knows it must outrun the slowest gazelle
    or it will starve to death.

It doesnt matter whether you are a lion or a
gazelle when the sun comes up, you had better
be running.
29
Defining Lean
  • Lean is
  • A systematic approach to identifying and
    eliminating waste (non-value-added activities)
    through continuous improvement by flowing the
    product at the pull of the customer in pursuit of
    perfection.
  • The MEP Lean Network

30
Definition of Value-Added
  • Value-Added
  • Any activity that increases the market form or
    function of the product or service. (These are
    things the customer is willing to pay for.)
  • Non-Value-Added
  • Any activity that does not add market form or
    function or is not necessary. (These activities
    should be eliminated, simplified, reduced, or
    integrated.)

31
Lean Eliminating Waste
Value-Added
  • Non-Value-Added
  • Overproduction
  • Waiting
  • Transportation
  • Non-value-added processing
  • Excess inventory
  • Defects
  • Excess motion
  • Underutilized people

Typically 95 of all lead time is non-value-added.
32
Brainstorm Wastes
  • What wastes were apparent in Buzz Electronics?

33
Eight Wastes
Overproduction
motion
Inventory
Transportation
Waiting
defects
Underutilized People
Non-Value-Added Processing
34
Overproduction
  • Making more than is required by the next process
  • Making earlier than is required by the next
    process
  • Making faster than is required by the next
    process
  • Causes of overproduction
  • Just-in-case logic
  • Misuse of automation
  • Long process setup
  • Unlevel scheduling
  • Unbalanced workload
  • Over engineered
  • Redundant inspections

35
Inventory Waste
  • Any supply in excess of a one-piece flow through
    your manufacturing process
  • Causes of excess inventory
  • Need for buffer against inefficiencies and
    unexpected problems
  • Product complexity
  • Unleveled scheduling
  • Poor market forecast
  • Unbalanced workload
  • Misunderstood communications
  • Reward system
  • Unreliable shipments by suppliers

36
Defects
  • Inspection and repair of material in inventory
  • Causes of defects
  • Weak process control
  • Poor quality
  • Unbalanced inventory level
  • Deficient planned maintenance
  • Inadequate education, training, or work
    instructions
  • Product design
  • Customer needs not understood

37
Processing Waste
  • Effort that adds no value to the product or
    service from the customers viewpoint
  • Causes of processing waste
  • Product changes without process changes
  • Just-in-case logic
  • True customer requirements not clearly defined
  • Over-processing to accommodate downtime
  • Lack of communication
  • Redundant approvals
  • Extra copies or excessive information

38
Waiting Waste
  • Idle time created when waiting for?
  • Causes of waiting waste
  • Unbalanced workload
  • Unplanned maintenance
  • Long process setup times
  • Misuses of automation
  • Upstream quality problems
  • Unlevel scheduling

39
People Waste
  • The waste of not using peoples mental, creative,
    and physical abilities
  • Causes of people waste
  • Old guard thinking, politics, the business
    culture
  • Poor hiring practices
  • Low or no investment in training
  • Low pay, high turnover strategy

40
Motion Waste
  • Any movement of people or machines that does not
    add value to the product or service
  • Causes of motion waste
  • Poor people or machine effectiveness
  • Inconsistent work methods
  • Unfavorable facility or cell layout
  • Poor workplace organization and housekeeping
  • Extra busy movements while waiting

41
Waste of Transportation
  • Transporting parts and materials around the plant
  • Causes of transportation waste
  • Poor plant layout
  • Poor understanding of the process flow for
    production
  • Large batch sizes, long lead times, and large
    storage areas

42
Lean Building Blocks
Continuous Improvement
Cellular/Flow
Pull/Kanban
TPM
Quick Changeover
Quality at Source
POUS
Standardized Work
Batch Reduction
Teams
Value Stream Mapping
5S System
Visual
Plant Layout
43
Course Agenda
  • Welcome
  • Introduction to Simulation
  • Round 1 of Simulation
  • Introduction to Lean Manufacturing
  • Standardized Work, 5S System, Visual Controls,
    and Plant Layout
  • Round 2 of Simulation
  • Teams, Quick Changeover, Batch Reduction, POUS,
    and Quality at the Source
  • Round 3 of Simulation
  • Pull/Kanban, Cellular Flow, and TPM
  • Round 4 of Simulation
  • Implementation
  • Course Evaluation

44
Round Two Company Instruction
  • Learn how to implement new Lean techniques
  • Standardized Work
  • 5S System
  • Visual Controls
  • Plant Layout

45
Standardized Work
  • Operations safely carried out with all tasks
    organized in the best known sequence, and using
    the most effective combination of these
    resources
  • People
  • Materials
  • Methods
  • Machines

46
Work Place Organization
  • A safe, clean, neat arrangement of the workplace
    provides a specific location for everything, and
    eliminates anything not required.

47
Elements of a 5S Program
  • Sort Perform Sort Through and Sort Out, by
    placing a red tag on all unneeded items and
    moving them to a temporary holding area. Within
    a predetermined time the red tag items are
    disposed, sold, moved or given away. When in
    doubt, throw it out!
  • Set in Order Identify the best location for
    remaining items, relocate out of place items, set
    inventory limits, and install temporary location
    indicators.
  • Shine Clean everything, inside and out.
    Continue to inspect items by cleaning them and to
    prevent dirt, grime, and contamination from
    occurring.
  • Standardize Create the rules for maintaining
    and controlling the first three Ss and use
    visual controls.
  • Sustain Ensure adherence to the 5S standards
    through communication, training, and
    self-discipline.

48
Visual Controls
  • Simple signals that provide an immediate
    understanding of a situation or condition. They
    are efficient, self-regulating, and
    worker-managed.
  • Examples
  • Kanban cards
  • Color-coded dies, tools, pallets
  • Lines on the floor to delineate storage areas,
    walkways, work areas, etc.
  • Andon lights

49
Plant Layout
Raw Stock
QC
Rec.
Ship
ScrewMachine
Shear
QC
Stamp
Assembly
Brake
Mill
Lathe
Drill
Finish
Weld
Grind
Parts Stock
50
Course Agenda
  • Welcome
  • Introduction to Simulation
  • Round 1 of Simulation
  • Introduction to Lean Manufacturing
  • Standardized Work, 5S System, Visual Controls,
    and Plant Layout
  • Round 2 of Simulation
  • Teams, Quick Changeover, Batch Reduction, POUS,
    and Quality at the Source
  • Round 3 of Simulation
  • Pull/Kanban, Cellular Flow, and TPM
  • Round 4 of Simulation
  • Implementation
  • Course Evaluation

51
Round Two Buzz Electronics
  • Buzz Electronics begins its Lean Transformation.
  • Changes in the organization
  • Standardized Work
  • 5S System
  • Visual Controls
  • Plant Layout

52
Round Two Debrief
  • Discuss results
  • Discuss the process
  • Lessons learned
  • Relationship to real world
  • What if scenarios
  • Continuous improvement

53
Lean Building Blocks
Standardized Work
5S System
Visual
Plant Layout
54
Course Agenda
  • Welcome
  • Introduction to Simulation
  • Round 1 of Simulation
  • Introduction to Lean Manufacturing
  • Standardized Work, 5S System, Visual Controls,
    and Plant Layout
  • Round 2 of Simulation
  • Teams, Quick Changeover, Batch Reduction, POUS,
    and Quality at the Source
  • Round 3 of Simulation
  • Pull/Kanban, Cellular Flow, and TPM
  • Round 4 of Simulation
  • Implementation
  • Course Evaluation

55
Round Three Company Instruction
  • Learn to implement more new Lean techniques
  • Teams
  • Quick Changeover
  • Batch Reduction
  • Point Of Use Storage (POUS)
  • Quality at the Source

56
Lean Workforce Practices
  • Teams
  • With rotation of highly specified jobs
  • Cross-trained and multi-skilled employees
  • Who can work many operations within a cell and
    operations in different cells
  • Continuous improvement philosophy
  • Process quality, not inspection
  • Use of participatory decision-making
  • Quality Control Circles, team-based
    problem-solving, suggestion systems, etc.

57
Quick Changeover
  • Definition The time between the last good piece
    off the current run and the first good piece off
    the next run.
  • Before Shigeo Shingos Single Minute Exchange of
    Die (SMED) improvements, basic setup tasks and
    related time breakdowns

Percent of time of changeover
Preparation, after-process adjustment, checking,
storing, and moving materials, parts, and tools
30
Removing and mounting of parts and tools
50
Machine measurements, settings, and calibrations
5
15
Trial runs and adjustments
58
Impact of Batch Size Reduction
Batch and Queue Processing
Process C
Process A
Process B
10 min.
10 min.
10 min.
30 min. for total order, 21 min. for first piece
Continuous Flow Processing
Process B
Process A
Process C
12 min. for total order, 3 min. for first part
59
Batch Size Reduction
  • The best batch size is one piece flow, or make
    one and move one!

60
Point Of Use Storage (POUS)
  • Raw material is stored at workstation where used
  • Works best if vendor relationship permits
    frequent, on-time, small shipments
  • Simplifies physical inventory tracking, storage,
    and handling

61
Quality at the Source
  • Source Inspection Operators must be certain that
    the product they are passing to the next work
    station is of acceptable quality.
  • Operators must be given the means to perform
    inspection at the source, before they pass it
    along.
  • Samples or established standards are visible
    tools that can be used in the cell for such
    purposes.
  • Process documentation defining quality inspection
    requirements for each work station may need to be
    developed.

62
Course Agenda
  • Welcome
  • Introduction to Simulation
  • Round 1 of Simulation
  • Introduction to Lean Manufacturing
  • Standardized Work, 5S System, Visual Controls,
    and Plant Layout
  • Round 2 of Simulation
  • Teams, Quick Changeover, Batch Reduction, POUS,
    and Quality at the Source
  • Round 3 of Simulation
  • Pull/Kanban, Cellular Flow, and TPM
  • Round 4 of Simulation
  • Implementation
  • Course Evaluation

63
Round Three Buzz Electronics
  • Buzz Electronics continues its Lean
    Transformation.
  • More changes in the organization
  • Teams
  • Quick Changeover
  • Batch Size Reduction
  • Point Of Use Storage (POUS)
  • Quality at the Source

64
Round Three Debrief
  • Discuss results
  • Discuss the process
  • Lessons learned
  • Relationship to real world
  • What if scenarios
  • Continuous improvement

65
Lean Building Blocks
Cellular/Flow
Pull/Kanban
TPM
Quick Changeover
Quality at Source
POUS
Standardized Work
Batch Reduction
Teams
5S System
Visual
Plant Layout
66
Course Agenda
  • Welcome
  • Introduction to Simulation
  • Round 1 of Simulation
  • Introduction to Lean Manufacturing
  • Standardized Work, 5S System, Visual Controls,
    and Plant Layout
  • Round 2 of Simulation
  • Teams, Quick Changeover, Batch Reduction, POUS,
    and Quality at the Source
  • Round 3 of Simulation
  • Pull/Kanban, Cellular Flow, and TPM
  • Round 4 of Simulation
  • Implementation
  • Course Evaluation

67
Round Four Company Instruction
  • Learn to implement more new Lean techniques
  • Pull / Kanban
  • Cellular / Flow
  • Total Productive Maintenance (TPM)

68
Push versus Pull Systems
  • Push System
  • Resources are provided to the consumer based on
    forecasts or schedules
  • Pull System
  • A method of controlling the flow of resources by
    replacing only what has been consumed

69
Pull System
  • Pull System is a flexible and simple method of
    controlling or balancing the flow of resources
  • Eliminating waste of handling, storage,
    expediting, obsolescence, repair, rework,
    facilities, equipment, excess inventory
    (work-in-process and finished)
  • Pull System consists of
  • Production based on actual consumption
  • Small lots
  • Low inventories
  • Management by sight
  • Better communication

70
Pull System Flow Diagram
Supplier
Customer
Fin. Goods
Raw Matl.
Process B
Process A
Process C
Information Flow
Part Flow
Kanban Locations
71
Cellular Manufacturing
  • Linking of manual and machine operations into the
    most efficient combination to maximize
    value-added content while minimizing waste.

Punch
De-burr
Cut to size
Form
Package
Sand
72
Refining the Cell Five Step Process
  • Group products
  • Measure demands establish Takt time
  • Review work sequence
  • Combine work in balance process
  • Design cell layout

73
Step 1 Group Products
Processing Steps
Product
Products with similar processing requirements
are grouped into product families
74
Step 2 Establish Takt Time
  • Takt Time Demand Rate
  • Takt Time (Work Time Available Number of
    Units Sold)
  • Takt Time (1200 seconds 115 boards) 10.4
    sec/board
  • Cycle Time Takt Time Minimum Number of People
  • Goal Produce to Demand

75
Step 3 Review Work Sequence
  • Observe sequence of tasks each worker performs
  • Break operations into observable elements
  • Identify value-added versus non-value-added (NVA)
    elements and minimize NVA
  • Study machine capacity, cycle times and
    changeover times

76
Step 4 Combine Work to Balance Process
Unbalanced Line
Balanced Line
Seconds
Seconds
Operations
Operations
Takt Time 10 seconds
77
Step 5 Design and Construct Cell
  • Design goals
  • Flexible layout
  • Lot size 1
  • Point of Use Storage (POUS)
  • Visual management
  • Mixed models
  • Simplify flow
  • Integrate process operations
  • Materials flow one way
  • Minimize materials handling
  • Concentrate on value-added motion
  • Establish material replenishment procedure
  • Make use of people 100
  • Promote visibility and flexibility
  • Operators stand for flexibility

78
Transition to Flexibility
Traditional
Optimal
Assembly Line
79
Total Productive Maintenance (TPM)
  • Systematic approach to the elimination of the six
    major equipment losses
  • Setup and adjustment
  • Breakdowns
  • Idling and minor stoppages
  • Reduced speed
  • Startup
  • Defects and rework
  • Enlisting the participation of all employees to
    create an environment that fosters improvement
    efforts in safety, quality, cost, delivery, and
    creativity
  • Charting or analyzing equipment performance to
    identify root cause of problems, and implementing
    sustainable improvements

80
Course Agenda
  • Welcome
  • Introduction to Simulation
  • Round 1 of Simulation
  • Introduction to Lean Manufacturing
  • Standardized Work, 5S System, Visual Controls,
    and Plant Layout
  • Round 2 of Simulation
  • Teams, Quick Changeover, Batch Reduction, POUS,
    and Quality at the Source
  • Round 3 of Simulation
  • Pull/Kanban, Cellular Flow, and TPM
  • Round 4 of Simulation
  • Implementation
  • Course Evaluation

81
Round Four Buzz Electronics
  • Buzz Electronics continues its Lean
    Transformation.
  • Changes in the organization
  • Pull / Kanban
  • Cellular / Flow
  • Total Productive Maintenance (TPM)

82
Round Four Debrief
  • Discuss results
  • Discuss the process
  • Lessons learned
  • Relationship to real world
  • What if scenarios
  • Continuous improvement

83
Lean Building Blocks
Cellular/Flow
Pull/Kanban
TPM
Quick Changeover
Quality at Source
POUS
Standardized Work
Batch Reduction
Teams
5S System
Visual
Plant Layout
84
Course Agenda
  • Welcome
  • Introduction to Simulation
  • Round 1 of Simulation
  • Introduction to Lean Manufacturing
  • Standardized Work, 5S System, Visual Controls,
    and Plant Layout
  • Round 2 of Simulation
  • Teams, Quick Changeover, Batch Reduction, POUS,
    and Quality at the Source
  • Round 3 of Simulation
  • Pull/Kanban, Cellular Flow, and TPM
  • Round 4 of Simulation
  • Implementation
  • Course Evaluation

85
Continuous Improvement
  • Old Adage
  • If you always do what you always did, youll
    always get what you always got.
  • Competitive Corollary
  • If the other guy gets better, youre going to
    get less.

86
Lean Building Blocks
Continuous Improvement
Cellular/Flow
Pull/Kanban
TPM
Quick Changeover
Quality at Source
POUS
Standardized Work
Batch Reduction
Teams
5S System
Visual
Plant Layout
87
Barriers to Improvement
  • If we all know we need to improve, the question
    becomes why dont we?

88
Keys to Success
  • Prepare and motivate people
  • Widespread orientation to Continuous Improvement
    and quality, train and recruit workers with
    appropriate skills
  • Create common understanding of need to change to
    Lean
  • Involve employees
  • Push decision-making and system development down
    to the lowest levels
  • Train and truly empower people
  • Share information and manage expectations
  • Identify and empower champions, particularly
    operations managers
  • Remove roadblocks (i.e., people, layout, systems)
  • Make system both directive yet empowering

89
Keys to Success (continued)
  • Execute pilot projects prior to rolling out
    culture across organization (e.g., model lines,
    kaizen blitzes) after early wins in operations,
    extend across entire organization
  • Foster an atmosphere of experimentation
  • Willingness to take risks (safety nets)
  • Patience, tolerance of mistakes, etc.
  • Install enlightened and realistic performance
    measurement, evaluation, and reward systems
  • Do away with rigid performance goals during
    implementation
  • Measure results, not number of activities or
    events
  • Tie long-term improvements to key macro-level
    performance targets (e.g., inventory turns,
    quality, delivery, overall cost reductions)

90
Implementation Success Factors
  • Unyielding leadership
  • Strategic vision, based on Lean Enterprise as
    part of company strategy
  • Observation of outside successes and failures
  • Ability to question everything
  • Deep commitment to excellence

91
Benefits of Lean
Percentage of Benefits Achieved
0 25 50 75 100
Lead Time Reduction
Productivity Increase
WIP Reduction
Quality Improvement
Space Utilization
92
Typical Objections
  • How should you deal with these objections to
    Lean?
  • It takes too much discipline.
  • It takes too long to implement.
  • My process is too complex, I have to deal with
    too many uncontrollable variables, like late
    supplier shipments, sick people, etc.
  • My process requires a large batch size.
  • It doesnt make sense in my industry.
  • Its unclear to me how Lean will work with my
    MRP system.

93
Getting Started Value Stream Mapping
  • A simple, visual approach to
  • Focusing on a product family
  • Creating a clear picture of current material and
    information flow associated with that product
    family
  • Identifying Lean tools and techniques that can
    improve flow and eliminate waste
  • Incorporating those ideas in a new picture of how
    material and information should flow for that
    product group
  • Creating an action plan that makes the new
    picture a reality for that product family

94
Lean Building Blocks
Continuous Improvement
Cellular/Flow
Pull/Kanban
TPM
Quick Changeover
Quality at Source
POUS
Standardized Work
Batch Reduction
Teams
Value Stream Mapping
5S System
Visual
Plant Layout
95
Conclusion
  • Lean
  • Simple and visual
  • Demand driven
  • Inventory as needed
  • Reduce non-value-added
  • Small lot size
  • Minimal lead time
  • Quality built
  • Value stream managers
  • Traditional
  • Complex
  • Forecast driven
  • Excessive inventory
  • Speed up value-added work
  • Batch production
  • Long lead time
  • Inspected-in
  • Functional departments

96
Thank You.
About PowerShow.com