Lean Manufacturing

Lean Manufacturing Mission Statement

  • Create more customer value with less work by reducing waste
    • customer value is defined as what the customer is willing to pay for

The Elegant Solution

  • “Where a maximum effect is achieved with the smallest and simplest effort”

Visual Control with Shadow Toolboards

Value Stream Mapping

  • Map to identify where there is waste in manufacturing process
  • #1 How much is the customer willing to pay? What is the value of the task?
  • #2 existing/base line
  • #3
  • COST exists only to be reduced
    • value stream - reduce distance between the purchase of the product and manufacture/shipping of it
  • WASTE must be reduced, every day looking for improvements, process improvement, Kaizen Events
  • Lean Mission Statement: To maximize the customer's value of our products and minimize waste by adopting the mindset of working smarter, not harder! We grow (maximize profits & value) by making small process improvements everyday!
  • The 5 Whys

Lean Manufacturing Examples

  • FastCap - woodshop in Bellingham WA

Lean Manufacture - 7 Deadly Wastes

  • The 7 Wastes
    • overproduction - to produce sooner, faster or in greater quantities than the customer demands
    • inventory - raw material, work in progress or finished goods which is not having value added to it
      • excess inventory increases lead times, consumes productive floor space, and delays the identification of problems.
    • waiting - people or parts that wait for a work cycle to be completed
    • motion - unnecessary movement of people, parts, or machines within a process. Jobs with excessive motion should be analyzed and redesigned for improvement.
    • transportation - unnecessary movement of people or parts between processes. Mapping product flows can make the transportation of the product easier to visualize.
    • defects/rework - wrong the first time, repetition or correction of a process
      • Through employee involvement and Continuous Process Improvement (CPI), there is a huge opportunity to reduce defects at many facilities. Every dollar saved in expenses is a direct dollar pass thru to the bottom line profit of an organization.
    • over/inappropriate processing - processing beyond the standard required by the customer
      • Often termed as “using a sledgehammer to crack a nut,” many organizations use expensive high precision equipment where simpler tools would be sufficient. This often results in poor plant layout because preceding or subsequent operations are located far apart. Investing in smaller, more flexible equipment where possible; creating manufacturing cells; and combining steps will greatly reduce the waste of

inappropriate processing.

  • 8th Waste is the wasted potential of people
  • The 7 Wastes in Lean Manufacturing

5 Cs or 5S of Workplace Organization

  • An organized workplace is one that complies with the “30-second rule” - anyone should be able to find anything within 30 seconds by using the 5S system of workplace organization (sort, set in order, shine, standardize, sustain, and safety)
  • 1-sort
  • 2-set in order
  • 3-shine
  • 4-standardize: tasks are organized in the best sequence to ensure products are being made the best way every time. Standardized work procedures bring consistency and better quality to the workplace. Procedures should be documented and given to anyone in charge of completing the task.
  • 5-sustain
  • 6-safety
  • Emphasis on removal of what is not used and employment of shadow boards, signs, area boundaries, labels, and more
  • 5 Cs of Workplace Organization
  • 5S Explanation

How is technology changing process improvement

  • Technology such as g-codes are helping improve the time is takes to machine a part.

The Toyota Way

  • 14 Philosphies of the Toyota Production System
  • 01-Have a long term goal
    • Base your management decisions on a long-term philosophy, even at the expense of short-term goals
    • “The most important factors for success are patience, a focus on long-term results, and an unforgiving commitment to quality” (Robert B. McCurry, former Executive VP at Toyota Motor Sales)
  • 02-Create Transparent process flow
    • Strive to cut back on the amount of time the work is sitting idle or waiting for someone to work on it
  • 03-Use 'customer' demand-pull
    • make only what the customer wants just when the customer wants it
    • The more inventory a company has, the less likely they will have what they need
  • 04-Create balanced flow
    • Creating flow and leveling out the workload (heijunka) will reduce the overburden of people and equipment by eliminating the unevenness in the work schedule
  • 05-Define value
    • build a culture of getting quality right the first time
  • 06-Encourage standardized work
    • Stable, repeatable processes maintain predictability, regular timing, and regular output. It is the foundation for flow and pull
  • 07-use visual control
    • Design simple visual systems at the place where work is done, to support flow and pull.
    • “Mr. Ohno was passionate about TPS. He said you must clean up everything so you can see problems. He would complain if he could not look and see and tell if there was a problem. (Fujio Cho, President, Toyota Motor Corporation)
  • 08-Create the right process
    • Use only reliable, thoroughly tested technology that serves your people and processes.
    • Use technology to support people. Often it is best to work out a process manually before adding technology to support the process.
  • 09-Develop your people and partners
    • Grow leaders from within
    • Good leader must understand the daily work in great detail so can be the best teacher
  • 10-Teach company values
    • Develop exceptional people and teams who follow your company's philosophy
  • 11-Respect your partners
    • Respect your extended network of partners and suppliers by challenging them and helping them improve
  • 12-Learn to see the waste
    • Go and see for yourself to thoroughly understand the situation
  • 13-Thoroughly consider options
    • Make decisions slowly by consensus, thoroughly considering all options; implementing decisions rapidly
  • 14-Become a learning organization
    • become a learning organization through relentless reflection and continuous improvement

Push vs Pull (KanBan)

  • Push vs Pull Manufacturing

Agile vs Lean

  • Agile vs Lean

5 Whys

  • Used to determine the cause-and-effect relationship of a problem
  • “The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question 'Why?'” (wikipedia - 5 Whys)

Lean Manufacturing Books

  • The Toyota Way by Jeffrey Liker
    • ordered on audible
  • The Machine That Changed the World: The Story of Lean Production by James P. Womack
  • Six Sigma Training
  • Self-Help by Samuel Smiles, 1859
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