Professional Documents
Culture Documents
Beni Asllani
University of Tennessee at Chattanooga
Lecture Outline
w Basic Elements of Lean Production
w Benefits of Lean Production
w Implementing Lean Production
w Lean Services
15-2
Lean Production
w Doing more with less inventory, fewer
workers, less space
w Just-in-time (JIT)
n
w Muda
n
15-3
Waste in Operations
15-4
15-5
15-6
Basic Elements
1.
2.
3.
4.
5.
6.
7.
8.
9.
Flexible resources
Cellular layouts
Pull production system
Kanban production control
Small lot production
Quick setups
Uniform production levels
Total productive
maintenance
Supplier networks
15-7
Flexible Resources
w Multifunctional workers
n
n
w Cycle time
n
w Takt time
n
15-8
Standard Operating
Routine for a Worker
15-9
Cellular Layouts
w Manufacturing cells
n
15-10
15-11
15-12
Pull System
w Material is pulled through the system when
needed
w Reversal of traditional push system where
material is pushed according to a schedule
w Forces cooperation
w Prevent over and underproduction
w While push systems rely on a predetermined
schedule, pull systems rely on customer
requests
Copyright 2006 John Wiley & Sons, Inc.
15-13
Kanbans
w Card which indicates standard quantity
of production
w Derived from two-bin inventory system
w Maintain discipline of pull production
w Authorize production and movement of
goods
15-14
Sample Kanban
15-15
Origin of Kanban
a) Two-bin inventory system
Bin 1
Bin 2
Reorder
card
Q-R
R
Q = order quantity
R = reorder point - demand during lead time
15-16
Types of Kanban
w Production kanban
n
authorizes production of
goods
w Signal kanban
n
w Withdrawal kanban
n
authorizes movement of
goods
w Kanban square
n
w Material kanban
n
w Supplier kanban
n
a triangular kanban
used to signal
production at the
previous workstation
15-18
15-19
15-20
Determining Number of
Kanbans
No. of Kanbans =
dL + S
C
where
N
d
L
S
C
15-21
Determining Number of
Kanbans: Example
d
L
S
C
15-22
Small Lots
w Require less space and capital
investment
w Move processes closer together
w Make quality problems easier to
detect
w Make processes more dependent
on each other
Copyright 2006 John Wiley & Sons, Inc.
15-23
15-24
15-25
w Move time
n
w Waiting time
n
w Setup time
n
15-26
Quick Setups
w Internal setup
n
Can be performed
only when a
process is stopped
w External setup
n
Can be performed
in advance
SMED Principles
n
n
n
15-27
15-28
15-29
15-30
15-31
Mixed-Model Sequencing
15-32
w Poka-yokes
n
w Kaizen
n
a system of continuous
improvement; change for
the good of all
w Jidoka
n
w Andons
n
w Under-capacity
scheduling
n
15-33
Examples of Visual
Control
15-34
Examples of Visual
Control (cont.)
15-35
Examples of Visual
Control (cont.)
15-36
Total Productive
Maintenance (TPM)
w Breakdown maintenance
n
w Preventive maintenance
n
15-37
TPM Requirements
w Design products that can be easily produced
on existing machines
w Design machines for easier operation,
changeover, maintenance
w Train and retrain workers to operate machines
w Purchase machines that maximize productive
potential
w Design preventive maintenance plan spanning
life of machine
Copyright 2006 John Wiley & Sons, Inc.
15-38
5S Scan
Seiri
(sort)
Seiton
(set in order)
Seisou
(shine)
Seiketsu
(standardize)
Shisuke
(sustain)
Goal
Keep only what you
need
A place for
everything and
everything in its
place
Cleaning, and
looking for ways to
keep clean and
organized
Maintaining and
monitoring the first
three categories
Sticking to the rules
Eliminate or Correct
Unneeded equipment, tools, furniture;
unneeded items on walls, bulletins; items
blocking aisles or stacked in corners;
unneeded inventory, supplies, parts; safety
hazards
Items not in their correct places; correct
places not obvious; aisles, workstations, &
equipment locations not indicated; items not
put away immediately after use
Floors, walls, stairs, equipment, & surfaces
not lines, clean; cleaning materials not easily
accessible; labels, signs broken or unclean;
other cleaning problems
Necessary information not visible; standards
not known; checklists missing; quantities and
limits not easily recognizable; items cant be
located within 30 seconds
Number of workers without 5S training;
number of daily 5S inspections not performed;
number of personal items not stored; number
of times job aids not available or up-to-date
15-39
Supplier Networks
w Long-term supplier contracts
w Synchronized production
w Supplier certification
w Mixed loads and frequent deliveries
w Precise delivery schedules
w Standardized, sequenced delivery
w Locating in close proximity to the customer
Copyright 2006 John Wiley & Sons, Inc.
15-40
Benefits of Lean
Production
w Reduced inventory
w Improved quality
w Lower costs
w Reduced space requirements
w Shorter lead time
w Increased productivity
15-41
Benefits of Lean
Production (cont.)
w Greater flexibility
w Better relations with suppliers
w Simplified scheduling and control activities
w Increased capacity
w Better use of human resources
w More product variety
15-42
15-43
Lean Services
w Basic elements of lean
production apply equally to
services
w Most prevalent applications
n
n
n
lean retailing
lean banking
lean health care
15-44
15-45