lean enterprise across discipline (LEAD) Tools

1LEADToolsOverview2ValueStreamMappingBusinessVSMPlantVSMProcessVSMProductionlineVSM3ValueStreamMappingChoosetherighttools,intherightsequenceMaketheimprovementsthatreallyimprovethekeymetricsintheprocessesInfluencethebusinessfinancials4ValueStreamMap-CurrentStateProduction2Production4CycleTimeSecsOutsideSourceCustomerProduction1Production3Production5SecsSecsSecsCycleTimeSecsCycleTimeSecsShippingCycleTimeSecsCycleTimeSecsSecsSecsSecsWeeklyProductionOrdersCutCoversPcsCutBoxesPcsFoldedBoxesPcsFoldedCoversPcsFinishedGoodsPcsA10A20A30A40A50A60DemandPcs/week1Frequency/WksCycleTimeSecsSecsA90FirsttimeyieldPPMMRPPlanningERPRawCoverPcsRawBoxesPcsSecsRejectsPPMDeliveryPerformance%Efficiency%Efficiency%Efficiency%Efficiency%Efficiency%Efficiency%Availability%Availability%Availability%Availability%Availability%Availability%SecsSecsC/OTimeSecsC/OTimeSecsC/OTimeSecsC/OTimeSecsC/OTimeSecsBatchSizeUnitBatchSizeUnitBatchSizeUnitBatchSizeUnitBatchSizeUnitOrderQTYUnitsFrequencyPerWeekOrderForm5InventoryistheinsurancepremiumwepayforinsufficientcontrolledprocessesImprovetheprocesses:takethewasteoutimproveefficiencyreducecostsImprovetheflow,reducethroughputtimegeneratecashreducecostsimproveflexibilityreducerisks61.SORT—Determinewhatisnecessaryandeliminateunnecessaryitems2.Straighten—Provideaconvenient,safeandorderlyplaceforeverythingandkeepitthere3.Scrub—Monitorandrestoretheconditionoftheareaduringcleaning4.Systemize—Setthestandard,trainandmaintain5.Standardize—Developthehabitofroutinemaintenanceandstriveforfurtherimprovement5S7MudaWalkManagement&OperatorsInvitepeoplefromotherarea’sMonthlyUsechecklistsToolforsustainabilityContinuousImprovement8TPMTPM–TotalProductiveMaintenanceisasystem/methodologythatenableanymanufacturingplanttodramaticallyimprovetheproductivityofit’sequipmentandprocessesthroughemployeeinvolvement.9OverallEquipmentEffectiveness8hours*60=480minutesAvailabilityPerformanceBreaksPrev.MaintBreakdownsChangeoversReducedspeedQualityDefectsReworkO.E.E.=Availability*Performance*Quality==85%*90%*92%=70%10SingleMinuteExchangeofDiesTheProcess:PreliminaryStage–Observeandrecord.Stage1–Separateinternalandexternalactivities.Stage2–Convertinternalactivitiestoexternalactivities.Stage3–Streamlineallactivities.Stage4–Documentinternalandexternalprocedures.11WhyImproveChangeoverTime?TolevelproductionflowandoutputToimproveflexibility(forthecustomer)ToeliminatewasteIfyoucutchangeovertimefrom20minutesto10minutesyoucaneitherdotwiceasmanychangeovers(makemoreproductsinthe10minutes)12Qualityissues1.Findtherootcause,understandtheproblemParetoFishbonediagram5times“why”BrainstormingForcefieldfunctionsAffinitydiagramHistogramsScatterdiagramsProcessmapping13Qualityissues2.Solvetheproblem.Problemavoidance:1.DFM/DFA2.PokayokeProblemsolving:3.Inlinetest4.Endoflinetest14ImproveEquipmentLEADeventsBrainstormingUsetheknowledgeandexperienceoftheemployeesinthegemba15StandardworkImproveworkinstructionsMakesurethisisthestandard16Processimprovementsinthegame1.5S2.SMEDprocess1and23.ProductDesignprocess24.TPMprocess3and45.Standardworkprocess56.Equipmentprocess57.ImprovementLayOut17InventoryistheinsurancepremiumwepayforinsufficientcontrolledprocessesImprovetheprocesses:takethewasteoutimproveefficiencyreducecostsImprovetheflow,reducethroughputtimegeneratecashreducecostsimproveflexibilityreducerisks18JUSTINTIME(JIT)19Managementphilosophyofcontinuousandforcedproblemsolving(forcedbydrivinginventoryoutoftheproductionsystem)Suppliesandcomponentsare‘pulled’throughsystemtoarrivewheretheyareneededwhentheyareneeded.WhatisJust-in-Time?Goal:Achievetheminimallevelofresourcesrequiredtoaddthenecessaryvalueintheproductionsystem.20JITConsistsof:ContinuousflowprocessingTakttimeproductionThepullsystem21Multiple-machinesMudaMudaMultipleProcess(StraightLine)(U-shapedLine)MudaWIPWIPFromMudaofMultipleMachinestoMultipleProcessFlow22TaktTimeDEFINITION:“Heartbeat”ofthemanufacturingprocess.Howoftenweneedtomakeonecompleteparttomeetthecustomerrequirements.23TotalAvailableTime*TAKTTIME=TotalCustomerDemand•Allowancesforbreaks,meetingsandcleaningaredeductedfromthisfigureTaktTime24AvailabletimeweekNumberofpartssold1shift=8hoursX60mn/hr.=480mnbreaks&lunch=60mn/shift480mn-60mn=420mnAVAILABLETIMETAKTTime=5shiftsx420mnx60s4200partssold126000s4200partsExample:TAKTTime=TAKTTime=CALCULATINGTAKTTIME=30s/part25Totalmanualprocessingtime(StandardTime/Unit):Sumoftheindividualcycletimesdonebyeachoperatortomakeoneproduct(Op.A+Op.B+Op.C+Op.D+Op.E)Numberofoperatorsneeded:StandardTime/UnitTaktTimeTAKTTIMECalculatingthenumberofoperators26TAKTTIMEExampleOperatorA=24secsOperatorB=28secsOperatorC=15secsOperatorD=39secsOperatorE=24secsOperatorF=15secsTotal=145secsStandardTime/Unit:145sTaktTime:30s/partNumberofOperators:145or5operators3027LineBalanceAnalysisUsingTaktTime0102030ABCDEF242815392415Problem:WorkloadisnotbalancedandexceedstakttimeforOperatorDTT=30280102030ABCDEFGoalistogeteachoperatorsworkasclosetotakttimeTT=303028302730LineBalanceAnalysisUsingTaktTime29PullSyst