Lean Manufacturing Toolbox Tim Conway tconway@mnasq.org 13 - - PDF document

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Lean Manufacturing Toolbox Tim Conway tconway@mnasq.org 13 - - PDF document

Lean Manufacturing Toolbox Tim Conway tconway@mnasq.org 13 November, 2018 Are You A Lean Practitioner? Do you Have a drop zone for your keys, wallet, purse, etc.? Organize your kitchen silverware by type and size? Have a set


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Lean Manufacturing Toolbox

Tim Conway tconway@mnasq.org 13 November, 2018

Lean Manufacturing Toolbox 2 Tim Conway

Are You A Lean Practitioner?

Do you…

  • Have a drop zone for your keys, wallet, purse, etc.?
  • Organize your kitchen silverware by type and size?
  • Have a set location for your garage shop tools?
  • Set out your work clothes the night before?
  • Wash your car windshield while the gas is pumping?
  • Prefer roundabouts over stop lights for low-volume intersections?

If you strive to be efficient and organized then you’re a lean practitioner

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Agenda

This workshop covers the following topics:

  • Lean Manufacturing Concepts
  • Lean Tools

Desired outcomes; upon completion of this presentation, you will be able to:

  • Define the concept of a Value Stream
  • Define Value-Added, Non-Value-Added and Incidental activities
  • Define 7 types of wastes
  • Discuss 4 strategies to remove waste
  • Describe the usage of several lean tools

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Lean Manufacturing Concepts

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Lean Manufacturing

Lean Manufacturing is derived from the Toyota Production System (TPS) Objective:

  • Create maximum value for the customer by continual

focus on elimination of waste

Areas of focus:

  • Improve the flow of work to expose waste and quality

problems

  • Eliminate waste

“The Machine that Changed the World” MIT researchers coined the term “lean manufacturing” in this 1990 book to describe the Toyota Production System

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Lean Focus: Value Stream

Value Stream is the set of key actions required to create and deliver a product

  • r service to the customer.

Everything not in the value stream is potential waste

“Whenever there is a product (or service) for a customer, there is a value stream. The challenge lies in seeing it.”

Suppliers Fab Processing Customers

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Lean’s Core Strategies

  • 1. Eliminate waste

Waste Variability Inflexibility

  • 3. Maximize flexibility

and synchronization to customer demand

  • 2. Control variability

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Types of Activities

Three types of activities in Lean Thinking

10% 40% 50%

Non-Value Added (Waste) Incidental Value-Added

Elements

  • f work
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Value-Added

  • Activity that directly affects the

end product in a way that the customer is willing to pay for

  • Typically 10-15% of activity

before optimization Examples:

  • Impacts form, fit or function of

the product, such as adding layer to a semiconductor chip

  • Gathering data that enhances

the value of the product

Types of Activities

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Incidental

  • Activity that does not directly

add value but is necessary to ensure completion or integrity

  • f value-added tasks
  • Adds cost and in theory could

be reduced without affecting the product.

  • Typically 30-50% of activity

before optimization Examples:

  • Product inspection and testing
  • Tool qualification testing

Types of Activities

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Non-Value Added

  • Activity that does not add value
  • Waste

Examples:

  • Reworking or redoing
  • Building finished good inventory
  • Providing more data than the

customer ordered Types of Waste:

  • Transportation
  • Inventory
  • Motion
  • Waiting
  • Overproduction
  • Over-processing
  • Defects

Types of Activities

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Non-Value Add & Incidental

90%

Non-Value Add & Incidental

81%

Value Add

10%

Value Add

19%

Why Waste Elimination is Important

Eliminating 10% of non-value added activity can nearly double the productivity

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Inventory Motion Waiting Over- processing Defects Over- production

WASTE

Types of Lean Wastes: “TIM WOOD”

Transportation

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Waste – Transportation

  • Transport of raw materials or completed

product

  • Excessive transportation slows down the

production pace

  • Handoffs between areas increases risks of

errors

  • Handoffs also increase risk of

miscommunication between areas

  • Visual management of the line is difficult

Painting deck

Material flow

5 1 3 8 4 2 7 6 Excess distance from Stop 4 to Stop 5

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Waste – Inventory

  • Excess inventory increases manufacturing

cycle time and customer lead time

  • Inventory increases operational costs (e.g.,

storage cost, risk of obsolescence)

  • High inventory levels are a symptom of
  • ther problems in the system
  • System inflexibility
  • Poor line pacing
  • Poor process capability
  • Variation in machine availability

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Waste – Motion

  • Unnecessary or excessive motion of

people or machines

  • Example: operator has to go to the
  • ffice to phone the inspector every

time a product lot is completed

  • Motion waste is usually caused by the

layout not being optimized for the process

Office Distance= 70 ft Frequency = 30 times per shift Walking time = 2 minutes 1 hour walking time per shift

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Waste – Waiting

  • Waiting on parts, tools, people or

information

  • Waiting can also be within-process
  • Symptom: production pace is highly

variable

  • Symptom: workload is not leveled among
  • perations
  • Excess capacity and high WIP levels

compensate for the variable pace Waiting time

4 8 12 16 20 24 28 32 36 40 Takt time: 40 seconds Operation 1 Operation 2 Operation 3 Operation 4 Operation 5 Operation 6 Operation 7 Operation 8 Time (seconds)

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Waste – Overproduction

  • Overproduction occurs when product at

any step of the process is processed sooner, faster, or in greater quantities than customers demand

  • Examples: batch processing, pushing

product bubble to next step

  • Overproduction can increase the impact of
  • ther types of wastes such as inventory,

waiting and defects

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Waste – Overprocessing

  • Overprocessing is performing additional

processing over and above the true customer requirements

  • Examples: over-etching, over-polishing,

double-checks

  • May result from internal standards that

are tighter than the true customer requirements in order to provide risk mitigation

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Waste – Defects

  • Defect is anything that prevents the

product, service or process from performing its intended function

  • Requires additional resources, line

capacity and buffer inventory to avoid major disruption to the production pace

50 100 150 200 250 300 350 400 1 4 7 10 13 16 19 22 25 28

Reworked

Quantity Day

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The 8th Type of Waste

Under-utilization of resources and talents

“Are there online training resources that we can use so we don’t have to wait for a class.” “I spend a lot of time doing paperwork that really has no benefit.” “I waste time each day waiting on reports to be delivered from other departments.” “Our team spends a lot

  • f time collecting

metric data that we feel is not relevant.” 1 7 5 4 3 2 The 8th type of waste is under- utilization of people 6

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Lean Manufacturing: Principles

Flow: Near Continuous Flow, Small Batch Sizes Pace: Synchronized Between Steps, Aligned to Customer Needs Pull: Scheduling at Each Step Linked to Customer Demand Level: Resources Balanced to Reduce Over or Under-Utilization Stability: Enabler of Flow, Pace, Pull & Level, Leading to Decreased Waste and Increased Business Impact

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  • Map out entire business process
  • Identify waste and incidental steps
  • Eliminate waste and streamline incidental tasks/steps
  • Eliminate other blockages to flow (e.g. batching)

1 2 3 4 5 Wait Wait Value add Internal buffer A 1 2 3 4 5 Value add

From To

Flow

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  • Determine the rate of customer demand
  • Synchronize all process steps to that rate
  • Only produce what is needed when needed without waiting or inventory

1 2 3 4 5 WIP (Work in progress) 1 2 3 4 5 WIP

From To

Pace

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  • Only produce what the customer wants when they want it
  • Set up clear system to produce on customer orders

From To 1 2 3 4 5

From

Push WIP Push WIP Push WIP Push WIP Signal to do work Flow of work

1 2 3 4 5

To

Pull Signal Pull Signal Pull Signal Pull Signal Signal to do work Flow of work

Pull

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Level

  • No asset or person under or over utilized
  • This requires work standards and cross training

1 2 3 4 5 From

Time per activity 2 1 5 4 3

1 2 3 4 5

To

Time per activity 2 1 5 4 3

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Lean Tools

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Lean Tools

Common lean tools include:

  • 1. Value Stream Mapping (VSM)
  • 2. Spaghetti Diagrams
  • 3. Continuous Flow Manufacturing; Theory of Constraints (TOC)
  • 4. Visual Factory
  • 5. 5S
  • 6. Poka-Yoke
  • 7. Total Productive Maintenance (TPM)
  • 8. Setup Reduction
  • 9. Kaizen
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Value Stream Mapping (VSM)

Objective: Identify and Eliminate Waste

  • 1. Map the process; identify the current state. Include relevant data such as processing

and waiting times and failure rates.

  • 2. Classify activities as Value-Added (green), Non-Value-Added (red) or Incidental (yellow)
  • 3. Identify the desired future state. Eliminate, combine, streamline tasks.
  • 4. Define action plan to achieve the future state

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Final VSM (Current & Future State Maps)

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VSM is called “Material and Information Flow” by Toyota The top part of the map is for information flow ( from right to left) The bottom part of the map is for material flow (from left to right)

VSM with Information Flow (Toyota System)

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Spaghetti Diagrams

Spaghetti diagrams show the path taken by a person or product through a portion of the processing flow

  • Highlights handoffs and potentially wasted motion in the process
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Continuous Flow Manufacturing

Continuous Flow Manufacturing (CFM) Objective: move material one piece (process unit) at a time, at a rate determined by the needs of the customer

  • Supports the Flow, Pace, Pull and Level objectives of Lean Manufacturing

Utilizes a number of techniques

  • Kanban (pull system) to signal when the next operation needs product
  • Poka-Yoke (mistake proofing) to prevent defects from proceeding
  • Inspections and self-checks to catch defects
  • Total Productive Maintenance to ensure high line capability
  • 1
  • 2
  • 3
  • 4
  • 5
  • 1
  • 2
  • 3
  • 4
  • 5
  • WIP (Work in progress)

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Theory of Constraints (TOC)

Developed by Eli Goldratt

  • “The Goal” (1986) and “Theory of Constraints” (1990)

Objective

  • Maximize throughput and minimize cycle time

Three basic measures

  • Throughput
  • Inventory
  • Operational Expense

Focus

  • Identify bottleneck constraint and reduce it’s impact
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Theory of Constraints (cont.)

Procedure

  • Identify the system constraint
  • Ensure non-constraints are managed to provide materials and resources to the constraint
  • Work to resolve the root causes of the constraint
  • Repeat; look for new constraints

Drum – Buffer - Rope

  • Goal: Ensure a smooth flow of material to the constraint
  • Drum: The pace of the operation as determined by the constraint
  • Buffer: Inventory at the bottleneck to ensure it never waits
  • Rope: Feedback mechanism to ensure buffer is maintained at the proper inventory level

TOC promotes the Flow, Pace, Pull and Level principles

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Visual Factory

Visual Factory communicates critical information quickly Objective: Make relevant problems obvious to all in real time R O U T E

Relevant Engage Obvious Understand Quickly Timely

  • Key

Performance Indicators

  • Key Steps
  • Key Locations
  • In Plain Site
  • Simple (e.g.,

light tower)

  • Show Status

vs Standard or Goal

  • Colors to

Highlight Issues

  • Emphasize

Visual Displays (not numbers)

  • Update

Regularly

  • Ideally Update

Automatically

  • Create

Urgency

  • Create

Ownership

  • Drive Action
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Visual Factory (cont.)

Visual Factory examples

Light Tower allows real time visual notification of problems Blue tape makes it

  • bvious when

setup is not per standard

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5S

5S is an important element of visual control

  • Enables detection of non-standard practices

Instills order and cleanliness in the workplace by:

  • Establishing orderly workplace
  • Sustaining the new order

Achieved by:

  • Sort: clear out unnecessary items
  • Set in Order: arrange & mark optimum work area layout
  • Shine: clean workplace regularly
  • Standardize: document best practices
  • Sustain: maintain workplace best practices
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Poka-Yoke (Mistake Proofing)

Pronounced POH-kah YOH-kay

  • It is a translation of a shortened Japanese phrase meaning “to make mistakes impossible”

Developed by S. Shingo of Toyota

  • Shingo calls it “Zero Quality Control” (ZQC)

Why is Poka-Yoke important?

  • It has extremely high impact, usually at little cost
  • Conceptually is one of the simplest tools to learn

Poka-Yoke has two parts:

  • Making mistakes impossible (prevention and solution)
  • Making mistakes immediately obvious (detection)

Example

  • Part design only allows the correct install orientation

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Total Productive Maintenance (TPM)

Total Productive Maintenance (TPM) originated in Japan as a method for improved machine availability through better utilization of maintenance and production resources. TPM is a critical adjunct to lean manufacturing.

TPM enhances lean efforts and facilitates productivity

  • 1. Starts with 5S / Visual Factory
  • 2. Analyzes downtime events by cause,

frequency, and duration

  • 3. Prevents downtime using effective

Preventive Maintenance (PM)

  • 4. Predicts downtime using Predictive

Maintenance

  • 5. Expands role of Operator as first point of

early warning and prevention

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Total Productive Maintenance (TPM)

TPM eliminates waste and lost time:

  • Due to equipment downtime and setup
  • Due to idling and minor stoppages
  • Due to discrepancies between designed and

actual speed of equipment

  • Due to process defects
  • Due to quality problems at startup

Photo source: http://blogs.rhsmith.umd.edu/stephen/2010/10/

Maintenance losses

  • Maintenance labor parts & supplies
  • Outside resources

Defect Losses

  • Process defects
  • Reduced yield

Downtime Losses

  • Equipment breakdown
  • Setup and adjustment

Speed Losses

  • Idling and minor

stoppages

  • Reduced
  • perating speed

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TPM: Overall Equipment Effectiveness

Total Time Availability A Operations Time (Scheduled Time) *Non- scheduled Time B Uptime *UPDT, PDT *Setup Performance C Manufacturing Time D Productive Time * Speed Losses * Idle Time Quality E Actual output F Good output *Scrap/rework *Startup losses OEE = B/A x D/C x F/E = F/A Availability Rate x Performance Rate x Quality Rate

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Setup Reduction

Setup Reduction (SUR)

  • Also known as Single Minute Exchange of Die (SMED) or Quick Changeover

Objective

  • Reduce changeover and setup times to <10 min

Benefits

  • Increases operational flexibility, especially for high-mix, low-WIP
  • Reduces waste (waiting, inventory)
  • Increase area utilization and capacity

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Setup Reduction (cont.)

Techniques

  • Convert Internal Setup (IS) activities to External Setup (ES)
  • Internal Setup must be performed while the machine/process is stopped
  • External Setup can be performed while the machine/process is still running
  • Remove useless setup steps, adjustments and quals
  • Simplify tooling (jigs, clamps, interlocks, etc.)
  • Simplify procedures
  • Do procedures in parallel
  • Standardize (checklists)
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Kaizen

Definition

  • “Kai” means “change.” “Zen” means “good” (for the better).
  • Kaizen typically means small improvements, carried out on a continual basis and involving

all people in an organization.

Objective

  • Reduce losses and inefficiencies in the workplace

Example:

  • Idea System

A version of Kaizen called Kaizen Blitz is a focused, short-term effort to resolve a specific issue. Typically <1-2 wks.

Lean Manufacturing Toolbox 46 Tim Conway

Lean Summary

Lean Principles: Flow, Pace, Pull, Level Lean Tools

Kaizen Kaizen

On-time Delivery Goals

Setup Reduction Setup Reduction TPM TPM Poka Poka-

  • Yoke

Yoke 5 5 S S Visual Factory Visual Factory

  • Cont. Flow Mfg
  • Cont. Flow Mfg

VSM VSM

Lean Focus: Enhance Value Stream

Lean Strategies: Eliminate Waste, Control Variability, Increase Flexibility & Synchronize to Customer Demand

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Summary

Thank you for attending! This presentation has covered the following:

  • The concepts of Lean Manufacturing and Value Stream
  • Types of activities: Value-Added, Non-Value-Added and Incidental
  • The 7 types of wastes
  • 4 strategies to remove waste
  • Several lean tools

Questions?

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Attachment: To Batch or Not To Batch

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Small Queue Batches Reduce Inter-Step Wait Times

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Small Queue Batches Reduce Inter-Step Wait Times

7 10 16

5 10 15 20 1-pc 2-pc 4-pc Cycle Time (min) Queue Batch Size

Cycle Time vs Queue Batch Size

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Process Batching Capacity Allows Units to Process in Parallel

To minimize cycle time, match the queue batches to the process capacity

7 10 16

5 10 15 20 1-pc 2-pc 4-pc Cycle Time (min) Queue Batch Size

Cycle Time vs Queue Batch Size (Process Batch Capacity = 1)

7 5 8

5 10 15 20 1-pc 2-pc 4-pc Cycle Time (min) Queue Batch Size

Cycle Time vs Queue Batch Size (Process Batch Capacity = 2)

7 5 4

5 10 15 20 1-pc 2-pc 4-pc Cycle Time (min) Queue Batch Size

Cycle Time vs Queue Batch Size (Process Batch Capacity = 4)