statistical quality control
Zatan_07
Lecture4.pdf
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Lecture 4:
Lean Enterprise
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Outline
Introduction
Historical Review
Lean Fundamentals
Value Stream Map
Implementing Lean
Benefits to Lean Enterprise
Additional Comments
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Learning Objectives
When you complete this chapter, you
should:
Know the definitions of value added and
non-value added activities.
Be able to describe the lean fundamentals.
Be able to understand the function of doing
a value stream map.
Be able to list some benefits to lean.
Historical Review
Ford Motor Company –1920.
Gilbreth’s concept of motion efficiency.
Taylor’s principals of scientific management.
Toyota visits Detroit
Toyota Production System
Shingo’s single minute die change.
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Lean Fundamentals
Types of waste
Categories of waste
Workplace organization
Concept of flow
Inventory control
Visual management
Kaizen
Value stream 6
Types of Waste
Non-value added and unnecessary for the
system to function.
Non-value added and necessary for the system
to function.
Non-value added due to variation in quality, cost,
or delivery.
Non-value added due to overstressing people,
equipment, or system.
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Categories of Waste
Overproduction—Producing more, earlier, or faster than required by the next process.
Waiting—Any idle time or delay waiting for materials.
Transportation—Any movement of material.
Defects—Products or services that do not conform to specifications.
Inventory—Any inventory in the value stream.
Motion—Any motion of a person’s body.
Extra Processing—Processing that does not add value.
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Workplace Organization—5S’s
Sort—Divide items into three piles: necessary, belong to another process, and unknown.
Straighten—Arrange remaining items to reduce or eliminate motion.
Shine—Practice good housekeeping.
Standardize—Document the process.
Sustain—Maintain by charts, checklists, and audits.
Sometimes Safety
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Concept of Flow
Continuous with a minimum of variation.
This ideal situation requires one-piece flow. It
Reduces time between order and delivery,
Prevents wait time and delays,
Reduces labor & space to store and move mat’l,
Reveals any defects & problems early in the process,
Reduces damage,
Provides production flexibility,
Reveals non-value activity.
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Concept of Flow (Continued)
Forces employees to concentrate on the process.
Equipment needs to be flexible & make changeovers quickly.
Cell technology is applicable.
Watch the one-piece flow video at http://www.youtube.com/watch?v=Bi9 R1Hqr8dI (a quiz will be given regarding this video) 10
Inventory Control JIT—Right material arrives at the right time in
the right amount.
Items are pulled through the system be the internal or external customer.
Kanban is used as a signal to replenish items.
Taki (beat) time, which is the rate of production based on customer demand.
IT system controls the entire logistics from raw mat’l to consumer purchase.
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Visual Management
A picture is worth a thousand words.
Visual displays are used to inform people about customers, projects, performance, goals, etc.
Signals are used to alert people about problems.
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Kaizen Management encourages the continual activity
of small process improvements by operators.
Kaizen Blitz is a highly focused action-oriented 3-5 day improvement workshop by a multifunction team to improve a specific process.
Example—Managers, lawyers, regulators, technicians, & end users are tasked to reduce time for coal mining permits.
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Value Stream
The specific flow of activities required to design, order, produce, and deliver a product or service to customer(s).
May be more than one value stream in an organization.
Ideally it will only include value-added activities.
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Value Stream (Continued)
All operations are:
Capable of meeting quality requirements.
Available with no downtime.
Efficient to eliminate unnecessary use of energy and materials.
Able to meet customer demand.
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Value Stream Map (VSM)
VSM graphically describes the sequence and movement of the activities.
First develop map of current state.
Next develop map of ideal state with only value-added activities.
Difference provides opportunities for improvement.
VSM in next slide and icons in following one.
Theory of constraints (TOC)—one operation limits the throughput of the system at any one time.
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Implementing Lean 1. Establish cross-function team.
2. Train in lean fundamentals.
3. Construct VSM for current and ideal.
4. Analyze maps for best place to start.
5. Train people in lean and simple SPC tools.
6. Apply 5S and Kaizen.
7. Use Kaizen blitz where appropriate.
8. Expand to other areas.
9. Standardize the improvements.
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Benefits
Tyco Flow Control: On time delivery—94%; Lead time—150 days to 56 days; Movement reduced by 68%; Machining capacity increased by 200%; Cycle time balanced; Incoming inspection reduced from 16 days to 1.
Toyota success.
Veridan Homes: Drafting time reduced by one hour; Inspection time by 50%; Cycle time 32 to 15 days.
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Benefits (Continued)
U of Scranton students: Reduced inquiry response time from 13 days to one; Eliminate faculty involvement; Reduce application time from 88 days to less than one day.
Marion IL Medial enter passed an accreditation audit.
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Additional Information
The following slides on TQM are from the eighth edition. Some instructors may wish to use them.
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