Process Improvements via Manufacturing System
Lecture notes 1/NG3S226_Lecture_3.pptx
Manufacturing Systems
Why Lean
?
A systematic approach
deliver the highest quality,
to allow organizations to
lowest
cost
services with the shortest lead time
product or
through
the
relentless
elimination
of
waste.
Low
Cost
Speed
High
Quality
History of Lean
Venetian arsenal manufacture ships using a continuous flow of standard processes
1574
UMnaniutfeacdturSerts aoftmeilsitary (high volume) equipment adopt similar techniques to redJuacepcoasnt.
1900
1915
Mass Production…
Henry Ford OEM
1935
1945
Toyota Production System (TPS)
Taiichi
Ohno and Shigeo Shingo
1973
1983
1990s
21st
Lean being used in transactional and other non-mfg areas!
China becoming global manufacturer
J. Womack
coined the word “lean”
Dollar/Yen Exchange Rate and Renewed Cost Reductions
CAMI
Globalization
NUMMI
MIT IMVP Study:
Lean dissemination begins
1st Oil Shock
U.S. Productivity and
Quality Seminars
Supermarket System
Just-In-Time
K. Toyoda
Jidoka
S. Toyoda
Time and Motion
F. Taylor
Interchangeable Parts
E. Whitney
Ford’s
Manufacturing Philosophies
“Our production cycle is about 81 hours
from the mine to the finished machine in
the freight car.”
-H. Ford
“Every well thought out process is simple.”
-H. Ford
“Nobody with us ever thinks about improvement lessening the
number of jobs, for we know that exactly the contrary happens. All of our efforts to reduce the number of men on the single job
have resulted in more jobs for more men.”
-H. Ford
Ohno: Toyota Production System
Taiichi Ohno is considered the father of
lean manufacturing, and this book is
considered by many as the “Bible” for
lean implementation.
Taiichi Ohno
“ Successors of Henry Ford, however,
did not make the flow of production as
Ford intended. They ended up with the
idea of „the larger the lot, the better‟ which makes a dam and stops the flow at machining and stamping.”
“ The Ford System is based on work flow.”
When asked how he learned the
Toyota Production System, Ohno
freely admitted that all he did
was to read “Today and
Tomorrow” and embrace the
principles of manufacturing Ford
described in the book.
Toyota Production System
The concepts of just-in-time manufacturing, automation, kanban, and visual control
have all been important tools in enabling Toyota to reduce waste.
TPS
Best Quality – Lowest Cost – Shortest Lead Time – Best Safety – High Morale
Jidoka
In-station quality Visualize problems Solve root cause by asking 5 whys
Use standard work
Just-in-Time
•
•
•
•
•
•
•
•
Right part
Right amount
Right time
Can see problems Can address issues immediately
Toyota
Way
•
Operational Stability
• Leveled Production
• Standardized Work
• Visual Management
• Total Productive Maintenance (TPM)
• Kaizen
Lean
principles
Thinking
•
Lean
o Flow – eliminate
waste, bottle necks and constraints
so that
the value can ‘flow’
o Pull – keep the process flowing by triggering activity only on
demand
o Perfection – drive for continuous improvement
o Value – understand what your customer ‘values’
o Value stream - understand how you currently deliver value to your customer
Creating the Current-State
Value-Stream Icons
Map
Value
Stream
The 8 Wastes
The heart of lean is eliminating waste. Waste is anything that does not add
direct value to the end service or product from
the customer’s perspective.
Motion
Unnecessary movement
of people; multiple hand-offs
Waiting
Inventory
Elapsed time between processes
when no work is being done
Material or product that is used
to cover for inefficiencies
Over-production
Transportation
To produce sooner, faster
or in greater quantities
than customer demand
Unnecessary movement of
material or product
Talent
Over-processing
De-motivating the workforce
by not asking for input or recognizing success
Adding unnecessary steps to a
process; redundancies between processes
Defects
Anything that does not meet
the acceptance criteria
Lean Thinking
Lean principles
o Value – understand what your customer ‘values’
•
o Value stream - understand
how
you
currently
deliver
value
to
your
customer
o Perfection – drive
for continuous improvement
o Flow – eliminate waste, bottle necks and constraints so that
the value can ‘flow’
o Pull – keep the process flowing by triggering activity only on demand
Continuous Flow Principles
lower the inventory, the faster the flow
The
The
smaller the batch size, the shorter the lead time
The
physical flow through the process must be optimized
Focus on reducing constraints such as waste of motion, idle and change-over
time,
transportation,
Process flexibility is key to flow improvement
The symptoms of poor flow are bottlenecks
Smooth flow ensures that lead times are short, under control, and predictable
The ultimate objective is one-piece flow
Pull –
Produce to takt time
“Takt time” is the time in which one should produce one part or
product, based on the rate of sales, to meet customer requirements.
Calculated by dividing the customer demand rate per shift (in
units), into your available working time per
shift
with
(in seconds)*.
Used
to
synchronize
the
pace
of
production
the
pace of sales.
takt time= Available production time per shift
Customer demand rate per shift
Lean Thinking
Lean principles
o Value – understand what your customer ‘values’
•
o Value stream - understand how you currently deliver
your customer
value to
o Flow – eliminate waste, bottle necks and constraints
the value can ‘flow’
so that
o Pull – keep the process
demand
flowing by triggering activity only on
o Perfection – drive for continuous improvement
Continuous
Improvement –
Common
Line
Balancing
Lean Tools
Mistake- Proofing
(Poka-Yoke)
Manufacturing Equipment
Excellence (ME2)
Kaizen
Waste
Elimination
Layout Analysis
Visual
Workplace
One-Piece Flow
(Cellular)
5S
Standard
Work
Rapid
Changeover
Value-
Stream Mapping
Common
Lean Tools
Management
Value Stream
Mistake Proof
Mapping
Standard Work
5S
Visual
Use a scientific
approach
The
Deming
Cycle...
Kobayashi’s 20 Keys
1: Cleaning and Organizing
2: Rationalizing the System/Management of Objectives
3: Improving Team Activities
4: Reducing Inventory (Shortening Lead Times)
5: Quick Changeover Technology
6: Manufacturing Value Analysis (Methods Improvement)
7: Zero Monitor Manufacturing
8: Coupled Manufacturing
9: Maintaining Equipment
•Key
•Key
•Key
•Key
•Key
•Key
•Key
•Key
•Key
•Key
•Key
•Key
•Key
•Key
•Key
•Key
•Key
•Key
•Key
•Key
10:
11:
12:
13:
14:
15:
16:
17:
18:
19:
20:
Time Control and Commitment
Quality Assurance System Developing Your Supplies Eliminating Waste (Treasure Map)
Empowering Workers to Make Improvements Skill Versatility and Cross-Training Production Scheduling
Efficiency Control
Using Information Systems
Conserving Energy and Materials
Leading Technology and Site Technology
Supporting / Complimentary Approaches
• Industrial engineering ... Productivity
•
Productive Maintenance (TPM) ...
Overall equipment
effectiveness
(OEE)
•
•
•
•
8D ... Problem solving
Six Sigma ... Reducing variation
Theory of constraints ... Managing the bottleneck
Agility ... response time & flexibility
How do you know what to do & when ?
© University of South Wales
Over-Production Waste
Making what is unnecessary, when it is unnecessary and
in an unnecessary amount.
DESCRIPTION:
POSSIBLE CAUSES:
– Overstaffed and/or over-capitalized
– Large lot production
– Machines are too big and too fast
– Machines have devices that turn out products too quickly
– Process is inflexible
RESPONSES:
– Implementation of flow/pull
– Rapid changeover operation
– Worker hour reduction
– Production leveling
© University of South Wales
– Pull system
– Awareness regarding inventory
– U-shaped manufacturing cell layout
– Production leveling
– Regulate the flow of production
– Implementation of Kanban
– Rapid changeover operation
- small lots
Inventory Waste
Inventory waste is when anything - materials, parts,
information - is retained for any length of time. This includes not only warehouse stock, but also items in the factory that are
retained during or in-between processes.
DESCRIPTION:
POSSIBLE CAUSES:
– Acceptance of inventory as normal or as a “necessary evil”
– Poor equipment layout
– Large lot production
– Obstruction of flow
– Anticipatory production
– Traditional measures
RESPONSES:
© University of South Wales
Wascally Wabbit
ell layout
Transportation Waste
Created by conveying, transferring, picking up/setting
down, piling up, and otherwise moving unnecessary items.
Also created by problems concerning conveyance distances
and conveyance utilization rate.
DESCRIPTION:
Poor layout
Large lot production Single-skilled workers Organic vs. planned growth
–
–
–
–
POSSIBLE CAUSES:
U-shaped manufacturing
Flow production
Train multi-skilled workers
“Water beetles”
–
–
–
–
RESPONSES:
© University of South Wales
Wascally Wabbit
ons
Way
cess
Defects Waste
Waste related to costs for inspection of
defects in materials and processes,
customer complaints, and repairs.
DESCRIPTION:
High levels of process variation
–
POSSIBLE CAUSES:
– Inspection puts emphasis on downstream
responses
– No set methodology or standards
inspection work
– Omission of standard operati
for
RESPONSES:
– Standard Work – One Right
– Poka-yoke (mistake-proofing)
– Six sigma projects
– Building in quality at each pro
– Flow production
© University of South Wales
Over-Processing Waste
Unnecessary processes and operations
traditionally accepted as “necessary.”
DESCRIPTION:
– Inadequate study of process procedures
POSSIBLE CAUSES:
Inadequate study of operations
Ill-suited tooling
Standardization was not thorough
Materials not yet studied
–
–
–
–
enough
RESPONSES:
More appropriate process design
Review of operations
Improvement of jigs using human automation
Thorough implementation of standardization
© University of South Wales
Motion Waste
Unnecessary movement, movement that does not add
value, movement that is too slow or too fast.
DESCRIPTION:
POSSIBLE CAUSES:
– Isolated “island-like” operations
– Poor
– Lack
– Poor
layout
of standard work training
Gradual switch to flow production
U-shaped manufacturing cell
layout of equipment
Standard work – One Right Way
Following through on the basic principles of improving operations
RESPONSES:
© University of South Wales
Waiting Waste
Waste of which the causes originate in waiting for materials,
operations, conveyance, inspection, as well as idle time caused by maintenance and operational procedures.
DESCRIPTION:
POSSIBLE CAUSES:
– Obstruction of flow
– Poor equipment layout
– Trouble at upstream
– Capacity imbalances
– Large-lot production
processes
Production leveling
Product-specific layout (U- shaped manufacturing cell layout)
Poka-yoke (mistake- proofing)
Rapid changeover
RESPONSES:
© University of South Wales
Talent Waste
Waste of the creative and problem solving abilities of people in
the organization by not asking for input or recognizing success.
DESCRIPTION:
POSSIBLE CAUSES:
– Old guard thinking and politics
– Poor hiring practices
– Low or no investment in training
– Low pay/high turnover strategy
Updated management
Targeted HR strategies
Training as the way to do business
Pay for knowledge
RESPONSES:
© University of South Wales
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Lecture notes 1/NG3S226_Lecture_4.pptx
Manufacturing Systems
Lecture 2 Summary
Items covered:
-
-
-
-
-
-
Manufacturing Systems
Discrete products
Continuous products
Manufacturing
Manufacturing
Manufacturing
scales
context of
industries
Technologic
&
Economic
- primary, secondary and tertiary
Manufactured products
- consumer & capital goods
Process capability
Production quantity & Product
-
-
-
Variety
Lecture 2 Content
- Manufacturing Systems
- Manufacturing Facilities
-Manufacturing
Support
Systems
-
Assignment
1
Manufacturing Systems
To operate effectively, a manufacturing firm must have systems that allow it to efficiently accomplish
its production. Production systems consist of people, equipment, and procedures designed for the
combination of materials and processes that constitute a companies manufacturing operations.
Manufacturing systems can be divided into two categories:
(1) Production facilities
(2) Manufacturing support systems
Production facilities refer to the physical equipment and the arrangement of equipment in the factory.
Manufacturing support systems are the procedures used by the company to manage production and
solve the technical, legislative and logistics problems encountered in ordering materials, moving work
through the factory, and ensuring that products meet quality
Depending on the Production Quantity and Product Variety the production facilities will fall into three
categories:
1. Job Shop
2. Flow Shops
3. Project Shops
Manufacturing
Facilities
Characterised
by
a
large variety
of
components,
general
purpose machines
and
a
functional
layout.
This
means
that
all the
machines are
collected
by
function
together,
facility in
(all lathes
together,
all
milling
machines
etc)
and the
parts
are
routed
around
the
small lots to the various machines
Job Shop
Manufacturing Facilities
Characterised
machines, less
by
larger
lots,
special-purpose
variety, and more automation. Flow
shops
layouts
are
typically
either
continuous
or
one
and
interrupted. If
continuous, they
basically
run
large-volume complex
item
in
great
quantity
nothing
else.
A
transfer
line
producing
car
engine
blocks
is a
typical example.
If
interrupted,
the
line
works on large lots but is periodically changed over to
run a similar but different component
Flow Shops
Manufacturing
Facilities
Characterised
by
the
immobility
of the item
being
manufactured.
in this way. It is
materials come
Aeroplanes and trains are constructed
necessary that
to the site
the
men,
machines and
Project
Shops
Job Shop
Grinders
Saws
Assembly
C
A
B
Raw Material stores (Goods
Lathes
Gri
Finishing
A
In)
Heat
treatment
B
C
Sa
Drilling
Painting
Ass
Storage
(Despatch)
Press
Milling
Raw Material stores
(Goods In)
Flow
Shop
E x amp l e – Fl o w shop manu f act u r i ng
h t tp:// ww w . y outube . c om/ w a t c h?v=WA5krnTKTHY&feature=related
Raw materials (Goods In)
Storage (despatch)
C
C
treat
B
B
A
A
Lathe Paint Assembly
Saw Lathe Paint Assembly
Saw Mill Grinder Heat
Project
Shop
E x amp l e – P r oject shop manu f act u r e
h t tp://w w w . y outube. c om/ w a t c h?v=zKnsyYbfC60
Sub assemblies
Equipment
Machines
Labour
Supplies
Component parts
Plane
Manufacturing Facilities Characteristics
Characteristics
Job Shop
Flow Shop
Project Shop
Types of machines
Flexible, general purpose
Special purpose, bespoke
General purpose, mobile
Set-up time
Long, variable
Long
Variable
Workers
Multi functioned, highly skilled
Single functioned, lower skilled
Single functioned, skilled
Inventories
Large due to product variety
Low (J.I.T)
Variable
Lot size
Small to medium
Large
Small
Production time per unit
Long, variable
Short, constant
Long, variable
Examples (secondary industry)
Machine shops, Injection moulding toolmakers
Automotive, electronics
Plane and ship building
Examples (tertiary industry)
Hospitals, restaurants
Colleges, coffee shops (Starbucks)
Movies, TV, Musical
Manufacturing Support Systems
To operate its facilities efficiently, a company must organize itself to design the processes and equipment,
plan and control the production orders, and satisfy product quality requirements. These requirements are
accomplished by manufacturing support systems i.e. people and procedures by which a company
manages its production operations. Most of these support
but they plan and control its progress through the factory.
systems
do
not
directly
contact
the
product,
Source – Groover M.P., Fundamentals of Modern Manufacturing – Materials, Processes & Systems – 4th Edition
(2010)
Manufacturing Support Systems
Manufacturing
support functions
are
often carried
out
by
people
organized
into
departments such as the following:
Manufacturing engineering. The manufacturing engineering department is responsible for
developing the manufacturing processes—deciding what processes should be used to
make the parts and assemble the products. This department is also involved in designing
and ordering the machine tools and other equipment used by the operating departments
to accomplish processing and assembly.
Production planning and control. This department is responsible for solving the logistics
problem
in
manufacturing—ordering
materials
and
purchased parts,
scheduling
production, and making sure that the operating departments have the necessary capacity
to meet the production schedules.
Quality control. The QC department is responsible to ensure that the products being
manufactured meets the product legislative, quality and environmental specification
detailed in the company quality manual.
Lecture
2
Summary
Items covered:
-
Manufacturing Systems
-
-
Manufacturing
Manufacturing
facilities
support
facilities
image1.png
Lecture notes 1/Value stream mapping.ppt
Manufacturing Systems
Tutorial
•
Creating a value stream map
Objectives for Today
Understand why we create a value stream map
Be familiar with the building blocks
See the process of building the value stream
•
•
•
•
Know what to do with it and how to
take
a
benefit from
it
to
•
Know
where
go
for
reference...
Set the scope...
Where to
start
•
Identify a value stream;
–
–
–
–
Material (product / family)
Information
A
‘value’
commodity
Choose a product
(and
a
reason)
•
Product
family
matrix
•
Aim and objective within
a
business
context;
business?
one-off
or
systematic
benefit
for
the
Process A B C
Product
1 x x
2 x x x
Follow the improvement
process
•
Plan-Do-Check-Act ...
•
... For improvements
identified as gaps
between the current
state and the future
state
First
view
•
The
customer
Second view
•
•
The process (material) flow
The data boxes representing
characteristics
process
•
The inventory
steps
in
and
around
the
process
Third view
•
Material flow in and out of the main
process flow
(only main components/raw materials) but
do track all dispatch methods – this will
•
drive huge variation
in system behaviour
Fourth view
•
Information,
data,
flow
and
method
Lean metrics to be reflected
in
the
value
stream
•
•
•
•
•
Cycle time
Lead time
Takt time
Value adding time
Hence, by default, anything that takes this:
– Changeover time
– Inventory (queuing time)
away
from
Make the relevant measures visual on the value stream map!
Have a quick go...
Draw a value stream map of making
tea at home
•
a cup
of
(or something
choice)
more
interesting
of
your
own
Well done.....
So what
??
•
Find opportunities to apply the lean principles;
– Value, flow, pull, perfection...
– Takt time, lead-time, Cycle-time
Focus the value stream on only adding value for
customer
•
the
•
Create a vision to unite everyone involved in improving
the value stream
Represent this as a future state value stream map
Be ambitious, but acknowledge constraints... WIP,
conWIP, supermarkets.
•
•
Have a quick go...
Draw a future state map
•
•
Explain your
rationale
and
assumptions;
–
–
–
–
Context
Value
Waste
Benefit
Questions?