POM - Chapter 12 Lean Production 190111

1
POM/sem2/divB/AA/Ch12
Chapter 12
Lean Production
McGraw-Hill/Irwin
The McGraw-Hill Companies, Inc., 2006
OBJECTIVES
Lean Production Defined
The Toyota Production System

Lean Implementation Requirements Lean Services
Lean Production
Lean Production can be defined as an integrated set of activities designed to achieve high-volume production using minimal inventories (raw materials, work in process, and finished goods) Lean Production also involves the elimination of waste in production effort Lean Production also involves the timing of production resources (i.e., parts arrive at the next workstation just in time)
POM/sem2/divB/AA/Ch12 4
Here the customer starts the process, pulling an inventory item from Final Assembly
Pull System
Then subassembly work is pulled forward by that demand

Customers
Fab
Vendor
Sub
Fab Vendor
Final Assembly
Sub Fab Vendor
The process continues throughout the entire production process and supply chain
Fab
Vendor 5
Features of Lean Production

WHAT IT IS Management philosophy Pull system though the plant WHAT IT DOES Attacks waste
Exposes problems and bottlenecks Achieves streamlined production
WHAT IT REQUIRES
WHAT IT ASSUMES
Stable environment
Employee participation
Industrial engineering/basics Continuing improvement Total quality control Small lot sizes
The Toyota Production System Based on two philosophies:

1. Elimination of waste 2. Respect for people
Elimination of Waste
1. Focused factory networks 2. Group technology
3. Quality at the source

4. JIT production
5. Uniform plant loading

6. Kanban production control system
7. Minimized setup times

Minimizing Waste: Focused Factory Networks
These are small specialized plants that limit the range of products produced (sometimes only one type of product for an entire facility)
Some plants in Japan have as few as 30 and as many as 1000 employees
Coordination System Integration
10
Minimizing Waste: Group Technology (Part 1)

Note how the flow lines are going back and forth
Using Departmental Specialization for plant layout can cause a lot of unnecessary material movement
Saw Saw Saw Grinder Grinder
Heat Treat
Lathe
Lathe
Lathe
Press
Press
Press
10
11
Minimizing Waste: Group Technology (Part 2)

Revising by using Group Technology Cells can reduce movement and improve product flow
Grinder Saw Lathe
Lathe
Press
Heat Treat
Grinder Saw Lathe
Lathe
Press
11
12
Minimizing Waste: Uniform Plant Loading (heijunka)

Suppose we operate a production plant that produces a single product. The schedule of production for this product could be accomplished using either of the two plant loading schedules below.
Not uniform
Jan. Units
Feb. Units
Mar. Units
Total
1,200
3,500
or
4,300
9,000
Uniform
Jan. Units
3,000
Feb. Units
3,000
Mar. Units
3,000
Total
9,000
12
How does the uniform loading help save labor costs?

13
Minimizing Waste: Inventory Hides Problems

Machine downtime Scrap Work in process queues (banks) Vendor delinquencies Change orders Design backlogs
Example: By identifying defective items from a vendor early in the production process the downstream work is saved
Engineering design redundancies
Paperwork backlog
Example: By Decision identifying defective Inspection backlogs backlogs work by employees upstream, the downstream work is 13 POM/sem2/divB/AA/Ch12 saved
14
Minimizing Waste: Kanban Production Control Systems This puts the

Once the Production kanban is received, the Machine Center produces a unit to replace the one taken by the Assembly Line people in the first place
Withdrawal kanban
system back were it was before the item was pulled
Machine Center
Storage Part A
Storage Part A
Assembly Line
Production kanban
The process begins by the Assembly Line POM/sem2/divB/AA/Ch12 people pulling Part A from Storage
Material Flow Card (signal) Flow 14
15
Determining the Number of Kanbans Needed

Setting up a kanban system requires determining the number of kanbans cards (or containers) needed Each container represents the minimum production lot size An accurate estimate of the lead time required to produce a container is key to determining how many kanbans are required
16
The Number of Kanban Card Sets

Expected demand during lead time Safety stock k Size of the container DL(1 S ) C
k = Number of kanban card sets (a set is a card) D = Average number of units demanded over some time period L = lead time to replenish an order (same units of time as demand) S = Safety stock expressed as a percentage of demand during leadtime C = Container size
17
Example of Kanban Card Determination: Problem Data

A switch assembly is assembled in batches of 4 units from an upstream assembly area and delivered in a special container to a downstream control-panel assembly operation The control-panel assembly area requires 5 switch assemblies per hour The switch assembly area can produce a container of switch assemblies in 2 hours
Safety stock has been set at 10% of needed inventory

18
Example of Kanban Card Determination: Calculations

Expecteddem andduring lead tim eSafety stock k Size of the container DL(1 S ) 5(2)(1.1) 2.75, or 3 C 4
Always round up!
Respect for People

Level payrolls Cooperative employee unions Subcontractor networks
19
Bottom-round management style

Quality circles (Small Group Involvement Activities or SGIAs)
Toyota Production Systems Four Rules

1. All work shall be highly specified as to content, sequence, timing, and outcome
2. Every customer-supplier connection must be direct, and there must be an unambiguous yes-or-no way to send requests and receive responses 3. The pathway for every product and service must be simple and direct 4. Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization
20
21
Lean Implementation Requirements: Design Flow Process

Link operations Balance workstation capacities Redesign layout for flow Emphasize preventive maintenance Reduce lot sizes
Reduce setup/changeover time

22
Lean Implementation Requirements: Total Quality Control

Worker responsibility Measure SQC
Enforce compliance
Fail-safe methods Automatic inspection
23
Lean Implementation Requirements: Stabilize Schedule
Level schedule
Underutilize capacity
Establish freeze windows

24
Lean Implementation Requirements: Kanban-Pull
Demand pull
Backflush
Reduce lot sizes

25
Lean Implementation Requirements: Work with Vendors Reduce lead times Frequent deliveries Project usage requirements Quality expectations
26
Lean Implementation Requirements: Reduce Inventory More

Look for other areas Stores
Transit
Carousels Conveyors
27
Lean Implementation Requirements: Improve Product Design
Standard product configuration Standardize and reduce number of parts Process design with product design Quality expectations
28
Lean Implementation Requirements: Concurrently Solve Problems
Root cause Solve permanently Team approach Line and specialist responsibility
Continual education
29
Lean Implementation Requirements: Measure Performance
Emphasize improvement
Track trends
29
30
Lean in Services (Examples)

Organize Problem-Solving Groups Upgrade Housekeeping Upgrade Quality Clarify Process Flows
Revise Equipment and Process Technologies

31
Lean in Services (Examples)

Level the Facility Load Eliminate Unnecessary Activities Reorganize Physical Configuration
Introduce Demand-Pull Scheduling

Develop Supplier Networks
31
32
End of Chapter 12
McGraw-Hill/Irwin
The McGraw-Hill Companies, Inc., 2006

POM - Chapter 12 Lean Production 190111

Diunggah oleh

Informasi Dokumen

Deskripsi Asli:

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

POM - Chapter 12 Lean Production 190111

Diunggah oleh

Hak Cipta:

Format Tersedia

1

The Toyota Production System

Then subassembly work is pulled forward by that demand

Features of Lean Production

The Toyota Production System Based on two philosophies:

3. Quality at the source

5. Uniform plant loading

7. Minimized setup times

Minimizing Waste: Focused Factory Networks

Coordination System Integration

Minimizing Waste: Group Technology (Part 1)

Minimizing Waste: Group Technology (Part 2)

Grinder Saw Lathe

Grinder Saw Lathe

Minimizing Waste: Uniform Plant Loading (heijunka)

How does the uniform loading help save labor costs?

Minimizing Waste: Inventory Hides Problems

Engineering design redundancies

Minimizing Waste: Kanban Production Control Systems This puts the

system back were it was before the item was pulled

Material Flow Card (signal) Flow 14

Determining the Number of Kanbans Needed

The Number of Kanban Card Sets

Example of Kanban Card Determination: Problem Data

Safety stock has been set at 10% of needed inventory

Example of Kanban Card Determination: Calculations

Respect for People

Bottom-round management style

Toyota Production Systems Four Rules

Lean Implementation Requirements: Design Flow Process

Reduce setup/changeover time

Lean Implementation Requirements: Total Quality Control

Lean Implementation Requirements: Stabilize Schedule

Establish freeze windows

Lean Implementation Requirements: Kanban-Pull

Reduce lot sizes

Lean Implementation Requirements: Reduce Inventory More

Lean Implementation Requirements: Improve Product Design

Lean Implementation Requirements: Concurrently Solve Problems

Lean Implementation Requirements: Measure Performance

Lean in Services (Examples)

Revise Equipment and Process Technologies

Lean in Services (Examples)

Introduce Demand-Pull Scheduling

The McGraw-Hill Companies, Inc., 2006

Anda mungkin juga menyukai