Lean Manufacturing Introduction & Background to Lean
Professor Trevor Spedding P160 t.spedding@gre.ac.uk 01634 883425
Grahame Baker P237 g.baker@gre.ac.uk 01634 883302
Sam Berkhauer P345 BS983@gre.ac.uk 01634 883009
Matt Pepper P345 M.P.Pepper@gre.ac.uk 01634 883473
Surgery Hours Open surgery 4pm to 5pm each Friday (after lecture), other times to follow. Book through Engweb.gre.ac.uk
How the course works and is assessed An introduction to Lean Operations An introduction to Value Stream Mapping and Improvement tools to make a difference Assessment Coursework case study, 50% Exam 50%
The road to (and away from) Lean 1893 1910 F.W. Taylor works as an consultant engineer, and begins time studies cars built with interchangeable parts Beginnings of motion study 1911 1920 Ford establish the Highland Park plant using the moving assembly line (special case lean) Wilson EOQ formula 1921 1930 Gantt chart Mass Production Establishment of Toyota Motor 1931 1940 Walter Shewhart First book published on SPC An engineer at General Motors coins the term Use of automation 1941 1950 Production flow of bombers at Boeing plant 2 and Ford William Run Shigeo Shingo Identifies that batch production is the main source of delays Deming first sent to Japan, lectures on waste, is the prime source of quality problems Juran first goes to Japan Eiji Toyoda visits Ford s River Rogue plant Toyota financial crisis
The road to (and away from) Lean 1951 1960 Ohno begins work on the Toyota Production System is established in Japan Deming Award Juran publishes a Handbook of Quality Control which also includes Perato analysis, SPC and the cost of quality 1961 1970 Shigeo Shingo devises and defines pokayoke Ishikawa devises quality circles & Juran introduces the concept to Europe TQC 1971 1980 Mudge Value Engineering: A Systematic Approach Explanation of the non stock production system by Shingo MRP Group Technology is introduced by Burbidge Apple initiate the theory of Plant Layout & Materials Handling JIT oil crisis and adoption of TPS elsewhere in Japan 1981 1985 Deming studies quality and also introduces the 14 points 0 inventories Toyota Production System Shingo SMED
The road to (and away from) Lean 1986 1990 Is suggested that Kaizen is the key to Japans success Goldratt Baldridge award is established Boothroyd and Dewhurst commence Design for Assembly - TPM Ohno The Toyota Production System 1991 1995 Stuart Pugh introduces Total Design Womack & Jones The Machine that Changed the World www is established Joseph Pine initiates Mass Customisation AME popularises the Kaizen blitz 1996 2000 Womack & Jones introduce Lean Thinking Rajan Suri look at Quick Response Manufacturing Gates Business at the Speed of Thought proposes The digital Nervous System. In 70 s& 80 s theories came and went Quality & BPR The Lean Strategy is a whole package combines all Highlights where to pin point problems Therefore drives point through
Eiji Toyoda President of Toyota Instructed his workers to eliminate all waste. Waste being anything other than the minimum amount of equipment, materials, parts, space and time which are absolutely essential to add value to the product. Through a process of trial and error over a period of approximately fifteen years, this was achieved by the man asked to take on the job.
Taiichi Ohno Joined Toyota as a weaving loom operator and worked his way up through the company over a 20 year period to the position of assembly shop manager in Toyota's vehicle making operation. Given task of improving manufacturing efficiency by Eiji Toyoda Defined the now famous 7 muda or wastes Encapsulated the methodology that would ensure steady production, flexible resources, quick machine set-up times and most importantly of all, discipline to adhere to the philosophy.
Toyota Production System Consists of 3 essential elements (plus many others acting in support): 1. Produce only what the market demands. 2. Visual aids to highlight where action is needed. 3. Small batch sizes. The Toyota Production System has been widely recognised for its groundbreaking techniques and is now considered to be the next stage in the development of manufacturing after mass production.
Introduction Taken on by Western Industry under the title of Just-In-Time (JIT). JIT requires only necessary products to be provided in necessary quantities at necessary times. If you produce what you need when you need it there is no room for error.
JIT JIT is an integrated management system that consists of the following ten elements: Flexible resources Cellular layout Pull production system Quick set-up times (to reduce overall lead time) Kanban production control Quality at the source (so that nothing of poor quality is passed on to the next process) Small-lot production Total productive maintenance Uniform production levels (in order to react to changes in demand) Supplier networks
Introduction Womack & Jones Vision
Lean Thinking Womack & Jones renewed JIT message Highlighted that Western Industry was slipping Lean thinking extended to main different industries, not just the car industry Mass Production Lean Enterprise Central theme is Muda 3 types of activity Basis of value mapping tools Important to look at the whole stream to remove all waste
Lean Thinking Need to understand what the customers sees as value Value Added Activities Define the value stream and eliminate waste, what the customer does not wish to pay for Non Value Added Activities Set targets to eliminate waste and strive for perfection Set the direction, fix targets and monitor change
Application of Lean Where do you start? Is there a road map to follow? What does lean thinking involve? Who will I have to involve? Is it only applicable to the shop floor? It is only for manufacturing firms? What resistances will I meet
Application of Lean
5 Lean Principles Fundamentals for the elimination of waste Guideline for everyone involved
1) SPECIFY VALUE CUSTOMERS BUY RESULTS Won t pay for transportation, inventory etc. Only that which changes the product can add value Who is the customer? Manufacturers mistakes Economic for manufacture Convenient to produce
2) IDENTIFY VALUE STREAM Processes from material final customer Concept launch Follow experiences of material (and information) not operator Can extend to whole supply chain
3) FLOW Make value flow Minimise batch and queue Work towards 1 piece flow Use concepts such as JIT, Cellular Design, TPM, 5S
4) PULL Do not overproduce Only make as is required/needed Reduces time and waste Supply chain transparency Reduces uncertainty
5) PERFECTION Not just about quality What the customer wants, at the right time, at the right price and with minimum waste
How to go Lean! Simplistic Overview Follows the lean principles Identifies how to apply Methodology used in Value Stream Mapping
Benefits of Lean Eliminated waste Increased employee involvement Reduced work in progress Reduced lead time Better utilisation of staff Better product Increased returns Improved competitive position
Disadvantages of Lean Implementation can sometimes be complex sounds easy, is difficult to do right Perceived as a fad Lack of management commitment Counter Intuitive Consultancy myth
Summary Lean Critics: We re different Goldratt Humanist viewpoint Not applicable to everything as yet