07 - 06 Lean Production

Bosch Supplier Development Program
Lean Production
Confidential | CP/PJ-SDT | Robert Bosch GmbH reserves all rights even in the event of industrial property rights. We reserve all rights of disposal such as copying and passing on to third parties.
Lean Production
... stands for efficiency increase by standardization and continuous improvement. ... has been introduced by Japanese companies
... stands for associates that think, decide and act in teams.
... is called BPS in the Bosch plants.

means:
Just produce what the customer needs!

... is a philosophy that leads to waste reduced processes in a company.
... looks at intra-corporate and inter-corporate processes
... stands for delivery service, quality orientation and cost reduction.
What does the Customer pay for ?

Activities that are obviously unnecessary in order to increase product value (waiting because of faults, double handling, scrapping, ) Work with evident waste Activities through which a product acquires a greater value (tool in contact, stroke of a press, mixing procedure, )
Work with added value
Process Process
eliminate
Work with concealed waste
minimize
Activities that do not bring an increase in value but which are required under given circumstances (clamping a workpiece, change over, refilling of reservoirs, )
Waste in the Production Process

Overproduction means unnecessary and additional...
Space/surface area
space / surface area transport

Stocks Transport
Q C D
waiting times repairs / errors movement times
Overproduction
Movement times Waiting times
inventory
Repairs/errors
in the product in the machines / equipment in the use of employees
in the processes of material

handling and logistics
in replanning / redesign ...
Inventory as a safety cushion

Inventory
Problems because of waste
Problems are hidden

Examples: Machinery breakdown Missing material Bottle-necks in the production Quality defects
Problems become transparent

Quick detection Necessity to solve problems quickly by the affected persons
Root causes are disposed

The disposition of the root causes allows a production with low level inventories and enough agility and process
Make problems visible
Lean Production Principles

Process Orientation Pull System Design, control and improve procedures and holistic processes Only produce on real customer demand Avoid failures through preventive actions to deliver perfect quality to the customer Flexibility regarding volumes, product variations and product generations Realization of Best in Class standards
Perfect Quality
Flexibility
Standardization
Continuous Improvement
Theres nothing that cant be improved any further Business processes and manufacturing procedures are self explaining. Deviations are immediately visible Clear assignment of responsibility and competence to the process level
Transparency
Associate Empowerment

Process Orientation Design, control and improve procedures and holistic processes
Optimization of isolated applications
Optimization of the holistic process

Pull System Only produce on real customer demand
Push System
Pull System
Pull-Principle
Push-Principle
Input
Inventory in production
Output
Pull-Principle
Input
Inventory in production
Output
Closed loop
Inventories and Throughput Time

long reaction time
Push-System
Inventory
Inventory
inventory high and fluctuating through put time fluctuates forecast oriented central planning and control
Reality
Ideal Time
frequent planning changes
Pull-System
Inventory
Inventory
short reaction time stable inventory levels stable through put time
Reality Time
consume oriented
10

Perfect Quality Avoid failures through preventive actions to deliver perfect quality to the customer
Quality cost
ig es d
l y ar eria im t pr m a
o pr
t io uc d
n st cu
er m o
Problem detection
11

Flexibility Flexibility regarding volumes, product variations and product generations
Strategy: Produce high volume parts every day
2000 1800 1600 1400 1200 parts / day 1000 800 600 400 200 0 1 2 3 4 5 6 7 8 9 10 day 11 12 13 14 15 16 17 18 19 20
12

Standardization Continuous Improvement Transparency Associate Empowerment Realization of Best in Class standards Theres nothing that cant be improved any further Business processes and manufacturing procedures are self explaining. Deviations are immediately visible Clear assignment of responsibility and competence to the process level
standards
tran y improvement renc spa
time
13
Target: Supermarkets and Pull-Principle

A supermarket is a well-defined buffer which is used to control upstreamed process steps. Characteristics: well-defined inventories (min/max-levels) clear labeling withdrawal gives a kanban-signal first-in-first-out principle (FIFO) is realized the producer is responsible for the inventories in the supermarket high volume parts have seperate trays for every part number.
source: ChP
empties
source: EB/P-RS
product
source: TgP
14
Target: Flow orientated Layout and Milkrun

Transport of empty KLT Delivery of parts FIFO FIFO FIFO FIFO
Milkrun
Multi-machinery handling
FIFO
FIFO
FIFO
FIFO
Q-base with visualization
Shipping transaction
Transport of finished products Delivery of empty KLT

15
Target: Send-ahead Quantity 1

Lot production
Process A 10 minutes Process B (lot size 10 pcs, cycle time 1 min/pc) Process C
10 minutes
10 minutes
Throughput time: min. 30 minutes
Send-ahead quantity 1
Process Process Process A B C
make one - move one
Throughput time: 12 minutes per 10 pieces
16
Target: Quick Change Over Processes

usual change over produce last part external change over change over time internal change over first part produce exernal change over
quick change over produce last part external change over change over time first part external internal change over change over produce
17
Target Concept Production

Kanban control
Process 1
Process 2
Process 3
withdrawal from supermarkets
buffer flow production scrap rework
non value adding processes
pull principle
Sub-supplier
Supplier
Bosch
18

07 - 06 Lean Production

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

07 - 06 Lean Production

Hochgeladen von

Copyright:

Verfügbare Formate

Bosch Supplier Development Program

Bosch Supplier Development Program

... is called BPS in the Bosch plants.

Just produce what the customer needs!

... looks at intra-corporate and inter-corporate processes

Bosch Supplier Development Program

What does the Customer pay for ?

Work with added value

Work with concealed waste

Bosch Supplier Development Program

Waste in the Production Process

space / surface area transport

waiting times repairs / errors movement times

in the product in the machines / equipment in the use of employees

in the processes of material

in replanning / redesign ...

Bosch Supplier Development Program

Inventory as a safety cushion

Problems because of waste

Problems because of waste

Problems because of waste

Problems are hidden

Problems become transparent

Root causes are disposed

Make problems visible

Bosch Supplier Development Program

Lean Production Principles

Bosch Supplier Development Program

Lean Production Principles

Optimization of isolated applications

Optimization of the holistic process

Bosch Supplier Development Program

Lean Production Principles

Bosch Supplier Development Program

Bosch Supplier Development Program

Inventories and Throughput Time

frequent planning changes

Bosch Supplier Development Program

Lean Production Principles

Bosch Supplier Development Program

Lean Production Principles

Bosch Supplier Development Program

Lean Production Principles

Bosch Supplier Development Program

Target: Supermarkets and Pull-Principle

Bosch Supplier Development Program

Target: Flow orientated Layout and Milkrun

Q-base with visualization

Transport of finished products Delivery of empty KLT

Bosch Supplier Development Program

Target: Send-ahead Quantity 1

Throughput time: min. 30 minutes

make one - move one

Throughput time: 12 minutes per 10 pieces

Bosch Supplier Development Program

Target: Quick Change Over Processes

Bosch Supplier Development Program

Target Concept Production

withdrawal from supermarkets

buffer flow production scrap rework

non value adding processes

Das könnte Ihnen auch gefallen