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Shigeo Shingo

The Master Of Lean


Manufacturing
HELLO!
I am Mohamed M. Helmy
Diploma of Hospital Management
AASTMT, Cairo Group

You can reach me at dr.mohamed-helmy@outlook.com


Presentation Outlines

We will discuss the following:

Shigeo Shingo biography


Just In Time (JIT)
SMED
Poka-Yoke
Zero Quality Controle
Biography

Shigeo Shingo is a Japanese engineer, businessman and quality


guru, he is considered as the worlds leading expert on manufacturing practices.
Biography

1909 Born in Saga, Japan

1930 Graduated from Yamanashi Technical College with a degree in


Mechanical Engineering. Employed by Taipei Railway Factory

1943 Manufacturing Section Chief at the Amano Manufacturing Plant,


Yokahama. He raises productivity by 100%.He works with other
divisions of manufacturing and continues to increase productivity.

1945 Member of the Japan Management Association

1951 Begins his research on Statistical Quality Control


Biography

1954 Consultant at Toyota Motor Corporation

1955 Leads industrial engineering and factory improvement training at the


Toyota Motor Corporation

1956 Leads a 3 year study on ship building at Mitsubishi Shipbuilding. He is


able to create a system that reduces production time by 50%

1959 Founds the Institute of Management Improvement

1960 Fully develops the SMED system to achieve zero quality defects

After that he dedicated his efforts to education and lecturing


Biography

As a tribute to Dr. Shingo and his lifelong work, The Utah State University has
founded in 1988 the Shingo Prize for Operational Excellence which is awarded
annually for excellence in manufacturing
Biography

Best known for:

Just In Time Manufacturing (JIT)


Single Minute Exchange of Die (SMED)
Poka Yoke / Mistake Proofing / Zero Defect

The best approach is to dig out
and eliminate problems where
they are assumed not to exist
Just In Time

Just in time (JIT) is a production strategy that strives to improve


a business return on investment by reducing in-process
inventory and associated carrying costs.
Just In Time
Manufacturing

Also known as:

Motorola: Short Cycle Manufacturing (SCM)


IBM: Continuous Flow Manufacturing (CFM)
John Constanza: Demand Flow Manufacturing (DFM)
Just In Time
Manufacturing

Manufacturer Customer

The conventional manufacturing system


Just In Time
Manufacturing

Manufacturer Customer

The JIT manufacturing system


Just In Time
Manufacturing

To work flawlessly, the following are Advantages Disadvantages


needed: Short Disruptions in
Continuous improvement (Simpler, production runs the supply
chain may stop
easier, QC, DRIFT) Fast ROI
production
Eliminating waste (overproduction, Reduce cost Sudden
waiting time, transportation, More cash unexpected
processing, inventory, product available in- orders will
defects) hand to utilize delay delivery
Workplace cleanliness and of the product
organization May face
variation in raw
Set-up time reduction
materials costs
Levelled / mixed production
Powerful supply chain mechanism
Kanban System
Just In Time
Manufacturing

Case study:

Toyota uses just-in-time inventory controls as part of its


business model. Toyota sends off orders for parts only
when it receives new orders from customers. The
company started this method in the 1970s, and it took
more than 15 years to perfect. Several elements of just-
in-time manufacturing need to occur for Toyota to
succeed. The company must have steady production,
high-quality workmanship, no machine breakdowns at
the plant, reliable suppliers and quick ways to assemble
machines that put together vehicles.
Just In Time
Manufacturing

Case study:

Toyota's just-in-time concept almost came to a crashing halt in February 1997. A


fire at a brake parts plant owned by Aisin decimated its capacity to produce a P-
valve for Toyota vehicles. The company was the sole supplier of the part, and the
fact that the plant was shut down for weeks could have devastated Toyota's
supply line. The auto manufacturer ran out of P-valve parts after just one day.
Production lines shut down for just two days until a supplier of Aisin was able to
start manufacturing the necessary valves. Other suppliers for Toyota also had to
shut down because the auto manufacturer didn't need other parts to complete
any cars on the assembly line. The fire cost Toyota nearly $15 billion in revenue
and 70,000 cars due to its two-day shutdown, but it could have been much worse.
Kanban System diagram

The most dangerous kind of
waste is the waste we do not
recognize
Poka - Yoke

Poka Yoke is any mechanism in a lean manufacturing process


that helps an equipment operator avoid (yokeru) mistakes
(poka). Its purpose is to eliminate product defects by preventing,
correcting, or drawing attention to human errors as they occur.
Poka - Yoke

Poka-yoke is a Japanese term that means "mistake-proofing" or inadvertent error


prevention. The key word in the second translation, often omitted, is "inadvertent". There is
no Poka Yoke solution that protects against an operators sabotage, but sabotage is a rare
behavior among people.

The concept was formalized, and the term adopted, by Shigeo Shingo in the 1960s as part
of the Toyota Production System (TPS). Shingo distinguished between the concepts of
inevitable human mistakes and defects in the production. Defects occur when the
mistakes are allowed to reach the customer. The aim of poka-yoke is to design the
process so that mistakes can be detected and corrected immediately, eliminating defects
at the source.

It was originally described as BakaYoke which means "fool-proofing" (or "idiot-proofing")


the name was changed to the milder poka-yoke.
Poka - Yoke
Poka - Yoke

Benefits of Poka Yoke implementation

Less time spent on training workers


Elimination of many operations related to quality control
Unburdening of operators from repetitive operations
Promotion of the work improvement-oriented approach and actions
A reduced number of rejects
Immediate action when a problem occurs

It's only the last turn of a bolt
that tightens it - the rest is just
movement
SMED
SMED (Single-Minute Exchange of Dies) is a system for
dramatically reducing the time it takes to complete equipment
changeovers. The essence of the SMED system is to convert as
many changeover steps as possible to external (performed
while the equipment is running), and to simplify and streamline
the remaining steps.
SMED

SMED was developed by Shigeo Shingo who was extraordinarily successful in helping
companies dramatically reduce their changeover times. His pioneering work led to
documented reductions in changeover times averaging 94% (e.g. from 90 minutes to
less than 5 minutes) across a wide range of companies.
SMED

A successful SMED program will have the following benefits:

Lower manufacturing cost (faster changeovers mean less equipment down time)
Smaller lot sizes (faster changeovers enable more frequent product changes)
Improved responsiveness to customer demand (smaller lot sizes enable more flexible
scheduling)
Lower inventory levels (smaller lot sizes result in lower inventory levels)
Smoother startups (standardized changeover processes improve consistency and
quality)
SMED application in pit crew
Shigeo Shingo

Dr. Shingo Shigeo was perhaps the greatest contributor to modern manufacturing
practices. While his name has little recognition in the western hemisphere, his teachings
and principles have formed the backbone of efficient engineering practices. In applying
his experience and expertise in the field of industrial engineering, Dr. Shigeo was able to
provide a better way of life for both the operators and the corporations. His policies have
gained reputation through results in manufacturing among the companies that have
implemented these teachings
There are four purposes of improvement: easier, better, faster, and
cheaper. These four goals appear in the order of priority

Shigeo Shingo
THANKS!
Any questions?

Feel free to contact me at


dr.mohamed-helmy@outlook.com
+2 0122 570 8970