Lean Manufacturing

Lean
Manufacturing
Prepared By- Inderjeet
 Lean Manufacturing
TYPES OF ACTIVITY/WORK

.VALUE ADDED - For which customer pays and necessary.

E.g.-Actual Operation (Riveting, Bending)

.NON VALUE ADDED - For which customer doesn’t pay but

needed.
E.g.-Inspection , WIP

.WASTE – Does not needed.

E.g.- Defects, Delays, Manpower Idle
 Lean Manufacturing
CONCEPT

WASTE FREE PRODUCTION

BY ELEMINTAING WASTES &

REDUCING NON-VALUE ADDED
WORK
 Lean Manufacturing
Definition of Lean-Manufacturing

-Systematic Elimination of Waste

-Reduction of “FAT” From Production Activities
-Half the Hours of Human Efforts
-Half the Factory Space for same Output
- A Tenth or Less of In Process Inventories

“LEAN IS… A mindset, or way of thinking, with a commitment

to achieve a totally waste-free operation that’s focused on
your customer’s success
 Lean Manufacturing
Tools of Lean-Manufacturing

1- 5 ‘S’
2- Andon
3- Bottleneck Analysis
4- Continious Flow
5- Gemba
6- Heijunka
7- Jidoka
8- JIT
9- Kan-Ban
10- Kaizen
11- KPI (Key Performance Index)
 Lean Manufacturing
Tools of Lean-Manufacturing
12- Muda ( Waste)
13- OEE ( Over All Equipment Effectiveness)
14- PDCA
15- Poke-Yoke
16- Root Cause Analysis
17- SMED
18- Six Big Losses
19- Standardized Work
20- TAKT Time
21- TPM
22- Value Stream Mapping
 Lean Manufacturing
Tools of Lean-Manufacturing

23- Smart Goals

24- Hoshin Kanri
25-Visual Factory
 Lean Manufacturing
1- 5 ‘S’
Organize the work area:

Sort (eliminate that which is not needed)

Set In Order (organize remaining items)

Shine (clean and inspect work area)

Standardize (write standards for above)

Sustain (regularly apply the standards)

 Lean Manufacturing
2- Andon

Visual feedback system for the plant floor that

indicates production status, alerts when assistance is
needed, and empowers operators to stop the
production process.
Lean Manufacturing
2 A- Andon
 Lean Manufacturing
3 -Bottleneck Analysis

Identify which part of the manufacturing process

limits the overall throughput and improve the
performance of that part of the Process
Lean Manufacturing
3 A – Bottleneck Analysis
 Lean Manufacturing
4 – Continuous Flow

Manufacturing where work-in-process smoothly

flows through production with minimal (or no)
buffers between steps of the manufacturing
process.
 Lean Manufacturing
4 A – Continuous Flow
 Lean Manufacturing
5 – Gemba

A philosophy that reminds us to get out of our

offices and spend time on the plant floor – the
place where real action occurs
 Lean Manufacturing
6 – Heijunka

A form of production scheduling that purposely

manufactures in much smaller batches by
sequencing (mixing) product variants within the
same process.
Lean Manufacturing
6 A – Heijunka
Lean Manufacturing
6 B – Heijunka
 Lean Manufacturing
7 – Jidoka

Design equipment to partially automate the

manufacturing process (partial automation is
typically much less expensive than full
automation) and to automatically stop when
defects are detected.
Lean Manufacturing
7 B – Aims of Jidoka
 Lean Manufacturing
8 – JIT (Just In Time )

Pull parts through production based on customer

demand instead of pushing parts through production
based on projected demand. Depends on many lean
tools, such as Continuous Flow, Heijunka, Kanban,
Standardized Work and Takt Time.

Produce and convey what customers want,

when they want in exactly the amount they want.
Lean Manufacturing
8 A – JIT (Just In Time )
 Lean Manufacturing
9 – Kaizen

A strategy where employees work together

proactively to achieve regular, incremental
improvements in the manufacturing process.
Kai + Zen = Better + Change
 Example of Kaizen Format No : F020S062/00

Deptt: Mfg Shop/Area: Punto Acctuator Line/Station: Line no-3 Date: 02-01-14

Operation/ Kaizen Theme Counter Measure Benefits

Machine
Crimping of wire 5’S’ A hole is made on 5’S’ improved
with terminal table

KAIZEN Diagram
Before KAIZEN After KAIZEN
Operator was putting scrap of wire on table and scrap of A hole is made on table for putting scrap and A red bin is
wire were spreaded on table placed for collecting scrap part

Kaizen Area : 1- Productivity 2- Quality 3- Work Standardization

4- 5’S’ 5- Safety 6- Customer satisfaction
 Lean Manufacturing
10 – Kan-Ban

A method of regulating the flow of goods both

within the factory and with outside suppliers and
customers. Based on automatic replenishment
through signal cards that indicate when more
goods are needed.
 Lean Manufacturing
10 A – Calculation of Kan-Ban
 Lean Manufacturing
10 B – Example of Kan-Ban
 Lean Manufacturing
11 – KPI ( Key Performance Index )

Metrics designed to track and encourage progress

towards critical goals of the organization. Strongly
promoted KPIs can be extremely powerful drivers of
behavior – so it is important to carefully select KPIs
that will drive desired Behavior
 Lean Manufacturing
12 – Muda(Waste)

Anything in the manufacturing process that does not

add value from the customer’s perspective
Lean Manufacturing
12 A – Muda(Waste)
Lean Manufacturing
12 B – Muda(Waste)
 Lean Manufacturing
12 C – Muda(Waste)
There are seven type of Wastage-

1- Transportation
2- Inventory
3- Motion
4- Waiting
5- Over Production
6- Over Processing
7- Defects

These are also known as “TIM WOOD”

 Lean Manufacturing
13 – OEE (Over All Equipment Effectiveness)

Framework for measuring productivity loss for a

given manufacturing process. Three categories
of loss are tracked:
Availability (e.g. down time)
Performance (e.g. slow cycles)
Quality (e.g. rejects)
 Lean Manufacturing
13 – OEE (Over All Equipment Effectiveness)

Framework for measuring productivity loss for a

given manufacturing process. Three categories
of loss are tracked:
Availability (e.g. down time)
Performance (e.g. slow cycles)
Quality (e.g. rejects)
 Lean Manufacturing
13 A – Example for Calculating OEE
OEE= Availability x Quality x Productivity
Availability-
Total Time Available =450 Minutes
Time Loss due to Any Reasons = 50 Minutes
Total Time Utilized = 400 Minutes
Availability %Age = 400/450
= 88.9 %
Quality-
Total Part Produced = 1200 Pcs
Rejection Part = 10 Pcs
OK Parts Produced = 1190 Pcs
Quality %Age = 1190/1200
= 99.2%
 Lean Manufacturing
13 A – Example for Calculating OEE
Productivity-
Total Time Utilized =400 Minutes
Part produced in Target Time = 1200 Pcs
Actual Part Produced = 1150 Pcs
Productivity %Age = 1150/1200
= 95.8 %

OEE = 88.9 x 99.2 x 88.9/1000000

= 845019/1000000
= 0.845
=84.5%
 Lean Manufacturing
14 – PDCA (Plan,Do,Check & Action)

An iterative methodology for implementing

improvements:
Plan (establish plan and expected results)
Do (implement plan)
Check (verify expected results achieved)
Act (review and assess; do it again)
 Lean Manufacturing
14 – PDCA (Plan,Do,Check & Action)
 Lean Manufacturing
15 – Poke Yoke

Design error detection and prevention into production

processes with the goal of achieving zero defects.
 Lean Manufacturing
15 A – Poke Yoke
Types of Poke Yoke

1-Detection Poke Yoke

2-Prevention Poke Yoke

Based on Theory that-

1-Don’t accept NG Part

2-Don’t produce NG Part
3-Don’t pass the NG Part
 Lean Manufacturing
16 – Root Cause Analysis

A problem solving methodology that focuses on

resolving the underlying problem instead of applying
quick fixes that only treat immediate symptoms of the
problem. A common approach is to ask why five times
– each time moving a step closer to discovering the
true underlying Problem
 Lean Manufacturing
17 – SMED ( Single Minute Exchange Die)
Reduce setup (changeover) time to less than 10
minutes. Techniques include:
-Convert setup steps to be external
(performed while the process is running)
-Simplify internal setup (e.g. replace bolts
with knobs and levers)
-Eliminate non-essential operations
Create standardized work instructions
 Lean Manufacturing
18 – Six Big Losses
Six categories of productivity loss that are almost universally
experienced in manufacturing:
Breakdowns
Setup/Adjustments
Small Stops
Reduced Speed
Startup Rejects
Production Rejects
 Lean Manufacturing
19 – Standardized Work

Documented procedures for manufacturing that

capture best practices (including the time to complete
each task). Must be “living” documentation that is
easy to change.
Lean Manufacturing
19 A – SWCT
 Lean Manufacturing
20 – Takt Time

The pace of production (e.g. manufacturing one piece

every 34 seconds) that aligns production with
customer demand. Calculated as Planned Production
Time / Customer Demand.
Lean Manufacturing
20 A – Takt Time
Lean Manufacturing
20 B – Takt Time
 Lean Manufacturing
21 – TPM
A holistic approach to maintenance that focuses
on proactive and preventative maintenance to
maximize the operational time of equipment.
TPM blurs the distinction between maintenance
and production by placing a strong emphasis on
empowering operators to help maintain their
equipment.
 Lean Manufacturing
21 – TPM
TPM in three words:
T Total • Overall efficiency.
• Total production system.
• Participation of all employees.

P Productive • Zero defect.

• No trouble in operation.
• Safety.

M Maintenance • Longer life cycle of production

system.
Lean Manufacturing
21 A – PILLARS OF TPM
 Lean Manufacturing
22 – Value Stream Mapping

A tool used to visually map the flow of production.

Shows the current and future state of processes in a
way that highlights opportunities for improvement
 Lean Manufacturing
22 – Value Stream Mapping
 Lean Manufacturing
23 – Smart Goals

Goals that are: Specific, Measurable, Attainable,

Relevant, and Time-Specific.
 Lean Manufacturing
24- Hoshin Kanri

Align the goals of the company (Strategy), with

the plans of middle management (Tactics) and
the work performed on the plant floor (Action).
 Lean Manufacturing
25- Visual Factory

Visual indicators, displays and controls used

throughout manufacturing plants to improve
communication of information.
Lean Manufacturing