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Introduction to Lean Manufacturing

TOTAL QUALITY MANAGEMENT

Lean Manufacturing
Power Solutions ABSL STM Quality Limited 2007

Definition of Lean Manufacturing

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The production of goods using less of everything by reducing waste and increasing value added activity If it doesnt add value, it adds cost!

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Preparing for Lean Manufacturing


Five Lean Principles
Specify Value

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Identify the Value Stream Make product flow Let the customer pull Continuous Improvement

Identify what the customer actually wants Would you pay for something you didnt Identify the whole process want? (mapping) If its not adding value, What are the facts about its adding cost! our process capability? Eliminate bottlenecks or What waste is there in manage them better the process? Reduce or avoid batch & queue Get make the maintenance Only what the right customer requires, when the customer wants it. Increasing personal & company knowledge to pursue the complete elimination of waste.
STM Quality Limited

Preparing for Lean Manufacturing


Reduction & elimination of waste elements in the process

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Equipment reliability Planned Preventative Maintenance (P.P.M.)


Autonomous Maintenance & Condition Monitoring Continuous flow - one part at a time (JIT) & pull Kanban systems Inventory (WIP) reduction throughout the process

Defect reduction - right first time, error proofing & training


Visual management simple measures (KPIs) & drumbeat Quick machine changeovers (SMED) Teamwork & communication

Point of use storage but not nests


Bottleneck management

So what does best look like?


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Preparing for Lean Manufacturing


Disorganised

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Organised

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Process Mapping
A process is

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A set of activities which convert inputs to outputs to

meet agreed customer requirements.


Draw a flow chart of what you do. Until you do, you do

not fully understand what you are doing, you just have a job Dr W.E.Deming
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Process Mapping
Characteristics of an ideal process

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Each step adds value Each step is carried out only once Steps are carried out in the best sequence Uses the optimum level of resource Meets customer needs consistently Minimum space requirements
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Why Process Map?

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Biggest tool in lean all others are deployed from mapping

output
Big picture detail comes later Establishes real priorities by those who do the work action

plans with names & dates


Dramatic short & medium-term results
Idea generation & team involvement in decision making
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Process Atlas
MANAGEMENT PROCESSES

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STRATEGY

KPIs

Customer needs

CORE PROCESSES

Satisfied Customer

DATA

RESOURCES

SUPPORT PROCESSES

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Boundaries and Scope


definition we can influence?

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Start to finish order enquiry to receipt of payment or tighter

All possible products or runners only? Think flow & volume What functions do we need involved beyond this room both

internal & external?


Is there an obvious need for more information at this stage?

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Lean Wastes

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The 8 Lean Wastes (7 + 1) Introduction to TIM WOODS

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TIM WOODS

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T I M W O O D S -

Transport Inventory Movement Waiting Over-processing Over-production

Defects
Skill
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