Lean Manufacturing

By Dr. P.V. Mohanram HoD Mechanical Engineering PSG College of Technology

LEAN ?
Less of Every thing? Space

Inventory
People

Time

Changes in Life Style - Banking facilities

THOSE DAYS

TODAY

Traditional Market Purchase to Super Market Purchase

TRADITIONAL ASK WHAT YOU WANT & GET

SUPER MARKET/ DEPARTMENTAL STORES PICK WHAT YOU WANT & PAY

Flat empowered organisation

Message reaching time Unskilled Skilled Asst. foreman Deputy foreman Foreman Asst. Manager Deputy Manager Manager

Changing Scenario

Manager

Go Global Be Local

Be Local
Supervisor

Think Global
Worker
Rs.65 lakhs per year savings

Changing Scenario
Cost + Profit = Selling Price

Selling Price Profit = Cost

(fixed by customer)

At all cost do it At no cost I want

Drivers:
Market

Competition
Government policy
Rear view mirror

Past success, do not guarantee future success If one doesnt sell his/her products He/she has to sell the company

Challenges
Flexibility - Gross, Subtle

Product Complexity
Decrease in Production depth Global market Faster response

- Cell phone, Gauges

- Out Sourcing (Marriage arrangements)

Buy, test, dispatch (BATA) Make daily, sell daily, collect daily JIT type delivery

Goals
Single piece flow Zero scrap (Coolant tank)

Zero Maintenance (hire / own vehicle)

Any model any day Little of this & little of that Zero Inventory Lead Time

Quality
Customer Worth Manufacturer Reasonable Profit

Quality
Inspection Assurance

Quality
Prevention Perfection (SONY) TRUST RUST Involve People Win over people (House Construction) Transparency RAISE QUERY BURY Encourage

Multi skilled person in house Ownership

Worker - Owner
Japanese National Railway (JNR)
Imported Insulator Indigenous insulator (mica) Continuous improvement Kaizen/Kaikaku

- Rs.8/- Rs.0.30

Essence
What customer Needs Do it Dont do it

Doesnt need

Customers Pay For

Transforming. . .
. . .a billet into a piece of machined
metal

. . . A raw potato into chips (which are

cooked)

. . . A request for information into a

response (verbal, email, or letter)

Definition of value

Things that people receive

Things that they must give up to get them

Value Addition (maximise)

Change of geometry of work while passing through it Request by customer fuel level indicator in scooty

Legally required
Strap in cars Customer is willing to pay Car A/c

Waste of Inventory?

Inventory
It reflects an underlying illness of a manufacturing process The best way to reduce inventory is
improve processes continually better scheduling lower setup times reduce maintenance and break down ensure quality & build in better functional layouts

Lean Concept?

Worker Absentism Breakdown

Waste of Inventory?
Slash the inventory level
Nothing happens
Stoppage occurs

Leaner system

Attack the root cause

Functional-oriented Organisation
Sales

Engineering

Operations

Distribution

Process managed by the function

Relative size of resources managed by the functional organisation

Customer

Supplier

Process-oriented Organisation
Customer Process Owner

Prospect-proposal-to-payment process

Sales

Engineering

Operations

Distribution

Supplier

Lean Principle
Perfection?

Producing exactly what the customer

needs with no delay at a fair price with minimum WASTE

Lean Characteristics
Simplicity?
DESIGN? Part Count Reduction Standardisation Working closely with a few trusted partners Factories within factories Simplest M/c consistent with quality requirements

SUPPLIERS?

PLANT?

Lean Characteristics
Transparency?

Adopt visual factory

Runners, Repeaters & Strangers

An example from our own life
Runner - Heartbeat

Repeater Stranger

- Breakfast, sleep, etc

(regularity)

- Doing different things in a day

WASTE

VALUE

7 Mudas ( Wastes)
1. Over production 2. Waiting 3. Transporting 4. Inappropriate processing 5. Inventory

6. Unnecessary operator motions

7. Defects

Waste of Over-Production?

Kanban/ Contingency plans

Waste of Waiting?

Waiting

Smooth flow

WASTE OF TRANSPORTING?

Small wheeled containers/ Manual

5S Map of Layout in Machining Operations

BEFORE

AFTER

Waste of Inappropriate processing?

Using a hammer to crack a nut One big machine instead of several smaller ones discourages ownership (distributed to the points of use) Smallest machine capable of producing the required quantity

Waste of Unnecessary Motion

Quality of work Life
Bending Reaching Number of turns to loose a nut > 2

Walking wider

Waste of Defects?
Defect = Challenge = Opportunity to improve

Longer duration of
= Defect cost undetected defects

Decision Making
Traditional way
1.
2.

Gemba way (workplace)

1.
2.

Remain in office
Discuss opinions

Go to actual workplace
Look at the actual process

3.

Simulation, class room teaching, etc.

3.

Observe what is actually happening Collect the actual data

4.
Chalk circle approach Senior Manager (60%)

Impementation by involving everyone in the workplace

 Effective Efficient

Process

Output meets stakeholders expectations

Cycle time required to produce error free output

Flexible
Adjust quickly and easily to 1. Internal constraints 2. Poor input quality 3. Changes in stakeholders requirements

Mass Customisation?

Mass Customisation
Production of customised products/services unique for each customer Variety Example: Three days a car Configurable softwares Infinity

Modularity
Variety introduction stage be advanced forward

Takt time?
= average rate at which customer buy products = rate at which are product are to be manufactured

It should drive the whole thinking of the plant

(bottleneck resources)

Enforced breakthrough
(Kaikaku or Kaizen Blitz)
KAIZEN APPROACH INNOVATION APPROACH

Productivity

Productivity

KAIZEN

What should be

Innovation KAIZEN Maintenance

Deterioration by poor performance

Time

Time

Changeover Reduction (SMED)

Measure and record changeover times Put the pressure on reducing and keeping to setup times

Involve the team in analysis

Make a video and get operators to record and critique Consider a financial incentive for quick setup

Mixed Model Production?

Overall Equipment Effectiveness

A measure of effectiveness of a single piece of equipment, monitoring the six major losses
Breakdowns Set-up & adjustment Idling & minor stops

Availability
Performance

Reduced speed
Start-up Quality defects

Quality

AGILITY?
Bringing together core skills &

competencies from several organisations to achieve convenience, flexibility cost &

service agility = cost + quality + delivery + flexibility

Process Performance Measure

Increase

Value Added Ratio

Value Added time Lead Time

Decrease

Why planning is a value adding activity?

Results

- better (minimise rework) - faster - adaptable to change

Simplify, Eliminate, Combine

VA or NVA?

Approval

- 1 Signature? - more than 1 signature?

VA or NVA?

Counting

- once? - more than once?

VA or NVA?

Sorting document prior to allocation?

VA or NVA?

Sorting prior to selective assembly?

VA or NVA?

Movement, storage?

VA or NVA?

Machine repair?

Rework?

VA or NVA?

Processing waste (chips, scrap)?

VA or NVA?

Observing the on-going process?

Adjustments in machine?

VA or NVA?
Measurement?

VA or NVA?
Verification?

VA or NVA?
Auditing?

VA or NVA?
Hand written request? Typist typing the written request?

VA or NVA?
Sending reminders?

VA or NVA?
Set-up time?

VA or NVA?
Searching for file?

VA or NVA?
Processing an insurance claim?

VA or NVA?
Review meeting of projects?

Regular production meetings?

VA or NVA?
SPC Chart? Preparing master schedule? Calibration of instruments? Posting a customer order in number of locations? Queue? Payment of tax? Assembly of parts?

Indirectly adding customer value

Employee welfare Community welfare measures

Supplier/vendor/dealer
promotion meets Poka-Yoke process error prevention Process planning
SATCHIDANADA JOTHI NIKETHAN, KALLAR

Importance of visuals
Can you see it? If yes, then improvement is possible
E.g. Defective components, trend charts

Learning Process
Inquire

Learn from every experience

Lean Manufacturing II
Value Stream Mapping (VSM)
Faculty of Mechanical Sciences PSG College of Technology

Introducing VSM
What is VSM? An example from Learning to See
By Mike Rother and John Shook

Current-state Map (snap shot) Future-state Map

Why Value Stream Mapping?

Helps to see the present state

See the sources of waste in the value stream

A graphical representation which can be used to study the effect of any change on the performance measure
Lead time
Total processing time

Value Stream Improvement and Process Improvement

- A Case Study

Understanding the VSM Tool

Product Family Current-State Drawing Future-State Drawing
Understanding how the shop
floor currently operates.

Eventually repeat

Designing a lean flow and how to get there

Implementation

Terms
Cycle Time? (for a process)

Time taken for a part to complete a given process (or the time it takes for an operator to go through all

of his/her work elements before repeating them)

Terms
Value Added Time?
VA Time

Time associated with those activities that actually transform the part in a way that the customer is willing to pay for.

Lead Time?

Waiting Time (NVA)

Cycle time for all processes + Other VA time

Terms
Lead Time?
The time taken for one part to move through all the processes of a value stream; from start to finish

- or -

1.

Typical Steps for Current State Drawing

Customer information

2.
3. 4. 5. 6. 7.

Quick walk through in the shop floor to identify the main processes (in order)
Fill in the data boxes and draw inventory triangles Delivery to customer Supplier data Information flow (manual & electronic) Determine the current state and identify what is VA and NVA

The Current State

Define the Customers demand

Customer Requirements
18,400 pieces per month
12,000 per month of type LH 6,400 per month of type RH

The company operates on two shifts

Palletized returnable tray packaging with 20 brackets in a

tray and upto 10 trays on a pallet. The customer orders in multiple of trays One daily shipment to the assembly plant (customer) by truck

Customer Requirements
Assembly Plant (customer)

18,400 units per month 12,000 LH 6,400 RH

20 units per tray

The Current State

Define the Customers demand
Map the basic production processes

Mapping The Process

Mapping tips
Do an initial quick walk through from door to door and then go back to gather the information Begin at the shipping dock (customer end) and work upstream to the receiving dock (supplier end) Let each person/team map entire value stream

himself/herself
Mapping begins with the customer requirements

Mapping Icons
Current-State Drawing
Outside Source or Customer
Raw Matl. supplier

Pr. Control MRP

Tue & Fri

Truck Shipment

Manual Information flow

Electronic Information flow

Assy. Plant (customer)

Manual Information flow Assembly

1 time daily

Stamping

I
Inventory (incl. count & time) Days of Inventory 2 Shifts Cycle time C/O time VA Time Material movement via push 2 Shifts Cycle time C/O time

Manufacturing Process (or a Department)

Data Box

Map the Basic Production Processes

Assy. Plant (customer)
18,400 units/month 12,000 LH 6,400 RH 20 units/tray

Stamping I 1

Spot Welding #1

Spot Welding #2

Assembly #1

Assembly #2

Shipping I 1

I
1

I 1

I
1

I 1

The Current State contd

Define the Customers demand
Map the basic production processes Define the data to be collected
Cycle time (C/T) Changeover time (C/O) Batch size Pack size No. of operators Working time (in secs minus breaks) Uptime Scrap rate OEE

The Current State

Define the Customers demand
Map the basic production processes Define the data to be collected Collect and map the data

Working time calculation

8 Hours x 60 mins/hr x 60 secs/min
= 28,800 s/shift

Subtract breaks: 2 x 10 mins break = 20 mins x 60 s/min = 1,200 s 28,800 1,200 = 27,600 working s/shift

Fill in Data boxes and Inventory triangles

Assy. Plant (customer)
18,400 units/month 12,000 LH 6,400 RH 20 units/tray

Stamping I Coils 5 Days 1

C/T C/O 1 480

Spot Welding #1
4600 LH 2400 RH
s s

Spot Welding #2
1100 LH 600 RH

Assembly #1
1600 LH 850 RH

Assembly #2
1200 LH 640 RH

Shipping
2700 LH 1440 RH

1
C/T C/O 39 600

1
C/T C/O 46 600 80

1
C/T C/O 62 0 100

1
C/T C/O 40 0 100

s s

s s % s

s s % s

s s % s

Uptime 85 % Working 27,600 s time

Uptime 100 % Working 27,600 s time

Uptime

Uptime

Uptime

Working 27,600 time

Working 27,600 time

Working 27,600 time

The Current State

Define the Customers demand
Map the basic production processes Define the data to be collected Collect and map the data Define the suppliers data

Add Suppliers Data

Assy. Plant (customer) Raw Mtl. Supplier
18,400 units/month 12,000 LH 6,400 RH 20 units/tray

Tue & Fri

I time daily

Stamping I Coils 5 Days 1

C/T C/O 1 480

Spot Welding #1
4600 LH 2400 RH
s s

Spot Welding #2
1100 LH 600 RH

Assembly #1
1600 LH 850 RH

Assembly #2
1200 LH 640 RH

Shipping
2700 LH 1440 RH

1
C/T C/O 39 600

1
C/T C/O 46 600 80

1
C/T C/O 62 0 100

1
C/T C/O 40 0 100

s s

s s % s

s s % s

s s % s

Uptime 85 % Working 27,600 s time

Uptime 100 % Working 27,600 s time

Uptime

Uptime

Uptime

Working 27,600 time

Working 27,600 time

Working 27,600 time

The Current State

Define the Customers demand
Map the basic production processes Define the data to be collected Collect and map the data Define the suppliers data Map the information flow

How do processes know what to make?

6 week forecast Raw Mtl. Supplier Weekly forecast

Pr. Control

90/60/30 Day forecast Daily order

Assy. Plant (customer)

18,400 units/month 12,000 LH 6,400 RH 20 units/tray

MRP
Weekly Schedule

Tue & Fri

Daily Ship Schedule

I time daily

Stamping I Coils 5 Days 1

C/T C/O 1 480

Spot Welding #1
4600 LH 2400 RH
s s

Spot Welding #2
1100 LH 600 RH

Assembly #1
1600 LH 850 RH

Assembly #2
1200 LH 640 RH

Shipping
2700 LH 1440 RH

1
C/T C/O 39 600

1
C/T C/O 46 600 80

1
C/T C/O 62 0 100

1
C/T C/O 40 0 100

s s

s s % s

s s % s

s s % s

Uptime 85 % Working 27,600 s time

Uptime 100 % Working 27,600 s time

Uptime

Uptime

Uptime

Working 27,600 time

Working 27,600 time

Working 27,600 time

The Current State

Define the Customers demand
Map the basic production processes Define the data to be collected Collect and map the data Define the suppliers data Map the information flow Calculate the status of the current state

Value added vs Non value added time

Stamping
I
Coils 5 Days C/T C/O Uptime Working time 5 Days 1 sec 1 I 4600 LH 2400 RH 1 480 85 27,600 sec sec % sec 7.7 Days

(Time Line)
Customer Demand 12,000 LH/month 6,400 RH/month 12,000/20 = 600 LH per day

6400/20

= 320 RH per day

4,600/600 = 7.7 days

2400/320 = 7.5 days

Max.

What is Touch Time vs Lead Time

Current-State Drawing
6 week forecast Raw Mtl. Supplier Weekly forecast

Pr. Control

90/60/30 Day forecast Daily order

Assy. Plant (customer)

18,400 units/month 12,000 LH 6,400 RH 20 units/tray

MRP
Weekly Schedule

Tue & Fri

Daily Ship Schedule

I time daily

Stamping I Coils 5 Days 1

C/T C/O 1 480

Spot Welding #1
4600 LH 2400 RH
s s

Spot Welding #2
1100 LH 600 RH

Assembly #1
1600 LH 850 RH

Assembly #2
1200 LH 640 RH

Shipping
2700 LH 1440 RH

1
C/T C/O 39 600

1
C/T C/O 46 600 80

1
C/T C/O 62 0 100

1
C/T C/O 40 0 100

s s

s s % s

s s % s

s s % s

5 Days

Uptime 85 % Working 27,600 s time

Uptime 100 % Working 27,600 s time

Uptime

Uptime

Uptime

Working 27,600 time

Working 27,600 time

Working 27,600 time

7.7 Days 1 sec 39 secs

1.8 Days 46 secs

2.7 Days 62 secs

2 Days 40 secs

4.5 Days Time = 23.7 days

Processing Time = 188 secs

Production lead

Analyse the Improvement Opportunities

Compute the takt time

What is our Production for each shift

18,400 pieces per month
12,000 per month of type LH

6,400 per month of type RH

12,000 LH/20 6,400 RH/20

= 600 LH/day = 320 RH/day

600 + 320 = 920 pcs/day/2 shifts = 460 pcs/shift

Takt time
of sales

(Drum

beating) How to synchronise the pace of production to match the pace

Rate for producing a component based on its sales rate

Operating time per shift

Takt time =

Customer requirement per shift

27,600 secs per shift 460 pcs per shift

60 sec

= 60 sec
60 sec

The Principles of Just-In-Time

Paced to Takt Time
One piece flow production At the Pull of the customer

Analyse the Improvement Opportunities

Compute the takt time Continuous flow

Continuous flow processing?

Batch & Push Processing
Process A

Process B

Process C

1 min

Continuous Flow make one, move one

Process A Process B Process C

Lead time: 30++ minutes for total order

Lead time: 12 minutes for total order

Steady Velocity
Traditional: Batch Production (like a meandering stream with many stagnant pools, waterfalls, and eddies)

When do we get our Parts?

FLOW:Production: Pipeline with fast-flowing water or product

2 WEEKS!

The right Job must

keep moving

Analyse the Improvement Opportunities

Compute the takt time Continuous flow Determine what prevents us from producing to takt time

Line Balancing
70 60 50 40 30 20 10 0
Stamping Weld #1 Weld #2

Bottleneck operation
62 46

39

40

1
Assemble #1 Assemble #2

Total work work Takt

= 188 sec = # Operators reqd.

Takt time = 60 sec 188/60 = 3.13 Operators

Line Balancing contd

If 3.13 operators are required, 4 operators are
wasteful; but 3 operators cant do the work Combine some tasks? Can the work be reduced to 56 s per operator so that pace can be maintained?

Find a way to reduce the total work content to 168

s or less

Line Balancing contd

70 60 50 40 30 20 10 0
Stamping Weld Weld/Assy Assemble

56

56

56

17

27 56

39 1

29

S W W A A Earlier processing time = 1 + 39 + 46 + 62 + 40 = 188 sec S W W A New processing time = 1 + 39 + (17 + 29) + (27 + 56) = 169 sec
{102 sec. of assy time reduced to 83 sec}

What if flow is not possible?

Kanban: only make the customer wants
W P W

Product

Product

Machining
Pull

Assembly

Pull

Almost a Shadow Board

Application of 5S

MODULE LAYOUT
Distributors Main Assy

2W Starters Assembly - Pondy

Internal Fan Alternators - Pondy

Car Starters Main Assembly

Example of 5S

3K - Dangerous job

In-process Inspection

AGV for Material Transport

Innovation

Standing pose

The future state

Future-State Drawing
6 week forecast Raw Mtl. Supplier Weekly forecast

Pr. Control

90/60/30 Day forecast Daily order Daily order

w

Assy. Plant (customer)

18,400 units/month 12,000 LH 6,400 RH 20 units/tray

MRP
Coil

Daily Coil
w

20 XOXO

Batch

20
Weld & Assembly

I time daily

20 L R 2 Days

20
Shipping

Coils

Stamping

1 At the press
EPE C/O 1

changeover
min sec

weld changeover

1 Day
Takt C/O

3
60 56 0 sec sec sec % shifts

480

welder uptime

C/O Working time

Total work 169 sec Production lead Time = 4.5 days Processing Time = 169 secs

Uptime 100 2

1.5 Days 1 sec

1 Day

2 Days

168 sec

Significant Improvements
Lead time reduced by 81%
Processing time reduced by 10%

RECENT TRENDS
Multi-Tasking Machines

Reconfigurable Machines

Parallel Kinematic Machines

Multi-axis Machines

High Speed Machines

MULTI - TASKING MACHINES

Intended to Integrate Diverse Operations (Turning, Milling, Grinding) Conflicting Machine Design

Turning

Turning & Milling

Twin Spindle Twin Turret

Merits of Multi-Tasking Machines

Reduction in Work in Progress and throughput Time Elimination of Part Movement from Machine to Machine

Avoidance of Multiple Setups

Completion of Parts in one Machine Reduces Overall Parts Cycles

Ingersoll Multitec Multi-Tasking Machines

1.
2. 3. 4. 5. 6. 7. 8.

Milling of flange surface using the vertical spindle unit

Drilling of the flange holes using the vertical spindle unit Grinding of the sealing surface Drilling holes using the universal spindle unit Back spot-facing using the universal spindle unit Milling of a vertical slot into the outer diameter Milling of a radial groove Turning of a conical inner face

RE-CONFIGURABLE MACHINES
The concept of re-configurable machines is to design systems, machines, and controls for cost effective response to the requirements of manufacturing to meet the market demand
To provide exact functionality and capacity when it is required

Designed for its rapid change in its structure as well as hardware and software components
Combines the functionality of CNC with the high production rate of conventional dedicated lines

PARALLEL KINEMATIC MACHINES

Conventional Machines Adopt Serial Mechanism as their Kinematic Structures

Serial mechanism based machines have perpendicular connection between adjacent links from the base to base to spindle unit (large work space and simple control operating units) Parallel Mechanism Due to their high stiffness and speed receives more attention

Machining Center

Parallel Mechanism

Parallel Link These links are able to change their lengths independently to perform 6 d.o.f.s movement of the spindle

Decreasing inertia mass can increase the velocity and acceleration o of a machine
Stiffness of each link can be increased substantially (each link is subjected only tension and compression, not bending)

Accuracy of a system can be improved because each link error do not accumulate while that of serial mechanism does

Serial mechanism are 3 Axis Cartesian Co-ordinate SystemsParallel Mechanism are 6 d.o.f.s system which have the ability of 5 face and 6 axis machining. Mfg. Cost can decrease since the machine parts can be modularized. - Limited Work Space - Complex control units

Merits
Stiffness and Accuracy Mechanically Less Complex than Conventional Design Most Stresses are in Tension and Compression High Rigidity Multiple Ball Screws Share Machining Loads Excellent Volumetric Accuracy ( Errors in individual actuators of PKM Machines Tend to Average it out rather than Stack up )

Thank you