Lean Development Program

1、PRODUCTIVITY Lean Development Program Participant Guide David Dai 2015-08-21 Plan & Implement Lean Production Productivity Lean Development Program -Apparel Division Week One 1.Plan & Implement Lean 2.The 5S 3.The visual workplace 4.Value stream management 5.Product/Family concepts 6.PQ analysis 7.S

2、hop floor application 8.Team report outs (CEDAC) Lean Development Program Problem solving homework Sample results : Reduced pairs in assembly from 9000 to 2000 (77%) and Batch size from 20 to 6 pairs (75%) Lean Development Program -Apparel Division Week Two 1.Team report outs measures 2.Team report

3、outs pull production 3.Standard work line balancing cell design 4.Shop floor application 5.Team report outs 6.Daily cell supervision product Lean Development Program Family concepts homework Sample results : Reduced assembly labour from 78 to 50 (36%) and Improve productivity = pairs/person/hr by 38

4、% Lean Development Program -Apparel Division Week Three 1.Team report outs measures 2.Team report outs pull production 3.Standard work line balancing cell design 4.Shop floor application 5.Team report outs 6.Daily cell supervision product Lean Development Program PLS homework Sample results : Reduce

5、d cutting 7 stitching floor space by 15% , length of line by 41% and WIP by 47% (10 prs to 5 prs) Plan & Implement Lean Classroom Norms Casual & Conversational Team Activities (Facilitation) Adult Learning Activities Breaks & Lunch Agenda Introduction : Lean Production Fundamentals Phase I : Plan Ph

6、ase II : Pilot Phase III : Deploy Phase IV : Integrate Wrap-up Workshop Objective Participants will understand four of the five phases they will use to successfully implement lean production in their own factory or factories Introduction : Lean Fundamentals Foundation of lean A value-adding strategy

7、 Guiding principles A planned attack A systematic approach 1. Foundation of lean A competitive advantage strategy of system wide accelerated improvement plan Progressive identification and elimination of all non-value-adding waste Achieved and sustained through the involvement of employees at all le

8、vels 2. Value-Adding Strategy Optimal creativity and utilization The Target : Waste Anything that adds cost Without adding value ! Definitions Value-adding : lAny operation or activity that changes,converts, or transforms material into a product the customer is willing to pay for uNon-Value-adding :

9、 lAny operation or activity that takes time and resources but does not add value to the product sold to the customer Exercise : Value-adding in Manufacturing 1.Select components 2.List the sequence of value-adding operations 3.Estimate the manufacturing leadtime 4.What percent of the manufacturing l

10、eadtime adds value ? 5.If the article or component is processed in batches,what is the typical batch size? 3: Guiding Principles Article variety Smaller lots Shorter delivery time Just-in-time information Zero defects Value-adding Total employee involvement Continuous improvement Mass Vs. Lean at Ti

11、en Sung Tien Sung Apparel Factory: process flow current state Trim ,Inspect ,Iron , &packageTrim ,Inspect ,Iron , &package 4: A Planned Attack Planning and implementing 5: A Systematic Approach First Create Policy Plan Step 1: Perform Assessment Plan Step 2: Define Policy Policy Definition Includes

12、Identifying critical short-term gaps Choosing measures Identifyingobjectives Determining financial impacts Policy Definition Includes Identifying critical short-term gaps Choosing measures Identifyingobjectives Determining financial impacts Measures Define Policy MeasureMeasureBenchmark/TargetsBench

13、mark/Targets Right first time98% Overall supplier effectiveness96% Build to customer schedule95% Dock-toDock50% reduction Cell effectiveness & overall efficiency 98% Value-adding ration40% Lost-time accidentsZero Total costX% reduction Plan Step 3: Establish a Lean Organization From a factory focus

14、team Build a team structure Emphasize cross-functional representation Ensure supervisory involvement Define processes nKey business(non-negotiable) nCommunication nWorkgroup and audit reponsibilities Example : Focus Team Functions ItemsItemsItemsItems Factory Materials Production Purchasing Commerci

15、alization Data processing Quality controlPlanning Financial Overlapping Structure : Example Plan Step 4: Lean Learning Plan Step 5: Baseline Factory Performance Define current state : Current lead time ( cut to box ) B,C-grade and rework Current inventory ( raw material , WIP , finished goods ) On-t

16、ime delivery of customer order Plan Step 6: Deploy Policy P/O Matrix Plan Step 7: Communicate Policy to Factory Formal introduction of policy Education of lean fundamentals Measure the impact of : Factory awareness of lean Values and beliefs : lHistorical vs. new lean values Shared understanding of

17、the need for lean Phase II : Pilot Pilot Step 1: Value Stream managemnt From a pilot team Define the area Establish basedline measurements Set targets for outcome Communicate to area workers Create pilot plan Mapping Techniques Process mapping Area mapping (process flow diagram) Value stream mapping

18、 Process Mapping - Elements Does not measure physical space Picture of process in current state Shows all operational steps needed to produce a garment , including transport Area Mapping - Elements Physical layout of the area with dimensions Picture of process in current state Location of the operators and materials inventory Part path traveled distance Tien Sung Apparel Factory Sewing Operation : process