Intro-Lean-Con课件

1、Object of Enterprise To Increase Profit Growth by Top & Bottom Line with improve Living StandardINCREASE PROFIT Selling Price = Cost + Profito Profit= Selling Price CostSelling Price is Decided by MarketLeads toActual Movement of Reducing CostReduce CostMaterial CostEnergyCostProcessing CostOver Hea

2、d costCost PriceProcessingConveyanceInspectionStagnationUseful Job from customer point of viewWasteWorthless Job does not increase value to the processDecided by manufacturing methodActual movement for Reducing CostRemove WasteConcept of 3MusMURISTRAINMURAINCONSISTENCY / IMBALANCEMudaWASTE3 MUsWaste

3、MuraMuriTo make 2 trips, carrying 6 tons at a time is Muri (overburden)X 2 = MURIWhat is Muri & MuraMaterial Source: Toyota Training HandoutsMaking 6 trips, carrying 2 tons at a time is Waste (waste)X 6 = WasteWhat is Muri & MuraMaterial Source: Toyota Training HandoutsA mixture of the two is Mura (

4、unevenness)= MURAWhat is Muri & MuraMaterial Source: Toyota Training Handouts3 trips, carrying 4 tons at a time, eliminates Waste, while at the same time no causing Muri.X 3 =no Waste,no muri,no muraWhat is Muri & MuraMaterial Source: Toyota Training HandoutsAchieving such a balance everywhere in th

5、e company is one of the primary aims of the Toyota production system. Elimination of the “3Ms” is always in the Toyota employees mind, as everyone tries to keep waste down without causing overburden.X 3 = NO 3MsX 2 = MURI(over burden)MURA(unevenness)X 2 = MURI(waste)Capacity : 4tons12 TONS1 tonWhat

6、is Muri & MuraMaterial Source: Toyota Training HandoutsThree Types of Work MotionmotionEamples:Weld flange onto part Bolt part to productValue AddingWasteEamples:Pull down tool Unclamp & clamp fixtureEamples:Walking to get parts Waiting timesIncidental WorkWorkElimination of Waste (Waste)What is Was

7、teOperation = Work + WasteWork = Increases value of productionWaste = Increases cost of productionKaizen (Improvement)Total amount of labor No ChangeLabor Density Effectiveness =WorkWork + WasteTo 100%= WorkWasteWasteWorkingWaste of Overproduction/ Excess Documentation Waste of Stock Waste of Convey

8、ance (Transport) Waste of Waiting Waste of Operation Itself Waste of Movement of Operator Waste of Production of Inferior goodsTypes of Waste (Waste)Waste MonsterProfitElimination of Waste through Toyota Production System The basis of Toyota Production System is absolute elimination of wasteThe two

9、Pillars are: just-in time autonomation or ( automation with a human touch)Just-in-Time (JIT) A fundamental pillar of a Lean production system is the concept of just-in-time (JIT). JIT simply means that you get what you need, where and when you need it Time is money. focus on time, youre likely to fi

10、nd the hidden costs in an inefficient production system materials arrive at the factory in time to enter the production process allows a company to minimize the amount of inventory it must hold and storea costly activity. minimizes the cost of obsolescence, when parts sit on the shelf so long that t

11、hey become obsolete.Just-in-Time (JIT) Cont.Resources, Techniques,and Principles the right resources and the right tools must be applied to achieve three key Lean principles. standardized work procedures to produce a product at a pace that matches the rate of customer demandtakt time. (Takt is the G

12、erman word for a conductors baton.) Standard quantity of materials needed to keep everyone in the process operating and a signal that can tell people to build one more to achieve one-piece flow. must have machines available when they are needed and again, a signal to tell people when there is a prob

13、lem.Resources, Techniques,and Principlesautonomation or ( automation with a human touch)Error-free production the concept of error-free production.Error-free production means first-time quality. Stop production when a defect is detected. Doing so prevents defects from traveling on to the next proces

14、s, and the sooner an error is detected, the easier it will be to find the cause and solve it. 2. Design reliable processes and system to prevent defects from occurring in the first place. 3. Separate human work from machine work. In other words, use the companys resources appropriatelyallow machines

15、 to do the repetitive and monotonous tasks, while people perform the work that requires decision-making and problem-solving skills. By continuously driving out the waste of imperfection, companies can eliminate the amount of time and money spent on rework, scrap, and lost production time.autonomatio

16、n or ( automation with a human touch)lean concepts 5S Continuous Improvement One Piece Flow ( Cell concept) Poka Yoke Visual Controls Waste Elimination Zero Defects WasteThings to Remember about WasteWaste is really a symptom rather than a root cause of the problemWaste points to problems within the

17、 system (at both process and value-stream levels)We need to find the address causes of wasteThe elements of process that add no value to the productWaste only adds cost and timeOverproduction= Making more than is required by the next process= Making earlier than is required by the next process= Maki

18、ng faster than is required by the next processIndividual Efficiency vs. System EfficiencyHow fast should we produce ?Isolated Operations verses Group operationAfter ImprovementPoka - YokeBasic Classifications of Poka-Yoke Prediction v/s DetectionWhen a Poka-Yoke is designed in a way that it helps th

19、e person to recognise the defect before it is about to occur, it is called a Prevention or Prediction type Poka-Yoke.When a Poka-Yoke helps the personto know immediately on the occurrence of the defect then it is called Detection type Poka-Yoke. Detection is “after the defect is produced. The merit

20、of this type of Poka-Yoke is based on the stage at which the defect is detected. In simple language “Earlier the better”.B.Alarm v/s Shutdown v/s ControlAlarmSignals in form of trigger/alert are used to warn when an abnormality, has occurred (detect) / about to occur (predict).ShutdownNormal functio

21、n of process is stopped when defect is predicted/detected.ControlIn Prevention type Poka-Yoke, Control means that even intentional errors are impossible or methods by which the cause of a defect if it starts happening, then it is automatically prevented from happening (feedback mechanism).In Detecti

22、on type Poka-Yoke , Control means that the process is not stopped but the defective items are automatically separated out and are not allowed to pass on to next stage.Just-in-Time Established by Kiichiro Toyoda, the founder of the Company. “Just-in-Time” means, simply enough, supplying the right par

23、ts, at exactly the right time and in exactly the right amount.Part NeededAt Time NeededIn Amounts NeededWhere a customer can get- (1) what is needed (2) at the time needed (3) in the amount needed Therefore the supermarket is a place where we can buy according to needWhat is a Super-MarketSupermarke

24、t & KanBan ConceptSUPER MARKETSUPER MARKET WAREHOUSEFACTORY & WAREHOUSESUPPLY FROM FACTORYREPLENISHWAREHOUSE TO RACKWhere a customer can get- (1) what is needed (2) at the time needed (3) in the amount needed Therefore the supermarket is a place where we can buy according to needWhat is a Super-Mark

25、etSide Loading- different bins/suppliers and easy to loadPart Supply truckKnow-How to lower Transportation Cost and InventoryElimination of Muda, Mura and MuriSupply 1/daySupply 4t/dayExcess inventoryLeveled productionParts Supply FIFOParts Supply Schematic FlowBuffer AreaReceiving area/line side di

26、rect supplyNo Separate StoresSupplierCustomer Takt Time (TT)The customer demand rate Planned Cycle Time (PC/t)A production rate that is different from the actual customer demand rate. Operator Cycle Time (Oc/t)Time an operator requires to go through all of his or her work elements one time. Lead Time (L/T)The time it takes one piec