Lps03 lflow

8/13/2018 LEAN FLOW GVC ThS Nguyễn Như Phong nguyenphong.bksg@gmail.com; www.isem.edu.vn Kỹ thuật Hệ thống Công nghiệp ĐH BÁCH KHOA – ĐHQG TPHCM (Tài liệu giảng dạy cho ISE) 2018 LEAN FLOW          Takt Time Activity Time 5S Visual Management Changeover Reduction TPM Standard Work Small machines Demand Smoothing 11 April 2003 Nguyeãn Nhö Phong 8/13/2018 LEAN FLOW Preparing Lean Flow The foundation fast, flexible flow  Takt Time  Activity Time  5S  Visual Management  Changeover Reduction  TPM  Standard Work  Small machines  Demand Smoothing   11 April 2003 Nguyễn Như Phong LEAN FLOW  Takt Time & Activity Time –   5S    basic building block lean flow The housekeeping Closely related the TPM methodology Visual Management   Enabled by 5S Make TPM & Standard Work more effective 11 April 2003 Nguyễn Như Phong 8/13/2018 LEAN FLOW  5S, Standard Work & TPM   Demand Smoothing & Small machines   the basic fast, consistent Changeover Reduction Allow the other be more effective Combination – an effective attack on 3M    Muda (waste) Muri (difficult work) Mura (unevenness) 11 April 2003 Nguyễn Như Phong TAKT TIME  Fundamental concept     Regular, uniform rate of progression of products through all stages from RM cust The drumbeat cycle of the rate of prod flow Fundamental flow & mapping of L operation 11 April 2003 Nguyễn Như Phong 8/13/2018 Takt Time  Available work time (/d) / average demand (/d)   Available time: Actual time – planned stoppages  Maintenance,  team briefings,  breaks Demand: average sales rate  Spare parts, extra, anticipated scrap 11 April 2003 Nguyễn Như Phong Takt Time  Demand changes,   Maintain the same TT  by adjusting the available work time Multiple parts  Demand – the total no parts 11 April 2003 Nguyễn Như Phong 8/13/2018 Takt Time  Seasonal / variable demand    Important selection of the period of estimated demand Longer period Build order 11 April 2003 Nguyễn Như Phong Takt Time  Longer period    Stabilize build rate More supermarket smooth out the bumps Build order     Reducing the time horizontal More frequent TT Lines rebalanced, operators involved More lean & flexible 11 April 2003 Nguyễn Như Phong 8/13/2018 Takt Time  Not cycle time     CT > TT  constraint Parallel proc / additional shift Several TTs Parallel proc    Eg No parts per prod Several TTs in a plant Overall synchronization 11 April 2003 Nguyeãn Nhö Phong PITCH TIME  Pitch     TT * C Container quantity / convenient multiple of parts 15 – 30 m The time  required fill the standard container 11 April 2003 Nguyễn Như Phong 8/13/2018 Pitch Time  The pitch increment    Basic time slot used in Heijunka sys Material hander fit in the pitch time Vital sys drumbeat  forcing regularity, visibility & flow 11 April 2003 Nguyễn Như Phong ACTIVITY TIMING & WORK ELEMENTS  The IE / time & motion study task   determining the duration of work elements Essential input       Cell balance boards VS maps Scheduling Costing Best done by operators rather than IEs Sort out & standardize the motions before timing them 11 April 2003 Nguyễn Như Phong 8/13/2018 Activity Timing & Work Elements  Video making better than live recording     Back tracking & avoid the stress At least 10 cycles / s Variation bw operators Standard work Nguyễn Như Phong 11 April 2003 Activity Timing & Work Elements  Method      Break down work sequence into work elements Record manual, walk, wait machine times in separate columns Make a list of activities Some manual times – NVA / NVAU Cell balancing   11 April 2003 Reduce / eliminate wait & walk times Reduce NVA / NVAU steps Nguyễn Như Phong 8/13/2018 Activity Timing & Work Elements  At least 10 good cycles      Nothing goes wrong Discard outliers Nearest whole sec Lowest more frequently occurring time Not add allowance PR&D –   personal, rest, delay More frequent breaks 11 April 2003 Nguyeãn Nhö Phong 5S  The basic housekeeping for lean, quality & safety     Apply in office & SF equally Working better & feeling better in tidy room Mindset Not be done by outsider 11 April 2003 Nguyeãn Nhö Phong 8/13/2018 5S      Sort Simplify / Set in order / Straighten Sweep / Shine / Scrup Standardize / Stabilize Sustain / Self discipline 11 April 2003 Nguyễn Như Phong 5S  Sort      Throw out what not used Classify everything by frequency Do w the team Touch item systematically Done regularly 11 April 2003 Nguyễn Như Phong 10 8/13/2018 The JIPM model  Measurement Cycle     Condition Cycle      Collect equipment history & Performance Analysis Define & calculate OEE Assess big losses & set priorities Critical assessment Initial cleanup & condition appraisal Plan refurbishment Develop asset care Problem Prevention Cycle   Develop best practice routine & standard Problem prevention 11 April 2003 Nguyễn Như Phong Some special feature of TPM        At its worst when new Visibility Red tags Failure mode & scheduled maintenance Condition monitoring Info sys Design & administration and benchmarking 11 April 2003 Nguyễn Như Phong 28 8/13/2018 VISUAL MANAGEMENT    Gain the max amount of operating info & control A variation of gemba management Ford motor   Visual display – provision of info Visual control – action 11 April 2003 Nguyễn Như Phong Visual Management  Eg       Machines – transparent plastic OEE charts placed next machines CO times graphed routinely The Heijunka box – day schedule visual display Kanban priority board Light indicate status 11 April 2003 Nguyễn Như Phong 29 8/13/2018 Visual Management  Eg        Production control & scheduling office on the SF CQD performance a central trio display Line rebalancing charts Mirror w a slogan A maintenance red-tag board Story board … 11 April 2003 Nguyễn Như Phong Visual Management  VM, visibility, control by sight  A key theme in lean operations  Integrated into 5S & standard work 11 April 2003 Nguyễn Như Phong 30 8/13/2018 Visual Management   Visibility fits in well w other lean themes  Speed, improvement  Up date & clear schedule  Making problem apparent  Involvement  Team working  Standardization  Responsiveness Visibility joined by audio  Audio also helpful 11 April 2003 Nguyễn Như Phong CHANGEOVER REDUCTION  What CO ? - The time    m/c idle bw batches from the last piece of the 1st batch nd batch  to the first good piece of the from the standard rate of running of the 1st batch nd batch  to the standard rate of running of the 11 April 2003 Nguyễn Như Phong 31 8/13/2018 Changeover Reduction   CO reduction a pillar of lean manu The reason   small batch flow & improved EPE performance 11 April 2003 Nguyễn Như Phong Changeover Reduction  The classic Shigeo Shingo methodology    SMED Identify & classify internal & external activities Separate internal from external activities      Max external preparations Cut / reduce waste activities Try convert internal external Use engineering on the remaining internal Min internal activities time 11 April 2003 Nguyễn Như Phong 32 8/13/2018 Changeover Reduction  To analyze    The process flow chart Spaghetti diagram To standardize   The work combination chart SOP 11 April 2003 Nguyễn Như Phong Changeover Reduction  CO part of OEE   CO reduction done under the auspices of TPM TPM help highlight the CO important 11 April 2003 Nguyễn Như Phong 33 8/13/2018 Changeover Reduction  Think strategy - The CO       reduce time, cost, manpower, improve quality, flow limit maintenance increase capacity combination ? not all ! 11 April 2003 Nguyễn Như Phong Changeover Reduction  McIntosh et al   element successful CO  Attitude – workplace culture, receptiveness change  Resources  Awareness  Direction phases  Strategic  Preparatory  Implementation 11 April 2003 Nguyễn Như Phong 34 8/13/2018 Changeover Reduction  McIntosh et al   general approaches  Organization led  Design led areas  On line activities  Adjustment  Variety  Effort Nguyễn Như Phong 11 April 2003 Changeover Reduction  SS methodology attempted on CO  SMED methodology    much more effective at reduce time done first SS analysis  11 April 2003 useful examine causes of time variation Nguyễn Như Phong 35 8/13/2018 Changeover Reduction  Few tips      Measure & record CO times Reducing & keeping ST Team analysis Make a video CO time * No batches = K 11 April 2003 Nguyễn Như Phong Changeover Reduction  Few tips       Use trolleys Regularity in the schedule help Tool & die maintenance vital but overlooked Team CO at bottleneck Appropriate QC verify good production Optimal sequence of CO times 11 April 2003 Nguyễn Như Phong 36 8/13/2018 SMALL MACHINES  Small m/c concept  one of the least recognized L facilitator  Use the smallest m/c possible  consistent w Q requirement Nguyễn Như Phong 11 April 2003 Small machines  Several smaller m/cs instead of bigger, faster monument  Layout flexibility  Easier scheduling  MH reduction  Less vulnerability breakdown, bottleneck problems  Possibly reduced cost  Through phasing of m/c acquisition   11 April 2003 Improved CF More frequently technology updates Nguyễn Như Phong 37 8/13/2018 Small machines  Do work improvement first & only   then equipment improvement Old m/cs  The best m/c may well be the old m/c   Quality capable Throughput & lead time count Nguyễn Như Phong 11 April 2003 Small machines  Self developed m/cs   At its worst when new may not yet     11 April 2003 Pokayoke devices fitted Q capable Low cost automation devices Variation not tackle Nguyễn Như Phong 38 8/13/2018 Small machines  Automation    The prime reason for automation in lean – for quality Not to automate waste Simply first 11 April 2003 Nguyễn Như Phong Small machines  Frugal manu Schonberger advice      Get the most out of conventional equipment & present facilities Keep control over manu strategy Build up capacity modify, customize, simplify m/cs Approach bigger, faster m/cs & production line w caution Big m/c disconect people 11 April 2003 Nguyễn Như Phong 39 8/13/2018 Thinking Small    Wider lean issues Schumacher – Small is beautiful Pil & Holweg advantages of small scale operations     Tapping into local networks Responding customers Rethinking human resources Driving innovation 11 April 2003 Nguyễn Như Phong DEMAND MANAGEMENT   The smoother the demand, the better the flow Demand never be entirely smooth   not make instability worse by own actions Demand   Internal demand External (SC) demand 11 April 2003 Nguyễn Như Phong 40 8/13/2018 External (SC) demand          Avoid policies Variety as late as pos Build to order policy Yield management concepts Segment demand into bands Offer cust upgrades Manage demand variation Avoid SC gaming Communicate along SC 11 April 2003 Nguyễn Như Phong Internal demand         Work further down the BOM Policy convert stranger  repeater  runner Stabilize manu operation by appropriate supermarkets Single pacemaker Reduce CO times make cust pull more possible Use control limits Use under capacity scheduling Takt time 11 April 2003 Nguyeãn Nhö Phong 41 8/13/2018 Internal demand         Stabilize production at the right level in the BOM Give priority regular orders Use the ATP logic Medium term forecast Gear incentives of distributor work toward smooth demand Milk round deliveries Overproduction the greatest enemy Have a vision of regular, smoothed demand 11 April 2003 Nguyễn Như Phong 42