Improving production with lean thinking

Tai Lieu Chat Luong Improving Production with Lean Thinking Improving Production with Lean Thinking Javier Santos Richard Wysk Jose´ Manuel Torres John Wiley & Sons, Inc This book is printed on acid-free paper  ⬁ Copyright  2006 by John Wiley & Sons, Inc All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http: / www.wiley.com / go / permissions Limit of Liability / Disclaimer of Warranty: While the publisher and the author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose No warranty may be created or extended by sales representatives or written sales materials The advice and strategies contained herein may not be suitable for your situation You should consult with a professional where appropriate Neither the publisher nor the author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages For general information about our other products and services, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002 Wiley also publishes its books in a variety of electronic formats Some content that appears in print may not be available in electronic books For more information about Wiley products, visit our web site at www.wiley.com Library of Congress Cataloging-in-Publication Data: Santos, Javier Improving production with lean thinking / Javier Santos, Richard Wysk, Jose´ Manuel Torres p cm Includes bibliographical references and index ISBN-13: 978-0471-75486-2 (cloth) ISBN-10: 0-471-75486-2 (cloth) Production engineering Manufacturing processes I Wysk, Richard A., 1948– II Torres, Jose´ Manuel III Title TS176.S322 2006 658.5—dc22 2005019103 Printed in the United States of America 10 Contents Preface xi Continuous Improvement Tools Continuous Improvement / Improvement Philosophies and Methodologies / Just-in-Time (JIT) / Thinking Revolution / Lean Manufacturing / 20 Keys to Workplace Improvement / 10 Measuring and Prioritizing the Improvements / 11 Book Structure / 15 Recommended Readings / 17 Material Flow and Facilities Layout 18 Layout Improvements / 18 Signs and Reasons for a Need to Change the Layout / 19 Theoretical Basis / 20 One-Piece Flow / 20 Main Types of Industrial Companies / 22 Layout Types / 25 Characteristic of the Traditional Layouts / 29 v vi CONTENTS Layout Design Methodology / 29 Step 1: Formulate the Problem / 30 Step 2: Analysis of the Problem / 30 Step 3: Search for Alternatives / 30 Step 4: Choose the Right Solution / 32 Step 5: Specification of the Solution / 32 Step 6: Design Cycle / 33 Tools for Layout Study / 33 Muther’s Eight Factors / 33 Summary / 38 Recommended Readings / 38 Material Flow and the Design of Cellular Layouts 39 The Assembly Line / 39 Theoretical Basis / 40 Mass Production / 40 Flow or Assembly Lines / 41 Cell Layout Design Justification / 43 Basic Cell Design Nomenclature / 44 Cell Design Methodology / 47 Cell Design Tools / 47 Line-Balancing / 47 Group Technology / 53 Time Study / 56 Leveling Production / 64 Multifunctional Workers / 68 Workforce Optimization / 70 Summary / 72 Recommended Readings / 72 Equipment Efficiency: Quality and Poka-Yoke Poka-Yokes / 73 Theoretical Basis / 74 Inspection and Statistical Quality Control (SQC) / 74 From SQC to Zero Defects / 76 Poka-Yoke Design Methodology / 79 Poka-Yoke Examples / 79 Summary / 81 Recommended Readings / 82 73 CONTENTS Equipment Efficiency: Performance and Motion Study vii 83 Motion Study / 83 Theoretical Basis / 86 Motion Economy Principles / 86 Motion Study Tools / 87 Value Analysis / 87 5W2H and 5-Why Methods / 88 Worker-Machine Diagram / 89 Machine-Worker Ratio / 91 Machine-Machine Diagram / 93 Summary / 93 Recommended Readings / 95 Equipment Efficiency: Availability, Performance, and Maintenance 96 Equipment Maintenance / 97 Theoretical Basis / 98 Types of Maintenance / 98 Maintenance Program Implementation / 102 Getting Started / 104 Corrective Maintenance Implementation / 104 Preventive Maintenance Implementation / 106 Autonomous Maintenance / 106 TPM: Total Productive Maintenance / 108 RCM: Reliability-Centered Maintenance / 110 Maintenance Tools / 110 FMEA for Equipment / 110 Reliability / 113 P-M Analysis / 116 Maintenance Management / 117 Summary / 119 Recommended Readings / 119 Equipment Efficiency: Availability, Quality, and SMED Setup Process / 120 Theoretical Basis / 122 Basic Steps in a Setup Process / 122 Traditional Strategies to Improve the Setup Process / 123 120 viii CONTENTS SMED Methodology / 125 Preliminary Stage / 126 Stage 1: Separating Internal and External Setup / 128 Stage 2: Converting Internal Setup to External Setup / 129 Stage 3: Streamlining All Aspects of the Setup Process / 130 SMED Tools / 130 First-Stage Tools / 130 Second-Stage Tools / 133 Third-Stage Tools / 136 Zero Changeover / 142 SMED Effects and Benefits / 143 Easier Setup Process / 143 On-Hand Stock Production / 143 Workplace Task Simplification / 143 Productivity and Flexibility / 144 Economic Benefits / 144 Summary / 145 Recommended Readings / 146 Environmental Improvements and the 5S Methodology A Clean and Organized Workspace / 147 5S Implementation Methodology / 149 Getting Started / 149 Common Steps in the Five Pillars / 150 First Pillar: Sort / 151 Second Pillar: Set in Order / 152 Third Pillar: Shine / 152 Fourth Pillar: Standardize / 153 Fifth Pillar: Sustain / 155 Implementation of the 5S in Offices / 156 Applying 5S to Computers / 156 5S Tools / 157 Red-Tagging Strategy / 157 Sign Strategy / 158 Painting Strategy / 160 Preventive Order / 161 Preventive Shine / 162 Promotional Tools / 162 147 234 APPENDIX A: PROBLEMS Determine the maximum weekly production Calculate the cycle time of both products Show the M2-M1-M3 diagram, assuming a stable state Reorder the diagram to show the minimum lead time if necessary NUMERIC PROBLEM SOLUTIONS Continuous Improvement Tools Problem IT1 58.12 percent Quality ⫽ 0.778; performance ⫽ 0.854; availability ⫽ 0.875 Quality Problem IT2 41.8 percent Quality ⫽ 0.715; performance ⫽ 0.665; availability ⫽ 0.875 Performance Problem IT3 44.5 percent Quality ⫽ 0.715; performance ⫽ 0.719; availability ⫽ 0.897 Quality Problem IT4 Initial OEE ⫽ 0.767; final OEE ⫽ 0.771 Yes, because, in this case, SMED achieves flexibility Because SMED improves quality, eliminating trials Problem IT5 Initial OEE ⫽ 0.849; final OEE ⫽ 0.72 Productivity has increased, but performance rate has decreased Problem IT6 Initial OEE ⫽ 0.809; final OEE ⫽ 0.864 OEE has increased, but production has decreased Reduce the duration of daily planned stops NUMERIC PROBLEM SOLUTIONS 235 Problem IT7 Initial OEE ⫽ 0.731; final OEE ⫽ 0.713 OEE has decreased, but with poka-yoke and source inspection implementation in the beginning, the defect rate will increase They were worthwhile Problem IT8 61.42 percent Quality ⫽ 0.787; performance ⫽ 0.892; availability ⫽ 0.875 Quality Facilities Layout Problem FL1 Graphic answer Sections and will be interchanged Problem FL2 Look at the theory Graphic answer Problem FL3 Graphic answer Problem FL4 Graphic answer Cellular Layout Problem CL1 ST ⫽ 42.53 Standard production 1.41 parts/h Problem CL2 ACF/DGI/B/EHJ/KL B/AD/CEG/IFH/JKL ACF/B/DH/GEIJ/KL 236 APPENDIX A: PROBLEMS Problem CL3 AD/BE/IC/FHG/JK/L H ⫽ 17 s; F ⫽ 180 s; WIP ⫽ units Graphic answer Problem CL4 A/CB/D/GF/ — /I/EJ/H/KL H ⫽ 13 min; F ⫽ 60 min; WIP ⫽ units Graphic answer Problem CL5 A/C/BF/E/DG(double)/HIJ H ⫽ min; WIP ⫽ units Graphic answer Problem CL6 Graphic answer EDC/IHF/AGBJ; yes Mmin ⫽ HR ⫽ 1.85% Problem CL7 A/B/CDEG/HFI H ⫽ 11 min; F ⫽ 32 min; WIP ⫽ units Graphic answer Problem CL8 A/BE/CF/JD/GIH/KL/M H ⫽ s; F ⫽ 210 s; WIP ⫽ 3.5 units Graphic answer Problem CL9 A/CDB/EFGH(double)/I/J H ⫽ min; F ⫽ 40 min; WIP ⫽ units Graphic answer It is not recommendable NUMERIC PROBLEM SOLUTIONS Problem CL10 T3/T1T2/T4T5T6/V1V2/V3V4/V5V6/V7MF1 H ⫽ 34 Graphic answer Problem CL11 A/CD/BEG/F/HIJ/KLM Two workers H ⫽ min; F ⫽ 120 min; WIP ⫽ units Graphic answer Problem CL12 A/BE/CDGFH(double)/JI/KL/M H ⫽ 12 s; F ⫽ 270 s; WIP ⫽ 4.5 units Graphic answer Problem CL13 AC/B/DE/FGH(double)/IK/JL/M H ⫽ s; F ⫽ 150 s; WIP ⫽ units Graphic answer Problem CL14 A/D/CB/FEG/H/I H ⫽ 23 min; F ⫽ 70 min; WIP ⫽ 3.5 units Graphic answer Problem CL15 Two parallel lines with a demand of 40 units ACF/B/DH/GEIJ/KL H ⫽ Problem CL16 Two lines → B/AC/DE/GIFJ/H/K/L WIP ⫽ 3.5 units on each line Problem CL17 A/C/BF/E/DG/ — /HIJ WIP ⫽ units; H ⫽ 16 237 238 APPENDIX A: PROBLEMS Problem CL18 A/C/BF/E/DG/ — /HIJ WIP ⫽ units; H ⫽ 16 Problem CL19 A/C/BF/ED/G/ — /HIJ WIP ⫽ units; H ⫽ Graphic answer Problem CL20 A/DB/CF/E/HI/G/JK/L WIP ⫽ units; H ⫽ Graphic answer Problem CL21 A/BF/D/CE/GH/I/ — /JK WIP ⫽ units; H ⫽ Graphic answer Problem CL22 ADB/E/CFG/IH/KJL (double) H ⫽ 10 Graphic answer Problem CL23 AC/BFE/D/G/H/IJ WIP ⫽ 3.5 units; H ⫽ Graphic answer Maintenance Problem MN1 Depending on the cost Look at the theory Problem MN2 87.5 percent Look at the theory NUMERIC PROBLEM SOLUTIONS Problem MN3 Component B Look at the theory Motion Study Problem MS1 135 s Graphic answer Problem MS2 Two machines Problem MS3 Two machines 0.48 $/unit Problem MS4 21 plates Because if manage 22, the plates fall Problem MS5 Better with an assistant (8.4 $ profit/hour) Problem MS6 Nothing It is reduced 1.14 $/part Problem MS7 Two workers in parallel Two workers in parallel Two workers in parallel Problem MS8 Better with a poka-yoke The same in both cases Better with a poka-yoke 239 240 APPENDIX A: PROBLEMS Problem MS9 855.3 $/month Problem MS10 One worker and two machines 3.56 $/part Problem MS11 Both are the same Better two workers with two machines each worker Two workers with two machines each worker Problem MS12 M1 product is more expensive, and M2 product is cheaper One worker on each machine One worker on each machine Problem MS13 Two workers in parallel Two workers in parallel Two workers in parallel Problem MS14 Two workers in parallel Two workers in parallel Two workers in parallel Problem MS15 145 s Graphic answer Problem MS16 Graphic answer Problem MS17 Graphic answer NUMERIC PROBLEM SOLUTIONS Problem MS18 883.2 $/month Graphic answer Problem MS19 One worker, two machines, and one assistant One worker, two machines, and one assistant Graphic answer Machine-Machine Diagram Problem MM1 480 products 12 Graphic answer Problem MM2 280 products 12 Graphic answer Problem MM3 400 A with 400 B 12 minutes for each product Graphic answer Problem MM4 185 products 13 min; 26 Graphic answer Problem MM5 150 products 16 Graphic answer 241 242 APPENDIX A: PROBLEMS Problem MM6 240 A and 480 B tcA ⫽ 20 min; tcB ⫽ 10 Graphic answer Problem MM7 267 A and 267 B 18 Graphic answer Problem MM8 300 A and 300 B 16 Graphic answer Problem MM9 400 A and 400 B 12 Graphic answer Problem MM10 252 A and 252 B 19 Graphic answer Problem MM11 533 products Graphic answer Problem MM12 436 A 11 Graphic answer Problem MM13 320 A and 320 B 15 NUMERIC PROBLEM SOLUTIONS Graphic answer Problem MM14 343 A and 343 B 14 Graphic answer Problem MM15 400 A and 400 B 12 Graphic answer 243 Index activity factor, 61 actual controls, 112 allowances, 62 andon, 172, 173 apparent small defects, 103 assembly line, 27, 39–41 asynchronous flow, 42 Autonomation, autonomous maintenance, 109 batch, production, 20, 21 batch, transfer, 20, 21 bathtub curved, 115 below the green line, 176 between green and red lines, 176 cellular layout, 18, 28 check panel, 132 checklist, 131 chronic losses, 116 continuous improvement, 1, 168 continuous timing, 60 corrective maintenance, 99 current exchange study, 126 cycle time, 42, 44–46 didactic material, 149 economic lot size strategy, 125 element sign, 159 emblems and buttons, 163 endless-material method, 133 equipment functions, 112 equipment history files, 104 execution under expectations, 103 external setup, 126, 128, 129 facility inventory, 104 failure causes, 112 failure effects, 112 failure modes, 112 Family formation, 55 5S audits, 155 5S competition, 163 5S methodology, 147 5S news bulletins, 163 5-why method, 89 flow process chart, 35 Frank Gilberth, 57 Frederick Taylor, 57 function checks, 132 function standardization, 135 functional clamps, 140 Group technology, 54, 56 Henry Ford, 2, 5, 27 hidden small defects, 103 Hirano, Hiroyuki, 5, 150 idle time, 46 improvement tools, 245 246 INDEX incorporation, 162 Individual-Durations heuristic, 49 inefficient, 178 infant period, 116 initial equipment management, 109 inspections, 106 intermittent stops, 103 internal setup, 126, 128, 129 intrinsic reliability, 117 island layout, 42 isolated defects, 74 Jidoka, 9, 166, 177, 180 Just-in-time, 1, 4, 6, 9, 172 just-in-time methodologies, kaikaku, kaizen, 1–3, 9, 168 kaizen blitzes, kaizen teian, 168, 169 kaizen tools, kanban, 172–176 kanban in practice, 176 know-how philosophy, 180 Kobayashi, 181 Kobayashi, Iwao, 2–4 large-batch-based strategies, 124 Largest-Positional-Weight heuristic, 49 layout, types, 25–29 Layout Design Methodology, 29–33 layouts, traditional, 29 lead time, 18 leading technology, 180 lean manufacturing, 1, leveling production, 64 Lillian Gilberth, 57 line-balancing, 48, 50 Load time, 12 machine factors, 114 machine-worker ratio, 91 maintenance costs, 118 maintenance improvements, 109 manufacturing cells, 28 mass production, 40, 41 materials flow, 19 mean time between failures, 114 Method-Time Measurement, 63, 64 Model T, 40 motion study, 83 Muther’s Eight Factors, 33–38 Nakajima, 108 ninben no tsuita jidoka, 178 nonmaintenance costs, 118 normal speed, 61 Ohno, 178 Ohno, Taiichi, one-motion method, 138 One-Piece Flow, 20, 21 one-touch exchange of die, 141 operative factors, 115 operative reliability, 117 organizational factors, 115 over the red line, 177 overall equipment efficiency, 109 parallel operations, 137 Pareto analysis, 41 part and tool transportation improvements, 132 picture panels, 163 pilot area, 149 planned maintenance, 100 plant layout, 18 PM orders, 106 pocket manuals, 163 poka-yoke, 73, 77 precedence diagram, 46 predictive maintenance, 102 press-die preheat, 134 preventive engineering, 109 process automation, 142 process industry, 22–24 product-quantity analysis, 41 pull system, 174 push system, 174 reliability, 113 revisions, 106 Richard Muther, 30, 38 risk priority number, 112 scheduled corrective, 100 sector, 22 seiketsu, 149 seiri, 148 seiso, 149 seiton, 148 Sekine and Arai, 142 self-check, 77, 78 self-erasing, 156 sequence defects, 74 setup process, 120 Seven types of waste, 7–8 Shigeo Shingo, 5, 73, 84, 120 INDEX 247 shitsuke, 149 sign strategy, 172 single-minute exchange of dies, 120 six sigma, 117 skill based strategies, 123 slogans, 163 snapback method, 60 sporadic losses, 116 standard time establishment, 61 statistical process control, 76 statistical quality control, 76 stops and breakdowns, 103 successive-check, 77, 78 suspension, 162 synchronized flow, 42 systematic preventive maintenance, 100 time-measurement unit, 64 Tomo Sugiyama, 65 tools duplication, 136 total productive maintenance, 108 Total-Number-of-Following Tasks heuristic, 49 Toyoda, Kiichiro, transfer matrix, 35 20 Keys to Workplace Improvement, 4, 10– 15, 166 Takt Time, 44–46, 52, 85 task, 44 Tasks Assignment Rules, 49 temporary containers, 134 therbligs, 86 Thinking Revolution, throughput, 18 Time Study, 56, 58–59 waste period, 116 work standard, 57 workforce optimization, 70 Work-in-Process, 20 workstations, 44 use elimination, 162 useful period, 116 user maintenance orders, 107 visual control, 155 zero breakdowns, 109 zero changeover, 142 WILEY END USER LICENSE AGREEMENT Go to www.wiley.com/go/eula to access Wiley’s ebook EULA