Lean manufacturing, sản xuất
L EAN M ANUFACTURING T HAT W ORKS PAGE i 10915$ $$FM 08-25-04 11:39:33 PS This page intentionally left blank L EAN M ANUFACTURING T HAT W ORKS Powerful Tools for Dramatically Reducing Waste and Maximizing Profits Bill Carreira American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco Shanghai • Tokyo • Toronto • Washington, D.C. PAGE iii 10915$ $$FM 08-25-04 11:39:34 PS Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Carreira, Bill. Lean manufacturing that works : powerful tools for dramatically reducing waste and maximizing profits / Bill Carreira. p. cm. Includes index. ISBN 0-8144-7237-0 1. Manufacturing processes. 2. Production planning. 3. Process control. I. Title. TS183.C36 2004 658.5—dc22 2004018452 ᭧ 2005 Bill Carreira All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Printing number 10987654321 PAGE iv 10915$ $$FM 08-25-04 11:39:34 PS C ONTENTS Introduction: The Why 1 PART 1 The What Chapter 1 Customer Satisfaction 7 Chapter 2 Cost and Profit 11 Chapter 3 Metrics 15 Chapter 4 Cash Flow 19 Chapter 5 Inventory and Carrying Cost 23 Chapter 6 Velocity, Throughput, and Lead Time 33 Chapter 7 Batch and Queue vs. Lean Flow 43 Chapter 8 Waste 49 Chapter 9 ValueAdded, Non-Value-Added, Required Non- Value-Added 67 PART 2 The How Chapter 10 Doing a Baseline 75 Chapter 11 Doing a Baseline, Day 1 89 Chapter 12 Doing a Baseline, Day 2 111 Chapter 13 Doing a Baseline, Day 3 127 Chapter 14 Doing a Baseline, Day 4 143 Chapter 15 Doing a Baseline, Day 5 181 Chapter 16 Lean-Engineering Analysis 197 Chapter 17 Seeking Balance 223 Chapter 18 The 5S System 235 PAGE v v 10915$ CNTS 08-25-04 11:39:40 PS vi CONTENTS Chapter 19 Setup Reduction 257 Chapter 20 Total Productive Maintenance (TPM) 279 Conclusion The Why: The Psychology of Lean 285 Index 289 PAGE vi 10915$ CNTS 08-25-04 11:39:41 PS L EAN M ANUFACTURING T HAT W ORKS PAGE vii 10915$ HFTL 08-25-04 11:39:44 PS This page intentionally left blank INTRODUCTION T HE W HY This is a book about lean manufacturing. More specifically, this is a book about how to put lean manufacturing to work to im- prove your particular business. There are many excellent books that address the concepts of lean manufacturing, and I do not bring any revolutionary new concepts to this body of knowledge. What I at- tempt to bring to the party with this book is a more ‘‘everyday’’ ap- proach to the topics under discussion, with enough detail and illustration of some of the basic tools of lean to give the reader a clear view of how to implement (do) what we are talking about. That being said, the first questions that should come up are, ‘‘What is lean, and why should I consider changing the way I cur- rently do business?’’ These are good questions. If you boil lean down to its essence, it is a culture. It’s not so much a discrete ‘‘thing’’ as it is a way of thinking, an overall philoso- phy of running a business. I have observed companies that have an annual operations plan in addition to a set of lean initiatives, treating them as two different categories of activity. When I question manage- ment about the distinction, the responses are usually along the lines of: ‘‘We have a 5S initiative’’ or ‘‘We have a plan to reduce headcount on line 4.’’ I then make the point that lean should not be separate from your business plan; instead, it should be used to develop and support your business plan. I am often surprised to see a fundamental PAGE 1 1 10915$ INTR 08-25-04 11:39:49 PS . Library of Congress Cataloging-in-Publication Data Carreira, Bill. Lean manufacturing that works : powerful tools for dramatically reducing waste and maximizing. INTRODUCTION T HE W HY This is a book about lean manufacturing. More specifically, this is a book about how to put lean manufacturing to work to im- prove your