Lean Manufacturing – eLearning Program

SYBEQ

Lean Tools

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Lean Tools
• Visual factory/5S
• Error proofing
• The Seven Wastes
• Kanban
• Standard Work
• Changeover Reduction
• TPM

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Lean Tool 1:
Visual Factory

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Visual Factory
• Visual factory enables employees and
management see the status of the
workplace at a glance.

• Current conditions and progress become

evident and problems become visible.

Eg. Production boards, schedule boards

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What is 5S?
A method for achieving and sustaining
workplace efficiency and effectiveness through
organization and standardization in the
workplace.

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• Seiri - Sort
– Sorting out what is needed from what is not needed.

• Seiton - Set in order

– Establish a sense of order, a place for everything and everything in its
place.

• Seiso - Shine
– Clean up the area, tools, equipment, and eliminate dirt, dust, and scrap.

• Seiketsu - Standardize
– Make cleanliness and order a habit. Set standards and follow them.
Issues become opportunities. Checklists, etc.

• Shitsuke - Sustain
– Ongoing compliance. Management commitment over the long term.
Promotion of pride such that it becomes a way of life.

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Visual Controls

• Color code all material.

• Footprints identify the
placement of all items.
• Shadow boards for placing tools
and movable parts.
• Information boards in the plant
and each cell.

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Visual Controls – Material Identification

• It is important to identify all material on the

floor and the warehouse
Eg. Tagging, labeling the material
Color code the tags or labels.
Traffic light colors are commonly used.

TAGS/LABELS
Red – Non conforming (bad)
Yellow – Suspect
Green - Good
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Sample list of items on Information boards

• Checklists • Quality problems

• Safety items • Training records
• Delivery information • Machine downtime
• Trend charts • 5S activities
• Total Productive • Standardized Work
Maintenance (TPM) Instructions
• Machine downtime

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Benefits of 5S
• Improves set up times and quality
• Improves safety
• Improves morale and productivity
• Supports Standardized work
• Foundation for a Lean workplace
• It can be done Today
• Everyone can participate
• Waste is made visible

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Steps to Implement 5S
• 5S is a simple yet very powerful Lean tool as it makes
waste visible.
• Follow the sequence of Sort, Set in order, Shine,
Standardize and Sustain to implement 5S.
• “Sustain” is most difficult. Most organizations fail at
this step.
• A successful 5S initiative requires a strong
commitment towards sustaining the activity.
• Finally, 5S is all about discipline.

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Lean Tool 2:
Error Proofing

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Error Proofing

• Errors are unintentional human mistakes.

• Error proofing is the activity of awareness,

detection and prevention of errors before they
reach the customers as defects and result in
waste.

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Error Proofing

Error proofing can be accomplished by using…

- A control method by preventing errors in the
first place.
- A warning mechanism to indicate an error.

Poka yokes are mechanisms used to error proof

the entire process.
Eg. Counters, limit switches, guide pins/blocks, color codes

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Error Proofing – Everyday Examples

Smoke Detector – Warns that Electric Iron – Automatically

there is smoke that may result shuts off after a period of
in a fire time, say 5min.

Warning Control

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Error Proofing – Industry Examples

Control mechanism Warning mechanism

• Line stoppage because • Color coded parts
of missing parts in
assembly • Buzzers or lights

• Design a part so that it • Tools and fixtures

cannot be exchanged template accept only
the correct part.

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Error Proofing and Zero Defects

Poka yoke devices combined with

inspection systems can make
zero defects possible.

Inspection systems:
1. Source inspection(Recommended) – Error Proofing
2. Self inspection – Error Detection
3. Successive inspection – Error Detection

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Lean Tool 3:
Seven Wastes

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Seven Wastes

Non value added activities are considered waste.

There are 7 categories of waste:

1. Overproduction 5. Processing
2. Inventory 6. Waiting
3. Repair 7. Transport
4. Motion

Note: For details of each waste category, please refer to the section
“Non-value added activities” under Lean Principles.

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Lean Tool 4:
Kanban

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Push Vs Pull System

Pull System
The production stage pulls the parts
required
from the previous stage.

Push System
In production, parts are pushed to the
next
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Kanban
Kanban means a “Signboard” that
helps view the line schedule status.

Parts are produced only when the next operation

signals to do so.

Kanban uses the Pull System.

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Kanban – Sample Process Flow

A production scheduling process

is a true kanban when the
process…

1. Only produces products to

replace the ones consumed
by its customers

2. Produces products based on

signals sent by its customers

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Kanban – An Example
Kanban Board
Part No. 0123456
XYZ Casting
Standard Pack: 5
Number of Signals: 8

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Benefits of Kanban
1. Inventory reduction
2. Flow improvement
3. Prevents overproduction
4. Control by the operations
5. Creates visual scheduling and process
management
7. Improved responsiveness to demand
changes

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Implementing Kanban

1. Gather data
2. Calculate kanban size
3. Design kanban
4. Training
5. Implement kanban
6. Maintain kanban
7. Continuously improve kanban

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Lean Tool 5:
Standard Work

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Standard Work
Standard or Standardized Work is a method to
ensure the operations are smoothly performed in
the same way each time.

It is the documentation and application of the

best practices of a manufacturing process
making the most effective use of resources.

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Work Instructions Vs Standard Work
Work Instructions Standard Work
• Describes in detail the • Contains 3 main
steps required for elements…
completing a process work elements, operator
step. movement, cycle time

• Used to train new • Ensures the process is done

operators the same way all the time
and retrain existing ones.
• Displayed at the station on
• Displayed at the station the
on floor
the floor
• 1 or 2 page document 29
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Standard Work – Basic characteristics
• Work Elements - The standard work sequence to
complete the task. Ensures work is done the same
way all the time, reduces risk of missing some steps

• Operator Movement & Layout – A diagram showing

layout and the body movements of the operator at a
station. Simplifies training, reminds operator of the
correct sequence and safety concerns.

• Cycle Time – The time required to complete one cycle

of a particular operation. Assures management that
the operation is running as documented, operator
knows if there is tool wear.
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Standard Work – Information

1. Detailed instructions on changeover, eg. tool
changes, setup changes
2. Information on equipment layout, cycle time,
minimum WIP allowed in the work area
3. Part number, process steps, flowcharts, tooling
needs.
4. Safety requirements, safety checks
5. Quality checks

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Standard
Work
Cycle Time
Instructio
n
–
Exam Work Elements
ple

Movements
&
Layout

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Standard Work
Benefits:
• Regulates the work sequence of a job in safe,
uniform movements without generating waste
• Detects problems
• Improves quality
• Reduces cost
• Improves safety
• Training tool for new employees
• Foundation for continuous improvement

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Lean Tool 6:
Changeover Reduction
(SMED)

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Changeover Reduction
Changeover Reduction or SMED is an acronym
for Single Minute Exchange of Die

The concept is to take long setup changes that

take 4hrs for example and reduce it so that the
changeover can be accomplished under a single
digit of time.

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Changeover Reduction

Reduce long setup time under a single digit of

time i.e. 9 minutes or less.

Changeover reduction is achieved by reducing

the dependency on technician skill.

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Changeover Reduction

Usually, 50% of the setup time during changeover

is spent on trial runs and adjustments.

If this time is reduced, then the changeover time

will reduce.

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Changeover Reduction

Internal and External setup time:

External Setup Time: Operations that can be

performed before shutting down the machine.

Internal Setup Time: Operations that need to be

done when the machine is shut down.

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Changeover Reduction

Steps to improve setup time:

1. Breakdown the elements into internal and

external setup operations.
2. Re-examine the existing internal setup
elements and convert more of them into
external setup.

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Changeover Reduction: Myths

1. Skill for setup changes comes from practice

and long term experience
2. Long run production is more efficient as it
saves setup times and uses productive
capacity.

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Lean Tool 7:
Total Productive Maintenance
(TPM)

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TPM (Total Productive Maintenance)

TPM maximizes equipment effectiveness and has

an objective of zero breakdowns, zero defects.

All employees are involved to continuously

improve overall equipment effectiveness.

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Negative impact on equipment
Six Losses:
effectiveness
1. Equipment failure – Breakdowns causing loss of time
lowering productivity
2. Setup and adjustment – Setup change losses
3. Idling and minor stoppages – Defective sensors, parts
caught in the conveyor etc.
4. Reduced speed – Difference between designed and
actual operating speeds
5. Process defects – Malfunction in the equipment
produces scrap
6. Reduced yield – Machine shutdown and startup
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TPM Metrics
Availability = Loading Time – Downtime
Loading Time
where Loading Time = Available time per shift

Operating Speed Rate = Theoretical Cycle Time

Actual Cycle Time

Net Operating Rate = Processed Amount x Actual Cycle Time

Operating Time

Performance = Operating Speed Rate x Net Operating Rate

Efficiency

Overall Equipment = Availability x Performance x Rate of Quality

Effectiveness Efficiency Products

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OEE - Example
Consider a process with the following…
1. 8hrs shift = 8 x 60 = 480 min/shift
2. 15min. Setup time,
10min. planned downtime,
30min. Unscheduled equipment failures
3. Theoretical cycle time – 1minute/unit
4. Actual cycle time – 1.5 minutes/unit
5. If 185 units are processed, the operation time is
425minutes and Rate of Quality products is 95%.
What is the Overall Equipment Effectiveness(OEE)?

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OEE - Example
Availability = Loading Time – Downtime = (480-10) – (30+15) = 0.904
Loading Time (480-10)

Operating Speed Rate = Theoretical Cycle Time = 1 min = 0.667

Actual Cycle Time 1.5 mins

Net Operating Rate = Processed Amount x Actual Cycle Time

Operating Time

= 185 x 1.5 = 0.653

425

Performance Efficiency = 0.667 x 0.653 = 0.436

Overall Equipment = 0.904 x 0.436 x 0.95 = 0.374 = 37.4%

Effectiveness
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TPM (Total Productive Maintenance)
Benefits of TPM:
• Increase in efficiency and productivity
• Reduced inventory and costs
• Accident reduction
• Pollution control
• Improved employee morale

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TPM (Total Productive Maintenance)

Steps to implement TPM:
1. Project teams focus on improving equipment
effectiveness.
2. Autonomous and scheduled maintenance
programs are developed.
3. Training for maintenance skills is conducted.
4. Everyone in the organization including the top
management is involved.

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