Chapter 16: Lean Systems – Part 2

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Common Tools of Lean Production
• 5S
• Visual Factory
• 7 Basic Quality Tools
• The Shingo System – Poka Yoke
• TAKT Time
• Kaizen
• Kanban
• Quick Setup
• SMED

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Seven Basic Quality Control Tools

1. Check Sheets
2. Flow Charts
3. Scatter Diagrams
4. Histograms
5. Pareto Analysis
6. Control Charts
7. Cause-and-Effect Diagrams

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1) Check Sheets

• Can be used to keep track of defects or to make sure people collect data
in a correct manner.

Source:
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rticle_images/large/checksheet_F3.jpg
2) Process Flow Charts

Source: Jacobs and Chase, Exhiibit 5.1

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3) Scatter Diagrams (or Plots)
• A graph of measurements pairs shows whether there is correlation
between measurements.

Source: http://en.wikipedia.org/wiki/Scatter_plot
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4) Histograms
• Can be used to identify the frequency of quality defect occurrence and
display quality performance.

Source: http://www.health.state.mn.us/divs/cfh/ophp/consultation/qi/images/histogram2.jpg

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5) Pareto Analysis
• Can be used to find when 80% of the problems may be attributed to 20% of
the causes.

Source: http://cdn.ttgtmedia.com/ITKE/uploads/blogs.dir/67/files/2009/02/pareto_chart_customer-
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6) Control Charts
• Can be used to monitor ongoing production process quality and quality
conformance to stated standards of quality.

Source: http://upload.wikimedia.org/wikipedia/commons/thumb/f/f7/ControlChart.svg/520px-
umanitoba.ca ControlChart.svg.png
7) Cause & Effect Diagram
(Fishbone or “Ishikawa” diagram)
• Can be used to systematically track backwards to find a possible cause of a
quality problem (or effect).

Possible causes: The results or

effect.
Machine Man

Environment Effect

Method Material
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Poka-Yoke

• Developed by Shigeo Shingo a leader of the Toyota Production System

movement – also called the ‘Shingo’ Method

• Purpose is _________________by ____________________attention to

__________________as they occur

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TAKT Time
• From the German word, Taktzeit, which
translates to cycle time
• Definition of TAKT time :

Available Working Time per Day

Required Daily Demand (parts/day)

• NOTE: TAKT time is the same thing as

workstation cycle time that we used in our
assembly line analysis!

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Kaizen (Continuous Improvement)
• “Change for the good of all”
• Requires participation of every employee at every level
• Key to successful Kaizen is determining and addressing the root cause of the
problem to prevent reoccurrence
• Follows the steps of:
• Plan
• Do
• Check
• Act

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Kaizen (Continuous Improvement) Model – PDCA

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• Source: https://www.gameffective.com/wp-content/uploads/2014/04/pic14.png
Kaizen (Continuous Improvement)

• A key to successful Kaizen is determining the ‘real problem’ or ‘root

cause’
• Common ways to determine root cause:
• Ishikawa (fishbone) diagrams
• 5 Why’s

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 Pull Systems
• Traditional manufacturing processes used ‘push’ systems
• Schedule is prepared in advance and each station ‘pushes’ its work through to
the downstream station

• The lean approach is a ‘pull’ system

• Relies on customer requests
• Upstream processes rely on cues from downstream processes to determine
when and how much they should produce
• Helps balance production
• Usually requires the assistance of a Kanban system to help control the ‘pull’
process

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Kanban Production Control Systems

• “Kanban” = instruction cards or sign

• The Kanban pull system is a manual information system that relies on
various types of cards (or containers in a paperless system)
• The authority to produce or supply additional parts comes from
downstream operations (demand driven)

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The Origins of Kanban

Source: Operations and Supply Chain Management, 8th ed., fig. 16-6

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 Dual Kanban System

Source: Operations and Supply Chain Management, 8 th ed., fig. 16-7

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Kanban (con’t)
• Setting up a kanban system requires determining the number of kanban cards
(or containers) needed
• An accurate estimate of the lead time required to produce a container is key to
determining how many kanbans are required

Expected demand during lead time + safety stock

k=
capacity of container

+
k = dL(1 S )
Where:
k = No. of kanbans
C d = Average No. of units demanded over the period
L = lead time to replenish order (same units of time as demand)
S = Safety stock as % of demand during lead time
C = Container size

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Kanban - Example
• A switch is assembled in batches of 4 units at an “upstream” work area.
• delivered in a bin to a “downstream” control-panel assembly area that requires 5
switches/hour.
• The switch assembly area can produce a bin of switches in 2 hours.
• Safety stock = 10% of needed inventory
Question: How many kanban cards/containers are required?

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Small Lots
• Use of small lot production (in place of large batch production) results in several
benefits:

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Quick Setups

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 SMED

• Single-Minute Exchange of Dies

• Goal is to reduce the time it takes to complete equipment
changeover (set-up) to help facilitate small lot production
• Developed by Shigeo Shingo
• Can improve changeover times by a factor of 20 or more

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 SMED
• In SMED, changeovers are made up of steps that are termed “elements”.
There are two types of elements:
• Internal Elements - elements that must be completed while the
equipment is stopped
• External Elements - elements that can be completed while the
equipment is running
• The SMED process focuses on making as many elements as possible
external, and simplifying and streamlining all elements

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Source: https://www.leanproduction.com/smed.html
 SMED

Source: https://www.leanproduction.com/smed.html

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Supplier Networks
• Lean requires support from all levels of suppliers

• Features of lean supplier networks include:

• Long-term supplier contracts
• Synchronized production
• Supplier certification
• Mixed loads and frequent deliveries
• Precise delivery schedules (JIT)
• Standardized, sequenced delivery
• Locating in close proximity to customer

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 Questions?

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