FMA 2020 – Groep B

Vrijdag 19 juni, middag

Operations & Supply Chain Management

Bijeenkomst 2.1 Prof.dr. Jack AA van der Veen

evofenedex Chair Supply Chain Management
Lean Waste Walk Nyenrode Business Universiteit

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Nyenrode Lean Institute (LEArN, 8 October 2012)

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Session outline
● Introduction to Lean

● Simulation: Waste walk on the Nyenrode factory floor

► Exercise I: Observe various sources of waste

► Exercise II: Measure amount of waste

► Exercise III: Future state

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Various names
● “Toyota Production System”
► Introduced at Toyota, Japan in 1950s by Taiichi Ohno

● “Lean Manufacturing”
► Term coined by Womack, Jones & Roos in their study on the Automobile
industry: “The Machine that Changed the World”

● Just-in-Time (JIT)
● “Japanese Management”
● “Lean six-sigma”
● “Lean and Mean”
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Lean House
Best
customer service
Shortest
Highest delivery
quality Lowest Roof: Objectives
cost

Just in time
time (JIT) Flexible, Capable, Built-in Quality
Just in
Highly Motivated
• Adapt resources •• Standardized
People work
to customer
demand • Jidoka
• Enforce flow thru • Performance Pillars: Core components
the system management
• Root-cause
problem solving
• Visual
management

Continuous improvement (Kaizen)

Stability (processes, people)
Mutual trust between employees and management Fundament: Necessary conditions

● Just-in-Time: Linking process flow (and purchasing) to customer demand

● Jidoka: The principle of stopping a process immediately when an ‘abnormality’ occurs

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Eight sources of Waste: DOWNTIME

Core
Activities that the
Waste customer is willing to pay for
Core and that change form,
Activities that the Activity
customer would be fit or function
Optimize
unwilling to pay for
Waste
Elements
Eliminate of work

Non-Core
Activity M inimize
Non-Core
Activities that must be performed
(e.g. for legal / regulatory requirements)
or that can not be changed on the short term
(e.g. minimal reaching for materials)

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Session outline
● Introduction to Lean

● Simulation: Waste walk on the Nyenrode factory floor

► Exercise I: Observe various sources of waste

► Exercise II: Measure amount of waste

► Exercise III: Future state

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Assembling “Pneumatic cylinders”
“Nyenrode Devices”: Europe’s largest
producer of mechanical devices
▪ “Nyenrode Devices” – #1 in Europe and
#5 worldwide producer of mechanical
devices
▪ 20 plants all over Europe, with 4 plants in
the Netherlands
▪ Nyenrode factory – Plant that produces
pneumatic cylinders
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Pneumatic cylinder
▪ Technical end product used as the
central working part of an engine or
pump
▪ Main components are cylinder body and
piston
▪ Cylinder available in small and large
versions, with different pistons available
(different lengths and threads)
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Process: Assembly of pneumatic cylinders

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Pneumatic Cylinders comes in 8 variations

● Thick or Thin

● Long or short

● “Male” or “Female”

● 2x2x2=8

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Bill of Materials
Top part Bottom part Piston head
Seal Cylinder Piston Reference
+ screws + screws + nut

150 - 40-A
Unthreaded

150 - 40-I
150 mm Threaded

100 - 40-A
Diameter = 40 mm Unthreaded

100 - 40-I
100 mm Threaded

150 - 25-A
Unthreaded

150 - 25-I
150 mm Threaded

100 - 25-A
Diameter = 25 mm Unthreaded

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100 mm Threaded
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Assembly process: 5 activities / workstations

(2)
Assembly
Thick Cylinders

(4) (5)
(1)
Testing / Packing for
Pre-assembly Quality Control Shipment

(3)
Assembly
Thin Cylinders Each activity/ work station
has a single Operator

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Challenge: Improve plant performance drastically

We need to act NOW to save our plant

▪ Competitive market and price

pressure erode our margins We need YOU to
assess our potential
▪ Customers complaints increasing due to drastically
to quality issues and long delivery improve
times performance
▪ Our investors are investigating the
option to re-locate our plant to Asia

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3 key methods for gathering data

Increasing detail and interaction

▪ Following people around, recording the tasks

Shadowing they do and how long each task takes them
▪ Writing down any issue encountered during the
observation

▪ Entering a work area at random times

Activity
Sampling ▪ Recording what type of activity each person is
doing

▪ Asking people to themselves record how they

Self- spend their time
recording
▪ Recording against predefined categories

Increasing sample size

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Looking for Waste Best customer service

Build-in
JIT People
Quality

Stability, Trust, Kaizen

Core
Activities that the
Waste customer is willing to pay for
Core and that change form,
Activities that the Activity
customer would be fit or function
Optimize
unwilling to pay for
Waste
Elements
Eliminate of work

Non-Core
Activity M inimize
Non-Core
Activities that must be performed
(e.g. for legal / regulatory requirements)
or that can not be changed on the short term
(e.g. minimal reaching for materials)

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Voorbereiding voor Waste walk

Voorbereiding van een bezoek aan de werkvloer POSTER
Noodzakelijke informatie in de aanloop naar
een bezoek aan de werkvloer Richtlijnen voor gedrag op de werkvloer
Wel doen

Niet doen

Vragen die tijdens een bezoek aan de werkvloer kunnen worden gesteld

Stem van de klant/Voice of the customer Operationeel management

Procesefficiëntie en -effectiviteit Organisatie en vaardigheden

Verspilling

Variabiliteit
Houding en gedrag

Inflexibiliteit

1 CT M/C: Cyclustijd machine (tijd die de machine nodig heeft); Confidential

Confidential and proprietary, anyand use of thisany
proprietary, use of thiswithout
material material without specific
permission of McKinsey & Company is strictly prohibited 0
CT M/A: Cyclusandmatig (tijd die een operator nodig heeft) specific permission of McKinsey & Company is strictly prohibited

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Exercise 1: “shadowing”
▪ Werkzaamheden observeren
Oefening I – Observatieblad ▪ Operators interviewen

Procesefficiëntie en -effectiviteit HANDOUT

DEELNEMER
Verspilling

Beweging Correcties

Wachten Overproductie

Transport Overbewerking

Voorraad Talent

Inflexibiliteit Ja Nee Variabiliteit Ja Nee

Zijn er grote buffers tussen processen? Moeten operators zich aan een norm houden?
Worden producten in batches geproduceerd? Is de ordervolgorde duidelijk en consistent?
Zijn de werkplekken schoon? Hoeveel producten met defecten zijn er?
Hoeveel onderdelen omvat een batch?
Hoeveel varianten kunnen worden geproduceerd?
Waar in het proces worden orders geïnitieerd?

Confidential and proprietary, any use of this material without

specific permission of McKinsey & Company is strictly prohibited | 0

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Exercise 2: “Activity sampling”

Multi Moment Opname (MMO) Operator nr. ___

Regelmaat 8 sec
Observeer elke 8 seconden het type activiteit van de operator (50 observaties)
Bepaal aan het eind het totale % verspilling, niet-kern- en kernactiviteiten

Activiteit Aantal Totaal Procent Samenvatting

Werken 100%
Testen Kern
…%
Materiaal halen

Materiaal verplaatsen

Wachten

Inpakken Niet-kern
…% 50%
Papierwerk

Schoonmaken

Ontspannen

Storing verhelpen
Verspilling
Correctie uitvoeren …%
Totaal 0%

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Exercise 3: “Future state”

● Assignment:
Find at least 10 improvements when compared to old set-up

► Which Lean principles and tools are used?

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Exercise 3 – Form
Observaties Future State

Observaties over Verbetering t.o.v. Current State Mogelijke andere verbeteringen

Future State met
specifieke
aandacht voor
▪1 Kunnen
voldoen aan
vraag van de
klant
▪2 Verspilling
– Beweging
– Wachten
– Transport
– Voorraad
– Correcties
– Overpro-
ductie
– Overbe-
werking
– Talent
▪3 Variabiliteit
▪4 Inflexibiliteit
▪5 WIP (onder
handen werk)
▪6 Bewerkings-
tijden

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