Professional Documents
Culture Documents
CH 16
CH 16
Lean Systems
Russell and Taylor
Operations Management, 8th Edition
Lecture Outline
16-2
Learning Objectives
Explain how the basic elements of lean eliminate waste,
create flow and continuously improve operations
Assess the benefits of lean, as well as the difficulties in
implementing lean systems
Explain how the complementary concepts of lean and six
sigma work together for process improvement
Construct and interpret a value stream map
Create strategies for implementing lean in service
industries
Use lean concepts and techniques to enhance
environmental initiatives
2014 John Wiley & Sons, Inc. - Russell and Taylor 8e
16-3
Muda
16-4
Waste in Operations
16-5
Waste in Operations
16-6
Waste in Operations
16-7
Flexible resources
Cellular layouts
Pull system
Kanbans
Small lots
Quick setups
Uniform production levels
Quality at the source
Total productive
maintenance
Supplier networks
16-8
Flexible Resources
Multifunctional workers
Takt time
16-9
16-10
Cellular Layouts
Manufacturing cells
comprised of dissimilar machines brought together to
manufacture a family of parts
16-11
16-12
16-13
Pull System
Material is pulled through the system when
needed
Reversal of traditional push system where material
is pushed according to a schedule
Forces cooperation
Prevent over and underproduction
While push systems rely on a predetermined
schedule, pull systems rely on customer requests
16-14
Kanbans
Card which indicates standard quantity of
production
Derived from two-bin inventory system
Maintain discipline of pull production
Authorize production and movement of goods
16-15
Sample Kanban
16-16
Origin of Kanban
16-17
Types of Kanban
Production kanban
authorizes production of
goods
Withdrawal kanban
authorizes movement of
goods
Kanban square
Signal kanban
triangular kanban to
signal production at the
previous workstation
Material kanban
to order material in
advance of a process
16-18
16-19
Other Kanbans
16-20
Other Kanbans
16-21
where
N
d
L
S
C
16-22
N=
dL + S
=
C
16-23
16-24
Small Lots
16-25
16-26
16-27
Move time
Reduce distances, simplify movements, standardize
routings
Waiting time
Better scheduling, sufficient capacity
Setup time
Generally the biggest bottleneck
16-28
Quick Setups
Internal setup
Can be performed only
when a process is
stopped
External setup
Can be performed in
advance
SMED Principles
Separate internal setup
from external setup
Convert internal setup
to external setup
Streamline all aspects
of setup
Perform setup activities
in parallel or eliminate
them entirely
16-29
16-30
16-31
Mixed-Model Sequencing
16-32
Poka-yokes
prevent defects from
occurring
Kaizen
a system of continuous
improvement; change for
the good of all
Jidoka
authority to stop the
production line
Andons
call lights that signal quality
problems
Under-capacity
scheduling
leaves time for planning,
problem solving, and
maintenance
16-33
16-34
16-35
16-36
5 Whys
A key part in an effective Kaizen is finding the
root cause of a problem and eliminating it
A practice of asking why? repeatedly until the
underlying cause is identified (usually requiring
five questions)
Simple, yet powerful technique for finding the
root cause of a problem
16-37
Preventive maintenance
System of periodic inspection and maintenance to
keep machines operating
16-38
TPM Requirements
Design products that can be easily produced on
existing machines
Design machines for easier operation,
changeover, maintenance
Train and retrain workers to operate machines
Purchase machines that maximize productive
potential
Design preventive maintenance plan spanning
life of machine
16-39
5S Workplace Scan
5S Scan
Goal
Eliminate or Correct
Seiri
(sort)
Seiton
(set in order)
A place for
everything and
everything in its
place
Seisou
(shine)
Cleaning, and
looking for ways to
keep clean and
organized
16-40
5S Workplace Scan
5S Scan
Seiketsu
(standardize)
Shisuke
(sustain)
Goal
Eliminate or Correct
Maintaining and
monitoring the first
three categories
16-41
Supplier Networks
16-42
Reduced inventory
Improved quality
Lower costs
Reduced space requirements
Shorter lead time
Increased productivity
16-43
Greater flexibility
Better relations with suppliers
Simplified scheduling and control activities
Increased capacity
Better use of human resources
More product variety
16-44
16-45
16-46
Six Sigma
Reduces variability and enhances process capabilities
Requires breakthrough improvements
16-47
16-48
VSM Shapes
16-49
16-50
16-51
16-52
US EPA Recommendations
Commit to eliminate environmental waste
Involve staff with environmental expertise in
planning for & implementing lean events
Find & drive out environmental waste in specific
processes by using lean tools
Empower & enable workers to eliminate
environmental waste in their work areas
Use environmental, health & safety icons in VSM
16-53
Lean Services
Basic elements of lean production apply equally
to services
Most prevalent applications
lean retailing
lean banking
lean health care
supply chain
16-54
16-55
16-56
16-57