LEAN system

Supporting goals
A balanced system,
smooth, rapid flow of
materials and/or work
Supporting goals:
Eliminate disruption
Make the system
flexible
eliminate waste,
especially exess
inventory
 Value
That customer is
willing to pay
That changes
products color,
function, shape, other
attributes so that the
product is getting
closer to the
customers
requirements
That we do right at
first time
 Wastes
Those processes which directly do not
create value for customers (muda, mura,
muri) :
that are not necessary, and must be
eliminated
That are necessary, because these are
supporting value-add processes, cannot be
eliminated (like transporting)
Muda 7 wastes of lean
Mura not leveled workflow
Muri overloading of workers and assets
 There are 7 wastes in LEAN
(TIMWOOD):
Inventory
Overproduction
Waiting
Unnecessary
transportation
Processing waste
Inefficient work
methods
Defects
 Lean thinking
Operation

Traditional improvement

Lean improvement

Non value-add process

Value-add process
 JIT Building Blocks

Process design
Product design
Personnel/organizational
elements
Manufacturing
planning and control
 Process Design

Small lot sizes

Setup time reduction
Manufacturing cells
Limited work in process
Quality improvement
Production flexibility
Little inventory storage
Benefits of Small Lot Sizes
Reduces inventory
Less rework
Less storage space
Problems are more apparent
Increases product flexibility
Easier to balance operations
 Setup time

reducing changeover time

( because small lots require
frequent setups)
SMED (single minute exchange
of die)
External
Internal activities.
 Manufacturing cells
In Functional Manufacturing
similar machines are placed
close together (e.g. lathes,
millers, drills etc)
In Cellular Manufacturing
systems machines are
grouped together according to
the families of parts produced.
The major advantage is that
material flow is significantly
improved, which reduces the
distance travelled by materials,
inventory and cumulative lead
times.
 Quality improvement
Kaizen continuous
improvement of the system
Jidoka (Autonomation)
automatic detection of defects
during production. It consist
two activities:
One for detecting defects
when they occur
Another for stopping
production to correct the
cause of defects.
Poka Yoke safeguards built
into the process to reduce the
possibility of errors.
 Work flexibility
Overall goal of lean is to achieve the ability to process mix of
products in a smooth flow.
One potential obstacle is bottlenecks, which occur when portions of
the system become overloaded. Because of
The absence of workers cross trained workers
Not leveled workflow use takt time

Example:
Total time per shift is 480 minutes per day
There are two shifts per day
There are two 20-minutes break and a 30 minutes lunch break per shift.
Daily demand is 80 pieces
Net time available per day= 2*(480-20*2-30)=820minutes
Takt time=820minutes/80 pieces=10,25 minutes
If the actual cycle time is higher, our customers wont get their
needs, if the actual cycle time is lower, there will be overproduction,
and we have to inventory surplus products.
 Inventory storage
Inventory storage is a waste,
a buffer which can cover up problems, partly
because inventory makes them seem less
serious.
 Product Design
Standard parts fewer parts to deal with
lower training costs
Modular design easy to satisfy different
needs
Highly capable production systems
quality is designed into the product and
the production process
Concurrent
engineering
 Personnel/Organizational
Elements
Workers as assets
Cross-trained workers
Continuous
improvement
Cost accounting
Leadership/project
management
 Manufacturing Planning and
Control
Level loading
Pull systems
Visual systems
Close vendor
relationships
Reduced transaction
processing
Preventive maintenance
 Mixed model sequencing
the sequence (on the base of setup time and
setup cost let it be now A,C,B)
how many times the sequence should be
repeated (determine the smallest integer)
how many units to produce
Model Daily quantity Units per cycle

A 10 10/5=2
B 15 15/5=3
C 5 5/5=1
 Pull/Push Systems

Pull system: System for moving work

where a workstation pulls output from
the preceding station as needed. (e.g.
Kanban)
Push system: System for moving work
where output is pushed to the next
station as it is completed
 Visual system
Kanban- a manual
system responds to
signals of the need for
delivery of parts and
materials (both to the
factory and between
the workstation)
Production kanban
Conveyance kanban
 Traditional Supplier Network
Figure 12.4a

Buyer
Supplier Supplier
Supplier

Supplier Supplier Supplier Supplier

 Tiered Supplier Network
Figure 12.4b
Buyer

First Tier Supplier Supplier

Second Tier Supplier Supplier Supplier

Third Tier Supplier Supplier Supplier Supplier Supplier

 Comparison of JIT and Traditional
Table 12.3
Factor Traditional JIT

Inventory Much to offset forecast Minimal necessary to

errors, late deliveries operate
Deliveries Few, large Many, small

Lot sizes Large Small

Setup; runs Few, long runs Many, short runs

Vendors Long-term Partners

relationships are
unusual
Workers Necessary to do the Assets
work
 Preventive maintenance
Total Productive Maintenance operators
responsible for the equipments they use
Housekeeping 5S
Sort
Straighten
Sweep
Standardize
Self-discipline
Thank you for your attention!