Lean Systems

Compiled by:
Alex J. Ruiz-Torres, Ph.D.
From information developed by many.
Outline
• Definitions
• The 7 wastes
• 5S
• Kaizen
• Just In Time Production
• Total Productive Maintenance
• Quick Changeover
• Value Stream Mapping
Definitions
• What is a lean system, one with
– less waste,
– less human effort,
– less space,
– less investment in tools,
– less engineering time,
Taiichi Ohno
– maximizing value for the customer

– Less than what?

The 7 Wastes

http://en.wikipedia.org/wiki/Muda_%28Japanese_term%29
The 7 Wastes
Overproduction and inventory wastes
• Overproduction: Product with no customers
• Inventory: Product waiting for further actions
– Excess inventory :
• Increases lead times
• Dedicates raw materials and resources unnecessarily
• Consumes productive floor space
The 7 Wastes
Waiting Waste
– Waiting for process to finish, resources to become
available and/or materials to arrive (this from a
product’s perspective).
– Waiting for materials to arrive, instructions, or
authorization to work (this is a resource waiting/
being idle).
– Typically more than 99% of a product's cycle time
in traditional batch-and-queue manufacture will
be spent waiting to be processed.
The 7 Wastes
• En example of waiting waste
– An order is released for production for 100 pants. Order z1.
– The warehouse prepares the kit with raw materials from the
warehouse. This is placed in the sewing area at 8am on Monday.
– Given other orders ahead, work on z1 starts on Wednesday at
2pm and the order is completed at 5pm.
– Order is moved to inspection and packaging.
– Order z1 is inspected and packaged at 11am on Friday. This
activity takes 1 hour. It leaves the dock at 5pm by UPS.
– Time from release to exit: 40 work hours
– Process time: 3 + 1 = 4 hours.
– Wait time = 36 hours (90%)
The 7 Wastes
Rejects and Defect Waste
• Products not suitable for sale and/or reprocessing to
bring them up to standard.
• Associated costs
– Scrap and loss of material
– re-inspecting
– rescheduling
– capacity loss
– loss of customers and sales
The 7 Wastes
Transportation and movement waste
– Transporting product between processes is a cost incursion
which adds no value to the product.
– Transportation can be difficult to reduce due to the
perceived costs of moving equipment and processes closer
together.
– Movement waste is related to ergonomics and is seen in all
instances of bending, stretching, walking, lifting, and
reaching.
– Unnecessary movement of people, double handling of
materials, long distance between workstations, stretching
5S
• Intended to aid in the
implementation of
workplace organization
• Provides a foundation to all
things Lean
• One of the most applicable
methodologies of Lean
– Applies to every type of
organization/ work area  Definitions/ Basics
– Simple
– Inexpensive  Images of 5S
5S
• Sorting - involves the organization of
materials in the workplace.
– Keep only what is necessary
– Relocate materials according to the
frequency of use
– Maintain appropriate quantities of
materials as necessary
• Setting in order – having necessary
materials in its particular place.
– Enables easy access to the most used
items
– Easy to identify when something is missing
5S
• Shining – inspection and maintenance
– Keep tools and machines in condition
– Maintain workplace area clean
– Implement inspections
– Remove waste
• Standardizing – having rules and standards that everyone will
abide
– Management involvement is essential
– Involves the consistent implementation of the previous phases
– Maintain achieved results
– Assign responsibilities
5S
• Sustaining – maintaining process standards
and improvements
– Involves employee training/education
– Implementation of progress measure
• Checklists
– Evaluation programs
• Audits
Kaizen
• Kaizen means “continuous improvement”
• From Japanese
– KAI- means change, ZEN- means good. (for the better).
• Focused on the improvement of a process
• A kaizen event is a focused CI activity
– Take between 2-10 days to accomplish/implement, but results
must be permanent.
– A kaizen event includes training based on analysis of the situation
– Process owners are part of the team
– Significant resources like engineering, quality, logistics, and
maintenance are important and must be available
– Often results in the reorganization of a process
Kaizen
– A Team Process: Different Functional Disciplines
– Doing, not Proposing: Action-based
– Getting Dirty Together: Hands-on Process
– A Low-Budget Process: $300-$400
– Commitment is the Key: Real Commitment From
Management
– A Simple Process: Rules are Simple, Practice is
Needed

 Kaizen
Kaizen
• Detailed thinking and analysis
• True problem solving requires identifying “root cause”
 5 why’s
• Problem: Oil on the shop floor
Level of Problem Level of Measurement
There is a puddle of oil on the
Clean up the oil
why? shop floor
Because the machine is
Fix the machine
why? leaking oil
Because the gasket has
Replace the gasket
deteriorated
why?
Because we bought gaskets
Change gasket specifications
why? made of inferior material
Because we got a good deal
Change purchasing policies
on those gaskets
why? Because the purchasing agent
Change the evaluation policy for
gets evaluated on short-term
purchasing agents
cost savings
Kaizen

http://en.wikipedia.org/wiki/Ishikawa_diagram
C&E
• Multiple
types of
diagrams
Just in time (JIT)
• Production control based on minimal waste
• Based on pulling production instead of producing to
expected requirements
• Often uses signals called Kanbans
• Kanban cards have information about
– Product, quantity, locations (from / to):(customer, supermarket or
operation)
Total Productive Maintenance
• An approach to equipment maintenance focused on
the effective use of resources; machines, operators,
and technicians to achieve 0 defects and maximize
equipment up time.
– Equipment has a maintenance schedule that is prioritized
and coordinated with production
– Preventive and Predictive maintenance approaches used
to keep equipment working at its best operating level
– Operators have a role on maintenance: performing routine
tasks such as cleaning, checkups, adjustments, …

http://www.plant-maintenance.com/articles/tpm_intro.shtml
Quick Changeover
• Also called SMED – Single minute
exchange of die
• Goal is to minimize the time to setup
the equipment. Setups typically
include
– Change of equipment and tools
– Cleaning
– Change of materials and work
instructions
• Perform setup operations in less than  SMED
10 min (single digit).
Value Stream Mapping
• Value Stream is all the actions (both value added
and non-value added) currently required to bring a
product through the main flows
• Value Stream Mapping means walking and drawing
the processing steps (material & information) for
one product family from door-to-door in your plant
• Value Stream Perspective means:
– Working on the “big picture”, not just individual
processes
– Improving the whole, not just optimizing the parts
Value Stream Mapping
• Current state map to the Future state map
– Get process to make only what the next process needs
when it needs it
– Link all processes-from the final customer back to raw
material
– Produce to your Takt time (Takt time= available work
time per shift/ customer demand rate per shift)
– Develop continuous flow wherever possible
– Use supermarkets to control production where
continuous flow is not feasible (some processes are far
away and shipping one piece at a time is not realistic).
Value Stream Mapping
http://www.value-stream-mapping.co.uk/
Value Stream Mapping
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