Lean Manufacturing: Dr. V.Ramesh, Fie Professor, Sjce Mysore

LEAN MANUFACTURING
Dr. V.RAMESH , FIE

PROFESSOR, SJCE
MYSORE
BASIC IMAGE OF LEAN
PRODUCTION
LEAN ACTIVITIES
LEARNING TO SEE MUDA
Key Steps in Transforming
a Company to the Lean
Approach
1. Establish a steering teamconduct strategic planning session
2. Train the steering team and the model line team in the
disciplines of lean
3. Perform PQR (product-quantity-routing) analysis
4. Identify value streamsselect a value stream
5. Calculate model line takt time
6. Value stream map the model lineassemble current state
map
7. Balance the lineassign standard work
8. Establish standard WIP (inventory levels)
9. Test the system (virtual cell)document results
10. Setup reduction event
Key Steps in Transforming
a Company to the Lean
Approach
11. Conduct 5S eventapply TPM techniques
12. Establish visual signalsreduce paperwork
13. Explore alternative flow patterns
14. Develop block layout
15. Develop detailed layout
16. Execute move
17. Select next value stream and repeat
Gary Conner, President of Lean Enterprise Training, Newport, OR, Road Map to
Lean for the Smaller Shop, Society of Manufacturing Engineers, Lean
Manufacturing 2007, Supplement to Manufacturing Engineering, 2007.
pp. 27-29.
Lean Focus
SYSTEM
INPUTS and OUTPUTS
PROCESSES
Workers METHODS
Information Products /
Machines Services
Materials
Environment
SYSTEM EFFICIENCY
Inefficiency = Waste = Time/Cost

Four Basic Lean Principles
1. Elimination of Waste: eliminate any activities
that do not add value in an organization.
Includes overproduction, waiting time,
processing, inventory, and motion.
2. Increased Speed and Response: better
process designs allow efficient responses to
customers needs and the competitive
environment.
3. Improved Quality: Poor quality creates waste,
so improving quality is essential to the lean
environment.
4. Reduced Cost: simplifying processes and
improving efficiency translates to reduced costs.
Waste Causes (In no particular order)
Facility layout
Excessive setup times
Incapable process
Poor preventive maintenance
Uncontrolled work method
Lack of training
Boredom
Production planning/scheduling
Lack of workplace organization
Lack of supplier quality and
reliability
Lack of concern (accountability)
Waste Causes (continued)
Passing on defective parts

Not communicating improvements
Overproduction
Inventories
Motion
Non-value-added processes
Transportation
Waiting
Counting
BENEFITS OF CREATING LEAN
FLOW
Lean Manufacturing Techniques
Value Stream Mapping

Right-sized equipment 10 Takt time
9
Sustainment of gains 8 One-piece flow
7
6
Handling reduction 5 Pull system
4
3
Line balancing 2 SMED (setup)
1
0
Value-added ratio OEE
TPM Flow velocity
Machine reliability Productivity (labor cost)
Jidoka (autonomation) Facility layout

Standard work
Lean Enterprise Key Drivers
Lean manufacturing techniques
Total quality management
Vision
Total organizational buy-in
Sales, production, inventory planning

WIN - WIN - WIN CYCLE
Invest in Employees
Imp
es Training
Process Ownership
rov
enu
Create Stable Employment
em
Rev
e
nts
Grow the Company Satisfy the Customer
Expand Markets Reduce Cost
Increase Market Share Improve Quality
New Markets Faster Delivery
Sales
A Two-Card Kanban JIT Operating System
Lean Tools and Approaches
Visual Controls
Visual controls are indicators for operating
activities that are placed in plain sight of all
employees so that everyone can quickly and
easily understand the status and
performance of the work system.
Examples: electronic scoreboards in
production processes, painted areas on the
floor where certain boxes and pallets should
be placed, employee pull cords to stop
production, signal lights on machines, and
even Kanban cards.
Lean Tools and Approaches
Efficient Layout and Standardized
Operations
The layout, process, equipment,
workstations, and jobs must be integrated
and arranged in an efficient way.
Lean Manufacturing
Advantages and Disadvantages
Advantages: Disadvantages:
Increased overall Difficulty involved
productivity with changing
Reduced amount of processes to
floor space required implement lean
Reduced principals
manufacturing lead Long term
time commitment required
Improved flexibility Very risky process -
to react to changes expect supply chain
Improved quality issues while changing
over to lean
How People Benefit from
Lean
Element Traditional Lean Improvement
Communication Slow & Uncertain Fast & Positive Quality &

Coordination
Teamwork Inhibited Enhanced Effective Teams
Motivation Negative, Extrinsic Positive, Intrinsic Strong Motivation
Skill Range Narrow Broad Job Enrichment
Supervision Difficult and Easy & Localized Fewer Supervisors

Fragmented
How Customers Benefit from Lean
Element Traditional Lean Improvement

Response Weeks Hours 70-90%
Customization Difficult Easy Competitive

Advantage
Delivery Speed Weeks-Months Days 70-90%
Delivery Erratic Consistent & High Up to 90%

Reliability
Delivery Large Shipments JIT as Required Locks in JIT
Quantities Customers
Quality Erratic Consistent & High Delighted
Customers
Case Example
Components to be red tagged
Explode large process steps into
tasks to improve visibility
When a feature, user story, or work item is large:
Takes longer than a couple days to complete
Requires that multiple people collaborate on its completion
Decompose that step into cards to track independently
Feature to Tasks in Tasks Feature

develop Tasks in progress complete complete
queue
32
Pull System Flow Diagram
Information Flow
RawProcess Process Process Fin. Customer

Suppli Matl A B C Goods
er
Parts Flow
Kanban
Locations
A Simple ExampleCustomer Need:
Stapled pages
Info: Location of stapler Info: Where to place staple
Pick Up Paper Walk to Stapler Staple Paper
Time: 1 sec. Time: 5 sec. Time: 2 sec.

Distance: 0 Distance: 20 ft. Distance: 0
Excess Travel
Walk to Desk Put Down Paper

Total Time: 14 sec.
Total Dist: 40 ft.
Time: 5 sec. Time: 1 sec.
Value Added Time: 4 sec.
Distance: 20 ft. Distance: 0
Value Added Dist: 0
Value Added Time: 28%

Thank You

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What are the four basic lean principles?

What are the four basic lean principles?

What are some causes of waste?

What are some causes of waste?

LEAN MANUFACTURING

Dr. V.RAMESH , FIE

Inefficiency = Waste = Time/Cost

Passing on defective parts

Value Stream Mapping

TPM Flow velocity

Machine reliability Productivity (labor cost)

Jidoka (autonomation) Facility layout

Total quality management

Total organizational buy-in

Sales, production, inventory planning

Create Stable Employment

Communication Slow & Uncertain Fast & Positive Quality &

Teamwork Inhibited Enhanced Effective Teams

Motivation Negative, Extrinsic Positive, Intrinsic Strong Motivation

Skill Range Narrow Broad Job Enrichment

Supervision Difficult and Easy & Localized Fewer Supervisors

Element Traditional Lean Improvement

Customization Difficult Easy Competitive

Delivery Erratic Consistent & High Up to 90%

Feature to Tasks in Tasks Feature

RawProcess Process Process Fin. Customer

Info: Location of stapler Info: Where to place staple

Pick Up Paper Walk to Stapler Staple Paper

Time: 1 sec. Time: 5 sec. Time: 2 sec.

Walk to Desk Put Down Paper

Value Added Time: 28%

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