Bài giảng Lean production systems - Chapter 2: Lean thinking - Nguyễn Như Phong
8/13/2018
LEAN THINKING
GVC. ThS. Nguyễn Như Phong
Kỹ thuật Hệ thống Công nghiệp
ĐH BÁCH KHOA – ĐHQG TPHCM
(Tài liệu giảng dạy cho ISE)
2018
Lean philosophy
Fast flexible flow
Lean principles
Lean characteristics
Value
Waste
Cost Reduction Principle
Time based competition
Gemba
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Fast, flexible flow
The basic 4 lean in manu & service
Combine them
the best way 2 achieve huge productivity & quality gains
simultaneously
The exact opposite of batch & queue operations
The lean vision or goal
Waste prevention & variation reduction – principle means
Breaking down barriers bw. traditional department
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Fast, flexible flow
Fast
Speed – at the heart of lean
Taichi Ohno
Removing NVA wastes 2 reduce the time line
Think economic of time not economic of scale
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Fast, flexible flow
Flexible
The whole basic of TPS – low cost flexibility
The ideal state of flexibility - A batch size of one
Offer huge productivity gain from cust. view point
The best provider policy
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Fast, flexible flow
Flexible
World condition 2 batches
Manu – EPQ, EOQ
Transportation – container
Education – batch of students
Holqueg types of flexibility
Process flexibility
Product flexibility
Volume flexibility
Labor flexibility
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Fast, flexible flow
Flow
Keep-it-moving operation brings waste 2 the surface
Work steadily at the cust. rate
not hurry up & wait as in batch & queue
Concentrate on VA sec, ignore NVA hours
Value added steadily
Think takt time
Manipulating demand & managing capacity
Convert the JS 2 the cell / line
Pull sys encourage flow 2 take place at the rate of demand
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Lean principles
5 lean principles
1. Value
2. Value stream
3. Flow
4. Pull
5. Perfection
Not sequential, one off procedure
a journey of continuous improvement
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Value
Specify value from cust view point
Established marketing idea
Cust buy results, not product
Manufacturer gives cust
what convenient 4 the manufacturer
deemed economic 4 the cust.
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Value
New product design
constrained by existing manu facilities
rather than by cust requirement
Who is the cust. ?
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Value stream
Identify the VS
The sequence of process all the way
from RM 2 final cust
from product concept 2 market launch
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Value stream
Concentrate on the view point of object / prod / cust
not on the view point of the department / process step
Economies of time not of scales
The VS should be mapped
Focus horizontally, not vertically
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Flow
Make value flow
1 piece flow if possible
Keep it moving
Avoid batch & queue
Continuously reduce B&Q & the obstacles
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Flow
Stalk & Hout golden rule
Never 2 delay a VA step by a NVA step
Try 2 do such step in parallel
Vision
important
guiding strategy move inexorably toward flow
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Pull
Short term response 2 the cust’s demand rate
not over producing
2 level
Macro level
Micro level
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Pull
Macro level
Push up 2 a certain point then response 2 final cust pull
signal
Push the point further & further upstream
Micro level
Response 2 the pull signal from an internal cust
Kanban – next process step
DBR / CONWIP – important stage
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Perfection
Not mean only quality
Mean producing
exactly what cust wants
exactly when
at a fair price
w. min waste
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Perfection
Beware of benchmarking
Real benchmark
Zero waste
Not competitor doing
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LEAN CHARACTERISTICS
1. Customer
2. Simplicity
3. Waste
11. Time
12. Improvement
13. Partnership
14. Value networks
15. Gemba
16. Variation reduction
17. Participation
18. Thinking small
19. Trust
4. Process
5. Visibility
6. Regularity
7. Flow
8. Pull
9. Postponement
10. Prevention
20. Knowledge
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Customer
The ext. cust. the starting & ending point
Max value 2 the cust
Optimize around the cust. not around internal
operation
Understand the true cust demand
in price, delivery, quality
not what can be supplied
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Simplicity
Simplicity pervade
Goals
Simplicity in operation, sys, technology, control
Avoidance of complexity
Simplicity
Product –
part count reduction & commonality
Supplier –
working closely w. few trusted partners
Plant –
focused factories within a factory
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Waste
Endemic
Recognize & seek 2 reduce it
Everyone wear muda spectacles
Seek 2 prevent waste
by good design of prod & proc.
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Process
Organize & think by the process view
Think horizontal not vertical
Concentrate on product moves
Map 2 understand the process
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Visibility
Make all operations as visible & transparent as
pos.
Control by sight
Adopt the visual factory
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Regularity
No-surprises operations
Run plants on regularity
Repeater product in the same time slots
Cut inventory
Improve quality
Allow control simplicity
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Flow
Keep it moving at the cust rate
One piece flow
Synchronize operations JIT stream
Aim at cell level
Synchronize info & physical flow
Can’t flow
Pull 1 at a time
Small batches
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Pull
Work at the cust rate of demand
Avoid overproduction
Pull-based demand chain
Not push-based supply chain
Final cust demand
Not distorted by intermediate bullwhip effect
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Postponement
Delay activities & committing 2 product variety
as late as pos
to
retain flexibility
reduce waste & risk
avoid overproduction
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Prevention
Prevent problems & waste
rather than inspect & fix
Inspect the proc. not the prod.
Prevent error through pokayoke
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Time
Time
The best single overall measurement
Reduce overall time 2
make,
deliver,
introduce new prod.
Simultaneous, parallel, overlap operations
Never delay VA steps by NVA steps
Time reduction priority
Do all right things - waste, flow, pull, perfection
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Improvement
Continuous improvement
both enforce & passive
both incremental & breakthrough
Beyond waste reduction
Include innovation
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Partnership
Cooperative working
internally bw. functions
externally w. sup & cust.
Team, not individuals, inext
Build trust
Win-win
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Value networks
Cooperating networks
the greatest opportunities 4
Cost
Quality
Delivery
Flexibility
Supply chains compete, not companies
Each member need 2 add value
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Gemba
Go to where the action happening, seek the fact
Manage by walking around
On the floor not in the office
Encourage gemba spirit
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Variation reduction
Variation in time & quantity
found in every process
great lean enemy
Continually reduce it
Manage it
Measure it
Know the limits
Distinguish bw. natural variation & special events
Build in appropriate flexibility
Shock proof the sys
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Participation
Operators – 1st opportunity 2 solve problems
All employee share responsibility 4 success &
failure
Full info sharing
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Thinking small
Smallest capable machine then build capacity in
increments
Get best value out of existing m/c before
acquiring a new one
Flexible labor & machines
Small plant near to cust site
Many small deliveries rather than few big one
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Trust
Buid trust
participation &
cutting waste
Swathes of bureaucracy & time remove inexly.
De-layered, streamlined, more creative organization
Supplier
Confidence 2
make investment
Share knowledge
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Knowledge
Knowledge worker the engine of today
corporation
Not only building but distributing knowledge
Knowledge
Explicit knowledge
Tacit knowledge
Softer / sticker skills
Hard 2 copy
Sustainable advandtage
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VALUE
Lean principles
First understanding value
Second removing waste
Value enhancement
arguably more important than waste reduction
especially in service
Porter – value
the amount buyer willing 2 pay 4 what a firm provides
them
measured by total revenue
a reflection of the price
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