Bài giảng Lean production systems - Chapter 3: Lean flow - Nguyễn Như Phong
8/13/2018
LEAN FLOW
GVC. ThS. Nguyễn Như Phong
Kỹ thuật Hệ thống Công nghiệp
ĐH BÁCH KHOA – ĐHQG TPHCM
(Tài liệu giảng dạy cho ISE)
2018
LEAN FLOW
Takt Time
Activity Time
5S
Visual Management
Changeover Reduction
TPM
Standard Work
Small machines
Demand Smoothing
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LEAN FLOW
Preparing 4 Lean Flow
The foundation 4 fast, flexible flow
Takt Time
Activity Time
5S
Visual Management
Changeover Reduction
TPM
Standard Work
Small machines
Demand Smoothing
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LEAN FLOW
Takt Time & Activity Time –
basic building block 4 lean flow
5S
The housekeeping
Closely related 2 the TPM methodology
Visual Management
Enabled by 5S
Make TPM & Standard Work more effective
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LEAN FLOW
5S, Standard Work & TPM
the basic 4 fast, consistent Changeover Reduction
Demand Smoothing & Small machines
Allow the other 2 be more effective
Combination – an effective attack on 3M
Muda (waste)
Muri (difficult work)
Mura (unevenness)
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TAKT TIME
Fundamental concept
Regular, uniform rate of progression of products
through all stages from RM 2 cust.
The drumbeat cycle of the rate of prod. flow
Fundamental 2 flow & mapping of L operation
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Takt Time
Available work time (/d) / average demand (/d)
Available time:
Actual time – planned stoppages
Maintenance,
team briefings,
breaks
Demand: average sales rate
Spare parts, extra, anticipated scrap
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Takt Time
Demand changes,
Maintain the same TT
by adjusting the available work time
Multiple parts
Demand – the total no. parts
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Takt Time
Seasonal / variable demand
Important selection of the period of estimated demand
Longer period
Build 2 order
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Takt Time
Longer period
Stabilize build rate
More supermarket 2 smooth out the bumps
Build 2 order
Reducing the time horizontal
More frequent TT
Lines rebalanced, operators involved
More lean & flexible
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Takt Time
Not cycle time
CT > TT constraint
Parallel proc / additional shift
Several TTs
Parallel proc
Eg. No. parts per prod
Several TTs in a plant
Overall synchronization
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PITCH TIME
Pitch
TT * C
Container quantity / convenient multiple of parts
15 – 30 m
The time
required 2 fill the standard container
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Pitch Time
The pitch increment
Basic time slot used in Heijunka sys.
Material hander fit in the pitch time
Vital sys. drumbeat
forcing regularity, visibility & flow
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ACTIVITY TIMING & WORK ELEMENTS
The IE / time & motion study task
determining the duration of work elements
Essential input
Cell balance boards
VS maps
Scheduling
Costing
Best done by operators rather than IEs
Sort out & standardize the motions before timing them
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Activity Timing & Work Elements
Video making better than live recording
Back tracking & avoid the stress
At least 10 cycles / s
Variation bw. operators
Standard work
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Activity Timing & Work Elements
Method
Break down work sequence into work elements
Record manual, walk, wait machine times in
separate columns
Make a list of activities
Some manual times – NVA / NVAU
Cell balancing
Reduce / eliminate wait & walk times
Reduce NVA / NVAU steps
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Activity Timing & Work Elements
At least 10 good cycles
Nothing goes wrong
Discard outliers
Nearest whole sec
Lowest more frequently occurring time
Not add allowance 4 PR&D –
personal, rest, delay.
More frequent breaks
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5S
The basic housekeeping for lean, quality &
safety
Apply in office & SF equally
Working better & feeling better in tidy room.
Mindset
Not be done by outsider
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5S
Sort
Simplify / Set in order / Straighten
Sweep / Shine / Scrup
Standardize / Stabilize
Sustain / Self discipline
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5S
Sort
Throw out what not used
Classify everything by frequency
Do w. the team
Touch item systematically
Done regularly
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5S
Simplify / Set in order / Straighten
Locate what used in the best place
A place 4 everything
Everything in its place
Spaghetti diagram
Ergonomic principles & audit
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5S
Sweep / Shine / Scrub
Keep up the good work
Physical tidy up on an ongoing basis
Visual sweeping
Who response 4 what
What standard
Cleaning is checking
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5S
Standardize / Stabilize
Standard work
Bottom line 4 5S
5S standards maintained
Standard 4 3S
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5S
Sustain / Self discipline
5S ongoing basis
Participation & improvement
Audits regularly
Award 4 achievement
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5S
6S = 5S + Safety
An aspect of each 5S
Safety procedure & standard developed,
maintained & audited
Unsafe conditions integral to 5S
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5S
CANDO
Cleanup
Arrange
Neatness
Discipline
Ongoing improvement
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5S
In fact doing 2S sporadically
Waste
Increasing effort 2 re-energize
Real productivity & quality benefit on S4, 5
5S audit & scoring sys
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STANDARD WORK
Deming
Improvement – moving from standard 2 standard
Juran
Holding the gains
by establishing standards following improvement
Standard Work a pillar of the TPS
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Standard Work
Ohno
Achievement of standardized work
w. min variance
essential ingredient
to allow OPF & JIT production
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Standard Work
Henry Ford
Standardize a method –
choose out of many methods the best one & use it
Today standardization –
the foundation 4 tomorrow improvement
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Standard Work
Peter Wickens
Standard operations – the property of
Western – management / eng. Department
Japan – people doing the job
Prepare, do, improve
Contrary to Taylor
Combine thinking & doing
High level of involvement & commitment
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Standard Work
Standard & Davies –
3 key aspects of SW
Not static,
updated procedure when better way found
Support stability & reduce variation
easily recognized
Essential for continuous improvement –
better standard
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Standard Work
Cover 3 aspects
Work time –
Both TT & CT recorded
Work sequence
Standard WIP
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Standard Work
Moden 5 steps SOP development
1.
Determine the TT
2.
Determine the production capacity
Net work time / ( proc time + CO)
3.
4.
5.
Determine the NOO
Sum of work element / TT
Define the standard procedure
First remove waste, develop layout, standard location
Write the SOP chart
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Standard Work
SOP
contains
TT
Detailed work sequence steps
w. time taken for each step
Standard inventory quantity / kanban quantity
Color coded to match the product
Keeping up to date & in the work place
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Standard Work
3 forms
The SW combination chart
Gantt chart – sequence of step against time bar
The SW analysis chart
Cell view showing standard route
The SW element sheet
Steps, time & photograph
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Standard Work
Yamazumi board
Cellular manu established / TT change
Operators rebalance the line
change work standards to the new TT
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Standard Work
Robert Hall 3-stages standardization
Outcome only
Standard established in a plan / drawing
High level of variation
Standardized processes
Variance reduced by standardized methods
Supported by eg. SPC, pokayoke
Standardized predictive methods
High level of consistency achieved
Using standardized processes
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TOTAL PRODUCTIVE MAINTENANCE -
TPM
Integral to lean
No lean implementation success
w. high breakdown level
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Total Productive Maintenance - TPM
TPM
Beyond breakdown issues
Cover
availability,
performance,
quality,
safety,
capital investment
Making best use & extending the life of equipment
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