Today’s workshop is an overview of Advanced Manufacturing (Lean)
Advanced Manufacturing (Lean) Overview Lean Paper Airplane
Objectives For Today I...
Today’s workshop is an overview of Advanced Manufacturing (Lean)
Advanced Manufacturing (Lean) Overview Lean Paper Airplane
Objectives For Today Introduce the concept of Lean. Demonstrate the difference between a Batch System and a Pull system. Create a visual picture of a Lean Production System. Get participants thinking about how they could use Lean in their company
Purdue University TAP-MEP
You will work today as employees of:
Flipnflight
Flipnflight • The nations oldest not-for-profit aircraft manufacturer • Mission Statement: Pi Price Q lit Quality D li Delivery PICK ONE! Quality Policy – PDCA Please Don’t Change Anything
Your Job in the • • • • • • • • • •
Flipnflight plant
1 = Production Operators - Fuselage 2 = Production Operators - Nose 3= Production Operators - Wings 4= Production Operators - Winglets 5 M 5= Material t i lH Handler dl 6= Customer 7= Manufacturing Engineer 8= Supervisor 9= Supplier Instructions are on your label if used – If not listen Up.
Operator 1: Fuselage Assembly
1. Fold a sheet of paper exactly in half long-ways, and re-open it so you have a crease separating the two halves.
Operator 2: Nose Assembly
Operator 3: Wing Assembly 3. Starting at the very tip of the point, fold the paper down on each side so the inside edges line up with the center crease.
2. On one end of the paper, fold each corner in towards the center to the point where the inside edges are even with the centerline crease.
Operator 4: Winglet Assembly 4. Turn the paper airplane over and fold it in half along the centerline. 5. Fold the first wing with the line of the fold running nearly parallel to the centerline of the plane. Make this fold from 1/2 to 1 inch from the center. 6. Fold the second wing exactly as you did the first.
Support Operations: • Material Handler: The only one who Moves material from supplier through production and to the customer • Supervisor: Ensures people are working efficiently – Trains – has a set of instruction in Supervisor’s Lounge. • Customer: Tracks good and defective deliveries from production d ti • Supplier: Pulls material for production. Supplier shipping quantity is 5 sheets. • Manufacturing Engineering: Calculates travel distance and tracks lead time of custom orders through production to customer.
Production Rules
Debrief after Round #1 - How well did we do?
• • • • • •
• Key Metrics:
Batch sizes of 3 Keep busy at all times Yell if you need parts Handle all parts first-in, first in first-out first out (FIFO) Only the material handler can move parts Stay at your workstation
• START ROUND ONE
– – – – –
Custom Order Lead Time Product Travel Distance Number of Good Planes Shipped to Customer Number of Defective Planes Shipped to the Customer Total amount of WIP on the line
• Opportunities for Improvement
Lean...A Working Definition
Another “Lean” Definition • Doing more with less:
• A systematic approach to identifying and eliminating waste (non-value-added activities) ti iti ) through th h continuous ti iimprovementt by flowing the product at the pull of the customer in pursuit of perfection
• • • • • • •
Quoted from the MEP Network
Materials Electricity Space Paperwork Transportation Waste Effort
Customer Demands
How does Lean impact a business?
• Quicker response time • More product options • Shorter product life cycles • Cancellations/revisions • Price pressures/cost reductions • Quality requirements
What’s the problem? We’ve taken a simple process….
…and complicated it Production Engineering
Quality
Purchase material
Make
Package
Assemble
Stores & finished goods
Distribution
R & D design
Customer order
Purchase material
Make
Customer order
Ship
Ship
Package
Sales order processing
Outside processes
Assemble Purchasing/ receiving
Production planning
Cost accounting
Information systems MIS
Master production scheduling
What is Waste?
Lean = Eliminating the waste Value added
• Things customers will not pay for. • Activities that use resources but create no value • Alternative: Lean thinking
5%
Non-value added
The Eight Forms of Waste • Defects • Overproduction • Waiting • Not Utilizing Employees • Transportation • Inventory • Motion • Extra Processing
Typically 95% of Total Lead Time is non non--value added!!!
Waste Causes (continued)
Waste Causes… • • • • • • • • • •
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)
• Passing on defective parts • Not communicating improvements • Overproduction • Inventories • Motion • Non-value-added processes • Transportation • Waiting • Counting
Organizational Vision
E V
E
Y Y
B N
R O
E
S S I
E
T
O
E
E
T
D D
Tools Used in Lean
The House of Lean 5-S: Workplace Organization • • • • •
Continuous Improvement P ll/K b Pull/Kanban Quality at Source Standardized Work 5S System
C ll l /Fl Cellular/Flow POUS
Quick Changeover
Batch Reduction Visual
TPM
Teams
Plant Layout
Value Stream Mapping
Would 5 5--S Help Here?
Quick Changeover • • • • • •
Sort Set in Order Shine Standardize Sustain
It Sure Does!!!!
Total Productive Maintenance (TPM) •
Systematic approach to the elimination of the six major equipment losses: - Setup and adjustment - Breakdowns - Idling and minor stoppages - Reduced speed - Startup - Defects and rework
•
Enlisting the participation of all employees to create an environment that fosters improvement efforts in safety, quality, cost, delivery, and creativity
•
Charting/analyzing equipment performance to identify root cause of problems, and implementing sustainable improvements
Observe the setup Define internal elements Separate external elements from setup Shift as many internal elements to external as possible Streamline internal elements Streamline external elements
Batch Size Reduction
Push Vs. Pull Systems
• Batch & Queue Processing Process
Process
Process
A
C
B
10 minutes
10 minutes 10 minutes
Lead Time:
• Push System – Resources are provided to the consumer based on forecasts or schedules
30+ minutes for total order 21+ minutes for first piece
• Pull System – A method of controlling the flow of resources by replacing only what has been consumed
• Continuous Flow Processing Process Process Process
A
B
C
12 min. for total order 3 min. for first part
Takt Time
Pull System Flow Diagram
Supplier
Raw Matl.
Process A
Process B
Process C
Fin. Goods
Customer
Work Time Available Takt Time = Demand Rate = ———————————— Number of Units Sold
Information Flow Part Flow Kanban Locations
Lean = Eliminating the waste Value added 5%
Non-value added
The Eight Forms of Waste • Defects • Overproduction • Waiting • Not Utilizing Employees • Transportation • Inventory • Motion • Extra Processing
Typically 95% of Total Lead Time is non non--value added!!!
Let’s implement what we have discussed to see the difference between a Batch Production System and a Lean Production System!!!
Flipnflight
Operator 1: Fuselage
Round 2
1. Fold a sheet of paper exactly in half long-ways, and re-open it so you have a crease separating the two halves halves.
Operator 2: Nose Assembly
Operator 3: Wing Assembly
2. On one end of the paper, fold each corner in towards the center to the point where the inside edges are even with i h the h centerline li crease.
Operator 4: Winglet Assembly 4. Turn the paper airplane over and fold it in half along the centerline.
5. Fold the first wing with the line of the fold running nearly parallel to the centerline of the plane. Make this fold from 1/2 to 1 inch from the center. Step 6 shows this fold more clearly. 6. Fold the second wing exactly as you did the first.
3. Starting at the very tip of the point, fold the paper down on each side so the inside edges line up with the center crease.
Production Rules: Round 2 • • • •
Batch Size of 1: Make One, Move One Operators have Instructions and kanban Pull Production: Customer Sets the Pace Takt Time: Customer needs a plane every 10 seconds. • 10 minute round = 60 planes
• Start Round 2
Debrief Round 2 - How well did we do? Compare the Two Simulations • Key Metrics: Lead Time = Shorter more responsive to customers WIP = Smaller amount saves dollars Space = Less Required Quality = Problems visible earlier Productivity = Increased Line Balance = Free up workers to cross-train Morale = Less pressure to produce and less stress Supplier = Closer to customer, focus on problem- solving and supplier and customer work together
– Special Order Lead Time – Number of Good Planes Shipped to Customer – Number of Defective Planes Shipped to the Customer – Total amount of WIP on the line
• More Opportunities for Improvement?
Teamwork is the key!!
Typical Benefits of Implementing Lean
“It’s easy to get the players. Gettin’em to play together, that’s the hard part.” Source: NIST T
--Casey -Casey Stengel
Percentage of Benefits Achieved Space utilization Quality improvements WIP reduction Productivity increase Lead time reduction
0
20
40
60
80
100
The House of Lean
Advanced Manufacturing Overview
Continuous Improvement P ll/K b Pull/Kanban Quality at Source Standardized Work 5S System
