热门搜索:

  • /?163
  • 下载费用:20 金币 ?

LEAN_BASIC.PPT.ppt

关?键?词:
LEAN_BASIC PPT
资源描述:
Lean Thinking Lean Basic,8/4/03,2,,,,Content,Objectives Section I. IntroductionSection II. Lean philosophy and lean principles- The 7 wastes + Practice (Video)Section III. Lean simulation Section IV. Lean Tools (Overview) and guidelineSection V. Successful storiesSection VI. Final quiz,Estimated time: 6 hrs,8/4/03,3,,Objectives,At the end of the session you will be able to:1. Understand the lean philosophy and principles2. Describe the benefits of the lean thinking deployment3. Explain the 8 wastes to be eliminated4. Describe the main lean tools to identifiy and eliminate waste,8/4/03,4,Lean is a philosophical approach to developing flexible and responsive processes capable of providing our customers with what they want, in the amount they need, exactly when they want it. Lean is a way of thinkingLean is a way of create value and doing more with optimizing resources: human effort, equipment, materials, time and spaceAt the heart of Lean are flexible, motivated team members continuously eliminating waste,What is Lean?,,,Lean definition (1),8/4/03,5,What is Lean?,“A manufacturing philosophy that shortens the time line between the customer order and shipment by eliminating waste.”John Shook Toyota’s first American “Kacho” (manager) in Japan,Lean definition (2),8/4/03,6,,,,Order,Cash,(Reduce by removing non-value-added wastes),Simple, very clear focus,“All we are doing is looking at the time line; from the moment the customer gives us an order to the point when we collect cash. And we are reducing that time line by removing the non-value-added wastes.”Taiichi Ohno,Lean definition (3),8/4/03,7,Lean & TPS,8/4/03,8,“ A philosophy of value creation to enable sustainable growth and profit by the systematical elimination of waste”,Jabil′s definition,8/4/03,9,What Lean means to Jabil,An integrated approach to accelerate improvements in processes, products, and services by relentlessly focusing on eliminating waste in all its forms.Applies to all business and manufacturing activities - in other words, entire value streams that provide products and services to our customers. Creates a culture of never-ending improvement at all organization levels.,8/4/03,10,What IS and what is NOT Lean ?,LEAN is…A way of life, a philosophy The strategy to be competitive and to survive in the market creating more value and benefits The way to get more customers through high quality, low costs and shorter lead times of delivery The strategy to get involvement and commitment from all the employees in the continuous improvement journey,LEAN is NOT A fashion, the program of the month that now is here and tomorrow goes! A way to reduce headcountTake advantage of suppliers Training without application It is not an option… our customers are demanding it!,,,8/4/03,11,Why Lean?,Traditional business environment of the pastPrice set by manufacturerSlow deliveryFewer featuresSell what has been builtSeller′s market,The customer is already asking for more flexibility, lower cost, 100% on time delivery and 100% quality products and services,Business environment of todayPrice set by marketFaster deliveriesMore features on productBuild only what is soldBuyer′s market,,Increased customer focus,8/4/03,12,Why Lean?,Our existing and potential customers are driving new and more demanding requirements. Jabil must improve its phylosophy to stay ahead of the strategies that drive today′s market and customersRequirementsLower costFaster manufacturing lead timesHigh mix / low volume focusMaximum flexibilityRapid response timeSynergy operating as one company,8/4/03,13,Traditional Growth Model,,,Time,$,,Resources / Costs,Sales Revenue,Profitable Growth is achieved by increasing sales revenue, but resources need to be added to cope with the increased demand. In this model profit increases but percentage profit remains almost constant.,,,,,Growth,Why Lean?,8/4/03,14,Lean Growth Model,,,Time,$,,,Resources / Costs,Sales Revenue,,,Growth,Waste,,,Profitable Growth is achieved by removing waste and operating more efficiently. In this model profit increases and the profit percentage increases by “Doing more with less.”,Why Lean?,8/4/03,15,Chronology of Lean,1890 - Sakichi Toyoda receives a patent for a wooden loom and the philosophy of “KAIZEN” is born out of the need to make the work easier,1908 - Henry Ford invents the moving assembly line and continuous flow as a mass production method.,1937-1949 - Toyoda Motor Company Ltd. Is created from the Toyoda Automatic Loom Kiichiro Toyoda builds a plant at Koromo Eijy Toyoda traveled to America and designed the JIT from supermarket concepts,1949 – Taiichi Ohno proceeds to develop the Toyota Production System - the standard for World Class Manufacturing that still stands today.,1990 - Womack and Jones publish “The Machine that Changed the World “ and “Lean Thinking”: which woke up American Business , investors, and academia to the power of “Lean Thinking”.,1980 - Toyota takes the Toyota Production System over to the United States in a joint venture with General Motors called New United Motor Manufacturing , Inc. (NUMMI) and turnswhat was once GM’s worse performing plant (Fremont, CA),into a facility that breaks all GM’s records for cost , delivery, and quality.,8/4/03,16,The TPS: Some success indicators,8/4/03,17,TRADITIONAL,LEAN,ORGANIZATION,Complex, by functions, limits by departments,Simple, focused on customer & product,EMPLOYEES,Individual /functional work,Kaizen Teams, Self directed operators,SCHEDULING,Centralized, production plans,Leveling production, Heijunka,PRODUCTIONSYSTEM,Push system, batch production, lines,Pull system, one piece flow or small Batches, Manufacturing cells, supermarkets,MAINTENANCE,Reactive, corrective,Proactive, preventive, predictive, TPM,QUALITY,Detection, report of defects,Control in the source, zero defects, Poka Yokes, JIDOKA,CONTROL,Reports, high supervision, Blaming enviroment,Visual, focus on process improvements, free blaming enviroment,,,PRIORITIES,Day to day priorities,Supply chain driven by demand,Traditional vs Lean Enterprise,8/4/03,18,Characteristics of the Lean enterprise,People:- Multi functional teams in design and production- People have wide variety of skills (flexibility) Teams perform whole tasks Team ownership of cells Optimize the chain: assembler and supplier work closely together- Active commitment and involvement of all employees in the solution of problems and improvements (KAIZEN),8/4/03,19,Characteristics of the Lean enterprise,Production process:- Demand pull instead of schedule push JIT thinking specially for inventory management One piece flow with any inventory in each phase of the production or supermarkets where there is not possible continuous flow Balanced processes to Takt Time- Processes visually managed and a strong 5S culture- Low/minimal set up times- Availability & Maintainability,8/4/03,20,,,,,,,,,kanban,,1,2,,,,,,1,2,:.|:.:::|,,,,The workstation at the Lean enterprise,8/4/03,21,Quality:- Information collected during production- Problems are solved during production- Poka yokes implemented to avoid defects Volume flexibility:- Switching between products is easy- Production volumes are leveled - Production Mix is leveled - Small batch sizes - Resources defined and used according to Takt Time scenarios,Characteristics of the Lean enterprise,8/4/03,22,End of section,8/4/03,23,Section II. Lean philosophy and lean principles,8/4/03,24,-Respect for people: They are dedicating their valuable time to the company and deserve to be satisfied and have a sense of importance creating value-Value creation and elimination of all the waste (MUDA): Identify and eliminate all kind of waste in the company through the application of 5 principles,Lean Basic Philosophy,8/4/03,25,Lean Principles,8/4/03,26,Customer Value,The Five Lean Principles,Value Stream,Flow,Pull,Perfection,Focus on value in the context of what the customer/end-user is prepared to pay for,Identify where and how value is added to the product/service and identify key wastes,Make the product or service offering flow by eliminating waste in the value streams,Manufacture product / services at the pull of the customer rather than pushing it through the process.,Adopt an approach that improves the value creating process, either through small increments or through step by step changes. Kaizen culture,8/4/03,27,1. VALUE,8/4/03,28,Value: The heart of the Lean phylosophy,Questions we should ask…Is this something that customer would be willing to pay for?Does this activity add any value to the product or service?If the answer is NO, you have identified waste which should be eliminated,“In competitive terms, value is the amount buyers are willing to pay for what a firm provides them. Value is measured by total revenue, a reflection of the price a firm’s product commands and the units it can sell” Michael Porter,8/4/03,29,,,Shareowner Delight,Reinvesting for the Future,,,,8/4/03,30,A system designed to create value meeting each customer’s wants and needsA system that continually reduces:Lead timeBatch sizeNon-Value added activitiesA system that continually increases:QualityOn-Time Delivery to RequestProductivity,What is it Worth to our Customers?,8/4/03,31,All who participate have a hand in improving our processes.Knowing you played a role in improving things increases morale.Teams can help create processes that are less complex.Employees can improve safety and ergonomics in the workplace.Participants will be recognized for their efforts.,What is it Worth to Jabil’s Employees?,8/4/03,32,Non Value Add (NVA),ValueAdd,,Typical Value-Add ratio,,,,,98.5%,1.5%,NVA,,If focus is only on improving Value-Add activities,,99%,VA,,,,1%,Companies decrease lead time rapidly by reducing non value-add activities,,,,NVA,VA,,,50%,50%,Value add and lead time,Total Lead Time,,8/4/03,33,,,,,,,Traditional,Lean,Let is have a cost of $10 USD per ball,RATE: 2 BALLS/MIN,RATE: 2 BALLS/MIN,IN PROCESS:34 BALLS,IN PROCESS: 300 BALLS,CONSIDERING BOTH CASES: WHICH IS THE RATE?2 balls / minHOW MUCH MONEY IS IN PROCESS? Traditional: 3000 USD, Lean: 340 USD HOW LONG A CHANGE OF MODEL WILL TAKE ? Traditional: 150 min (300/2) Lean: 17 min (34/2) WHICH IS THE SPEED TO RECOVER THE INVESTMENT?WHICH PROCESS TAKES MORE SPACE?WHICH PROCESS IS BETTER TO HAVE VISUAL CONTROL?,Waste elimination = Lead Time Reduction = WIP Reduction = Speed,8/4/03,34,The Impact of Lead Time,,8/4/03,35,Value Add ActivityActivity that transforms or shapes raw material or information to meet true customer requirements,Non-Value Add Activity (3 Ms)Activities that take time, resources and increase cost but do not transform, or add to the customer’s desired, perceived value of a product or service,Value add definition,8/4/03,36,Mura (Variation)The variation in work content or unevenness in flow resulting in needs to generate waste to manage itMuri (Over Burden)The strenuous condition for both worker and machine as well as for the work processesMuda (Waste)Activities, materials or information that do not contribute to the value creation of a product or service. Anything in excess of what is required to produce a desired result,Waste sources: Mura, Muri, Muda,Provides a guideline that helps us identify the waste,,Helpful reminder that identifying and reducing waste happens on the floor not the office,8/4/03,37,ExamplesFluctuation in cycle time to complete a taskWork content varies greatly by product modelUnleveled production schedulesDisruptions to operations: Set ups/breakdownsConsequencesWIP and capacity are necessary to buffer out variabilityConformance to pace is very difficultWIP decouples processes and hides problemsDifficult to achieve throughput,Mura (Variation),Buffer with inventoryOverproduceWait idle,,Transport inventoryNeed of spaceLoss of creativity,Wastes generate other wastes,8/4/03,38,ExamplesFatigue issues, excessive liftingErgonomic issuesOperator must think to do it rightUncertainty of work contentReliance on human or stress on performanceExcessive overtimeContinuing to operate a machine with problemsConsequencesDefects and reworkBuffer with inventoriesEmployee injuriesMorale and people discontentLate delivery of products/information,Muri (Overburden),Buffer with inventoryOverproduceDefects,,Transport inventoryMisuse resourcesRework,Wastes generate other wastes,8/4/03,39,Muda,* Masaaki Imai, Gemba Kaizen 1997 pp. 85,ExamplesTransportationInventoryMotionWaitingOverproccesingOverproductionDefects ConsequencesHigher lead timeQuality issuesExcess inventory,“Of all Kaizen activities, Muda elimination is the easiest to start, as it is not difficult to identify muda once one has acquired such a skill. Muda elimination usually refers to stopping something that we have been doing up until now, and therefore costs little to implement. For these reasons, management should take the initiative in starting Kaizen with muda elimination wherever they exist – in gemba, in administration, and/or in the area of service-providing.”*,8/4/03,40,All activities fall into one of these three categories:Value AddWaste Type I -- adds no value but necessary (today)Waste Type II -- adds no value and avoidable Remove Immediately,Types of WASTE,8/4/03,41,,Value Added ActivityActivities that transform or change the form, fit, or function of the product or service.Is something that the customer would be willing to pay for. Waste Type IActivities that take time or resources, butDO NOT add to the customer’s perceived value of a product.Activities that DO NOT add value are waste and only add cost to the process.Waste Type IINon-Value Added Activity that must be performed due to legislative or regulatory requirements but DO NOT transform product or service.It is still waste and must be reduced as much as possible!,,,Waste Identification and Elimination,8/4/03,42,Opportunity to improve: 98.5%,Typical Lead Time contributors in Jabil′s processes,8/4/03,43,The 8 types of Waste(MUDA),,,Waste Adds No Value – It Only Raises Costs,1. Transportation2. Inventory3. Motion4. Waiting5. Overproduction6. Overprocessing7. Defects and Rework8. Unrealized people potential,Overproduction!,Waiting!,Transportation!,Too much inventory!,The Eight Types of Waste (MUDA),8/4/03,45,Easy to findInventoryTransportationDefectsOver-productionDifficult to findUnnecesary motionOverprocesingWaiting,Finding Waste,8/4/03,46,Transportation of people, materials and information from one location to another within or outside the factory,
? 汽车智库所有资源均是用户自行上传分享,仅供网友学习交流,未经上传用户书面授权,请勿作他用。
0条评论

还可以输入200字符

暂无评论,赶快抢占沙发吧。

关于本文
本文标题:LEAN_BASIC.PPT.ppt
链接地址:http://www.autoekb.com/p-10653.html
关于我们 - 网站声明 - 网站地图 - 资源地图 - 友情链接 - 网站客服客服 - 联系我们

copyright@ 2008-2018 mywenku网站版权所有
经营许可证编号:京ICP备12026657号-3?

收起
展开