Lean Exam 3
Press Plunger Total Inventory vs Run Days in Plungers and Rings
16 % of the existing inventory is inactive (not run since 04)
Processing Data in Plungers and Rings
18 percent of rings consumed are bushed
Categories vs Cumulative Run Days Per Year (18 month sample) in Plungers and Rings
81 % of the Machine Run Days are plungers < 9"
Number of Pieces in Inv by Category (Press Plungers) in Plungers and Rings
82 Percent of our Items are < 9" and not optic
Categories vs Cumulative Run Days (30 day sample) in Plungers and Rings
83 % are Category 1 and 2
Total Production Maintenance - Corrective maintenance
Improving the design of machines so that they will have a longer working life (e.g., replacing a motor with a higher horsepower motor)
TIM WOOD
In U.S. the seven forms of waste were often referred to by the abbreviation "TIM WOOD"
Which one is easier to be reduced, amount of WIP or average completion rate?
Answer: Creating a Pull system ❑ Wherever and whenever possible, they simply have to limit how much work they allow into the process at any given time. Lead time is fixed Triage (the one has the most economical impact has the higher priority to enter the system)
Principles of Material Handling - Equipment selection
In selecting handling equipment, consider all aspects of the material handled, the movement, and the method to be used
DOWNTIME
In some companies, the eight forms of waste are referred to by the abbreviation "DOWNTIME". Defective Parts / Correction Overproduction Waiting Non-Utilized Talent (Skills) Transportation Inventory Motion Excess Processing
Principles of Material Handling - Unit size
Increase the quantity, size, or weight of unit loads or flow rate.
Principles of Material Handling - Systems flow
Integrate as many handling activities as is practical into a coordinated system of operations covering vendor, receiving, storage, production, inspection, packaging, warehousing, shipping, transportation, and customer
Before Kanban
Inventory pile grows before bottleneck.
After Kanban
Inventory pile never goes above six
Manufacturing Cycle Efficiency (MCE)
MCE = time in actual production operation (machine time) / time in production department ❑ Time not spent in production could be caused by delays in material movement, poor scheduling, machine failure, and storage limitation, among other items. ❑ For increasing machine utilization, the delay should be eliminated or at least minimized.
Material-Handling Equipment Types
MH equipment can be classified into three main types: 1. Conveyors 2. Cranes 3. Trucks
Material-Handling/Labor (MHL) Ratio
MHL = personnel assigned to material handling / total operating personnel MHL should be < 0.3 in a plant higher in warehouse
Movement Operation (MO) Ratio
MO = number of moves / number of productive operations ❑ The moves involved may consist of material moved from receiving, from storage to an operation and back to storage and so on. ❑ A high value indicates room for improvement. (Transportation waste!)
Principles of Material Handling - Space utilization
Make optimum utilization of the building cube.
Principles of Material Handling - Material flow
Provide an operation sequence and equipment layout optimizing material flow.
Principles of Material Handling - Automation
Provide automation to include production, handling, and storage functions.
Principles of Material Handling - Safety
Provide suitable methods and equipment for safe handling.
Two or Three Bin Kanban System
Some Kanban systems do not use kanban cards. This type of system usually use two or three bins to store the parts. An empty bin triggers a new production batch indicated on the bin.
Principles of Material Handling - Simplification
Simplify handling by reducing, eliminating, or combining unnecessary movements and/or equipment.
6S Step 2
Simplify: Also referred to as "Set in order." Make a place for everything; everything in its place. Efficiently arrange the "needed" items. Make these items easy to locate & retrieve. Use visual displays, including: Signs & labels Color & symbol coding Boundary marks Templates & shadow boards Move items as needed to reduce bending, reaching, & stretching (ergonomic layout)
TWO DIME
Some people referred them to by the abbreviation "TWO DIME" (which is grammatically incorrect)
6S Step 1
Sort: Separate the "needed" from the "not needed" Tag and remove unneeded items Types of waste that can be created by disorganized, cluttered work areas: Movement Inventory Waiting Defects Transportation
Continuous Flow Mfg - One Piece Flow
Transitioning from Batch to Continuous Flow Batch Mode Process Processing time = 2 min / unit, 10 min/batch 1st Piece moves to next process in 10 minutes, last operation complete in 40 minutes 40 min elasped time Work Cell One Piece Flow Process Processing time = 2 min / unit 1st Piece moves in 2 minutes, last operation complete in 16 minutes. 16 min elapsed time That's 60% faster!!
Material Transportation vs. Material Handling
Transportation refers to moving materials from suppliers to places of business or from places of business to customers (normally by truck, trains, airplanes or ships).
Principles of Material Handling - Gravity
Use gravity to move materials whenever practical.
Principles of Material Handling - Capacity
Use handling equipment to help achieve the desired production capacity.
Principles of Material Handling - Control
Use material-handling activities to improve control of production, inventory, and order handling.
Principles of Material Handling - Adaptability
Use methods and equipment that can best perform a variety of tasks and applications when special-purpose equipment is not justified.
Kaizen Boards
Work right to left
Industrial Andon
Worker pulls andon cord to signify a problem has occurred and help is needed at his station. Music (i.e. London bridge) will also play in most cases. ❑These signals could be generated by operators or by automation. ❑In some instances, orange and red are also tied to distinct sounds to attract the attention of a maintenance operator or supervisor. ❑A station with an andon system may be allowed to stop production of the entire line until the problem in the station is taken care of.
Create Visual Stream Maps
You can create a value stream map using tools provided by https://www.draw.io Steps: 1. Go to the above website. 2. Choose a device that you would like the drawing to be saved. Then choose "Create New Diagram" if this is a new diagram. Otherwise, choose "Open Existing Diagram". 3. In the filename field, enter a file name of your choice such as "Value Stream Map.xml". Then click on the Create button. 4. Choose More Shapes from the tool menu on the left. 5. Uncheck BPMN and check "Lean Mapping" 6. Choose "Lean Mapping" from the menu on the left.
Demurrage charges
a charge payable to the owner of a chartered ship in respect of failure to load or discharge the ship within the time agreed.
Unutilized Skills or Intellect
Failing to use the abilities, talents, and skills of employees Lean methods vs. Fredrick Taylor's Scientific Management methods: ▪ Lean - workers participate in process improvement activities ▪ Sci Mgmt - only managers engage in process improvement operations
How Does 6S Improve Safety?
6S improves safety because: A clean, uncluttered workplace is less likely to lead to a slipping or tripping accident. Hazards are easier to spot when clutter is reduced.
What is 6S?
A Lean tool used to make the workplace: Safer Cleaner More organized More productive Go from Office of Dr. K to Office of Dr. E!
What is a visual display?
A visual signal that makes clear a location, situation, or condition The signal should be as simple as possible
Examples of Waiting Waste
Coworkers late with reports or projects Sending e-mail to request information Signature approvals Equipment down time
Pareto Analysis (80/20) Rule in Plungers and Rings
Exclusions (Not included in the 80%) Plungers > 9" in Profile Height Optic Plungers Inactive Plungers HE Plungers Other Exclusions Welding Operations
Examples of Transportation Waste
Filing papers that will never be accessed again Stocking materials far from point-of-use Borrowing tools from co-workers
Examples of Motion Waste
Tightening nuts on bolts (instead of snap fit) Searching for tools or parts E-mailing individuals instead of using a group list Jujitsu (who said it?)
Examples of Excess Processing Waste
Too many approvals required for action to be taken Extra steps taken to complete a task Coat an extra layer of material to provide better protection (beyond customer request)
Current Plunger Inventory Level in Plungers and Rings
Total Inventory = 2924 Inactive Items = 481 Double Gob Block Mold (143 Items) Average Number in Set = 10.9 Min = 3, Max = 32, STD = 4.1 Single Gob Split Molds (100 Items) Average Number in Set = 8.7 Min = 4, Max = 17, STD = 2.7
Current Ring Inventory Level in Plungers and Rings
Total Inventory = 3890 Inactive Items = 472 Double Gob Block Molds (143 Items) Average Number in Set = 15.5 Min = 4, Max = 67, STD = 9.8 Single Gob Split Molds (100 Items) Average Number in Set = 12.2 Min = 4, Max = 38, STD = 5.7
Examples of visual displays in everyday use
Traffic Light Street signs (Stop, Yield, One-Way, etc.) Building Exit sign Parking lane markings Elevator lights
Motion
Unnecessary motion of people that does not provide value An often-overlooked form of waste, as people "look" busy
Template and Shadow Boards
Used to create clear, easy-to-see storage locations for frequently used items.
Signs and Labels
Used to indicate locations, items stored at a location, or amounts stored
Visual displays in everyday life
Visual displays make our environment safer and more organized. Visual displays can accomplish the same goals in the workplace.
Waiting
Waiting for parts, information, or people One of the largest wastes that can be identified by Lean
Press Rings
Welded Rings 82% are repaired in this manner Cast Iron Bushed Rings Typically required for tall straight items 28 items Currently defined
Definition of Material Handling
"Material handling embraces all of the basic operations involved in the movement of bulk, packaged, and individual products in a semisolid or a solid state by means of machinery, and within the limits of a place of business" Material handling involves the movement of material in a horizontal (transfer) and a vertical (lifting) direction, as well as the loading and unloading of items. The movement includes ❑ raw materials to workstation ❑ semi-finished products between stations ❑ removal of the finished products to their storage locations ❑ Selection of handling equipment is an important activity in designing MH systems. ❑ The term bulk indicates that the materials are to be moved in large, unpacked volumes such as sand, sawdust, or coal. ❑ Using machinery for handling material is the preferred method even though the initial cost might be high.
Handling Equipment Utilization (HEU) Ratio
HEU = items (or load weight) moved per hour / theoretical capacity ❑ Ideally, the HEU ratio should be close to 1.0. ❑ However, equipment breakdown, poor scheduling, poor housekeeping, and building geography can reduce the load movement.
Damage Load (DL) Ratio
DL = number of damaged loads / total number of loads ❑ The ratio measures the quality performance of material-handling personnel. ❑ Damage to the loads during receiving, in-process movement, and shipping should be minimized.
Cell Metrics in Plungers and Rings
Daily Data is reported for each Part, Cumulative Information is Summarized and Charted, Efficiency Against Target Time, Quality - Scrap and Rework
Creating a Pull System
Data collection shows that marketing staff can process an average of 20 quotes per day. The distributors want a reliable 3-day turnaround time (lead time). The goal set up by the marketing department is 2.4 days. Lead time = 2.4 days = Amount of WIP / 20 quotes/day Max WIP is 48 ❑ To manage this system, the marketing dept. sets up an electronic board that showed how many quotes are in process. ❑ The only trigger for releasing the work into the process is having an item exit the process - and that's what a Pull system is.
From Lean Six Sigma (LSS) Article
In a Irish pub, the author noticed one of the locals initially ordered two large beers, instead of one To properly pour a glass of Guinness, you must fill it up very slowly Best served at 6°C (42.8°F) First, tilt the glass to 45 degrees Carefully pour until three quarters full Then place the glass on the bar counter and leave to settle Nitrogen and carbon dioxide settling Waiting time varies depending on the bartender Once the surge has settled, fill the glass to the brim It takes about 119.5 seconds to pour the perfect pint To quote Guinness, don't fret. It's worth the wait Pouring Guinness could take about 2 minutes to fill up one glass! So the local was essentially operating a two bin kanban system with his beer! The man never went without a beer (aside from waiting for the initial glass) and rarely were there two empty glasses sitting in front of the man. The bartender and the man were almost synchronized. Remember to order two glasses of "water" next time when you dine at a restaurant. This way you will never run out of water.
Examples of Defective Parts Waste
Incorrect data entry Document misspellings Lack of standardized work or standards Inspections
Why is it called 6S?
It consists of 6 steps, each beginning with the letter "S" Seiri (Sort) Seiton (Straighten, Simplify or Set in order) Seiso (Shine) Seiketsu (Standardize) Shitsuke (Sustain) (?) Safety
Kanban Basics
Kanban "看板" = "signboard" or "card to be seen" Kanban is a "signaling device" used to give authorization and instructions about production and transportation of parts in a pull system. Kanban is used to: serve as a communication system act as a continuous improvement tool Kanban is often just a card, but can be a cart, marked space, electronic signal, bar code or anything else that indicates a need for production Kanban starts with customer, working backward through the system A Kanban system is similar to the inventory system used in supermarket the use of buffer inventories at strategic locations Note that in the supermarket, we don't see kanban cards at all. The bar code on the products actually function like the "kanban card". the use of buffer size to control order size
Inventory
Keeping more resources than necessary to accomplish a task All overproduction is waste, unless it translates directly into sales
Color and Symbol Coding
Mark items that belong together.
Examples of Intellect Waste
Micromanagement Lack of employee involvement Improper use of employees' knowledge
Defective Parts/Correction
Not meeting customer expectations the first time Waste not only of materials, but of time and effort to reproduce
Excess Processing
Occurs when product is processed beyond the customer's specifications Wastes mental or physical resources Can be caused by: Engineers make specifications beyond customer's needs Workers take extra steps to make product quality beyond standard
How is the workplace improved with 6S?
Once implemented, 6S: Reduces clutter Makes it easier to find and get to tools and materials Keeps everything clean and ready to use Makes the worksite less hazardous
Two Bin Kanban
One of the most popular kanban systems due to its simplicity An operator will get the material they need from one of the bins while the other bin is being refilled When things are working properly, the second bin will arrive shortly before the first bin empties
What are some other benefits of 6S?
Other benefits include: Improvement in productivity Less time spent searching means more time spent working Improvement in quality A well-organized work area leads to fewer mistakes. Improvement in employee morale Dirty, disorganized environments are unpleasant to work in
Boundary Marks
Painted or taped marks used to define walkways, hazard areas, operator work locations, and "home base" for items.
Customer Feedback in Plungers and Rings
Plunger Threads not Cleaned Clearances Out of Spec Tags Not Readable (Need Seq. #) Better Quality Equipment Placed on Correct Shop
Focus of this RIE in Plungers and Rings
Plungers Category 1 (< 4" profile height) Category 2 ( > 4" and < 9" profile height) Rings Welded and Machined Cast Iron Bushings
Plungers and Rings Cell Part Families
Plungers Category 1 (< 4" profile height) Category 2 ( > 4" and < 9" profile height) Category 3 (> 9" profile height) Category 4 (Optic Plunger) Rings Welded Bushed HE Plunger (Non-optic)
Examples of Overproduction Waste
Preparing reports that aren't read or acted upon (e.g., in a fortunate 500 company, reports sent out every Friday to executives were rarely read) Excessive lengths of documents (too wordy) Unnecessary e-mail (e.g., thanks for your thanks message about that I thanked you.....) Producing parts that store for two weeks before being used
Overproduction
Producing too much or too soon resulting in wasting time and resources
Deliverables in Plungers and Rings
Production Consistent Quality Readily Available Supply Zero Defects Machine Shop Reduced Waste (Inventory) Five S Standard Work Visual Management Kanbans
3 P's in Plungers and Rings
Purpose - "Why are we here?" To Create a Plunger and Ring cell Process - " How are we going to get there?" Establish Customer expectations Review Current State VSM PICK Chart opportunities LEAP Assessment Establish Standard Work Implement Visual Management Payoff - "What is in it for me?" Reduced Cost Increased Profitability Ensuring our Future
First Day Agenda in Plungers and Rings
Review the Charter/The 3 P's Deliverables Part Families and Categories Plunger and Rings - Shop Layout Spaghetti Diagram) Value Stream Maps (VSM) - Current State Waste Walk Identify Opportunities Discuss/Brainstorm Opportunities
Four Types of Visual Displays
Signs and labels Color and symbol coding Boundary marks Template and shadow boards
Examples of Inventory Waste
Stacks of almost anything Unused office supplies Paperwork, reports, or e-mail that are filed but not used Materials or finished products stored in warehouse for lengthy time
Procedure for creating nodal representation
(a)The degree of closeness one department has with all other areas, is obtained by adding the row & column values for that department together. A higher value indicates that the department needs to stay close to others. Department 4 in Table 12.4 (next slide) row 4 = 1+4+0+0 = 5 column 4 = 4+1+0= 5 The degree of closeness of Dept. 4= 5+5=10 (b) Select the department with the highest score (i.e., Dept. #1) and place it in the center of the nodal diagram. (c) Locate around it any departments that have four relationships with it. (see Figure 12.4) (d) From the other departments in the diagram, select the one with the next highest total (i.e., Dept. #2) and place around it the departments with 4- relationship with it. (see Figure 12.4) (e) After all 4-relationship departments are exhausted, if some of the departments are still not in the diagram, continue with 3-relationship. (f) Continue until all the areas are in the diagram. (g) Go over the diagram again and adjust the positions of departments, switching them if necessary, to satisfy closeness in between. (h) The basic objective is to develop an arrangement in which departmental crossovers are at a minumum when travel between departments is made based on the value chart.
Basic Features of Kaizen
1. Employee empowered: Each person is encouraged to make suggestions for improvement and carry those ideas through. 2. Discipline: When at work, a worker must have discipline or follow the rules that require trust in coworkers and management. It also means the working environment is conducive to new suggestions without fear of retribution. 3. Recognize: Each person contributing to improvement should be recognized monetarily or in some other way. Nonmonetary rewards: verbal recognition, certificates , giving publicity with and outside organization, placing a story in a newspaper
Material-Handling Cost
1. Equipment cost 2. Operating cost 3. Unit purchase cost (purchasing pallets and containers) 4. Cost due to packaging and damaged material. Reducing such cost is one of the primary objectives of a handling system
Equipment Selection - Three Important Topics
1. Equipment selection: different methods for determining the type and/or number of units required to perform the necessary material moves. 2. The use of robotics in material handling: establishment of cycle time when a robot is used (covered in INEN 413/530). 3. The use of automated guided vehicle (AGV) in material handling: discussion of common rules and simulation of AGV system.
Steps for Creating Your Pull System
1. Identify/confirm the service level you want to achieve. 2. Determine your work group's complete rate (based on data) 3. Use Little's law to determine WIP. 4. Cap the active work into an input buffer. 5. Pull all incoming work into an input buffer. 6. Develop a triage system for determining which incoming work should be released into the process next. 7. Continue with other process improvements so you can improve completion rate and further reduce lead time.
Procedure of SMED
1. Reduce the number of internal activities by ▪ eliminating some requirements ▪ converting them into external activities, if possible. 2. Reduce the time required to perform internal activities by ▪ simplifying activities ▪ clamping rather than tightening ❑ Use auto-adjusting tools rather than using manual adjustment, use standardized tools, redesign fixtures. ❑ Install one turn attachment. ❑ Use the product's dedicated fixture. ❑ Group workers together as a team to do all setup activities. e.g., a crew working in a pit stop in a NASCAR racing event.
Basic Principles of Kaizen
1. Say no to status quo. 2. Do not believe in old assumptions 3. Do not make excuses so as to why it cannot be done. Think how it can be done. 4. Do not worry about being perfect. Even if you get only half the improvement, it is better than no improvement. 5. Money is not necessarily a basic requirement for every possible improvement. Solve the problem with wisdom and not money. 6. If you see something that needs to be fixed, fix it. Correct mistakes immediately. 7. Good ideas only come after all the easy ideas are dispensed. 8. Ask questions constantly to get to the root cause. Why? Why? Why? Why? Why? 9. Listen to more knowledgeable people for suggestions. It will result in a better ultimate plan. 10. Never stop kaizen.
Aisle Space Percentage (ASP)
ASP = space occupied by aisles / total space The ASP should have a value between 0.10 and 0.15
Andon - Category 2: Quality
Abnormal Condition: Stoppage of Production Line. Location: Ceiling Line Conditions: Material Shortage, Quality Problems, Machine Breakdown, Changeover, Machines Are Working Line Numbers 1-5 Conditions are color coded
Earlier Applications of Lean Concepts
Auto Assembly Line at Ford Motor Company 1913 ❑ Components of auto assembly were broken down into elements and were distributed among workstations in a continuous production process, so that people, machines, and tools could be utilized in a most efficient manner. Disadvantage of mass production line: lack of product varieties. "You can have any color you want as long as it is black." - Henry Ford - ❑ Industrial engineers have been studying and applying the scientific management concepts of Frederick Taylor and Frank and Lillian Gilbreth since they were introduced in twentieth century. ❑ Examples of tools developed - Work measurement and Time study - process charts
USPS Visual Management Project Done by Tech IE Alumnus
Before LA priority mails on-time delivery rate: 91% After using a visual management tool (Excel Macro), mails that were already behind became visible and would be transferred to next day mail carriers to expedite deliveries. Result: LA Priority mails on-time delivery rate: 95% Saving: $1.5 million per year!
Press Plungers Improvements Plunger Machining
Better Storage Techniques Visual Cues Five S Needed Information is Readily Available
Press Plungers Improvements Inspection in Plungers and Rings
Better Storage Techniques, Visual Cues, Standard Work, Five S
Total Production Maintenance - Zero Defects
Can only be achieved by 1. a six-sigma production system where the upper and lower specification limits are 6 sigma form the target value 2. having well-trained operators working on the machine so that machine settings and quality of the product can be continuously monitored and controlled.
Close-loop Conveyor System Design
Design of a close-loop conveyor design needs to consider: ❑ Speed of the conveyor ❑ The number of stations ❑ Assignment of the task to the stations ❑ Physical dimensions of the stations ❑ Spacing between successive stations
Principles of Material Handling - Performance
Determine the effectiveness of handling performance in terms of expense per unit handled.
Continuous Improvement Board - Layout in Plungers and Rings
EFFICENCY OPPORTUNITES SAFETY QUALITY IMPROVEMENTS EVALUATIONS
Energy Ratio (ER)
ER = total BTU consumption in the warehouse / warehouse space ❑ The ER measures the efficiency of heating and cooling operations. ❑ Some of the ways in which this ratio can be improved are reducing heating or cooling of a portion of the warehouse wherein there are no workers, turning lights off when not needed, and using lights on moving vehicles rather than permanent lighting.
VSM Example
Jensen Bearings Incorporated, a ball bearing manufacturer, receives raw material sheets from its supplier Kline Steel Co. once per week every Monday for a product family of retainers and then ships its finished product on a daily basis to a second-tier automotive manufacturing customer named GNK Enterprises. The product family of the bearing manufacturing company under consideration consists of two types of retainers - Large (L ) and Small (S) - that are packaged for shipping in returnable trays with 60 retainers in each tray. The manufacturing process consists of a cell containing pressing operations, a piercing and forming cell, and a finish grind operation, after which the two types of retainers are staged for shipping. The information collected by the operations manager at Jensen Bearings Inc. is shown in the table on next page.
Kaizen vs Kaikaku
Kaizen = Evolutionary Change Come to classes Turning in homework Kaikaku = Revolutionary Change Quit drinking Partying no more
Eight Forms of Waste
Lately, unutilized skills of employees have been added as a form of waste.
One More Lean Case Study
Lean at Chick-fil-A Exponential Growth, Total Sales, Annual Sales per Restaurant (high) Top restaurants is #25 2005 Top restaurants is #14 2010 Top restaurants is #8 2017 Top restaurants is #3 2018 15% sales mobile app, momentum, Focus resources, pareto prioritize everything what you get/what you pay = value optimize whole value stream harness power of industry 4.0 going: ai kitchen assitant, critical temp monitoring, smart production system, OEE metrics and action, real time bottleneck consulting smart kanban, automated timing, waste tracking future better forecasting
Push vs Pull
Lean manufacturing companies operate very differently from traditional manufacturing companies.
Principles of Material Handling - Mechanization
Mechanize handling operations
Why does Lean Manufacturing exist?
Muda: Japanese term for futility or waste Waste is considered to be anything that does not add value to a product. If a customer isn't willing to pay for it, it's waste that should be eliminated.
Press Plungers Current State Machining
No Standard Work Overprocessing / Defects / Waiting No Visual Mgt - Pushing Inventory / Overproduction / People More Inventory - Plunger WIP
Rings Current State Machining
No Visual Management, No Five S Waiting, Overprocessing, People, Defects, Over-production
Press Plungers Current State Inspection
No Visual Management, No Standard Work, No Five S... Lots and Lots of Inventory.....
Press Plungers Current State Welding/Cleaning
No Visual Management, Waiting, Over-processing, People No Five S
Kanban System in Manufacturing
Note that in a production line, it is hard to print barcodes on WIPs. Therefore, WIPs are often stored in containers with kanban cards attached to them. Workers produce exact number of parts indicated on the Kanban card. Card has description, part number, qty, lead time, order data, supplier, due date, planner, and location
Single Minute Exchange of Die
Objective: to reduce downtime that occurs when a machine is stopped to set up for a new product ❑ The changeover time can be reduced in terms of minutes (into single digit minutes such as 9, 7, 5, 3, 1) and hence the name single minute exchange (of die). Note that SMED does not mean completing die change over in one minute. Machine setup times are determined by (1) External setup: independent of the machine ▪ Collection of paperwork, collection of auxiliary equipment and jig and fixtures, part heating and cleaning. (2) Internal setup: requires the use of machine ▪ Tightening of the item in a fixture, adjusting the machine for operation
Importance of Good Visual Management
One way signs
VSM Acronyms
PCE - Process Cycle Efficiency OTC - Order to Cash C/T - Cycle Time C/O - Changeover Time EPE - Every Part Every
Principles of Material Handling - Planning
Plan all material-handling and storage activities to obtain maximum overall operating efficiency
Principles of Material Handling - Utilization
Plan for optimum utilization of handling equipment and manpower.
Principles of Material Handling - Maintenance
Plan for preventive maintenance and scheduled repairs of all handling equipment.
Machine Shop Lean in Plungers and Rings
Plungers and Ring Cell - Oct 2006 RIE Mission: 1. Review Current State VSM and Identify Opportunities for Improvement 2. Improve overall Quality to the Customer 3. Eliminate Waste and improve Flow through the Shop 4. Implement Sustainable Systems to ensure Quality Objectives: 1. Reduce Lead Time by 50% (from 30.7 to 15.4 hrs. For Plungers, from 5.3 to 2.5 hrs. Rings) 2. Consistent Quality 3. Reduce Cost Prework: 1. Establish Product Families and Consumption rates 2. Define inventory levels and remove excess 3. Relocate machinery 4. Train Team 5. Create Layout 6. Perform Task Analysis Monuments: Modifications must be in alignment with other LEAN Projects
Principles of Material Handling - Dead weight
Reduce the ratio of dead weight of mobile handling equipment to load carried.
Principles of Material Handling - Obsolescence
Replace obsolete handling methods and equipment when more efficient methods of equipment will improve operations.
Training Game Plan in Plungers and Rings
Review - Standard Work - Cell Flow - Five "S" Checklist - Visual Mgt. Boards / Cell Metrics - Continuous Improvement Game Plan
Total Production Maintenance - Preventive maintenance
Routine maintenance to keep the machine in good condition Preventive maintenance can be assigned to production workers while break maintenance should be assigned to maintenance crew.
Storage Space Utilization (SSU) Ratio
SSU = storage space occupied / total available storage space A value close to 1 indicates assignment of appropriate space for the storage activities. If the storage areas, such as bins or racks, are only partially full, the percentage of utilization should be estimated and included in the calculation.
6S Step 6
Safety: Make sure a green tag system is in place. Identify safety equipment with visual displays. Make certain that access to safety equipment is unobstructed.
Rings Improvements Machining
Standard Work, Visual Limits and Quality Information, WIP Prioritization, Five S
Principles of Material Handling - Standardization
Standardize handling methods as well as types and sizes of handling equipment.
6S Step 4
Standardize: Establish a common method for performing a task; in this case, the first three 6S steps Second, create a visual tool to clearly communicate the method Pictorial vs. verbal Make sure everyone understands what is expected of them.
Plant Layout Procedure
Step 1: Determine the area required for each work center. Step 2: Draw a rel-chart (relationship chart) or establish a from-to chart. The rel-chart describes qualitatively the degree of closeness that the analyst feels should exist between different work centers. Factors to consider: ❑ flow between the departments ❑ convenience ❑ necessity of using the same personnel ❑ facilities being used in two or more departments ❑ need for communication Codes used to describe closeness Converting a From-to Chart to a Rel-Chart When Multiple Items Are Produced and each follows a sequence operations, the traffic between departments must be displayed in a matrix form. Form an upper triangular matrix in which each cell represents total movements between 2 dept. Represent the total movement to rel-code for each cell in the matrix. Display Rel-Chart as a Mileage Chart Step 3:Develop a graphical representation of the rel-chart suggested by R. Muther (1973) Node: Work Center Line: Closeness between nodes Objective: To arrange the nodes so that there is a minimum # of areas cross when going from one department to another. Step 4: The fourth step is to develop an evaluation chart. The chart provides a measure of effectiveness of the nodal arrangement developed in Step 3. ❑Converting the nodal representation into a semiscaled grid representation ❑Total block area >= Total required area for a dept. If required area = 1000 sq ft and a block = 20 sq. ft., use 50 blocks 10 blocks x 5 blocks = 1000 sq ft. or 54 blocks 9 blocks x 6 blocks = 1080 sq ft. Step 5: To place the individual departments within the grid arrangement by using the arrangement of the nodal diagram in Step 3 as a guide. ❑The shape of the departments should remain as regular as possible, preferably rectangles. ❑Ideally one might wish for a square layout (to minimize the distant travelled), most plants are built in a rectangular form. ❑The closeness measure = the shortest rectilinear distance between two areas x the value of the relationship between two departments. ❑ The number of blocks crossed between departments is multiplied by the value of the relationship between the corresponding departments. Step 6: Convert the grid to a scaled model. ❑The grid is only an approximation of the required area; hence it will frequently be necessary to enlarge or reduce the grid to meet exact specifications.
Determining the required number of AGVs
Steps: 1. Determine the total time needed to travel from storage to each destination (round trip). 2. Add the time for loading and unloading. 3. Using the frequency of trips, determine the total vehicle use time. 4. Divide this number by the traffic congestion factor, generally 0.85, to determine the total required time in minutes. 5. Divide the total load by 60 minutes per hour to obtain the number of vehicles necessary.
6S Step 5
Sustain: Maintain all the gains made in the 1st 4 steps of 6S The most difficult step because it requires everyone to be self-disciplined. We recommend the use of checklists and 6S audits* to ensure that everyone "stays on track." *Companies often developed their own checklists. * Commercially available as well.
6S Step 3
Systematically Clean: Also sometimes called "sweep & shine" Make sure everything in the workplace is clean & ready to use. "Clean to inspect" While cleaning, look for little problems that could later lead to bigger problems.
Transportation
The waste of moving, storing, or arranging products, materials, or information unnecessarily. Transportation does not transform the product or service thus it does not add value.
Principles of Material Handling
There are no definite rules that can be followed for achieving a successful material-handling system. However, guidelines are available.
Press Plungers Improvements Clean / Welding
Visual Management, Improved CoolingMethod, Designated Storage Locations with Status
Seven Forms of Waste
Waste was initially catalogized into seven forms at Toyota. Inventory, Waiting, Defects, Overproduction, Motion, Transportation, Over processing
Total Production Maintenance - Available Time on Machine
When the machine is working
Automated Guided Vehicle (AGV)
Why AGVs? ❑ AGVs allow random and independent movement of parts or material between stations. ❑ AGVs provide flexibility for responding to changing work loads and product mix. ❑ AGVs can react efficiently to changes such as when ✓the regular machine is busy or under repair ✓another machine must perform the task and/or ✓ the material must be delivered to a different location following an alternative path.
Next Steps in Plungers and Rings
• Continue Coaching Work Cell Personnel • Follow-up on Open Assignments • Enhance Cell Metrics • Evaluate Bushed Rings • Replace Cooling Box - Permanent • Work Continuous Improvement Opportunities
Communication Game Plan in Plungers and Rings
• Debrief with Management • Debrief with All Affected Operators - Forming - Machine Shop • Post RIE Summary on Libbey Website
Improvements - Ring Machining
• Defined Staging Areas • Drilling Vent Holes • Visual Prioritization • Better Access to Specifications • Standard Work • Five S • Visual Limits/Customer Expectations • Visual Management
Improvements - Clean/Weld Area
• Designated Storage Areas • Defined flow of Running Equipment • Cooling Box Visual Management • Cooling Box Re-design • Blaster Visual Management
Lessons Learned in Plungers and Rings
• Having Customer on Team Very Valuable • Team / Lean Training Prior to Event Helpful (2 Days of Training) • Creating VSM of Cell Helped Focus Effort • Need to Complete Data Mining Prior to Event • LEAP expert on Team Very Helpful • Lack of Five "S" Slowed Down Team
Improvements - Inspection
• Improved Inventory Storage/Reduced Set • Relocation of Ready Table (Supermarket) • Better Access to Specifications/Prints • Eliminated Redundant Inspection • Improved Inspection Table • Improved Up-Coming Job Preparation • Five S • Standard Work
Why is a "right" office/plant layout important?
• Material-handling costs comprise anywhere from 30-70% of total manufacturing costs. • Plant layout is a long-term, costly proposition, and any modifications or rearrangements of the existing plant represents a large expense and cannot be easily accomplished
Improvements - Plunger Machining
• Reduced Cycle Time (Polishing Methods) • Defined Staging Areas • Better Access to Specifications • Standard Work • Five S • Visual Limits/Customer Expectations • Visual Management
Basic Objective of Plant Layout
• To achieve an orderly and practical arrangement of departments and work centers to minimize the movement of material and/or personnel while allowing for sufficient working space and perhaps space for future expansion within an area that may be predefined.
Takt Board - Visual Management Tool
❑ "takt" is German for "metronome" for the marketing Pull process. Takt time = time available for operation / number of order per day = time to complete one order Twenty loans need to be approved in 8 hours. What is the takt time? Takt time = (8 x 60 min.) / 20 = 24 min. Hour, Scheduled, Actual, +/- Difference, Comment
Total Production Maintenance - Source Inspection
❑ 100% inspection made at the source. ❑ Other inspections are performed immediately after an operation is completed.
Total Production Maintenance
❑ A process of keeping machines productive and operating efficiently so that the throughput is improved. ❑ Throughput or overall equipment effectiveness (OEE) is defined as OEE= available time on the machine (hr) x machine speed (unit/hr) x yield of the machine. (i.e., good units/total units input to the machine)
Total Production Maintenance - Point of Use
❑ To keep everything that you need for the operation as close as possible to where it is used. ❑ Tools, instructions, fixtures, measuring equipment, and visual charts.
Type of AGVs
❑ AGV towing vehicles ✓ Capacities range from 1,000 pounds to 50,000 pounds. ✓ Used primarily in the movement of bulk material in and out of warehouse areas. ❑ AGV unit load vehicles ✓ Equipped with decks that carry a unit load. ✓ Generally integrated with conveyor and automatic storage and retrieval systems. ❑ AGV fork trucks ✓ Function as forklift trucks with automatic pickup and drop off loads at various heights. ✓ Especially useful when load-transfer heights vary from station to station. ❑ Light-load AGVs. ✓ Handles light loads of up to 500 pounds ✓ Used mainly in light manufacturing ❑ AGV assembly line vehicle ✓ Modification of light-load AGVs ✓ Used primarily to carry major subassemblies, such as motors or transmissions, from station to station and parts are added on at each station to make the complete assembly.
Andon
❑ Andon is an ancient Japanese vertically collapsible paper lantern (actually originated from China). ❑ It is open on top and illuminated by placing a candle in the center. ❑ If the candle is not positioned vertically, the candle would likely to tilt and burn the andon. That was exactly what happened to Dr. Ker's andon when he was 3 and he cried really really hard.) (A firecracker exploded in Dr. Ker's left palm when he was 4 and it hurt so he cried really really hard again.) (A monkey at an elementary school he later attended grabbed Dr. Ker's cap when he was 6 so he cried very very hard again.)
Push System
❑ Based on this forecast, a production schedule is developed. ❑ Parts and materials required to meet this schedule are ordered, received, and stored until production is ready for them. Materials are received and stored in a warehouse until the FABRICATION DEPARTMENT is ready to use them. ❑ Product is produced in large batches by moving parts and materials move through a sequence of production steps: Raw material -> fabrication -> subassembly -> final assembly -> finished product ❑ The output from each step, called work-in-process (WIP), is stored until the next step is ready to use it. ❑ Material handlers move batches of work-in-process between locations. ❑ Completed products are moved to a warehouse and stored until shipped to a customer. Traditional manufacturing companies (also known as "Make to Stock" Companies) use a Push Production System. ❑ US auto makers used to manufacture cars this way, resulting in storing thousands of cars in their parking lots - for months - before being shipped to car dealers. ❑ A textile factory ❑ Excessive work-in-process inventories ❑ An electronic manufacturer. ❑ Excessive WIP inventories on racks
Total Production Maintenance - Poke-Yoke
❑ Developed by Dr. Shingo. ❑ It means "mistake-proofing" ❑ The concept stresses developing technical features such that first time mistakes are prevented, and if necessary, mistakes are corrected in real time. e.g, adapters that can only be inserted into the socket in one direction.
Pull System in Service
❑ In service organizations, process Lead time can only be reduced by 1. reducing amount of WIP or 2. increasing the average completion rate Little's Law Lead Time = Amount of WIP / Average Completion Rate
Importance of Visual Management
❑ Invisible work can't be improved. ❑ Even though it can be difficult to visualize flow in service environments, understanding the flow of work and being able to evaluate WIP are prerequisites for applying Lean concepts to improve speed and reduce waste.
Multiskilled Workers
❑ Lean systems encourage workers to have multiple skills so they can be productive in any area of expertise that is currently needed. ❑ Implementation of machine coupling requires multiskilled workers. Example: pump production lines in Japan vs. in China.
What is DOWNTIME?
❑ Material handling can account for 30-75% of the total cost. ❑ Efficient material handling can be primarily responsible for reducing a plant's operating cost by 15-30%. ❑ When an employee handles an item, he or she adds nothing to the product's value but does add to its cost.
Factors Affecting Selection of MH Equipment
❑ Material to be moved: type, weight, volume, shape, size etc. ❑ Movement: frequency, path aisle space, loading/unloading mechanism ❑ Costs: investment and operating expenses of the equipment, interest rate, depreciation, and useful life of the equipment. ❑ Other factors: Flexibility to perform multiple tasks and to work on many different products and obsolescence of equipment.
Kaizen Events
❑ One of the important Lean tools that distinguishes TPS from Scientific Management. ❑ What is Scientific Management?
Pull System in Manufacturing
❑ Product is produced one piece at a time (or in very small lots/batches). ❑ It flows smoothly through the production process with no interruptions, no waiting, no backtracking, and no rework. ❑ Kanban cards are often used to trigger the production of a part or a part batch. ❑ The level of WIP can be minimized.
Productivity Ratios
❑ Several productivity ratios are used as indicators of the performance of a system. ❑ Note that an organization often develops its own ratios that more clearly identify the factors with which it is concerned. ❑ Any wild fluctuation from period to period is a clear signal that the system is not working smoothly and needs further investigation and control.
Work Measurement and Time Study
❑ Standardize the way work should be done by eliminating all unnecessary motions ❑ Design workplace so that these motions can be routinely performed with ease and without exhausting the worker. ❑ Optimum time to perform a particular task was established and designated as a time standard. ❑ Standard times were used to develop a wage plan.
Pull System
❑ The process starts with a customer order (or customer demand) for a product. Production does not happen until there is a customer order/demand for a product.
Process Charts
❑ These charts clearly identify the nonproductive or bottleneck work elements, which are then studied and marked for improvement or elimination.
Relationship between Material Handling and Plant Layout
❑ These two functions are most closely related. ❑ Plant layout problems require knowledge of the equipment operating cost in order to locate the departments in a manner that will minimize the total material handling cost. ❑ In designing a material-handling system the layout should be known in order to have the move length, move time, and source and destination of the move.
Basics of Equipment Selection - Cranes
❑ Used mainly to lift very heavy pieces. ❑ The mobility is rather limited. ❑ Very expensive. ❑ Required a building with a heavy load bearing foundation, most often with deep piles.
Basics of Equipment Selection - Trucks
❑ Used when delivery in batches is adequate and where flexibility is important. ❑ Can respond to the capacity change much more readily. ❑ Can be used to load and unload a conveyor. ❑ The load is generally on a pallet or in a drum or in a box.
Basics of Equipment Selection - Conveyors
❑ Used where flow of material is continuous and the path of material movement is fixed. ❑ Can handle large capacity over long distance. ❑ Very difficult to change once installed - unless they are portable.
Problem of Scientific Management
❑ Workers were asked to perform the assigned tasks. They were rarely asked for suggestions to improve their work environment even though they were the most familiar with it. ❑ Workers were valued for their physical contributions but were rarely asked for mental input. ❑ Fixed assembly lines are not able to respond to frequent changes in the marketplace such as new product features, changes in demand pattern or changes in consumer tastes.
Total Production Maintenance - Breakdown Maintenance
❑ repairing the machine whenever it fails. ❑ expensive to fix ❑ causes loss of production Preventive maintenance can be assigned to production workers while break maintenance should be assigned to maintenance crew.
Visual Management
❑Use visual aids to display information: charts, graphs, tables, signs etc. ❑Production, safety record, attendance record, defective/scrap rate. ❑Data should be displayed in a prominent location so that they can be quickly communicated with everyone.
Kaizen Philosophy
❑改善 means "make it better" in Chinese but means "gradual improvement" in Japanese. ❑ Two types of kaizen: ▪Flow kaizen, which encourages continuing improvement ▪Point kaizen, which eliminates waste in the work environment
