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Value
Waste
Add
LEAD TIME
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Incidental Work (NVA)
E.g. Inspection
Non-Value Adding,but unavoidable
with current technology or methods.
Any work carried out that does not increase
product value
QUALITY PRODUCTS
Defects should never be passed on to the following
process
The idea that defects are the responsibility of inspection
specialists at the end of the line does not exist
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Value Added (VA)
E.g. Good Thinking….
….Good Products
Employees are not expected to simply routinely do
their job but are expected to contribute to the
improvement of their own work operations, utilising
their own personal experience, knowledge and
creativity.
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Kaizen
Kaizen A common approach
Is the Japanese word for continuous LEAN
improvement & is now a well used Involve everybody in improvement MANUFACTURE
word around the world which
translates to: Continuous innovation and change KAIZEN
“The continuous, incremental Simple, common and easily
& HOUSEKEEPING
ORGANISATION
VISUAL MGT &
improvement of an activity to create
OPERATIONS
understood measures
WORKPLACE
7 WASTES
STANDARD
more value with less waste, giving
CONTROL
quantifiable and sustainable benefit” Easy to use improvement
tools and techniques
Kai Zen
Building Blocks
Change for the Good
To create an environment of continual improvement, utilising the skills and Focus in the
workplace
GEMBA
abilities of all our people to enable quantifiable and sustainable change,
KAIZEN
Improvement Concessions
Productivity
Tools Used
CHECK DO 5C
7W
STEP 4 Facts Proposal
C/E
5W
AUDIT Main
Causes
Counter
Measure
Counter
Measure
Effect
Proposed
STEP 2 Category of Issue
DIAGNOSTIC 1
Action List
Results / Benefit
2
STEP 3 3
WORKSHOP
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5C Workplace Organisation & Housekeeping
The 5C’s are actually steps of the technique that begin with ‘C’ and are utilised to create a workplace
suited for visual control and lean production by enabling waste elimination, standardisation and continuous
organisation of the workplace.
This technique was first developed
in Japan by Toyota and used 5S’s.
5C is a foundation for
continuous improvement.
Without 5C all other The aim of 5C is to:-
improvements will be lost. Improve the work environment
5S's 5C's Reduce wasteful activities
Seiri Clear Out It is all about Encourage visual controls
Seiton Configure having what Enhance team working
Seiso Clean and check you need to do your job Reduce frustration
Seiketsu Conformity when you need it. Increase efficiency
Shitsuke Custom and Practice No more and no less.
Tools Jig 5, Stage 56
! 1
1
2
2
3
b
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a iz e
K
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D
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o
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Ensures we don’t do Make the other C’s part of everyday
what we always did life to maintain improvement
i m
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The 7 Wastes
MUDA is the Japanese word for WASTE. An 8th waste
is the wasted
potential
5 7 2 of people
1 4 3 6
Overproduction To produce sooner,faster
or in greater quantities
Seek it out and get rid!
than customer demand.
Over Processing 1 Inventory
Processing beyond
the standard
required by the
7 2 Raw material,
work in progress
customer. or finished goods
which is not having
value added to it.
Rework
Non right Waiting
first time.
Repetition
6 3 People or parts
or correction that wait for
of a process. a work cycle to
be completed.
Transportation 5 4 Motion
Unnecessary movement
Unnecessary movement of people of people, parts or
or parts between processes. machines within
a process.
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MIFA - Material & Information Flow Analysis
Weekly Schedule
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Continuous Flow Processing
X BATCH MANUFACTURE
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People and Organisation
Lean Transformation:- Lean will touch everyone
Is more than just a new way of manufacturing.
The Change Curve
It is going to challenge & change the whole organisation.
& Effectiveness
Information De nia Encouragement
t
en
l
i tm
their acceptance and commitment.
m
Fr
e
m
nc
us
Co
a
tra
pt
ce
tio I
Stage 3
Ac
Stage 2.
n r ri
Support g Direction
in
t
lor
at
Management xp
io
Good Quality Product
E
n
Anger Confusion
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Visual Management and Control
What we can’t
Visual Controls are simple, clear and concise visible see we can’t
indicators such as charts, diagrams, lights, measurements, improve
floor markings,locations and signs.
Always get FUEL GUAGE 24
everyone in
WEEK NO.
Visibility of parts
The aim of all these indicators is to make it immediately
status,quantity &
obvious to everyone the current situation or desired status
order level.
of a machine, resource, assembly or cell and to expose the 20
ar d
M
Pa
Assembly Barchart 42
er C
0
:-1 0- 2
Colour coding
in :- o4 :
Ord
M arxt N
Pa
M
Schedule Start:
Aircraft No.
Schedule Finish:
Build Sequence DAY 1 DAY 2 DAY 3 DAY 4 DAY 5 DAY 6 DAY 7
3
Plate
situation.
Handle A Assembly PO SITION
DISMANTLE
RIVET
BXY2 Operator No.3 PLATES
AND
BLOCKS
Vice A A1 1234 (H) DEBURR
Mandrel
Spanner A4
ABC
AB
5C driven initiative
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Problem Solving
Brainstorming Cause & Effect Analysis
Measurement Method Machinery
This technique can be used to pool together a list of views,
opinions, facts or feelings about a particular issue, or to Wrong Specification Method Sheet After sales service Poor Lighting
generate new ideas that can promote unconventional
‘creative thinking’. All team members have the opportunity In process measuring Method sheets do not No plant maintenance
to share their ideas, which are written down for discussion node contain inspection Spindle Speed
after the brainstorming session has finished. instructions
M/c capability
Gauges not calibrated No visual
standards Out of
specification
Brainstorming helps out of the box thinking which can often measuring equip' parts on
lead to being the most innovative ideas for improvement, or No Budget Lack of Training ineffective CNC103
solving a problem. Shift Changeover
Overloaded
Repairs New measuring
Careless checking Out of date clamping devices
equipment New Operator
Replacements
‘Out of the box’
Foreign bodies found on Raw
thinking Money Manpower Materials Matl'/ M/c
Benefits
40
to solve a problem, probe by asking ‘WHY’ at least 5 times……….. ★ Its one of the most effective yet simple tools available.
★ An effective ongoing improvement tool.
★ Children are very good at this technique as they are forever ★ Identifies the most significant problems to be worked on first.
asking WHY? And it makes you think and answer. ★ Has varying applications for use in manufacturing.
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Standardised Operations
SIMPLE A method of ensuring manufacturing consistency,
Standard Operations enable
& using less effort and less time to become more
our daily life to become:
SAFE productive and reduce waste.
Safe operations
High
Standard
quality
training
Good productivity
Safe
operations
Operation
Clear Consistent processes
Sequence
Consistent Good Orderly workplace
workplace Clear training
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Levelled Production
Continuous
Flow Processing The pre-requisite of Just in Time working.
Pull Levelled production maximises the benefits of Just in Time
C F P
Takt time
System by smoothing both the quantity and variety of parts over a
production period.
Levelled Production
Cycle time
30
Mins 20
Non-Levelled Production Levelled Production
10
60 60
Under-utilised
Product Product
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Takt Time
‘Takt is the German word for ‘beat’ and represents the pace at which the customer
requires the product. Takt is therefore used to determine the rate which parts
have to be produced throughout the shift.
Takt Time = Total production time available* *(does not include breaks,
Total customer demand meetings & clean up time)
eg: Total time available = 5 Hrs Therefore = 5 x 60mins = 300 mins = 30 mins
Customer demand = 10 units takt time 10 units 10 units
This means that each process needs to complete one unit every 30 mins to satisfy the
customer demand of 10 units in 5 hours.
Current Future
Takt allows the work to be
Mins Mins balanced, which frees up
machines and operators.
30 ‘Takt’ Time 30 ‘Takt’ Time
20 Work 20
Balancing
10 10
0 0
A B C D E F A B C D E F
Process Process
Easily managed processes
Employee safety
Benefits of Takt time are: Consistent quality
Improved efficiency
Employee accountability
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Just In Time
What is
Just In Time?
Just In Time is:-
“Manufacturing and conveying
what is needed,
when it is needed,
in the amount that is needed,
at the quality required
and in the
shortest possible lead time”
Levelled Production
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“Vision without action is merely a dream. Action without
vision just passes the time. Vision with action can
change the world.”
Author: Joel Barker
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