Secondary Tools used in

Lean Manufacturing
Secondary tools
Apart from using four primary tools, lean also utilizes ten
secondary tools to eliminate wastes. The secondary tools
help the organization to
•Identify areas requiring further studies
•Establish identify causes for the problem
•Construct a performance indicator
•Achieve better products
•Improve productivity
•Develop communication
Secondary tools
Secondary tools
❑Cause and effect diagram
❑Pareto chart
❑Spider Chart
❑Poke yoke
❑KANBAN
❑Autonomation
❑SMED
❑Standard fixture
❑Design for Manufacturing and Assembly (DFMA)
❑Visual workplace
❑JIT
 Cause and Effect diagram
➢ Identifies the possible root causes of a problem.
➢ It sorts out and relates some of the interactions among the factors
affecting a particular process or effect.
➢ The diagram analyses the existing problems so that corrective action
can be taken using structured approach.
➢ It encourages group participation and utilizes group knowledge of the
process.
➢ The cause and effect diagram uses an orderly, easy-to-read format.
indicates the possible causes of variation in a process.
➢ The diagram increases knowledge of the process by helping everyone
to learn more about factors at work and how they relate.
➢ It identifies the areas where data should be collected for further study.
Major cause for problem
▪Man
▪Machine
▪Material
▪Method
▪Measurements
The steps involved in making a fish
bone diagram are as follows:
•Name the problem or effect to be analysed and write it as the
head’ of a fishbone diagram.
•Determine the appropriate cause categories for the situation.
•Brainstorm the potential causes in each category.
•Identify the cause and effect relationship between factors in each
category, and construct the fishbone diagram.
•Narrow down the causes and select the most likely or important
cause(s) for further investigation

NEXT
Cause and Effect diagram

Back
Pareto chart
The Pareto chart has the following characteristics
•It graphically summarizes and displays the relative importance of
the differences between groups of data.
•The Pareto analysis is a way of organizing data to show what
major factors significantly contributing to the effect being
analysed.
•It helps in finding how much each cause contributes to the
problem at hand.
•The chart helps teams focus on the small number of really
important problems or causes of problems.

Next
 Steps in making Pareto
chart
1. Develop a list of problems, items, or causes to be compared.
2. Form a standard measure for comparing the items.
(a) Find how often it occurs in terms of frequency (e.g. utilization,
complications, errors).
(b Analyse how long it takes in terms of time.
(c) Investigate how many resources it uses in terms of cost.
3. Choose a time frame for collecting the data.
4. Tally how often each item occurred.
5. Calculate the percentage.
6. Draw the axis of the chart. The horizontal axis, the X-axis, represents the
categories or defect types. The vertical axis, the Y-axis, represents the
statistic of interest.
7. Trace the bar in descending order and write each category below the bar.
8. Draw a cumulative line.
9. Check where the 80 percent of the problems occur
Pareto chart
Spider Chart/ Radar chart
•The spider chart is used to get an overall view of
various parameters at one glance
•It is used for weekly reviews and for identifying the
areas which require immediate attention
•This chart is extensively used during implementation of
lean manufacturing
Spider Chart/ Radar chart
Spider Chart/ Radar chart
The advantages of spider chart are as follows:
1. Reduces voluminous reporting.
2. Can be automated so that any one can watch the progress
online.
3. Depicts visually the area requiring immediate attention.
4. Can be used for comparison purposes.
POKE YOKE
•It is a prevention method used extensively in lean
manufacturing, also called as mistake proofing
•This method makes sure that the operators do not
make any mistakes while in operation
•It is a prevention device used so that it is impossible to
make mistakes at all times
Criteria to be satisfied for
enabling mistake proofing
•Recognizes that processes which can go out of control
•Accepts human can make mistakes due to factors
such as fatigue, boredom, oversights and distractions.
•Prevents error from turning into defects
•Is inexpensive
•Is based on common sense, preferably of the operator
or the first line employee
•Eliminates the occurrence/detection of the problem at
the source itself
Usage of poke-yoke are
as follows
•Use of hundred percent prevention devices, such as
fouling pins, contoured locators or templates in jigs and
fixtures.
•Proximity or photo-electric sensors, limit or micro
switches, warning lights or buzzers, pressure
transducers in the machinery/equipment
•Ensure that in assembly the parts shall join if aligned
wrongly
•Operates only if the operators hands or feet are
outside or if the job and tooling are in the right position
KANBAN
•Kanban is a Japanese word meaning instruction card. It is a visual
indication used to show/order the requirement of the parts/assemblies
•It is a manual pull device that allows an efficient means to transfer parts
from one shop to another and automatically reorders products using
minimum inventory levels
•It is usually preferred for pull manufacturing systems where the
production is based on customer orders
•Kanban delivers the right amount of material to the right place exactly
when it is needed
•A kanban card is used when the move time and distance between
producing and consuming departments are significant
BASIC RULES OF
KANBAN SYSTEM
1. No production /Withdrawal can be done without a KANBAN.
2. There will be no change in quantity both in production and in
withdrawal.
3. A KANBAN should be attached to the bin/container/ tray
always.
4. The parts should be produced as per order of priority in which
the KANBAN is received
5. That standard quantity should be produced which is specified
in the KANBAN
6. No defective part should be dispatched with the KANBAN .
7. The KANBAN should be moved only when the lot it represents
is consumed.
Kanban Card

Three main functions of KANBAN Card

➢ Inventory function
➢ Production function
➢ Visibility function
AUTONOMATION
•It is an automatic signal that indicates the status of any machine, quality
parameter or any other things that has to be measured
•There is no manual intervention and everything is fully automatic
•The signal can be in the form of light, sound or combination of both
 AUTONOMATION
1. Problem – Red light and Beep
2. Normal operation – Green light
3. Quality problem – Yellow light with I
4. Quality problem due to
Machine condition – Both red and
yellow
SMED
•Single Minute Exchange of Die (SMED) is a technique that focuses on
simplifying machine setups
•This allows stamping machines to go from four or more hours to few
minutes in their set up or die exchange process
•This technique is comparable to the process of removing and placing a
set of tyres in a racing car with just one bolt each, and in just five or six
seconds
•Lean manufacturing focuses on reduction of cycle time and lead time,
SMED helps in achieving this by using appropriate jigs, fixtures, dies and
moulds on the machinery to avoid longer changeovers
Standardized Fixture
•The jigs/fixtures should be made of standard elements
and lighted at the same fixed time.
•While designing these tools the designer must see to it
that mounting/dismounting them from the machine is
simple
•The bolts after being mounted should be tightened by
pneumatic tools that are kept in proximity of the
machine
Criteria to be followed while
designing fixtures
▪Minimum mounting/dismounting time on the machine
▪ Optimum weight
▪ Robust design
▪ High quality
▪ Minimum cost
▪ Ease of maintenance
▪ High safety
▪ Standard pins used
▪Universal coupling
DFMA
•While designing any component, the designers
mainly concentrate on the end use of the
component/ assembly
•As designers are not exposed to the intricacies of
manufacturing, they purely think of the component
from functional point of view
•Design for manufacture is a concept that should be
strictly followed to get the full benefit of lean
manufacturing
DFMA
While designing any component there are
many issues to be considered namely,
▪Raw material
▪Customer requirements are fully met
▪Manufacturing process
▪Quality parameters
▪Ease of assembly
▪safety
Raw Material
•The designer should select the raw material which is easy to
procure
•The selected material should meet all the design criteria
•The cost of the material must be optimum
•Over specification of material does not value to the customer is
also a waste
•The size of the material should be optimum so that there is no
heavy wastage during machining
Raw material
While choosing raw material, the designer must take into
consideration of the following
▪The design criteria are full met
▪Ease of availability
▪Ease of manufacture
▪Optimum weight
▪Best cost
▪Minimum waste during manufacture
▪Long life
▪Safe to handle
Customer Requirement
•While designing the components, the designers tend to
over design with a view that it will meet more than the
customer requirement
•Customers do not want features that do not add value
for them
•The designers try to sell their dream components
which the customers do not want
•It is essential that designers understand the customer
needs and design the component accordingly
Manufacturing Process
•It is important that the designers are trained in manufacturing so
that they have knowledge of the manufacturing process
•Design for manufacture makes sure that the component has
features which are achievable during manufacture
•The designers believe that manufacturing will never meet the
actual requirement and look for concessions
•While designing for assemblies, the location of the components
and interchangeability must be the criteria
•The design for manufacture is achievable only by forming at the
design stage a cross functional team comprising process
planning, tool design, production and quality personnel along with
designers
 Manufacturing Process
The component design must take care of the following manufacture requirements:
▪Ease of loading /unloading
▪Optimum tolerance
▪Fully interchangeable
▪Machine capability
▪Minimum wastage
▪Better tool life
▪Lesser machining time
▪Achievable finish
▪Ease of transportation
▪No environmental pollution
▪Safe handling
Quality Parameters
•Component design must contain parameters that are
easily measurable
•If any dimensions are to be derived, after
machining/assembly, it becomes very difficult during
manufacture
•Simple gauges such as plug gauge, air gauge and ring
gauge must be able to measure the quality parameters
•There should be no independent inspection area and
all the parameters should be measured during the
manufacture
Ease of Assembly
•While designing assemblies, it should be seen
that they can be easily assembled
•The parts to be assembled must be of right fit
and use of standard equipment for tightening
of bolts and nuts
•Selective assembly is to be avoided
Just In Time
This system can be described as a system that produces and
delivers finished goods just in time to be sold, subassemblies just
in time to be assembled into finished goods and purchased
materials just in time to be fabricated in to parts. Its underlying
principles are,
•Do not produce unless the customer has ordered it.
•Link all the processes to customer demand through simple visual
tools.
•Maximize the flexibility of people and machinery.
•Improve quality and eliminate defects.
•Reduce raw material and finished goods inventory.
Four elements be applied to
properly implement JIT
system
▪Improve plant layout
▪Reduce the setup time required for production
runs
▪Strive for zero defects
▪Develop a flexible workforce
Advantage of JIT
▪Low inventory investment
▪Good forecasting abilities that can establish customer
demand
▪Highly flexible production lines that can produce a
selection of different items
▪Simplified administration when there is no inventory to
administration
▪Zero waste and reduction of scrap
Sourcing
•Compared to other production systems, JIT production
system uses a small number of suppliers
•The JIT suppliers have high level of manufacturing
capability
•They are partners over the long term and share
information on scheduling, cost, design and quality
•The JIT suppliers make frequent deliveries of small
orders, engage in problem solving and waste reduction
and participate in product design
Process Technology
•A JIT production system tries to get the most out of its
equipment and process
•Much of the improvement activity in JIT focuses on
improving equipment reliability and process capability
•Compared to a batch flow production system, the JIT
production is more continuous
• JIT produces based on customer demand with zero
defects, minimum inventory and within minimum time
VISUAL WORKPLACE
•Visual boards showing data required by project
teams must be depicted
•Visual information helps the teams to understand
project plan, achievement and targets
•These can be online information on a computer,
electronic boards or any other visual media