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Unit 49: Lean Manufacturing (WEEK 1) : by Daw Zin Mar Oo Assessor Mechanical Department

This document provides an overview of lean manufacturing principles. It defines lean as a systematic approach to eliminating waste so that every step adds value for the customer. The origins of lean can be traced back to Taiichi Ohno at Toyota in Japan. There are five main lean principles: specify value, map the value stream, create flow, implement pull from the customer, and seek perfection. The goal of lean is to maximize efficiency by removing non-value added activities and waste from the production process.

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120 views31 pages

Unit 49: Lean Manufacturing (WEEK 1) : by Daw Zin Mar Oo Assessor Mechanical Department

This document provides an overview of lean manufacturing principles. It defines lean as a systematic approach to eliminating waste so that every step adds value for the customer. The origins of lean can be traced back to Taiichi Ohno at Toyota in Japan. There are five main lean principles: specify value, map the value stream, create flow, implement pull from the customer, and seek perfection. The goal of lean is to maximize efficiency by removing non-value added activities and waste from the production process.

Uploaded by

Arkar Phyo
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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UNIT 49: LEAN MANUFACTURING

(WEEK 1)
By
Daw Zin Mar Oo
Assessor
Mechanical Department
ABOUT LEAN MANUFACTURING
• Level - 5
• Credit value - 15
• LO1,LO2,LO3,LO4
• Overall assignment
WHAT IS LEAN?
• Lean is a systematic approach of eliminating “Waste” so every step adds “Value”
for the Customer.

• Lean focuses on flow, the value stream and eliminating muda ,the Japanese word
for waste

• Lean manufacturing is the production of goods using less of everything compared


to traditional mass production: less waste, human effort, manufacturing space,
investment in tools, inventory, and engineering time to develop a new product
WHAT IS WASTE?
• “Waste” is any activity that consumes time, resources or space, but does
“NOT” add any “Value” to the product or service.

• Products being stored, inspected or delayed, products waiting in queues,


and defective products do not add value
1. DEFECTS
Specific Defect causes include:

• Poor quality control at the production level


• Poor machine repair
• Lack of proper documentation
• Not understanding your customers’ need
• Inaccurate inventory level
2. OVERPRODUCTION
Common causes of Overproduction include:

• Unreliable process
• Unstable production schedule
• Inaccurate forecast and demand information
• Customer needs are not clear
• Poor automation
• Long or delay set up times
3.WAITING
Common causes of waiting include:
• Unplanned downtime or idle equipment
• Long or delay set up times
• Poor process communication
• Lack of process control
• Producing to a forecast
• Idel equipment
4.NON-UTILIZED TALENT
Example of Non-Utilized talent
• Poor communication
• Failure to involve people in workplace design and development
• Lack of or inappropriate policies
• Incomplete measures
• Poor Management
• Lack of team training
5.TRANSPORTATION
Common types of transportation waste:
• Poor layout-large distance between operations
• Long material handling system
• Large Batch sizes
• Multiple storage facilities
• Poorly design production systems
6.INVENTORY
Common causes of inventory waste include:
• Overproduction of goods
• Delays in production or ‘waste of waiting’
• Inventory defects
• Excessive transportation
7.MOTION
Common motion waste examples include
• Poor workstation layout
• Poor Production Planning
• Poor product design
• Shared equipment and machines
• Siloed operations
• Lack of production standard
8.EXCESS PROCESSING
Example of excess processing include:
• Poor communication
• Not understanding customers’ need
• Human error
• Slow approval process or excessive reporting
WHAT IS VALUE?
• Value - A capability provided to a customer at the right time at an
appropriate price, as defined by the customer.
• Cost
• Quality
• Delivery
WHAT IS VALUE?
There are three categories of activities:
• Value-Added: An activity is value-added if a customer is willing to pay for; it
changes form, fit or function of a product or service; it converts input to output;
it is not waste.
• Non-value Added (NVA): sometimes called Type II NVA. These activities are
unnecessary: they provide no value for internal or external customers, and can
be immediately eliminated.
• Business Value Added (BVA): sometimes called Type I NVA. These activities
provide no value to customers (as defined above), but are necessary given
current process limitations. Common examples are inspections, management
approvals, most quality assurance activities; technical support activities.
ORIGINS OF LEAN
• Taiichi Ohno (1912 – 1990)

• Taiichi Ohno was a Japanese industrial engineer and


businessman. He is considered to be the father of the Toyota
Production System, which became Lean Manufacturing in the
U.S. He devised the seven wastes as part of this system.
ORIGINS OF LEAN
ORIGINS OF LEAN
• Lean Manufacturing is sometimes called the Toyota Production System
(TPS) because Toyota Motor Company’s Eiji Toyoda and Taiichui Ohno are
given credit for its approach and innovations

Eiji Toyoda Taiichui Ohno


ORIGINS OF LEAN
THE FIVE LEAN PRINCIPLES

Value Value
Flow
Stream

Pull Perfection
THE FIVE LEAN PRINCIPLES

1. Define the value (from the customer


perspective)
2. Map the value stream
3. Make the process flow
4. Pull from the customer
5. Work toward perfection
THE FIVE LEAN PRINCIPLES
1. Specify value :
• Specify value from the standpoint of the end customer by product family.
• Divide all activities into the following groups:
Value added Activity
Non Value–Added Activity
Necessary Non Value-Added Activity
• Waste is the opposite of Value in Lean terms
• There are 8 categories of waste
• All areas of an organisation contain theses wastes not just production
THE FIVE LEAN PRINCIPLES
2. Identify the value stream :
• Identify all the steps in the value stream for each product family, eliminating whenever
possible those steps that do not create value.
• Value Stream Mapping: A tool used to identify and eliminate non value-added activities
within their Value Streams.
• Tackle Pure waste (NVA) first, with NNVA later being challenged and
reduced/eliminated.
• Process Efficiency is a measure of waste in Value stream and may be calculated as
follows:
PE = ( Value added Time / Lead Time ) * 100%
THE FIVE LEAN PRINCIPLES
3. Create flow :
• Make the value-creating steps occur in tight sequence
so the product will flow smoothly toward the
customer.
• Create continuous flow, without interruption between
processes
• The reduction of batch sizes to ‘Single Piece Flow’(SPF)
• Product processed at each step and immediately
passed to the next process
• Key step to improving product flow through the value
stream.
THE FIVE LEAN PRINCIPLES

4. Let the customer pull product through the


value stream:
• Make only what the customer has ordered.
• Produce product only when required by
customer – prevents over production
• Concept of Pulling products through value
stream can seem counter-intuitive
• Batch & Queue method erroneously
perceived to hold efficiencies.
THE FIVE LEAN PRINCIPLES
5. Seek perfection :
• As value is specified, value streams are identified, wasted steps are removed, and flow and
pull are introduced, begin the process again and continue it until a state of perfection is
reached in which perfect value is created with no waste.
• The commitment within a Lean organisation to the relentless elimination of waste.
• Get value to flow faster, exposing waste in the value stream
• Barriers to flow are discovered as pull systems are implemented
• Implement small improvements frequently as the opportunities present themselves
• Involve employees in the identification of waste, and implementation of improvements for
significant and maintainable progression over the longer term.
ADVANTAGES AND DISADVANTAGES OF LEAN
MANUFACTURING
Advantages Disadvantages
Increased overall efficiency Difficulty involved with changing processes to
implement lean principles
Reduced amount of floor space required Long term commitment required
Reduced Manufacturing lead time Very risky process-except supply chain issues while
changing over to lean
Improved flexibility to react to change

Improved quality
TOYOTA PRODUCTION SYSTEM
Maximising production efficiency through the elimination of waste
ORIGIN
• was originally developed beginning in 1948 through 1975, with major
influences from Taiichi Ohno, Eiji Toyoda, and Shigeo Shingo
• To increase the production speed and efficiency
• Use worldwide, not just by manufacturers, but by all types of businesses
that want to make their performance more efficient
• also known by the more generic “lean manufacturing” and “just-in-time
production” or “JIT Manufacturing.”
REFERENCES
• http://www.slideshare.com
• http://www.machinemetric.com
• http://www.kanbanize.com
• http://www.process.st/lean-manufacturing-principles/.com

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