Recap Previous Lecture

1. History of Lean manufacturing 2. Definition of Lean manufacturing 3. Why should we go Lean 4. Demings system of profound knowledge 5. Process inputs transformation - outputs 6. Womack & Jones 5 principles 7. Reading matl.

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Value Stream / Process Mapping

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Lean Manufacturing/Operations Understanding the Process

A process should be improved with the aid of a process/value stream mapping tool
People Machine Method Materials Environment Inputs Transformation Outputs Activity Product or Service

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Lean Manufacturing/Operations Understanding the Process

Process Mapping, What is it ? All work occurs as a process Wherever there is a process you can create a process map This tool will enable you to draw a picture of the process which then enables you to identify sources of WASTE ie non value added operations in the process Instead of reading about a journey you can actually see it as you would by looking at a road map

Learn to See
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Lean Manufacturing/Operations Understanding the Process

MD/Chairman Accounts HR Design / Operations Purchasing Engineering

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Lean Manufacturing/Operations Understanding the Process

ou Acc

nts

ng Purchasi

HR
Ope ratio ns

Gemba (the original place). For instance, for an airline, it is the front desk where you buy the ticket,

wherever the value is being added,"

Lean Manufacturing/Operations Understanding the Process

Process Mapping, The Method Select the process Form the team Map the process (Current state) Redefine the process (Create a vision for world class) Redefine the process (The real world) Create an action plan to deliver the revised process

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Lean Manufacturing/Operations Understanding the Process

Learning to see or defining the process (a pictorial description) Initial process definition is to define the boundaries of the process Key elements to be identified are: Major activities Purpose of the process People in the process Customer & Supplier relationships Inputs & outputs

C G. Robinson

Lean Manufacturing/Operations Understanding the Process

Process Mapping, Why ? It Helps you visualise more than just a single process It helps you to see the sources of waste It shows the linkage between information flow and material flow Decision making for flow changes are simplified It provides us with a common language It starts you on the road to forming a fully integrated lean manufacturing plan

It Helps You Learn to See

Lean Manufacturing/Operations Understanding the Process

Process Mapping, Select the process/part

Select the part/process with greatest opportunity Very high volume Generic to the cell/business Ensure the schedule is strong Ensure the model type is current/new

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Lean Manufacturing/Operations Understanding the Process

Process Mapping, Form a team

A high proportion of the team must come from inside the process (the real experts) The team can also be sprinkled with technical experts

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Lean Manufacturing/Operations Understanding the Process

Process Mapping, Map the Process One person leading, preferably the facilitator Establish the base route: turn drill heat treat grind insp. etc. If the route is large, break the team up into groups but ensure operations overlap by at least 2 operations Each team to collect data at each operation eg: Operation & number Time taken Set Time Batch Qty Non-conformance %
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Lean Manufacturing/Operations Understanding the Process

Process Mapping, Map the Process cont. The team must actually walk along the route of the process, in the order that it happens, starting with customer acceptance and work backwards to supplier delivery. Ask questions vigorously Where did it come from where does it go Do not use the routing card as the main driver Transcribe results onto post its Place in sequence on continuous roll of paper Total up metrics cycle time set time etc
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Lean Manufacturing/Operations Understanding the Process Symbols

Rother & Shook Learning to See

I
300 pieces 1 day Inventory

Mon. & Wed Truck Shipment

Manufacturing Process

External sources

Data Box Max 20 pieces

FIFO
Push Arrow Finished goods to customer First in first out sequence flow Supermarket Withdrawal

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Lean Manufacturing/Operations Understanding the Process Other Basic Symbols

A rectangle is used to identify a process activity eg. Grind Turn Assembly etc. A diamond is used to indicate a yes no decision is required eg. Make or buy cast or forge right or wrong. This symbol is used to denote a delay in the process eg. Temporary storage prior to an operation The inverted triangle symbol designates a storage activity eg Raw matl placed in store room or sub assy storage
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Lean Manufacturing/Operations Waste

Exercise

Create A Simple Current State Value Stream Using The Data Provided

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In Coming Stores. 60 forgings are delivered to the factory, 1 lorry load every week. Cycle Time: 2min Process Time: 5 Days Set Up Time: 0 Non-Conformance: 0 Batch Qty: 10 Distance to next op: 100m Turn. Turn rough forging to size, leaving grinding allowance on some features. Cycle Time: 25min Process Time: 2 Days Set Up Time: 120min Non-Conformance: 10% Batch Qty: 10 Distance to next op: 15m Grind. Semi finish and finish grind 1 bores and 2 mating faces. Cycle Time: 10min Process Time: 7hrs Set Up Time: 15min Non-Conformance: 10% Batch Qty: 10 Distance to next op: 25m Final Inspection All finished features are checked against finished drawing. Cycle Time: 20min Process Time: 4hrs Set Up Time: 0 Non-Conformance: 10% Batch Qty: 10 Distance to next op: 10m Package and Despatch. Parts are packaged in batches of 8 per box and paperwork checked. Cycle Time: 15min Process Time: 3hrs Set Up Time: 0 Non-Conformance: 0 Batch Qty: 8

Additional information
420 minutes or 7hrs /day 40 parts/week 4weeks/month

Record totals
Number of operations: Cycle Time: Process Time: Set up time: Non-conformance: Distance travelled: Inventory: Value Added vs Non Value Added %

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Lean Manufacturing/Operations Understanding the Process

Package & Despatch Stores Tool Store

Planning Office

Inspection

Engineering Grind Offices

Turning

Waste Muda

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Lean Manufacturing/Operations Waste

What is WASTE (Muda)? Waste is all the activity and material that is not required by the customer It influences the selling price Waste is normally 95% of a typical manufacturing process World class is still only around 80% waste today

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Non-Value Added Value Added

Lean Manufacturing/Operations Waste

95% Waste

80% Waste Worlds Best Post Lean Activity

Current Industry Pre Lean Activity

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Lean Manufacturing/Operations Waste The activities that comprise a process are: Value added Non-value added The majority of non-value added activity is WASTE A customer will not pay for waste The 7 wastes are: Overproduction Transportation Waiting Motion Processing Inventory Defects
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One other that is missed is

People
1

Lean Manufacturing/Operations Waste

Exercise

What are the most prevalent forms of waste in a job that youve had or in a process (or activity) that you are very familiar with?

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Lean Manufacturing/Operations Recognising Waste

MOTION

Any wasted motion to pick up parts or stack parts. Also wasted walking Producing more than is needed before it is needed

OVERPRODUCTION

CONVEYANCE

Wasted effort to transport materials, parts, or finished goods into or out of storage, or between processes. Maintaining excess inventory of raw matls, parts in process, or finished goods. Doing more work than is necessary Any non-work time waiting for tools, supplies, parts, etc..

INVENTORY PROCESSING WAITING

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Lean Manufacturing/Operations Waste

Ra w

Ma ter

ial

rts d Pa she Fini

The Sea of Inventory

Poor Scheduling Poor Quality Poor deliveries

Long Set Up Times

Poor Iine Communications Imbalance

Ab se

Poor Housekeeping
nte e i sm

Long Transportation

Kiyoshi Suzaki

Lean Manufacturing/Operations Waste

Non-Transactional
Inventory, poor product flow

Transactional
Paperwork overload, poor flow of data, poor communication, No Decision making strategy, Indiscernible project selection Paperwork errors, Communication errors to wrong people, Design errors, Changing priorities, Unclear Requirements, Paperwork errors, Communication errors, Data conversion, Inappropriate changes, Overcomplicated paperwork systems, Top heavy procedures, Too many iterations, Out of sequence working Communication flow, Paperwork flow, Information flow, People movement, Too many process iterations, Paperwork inactivity, Excessive verification, Poor system connectivity, No Standard data, poor process flow Bending, Stretching, Walking, Workplace organisation, People organisation/utilisation

Outside specified requirements

Poor product quality, Delivery performance,

Oversubscribed Material

Too much raw material, too many parts in progress. Too many finished goods Worn fixtures, Lack of S.O.P., overcomplicated manufacturing process, Over design of parts, Movement of product,Product flow, People movement,

Using flawed systems/procedures to achieve task Excessive materiel movement

Process Inactivity

Product inactivity, not adding value

Ergonomic/Environmental organisation

Bending , Stretching, Walking,, Workplace organisation

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Lean Manufacturing/Operations Recognising Waste

Waste does not add value it adds cost. The customer is paying for waste.

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Lean Manufacturing/Operations Understanding the Process

Process Mapping, Create the Future State. A vigorous debate must be conducted around the value stream map by the team and any other interested parties What can we eliminate What can we move What operations can we roll up Can we reduce distances Can we reduce set up times Can we improve the flow characteristics What will give the most significant impact

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Lean Manufacturing/Operations Understanding the Process

Process Mapping, Displaying Results

Display on - waterfall charts - Pie chart

Value added Non-Value added

- VA/NVA Picture

11

28

As a guide for operation recognition use stage drawings above the postit sequence where available.
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Lean Manufacturing/Operations Recognising Waste

Exercise Create a future state value stream by eliminating obvious waste and creative thinking
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Lean Manufacturing/Operations Understanding the Process

Process Mapping, Assess the process for worlds best (The Vision)
Question which operations are true value adding operations in the eyes of the customer. - Go for the ultimate dream for the process i.e.. Zero non-value added operations. Total up the metrics again Display on Waterfall, Pie charts etc..
Non-value added

non-value

Value added
value added

Non-Value added

90

10

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Lean Manufacturing/Operations Understanding the Process

The only way to learn how to use this and all the other tools we will be looking at is to actually use them. Get familiar with them and the language they use

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Lean Manufacturing/Operations Understanding the Process

Reading materials: The Lean Toolbox John Bicheno pages 21 to 26 The New Manufacturing Challenge Kyioshi Suzaki isbn 0-02-932040-2 Chapter 1 You will need calculators next lecture
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isbn 0-9513-829-9-3

Lean Manufacturing/Operations Understanding the Process

Handout course work

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