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    Lean Production System (LPS)

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    hhmizi
    The document discusses Lean Production System (LPS) concepts including Just-in-Time (JIT) and Jidoka (automation with human touch). It summarizes the 5S methodology of sorting, setting in order, systematic cleaning, standardizing, and sustaining discipline. The LPS implementation involves initial steps of 2S+1S along with establishing safety, visual controls, education and training to exit the first step. Key performance metrics, timelines and responsibilities are defined for continuous improvement towards the LPS goal through team efforts under the "IMAPS" code name.

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    Lean Production System (LPS)

    Uploaded by

    hhmizi
    303 views26 pages
    The document discusses Lean Production System (LPS) concepts including Just-in-Time (JIT) and Jidoka (automation with human touch). It summarizes the 5S methodology of sorting, setting in order, systematic cleaning, standardizing, and sustaining discipline. The LPS implementation involves initial steps of 2S+1S along with establishing safety, visual controls, education and training to exit the first step. Key performance metrics, timelines and responsibilities are defined for continuous improvement towards the LPS goal through team efforts under the "IMAPS" code name.

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    The document discusses Lean Production System (LPS) concepts including Just-in-Time (JIT) and Jidoka (automation with human touch). It summarizes the 5S methodology of sorting, setting in order, systematic cleaning, standardizing, and sustaining discipline. The LPS implementation involves initial steps of 2S+1S along with establishing safety, visual controls, education and training to exit the first step. Key performance metrics, timelines and responsibilities are defined for continuous improvement towards the LPS goal through team efforts under the "IMAPS" code name.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    303 views26 pages

    Lean Production System (LPS)

    Uploaded by

    hhmizi
    The document discusses Lean Production System (LPS) concepts including Just-in-Time (JIT) and Jidoka (automation with human touch). It summarizes the 5S methodology of sorting, setting in order, systematic cleaning, standardizing, and sustaining discipline. The LPS implementation involves initial steps of 2S+1S along with establishing safety, visual controls, education and training to exit the first step. Key performance metrics, timelines and responsibilities are defined for continuous improvement towards the LPS goal through team efforts under the "IMAPS" code name.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 26

    Master Approach Sdn.

    Bhd

    LEAN PRODUCTION SYSTEM (LPS)


    06TH SEPT 2011

    WHAT IS LPS ?
    LPS is about doing more with less:

    Time Inventory Space Labor Cost

    LPS CONCEPT

    5S Standard Operation 7 Wastes Control Suggestion System Visual Control Defect Detection Total Preventive Maintenance (TPM)

    LPS CONCEPT
    2 Pillars of LPS

    Method
    1) Process Flow Small lot size 1-piece flow Machine layout Streamline of production Setup time improvement Standardized work KANBAN
    Stop after completion

    JIT
    2) Takt time Prodn Reduce Leadtime

    3) Pull Production 1) Work segregation (Man/MC) 2) Defect Prevention

    Man Utilization

    JIDOKA
    Stop at abnormality

    Quality built-in process

    WHAT IS JUST-IN-TIME (JIT) ? Inventory control method which uses Pull Production System to eliminate waste of: Raw Material
    Work-In-Progress (WIP) Finished-Goods

    Purpose of JIT is to:


    Produce product to meet demand, not to surplus or in advance of need.

    Humanized Automation or Awareness to : WHAT IS JIDOKA (AUTONOMATION)?

    Detect Abnormalities & Product Defect Detect Process Malfunction Alert Operator of Defect STOP if Defect is detected Seek Permanent Action by Checking Root Cause

    Purpose of JIDOKA is to:


    Detect defect immediately and correct it accordingly.

    LPS ROAD MAP

    The LPS improvement which jumps over this step is impossible.

    SUMMARY OF 5S DEFINITION
    Japanese Term
    Seiri

    English Equivalent Meaning in Japanese Context


    Sorting Throw away all rubbish and unrelated materials in the workplace Set everything in proper place for quick retrieval and storage Clean the workplace; everyone should be a janitor Standardize the way of maintaining cleanliness Practice 'Five S' daily - make it a way of life; this also means 'commitment'

    Seiton
    Seiso Seiketsu Shitsuke

    Setting in order
    Systematic Cleaning Standardization Self-Discipline

    LPS IMPLEMENTATION (STEP I)


    Practice of 2S + 1S
    Seiton
    (Setting in Order)

    Seiri
    (Sorting)

    Seiso
    (Systematic cleaning)

    Safety Seikets u
    (Standardizing)

    Shitsuk e
    (Self-discipline)

    SEIRI (SORTING)

    Eliminate all unnecessary tools, parts, and instructions. Go through all tools, materials, and so forth in the plant and work area. Keep only essential items and eliminate what is not required, prioritizing things per requirements and keeping them in easily-accessible places. Everything else is stored or discarded

    SEIRI (SORTING)
    IDENTIFY CATEGOR Y OF ITEM REQUIRE D? N ISSUE RED TAG Y LABEL ITEM & STORAGE AREA

    KEEP IN TEMPORAR Y STORAGE

    DISPOSITI ON WITHIN 30 DAYS

    RECORD ITEM

    SEIRI (SORTING)
    SORTING GUIDELINE:Things

    used frequently - Keep at the workplace/on the person. Things used infrequently - Keep far away. Things used sometimes - store at workplace. Things not used - Discard. Things used to be kept for just-in-case - keep as contingency items

    There should be a place for everything and everything should be in its place. The place for each item should be clearly labeled. Items should be arranged in a manner that promotes efficient work flow, with equipment used most often being the most easily accessible. Workers should not have to bend repetitively to access materials. Each tool, part, supply, or piece of equipment should be kept close to where it will be used in other words, straightening the flow path. Seiton is one of the features that distinguishes 5S from "standardized cleanup".

    SEITON (SETTING IN ORDER)

    SEIRI (SORTING)
    TOOLS ARRANGEMENT

    SAFETY
    Safety at minimum should ensure all Personal Protective Equipment (PPE) is in place for operators. Evidence of periodic check on PPE condition and usage must be displayed. Briefing operators on importance of using PPE for their own safety must be conducted.

    RULES AND REGULATION


    GUIDELINE :Entry and Exit Attire Requirement Working Hour Replacement of operator Cleanliness / Housekeeping Facility Maintenance Schedule Parameter Checking Food and Drink Authorized Personnel

    VISUAL CONTROL
    Visual control are means, devices, or mechanisms that are designed to manage or control the operations (processes) so as to meet the following purposes:
    Make

    the problems, abnormalities, or deviation from standards visible to everyone and thus corrective action can be taken immediately, Display the operating or progress status in an easy to see format. Provide instruction. Convey information. Provide immediate feedback to people.

    VISUAL CONTROL APPLICATION


    Color-coded

    pipes, wires or marking at gauges to display

    control level. Painted floor areas for good stock, scrap, trash, etc. Shadow boards for parts and tools. Indicator lights . Workgroup display boards with charts, metrics, procedures, etc. Production status boards. Direction of flow indicators

    EDUCATION AND TRAINING


    Establish

    Standard Operating Procedure Review Operator Skill Chart Adequacy Establish Operator Training Process Flow Establish Operator Training Record Review manpower requirement

    TIMELINE TO EXIT STEP 1


    N o 1 2 Activity Implement 2S + 1S Rules and Regulation Leader KN Lee Hanif Tajul Zairol Hanif Tajul Zairol
    05/0 9 12/0 9 19/0 9 26/0 9 03/ 10 10/ 10 17/1 0 24/ 10 31/1 0

    Visual Control Board

    4
    5 6

    Training Material Setup


    Operator Training Exit Step 1

    Zambri Zubri
    Zambri Zubri -

    REQUIREMENT FROM LEADERS


    Establish

    Team Provide activity detail and timeline Guide and drive Team to achieve result Provide weekly update to committee

    COMMITTEE TEAM

    TEAM MEMBER

    TEAM 1

    TEAM 2

    TEAM 3

    TEAM 4

    OPERATION CODE NAME

    IMAPS
    Improving Master Approach Production System

    CRITERIA TO SUCCEED
    Team commitment to accomplish goal and timeline High spirit of team work to support each other Good communication and feedback on progress Support from top management Never give-up spirit

    PRIORITIZATION OF WORK
    Name
    KN Lee

    Immediate
    1. Setup raw part preparation line to 600pcs/day capacity 2. Define jobscope of Executive, Supervisor and leader 3. Transfer quality checking process to production 1. 2. 3. 1. 2. 3. 4. 5. 6. 1. 2. 3. Manage hourly output achievement Change position of Persona-E spoiler Mold #1 Machine and equipment maintenance schedule Oven temperature stabilization Parameter control setup for paint supply Paint mixing room document setup Manage hourly output achievement Manpower issue Establish maintenance plan Color matching activity 2 hourly meeting on quality Spray booth outstanding fabrication issue

    Permanent
    1. 2. 5S activity plant wide Re-layout Block C to meet LPS concept

    Hanif

    1. 2. 1. 2.

    Initiate rules and regulation for Blk C Visual control implementation at shopfloor Initiate rules and regulation for Blk C Visual control implementation at shopfloor

    Tajul

    Zainal

    1.

    Problem solving for top 2 defect

    PRIORITIZATION OF WORK
    Name
    Mike

    Immediate
    1. Setup flow of supply from Blk C to Blk B

    Permanent

    Zubri

    1.

    Transfer assembly and rework line from Blk A to Blk B

    1. 2. 3.

    Establish SOP Training operator Cycletime improvement

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