TOOLS USED IN LEAN MANUFACTURING 5S

TOOLS USED IN LEAN MANUFACTURING

5S

·         Seiri (Sorting)

·         Seiton (set in order)

·         Seiso (Shine)

·         Sieketsu Stadardize)

·         Shitsuke (sustain)

KAIZEN- Kaizen is small incremental changes made for improving productivity and minimizing waste

3M (Muda Mura Muri)-

·         Muda -Reduction in waste generation

·         Mura -Reduction in inconsistent processes

·         Muri -Reduction in stress/strain on equipment/people

Work Standardization- Documented procedures for manufacturing that capture best practices.

Value Stream Mapping-A tool used to visually map the flow of production. 

Shows the current and future state of processes in a way that highlights opportunities for improvement.

Benefit-exposes waste in the current process and provides a road map for improvement through the future state

Just In Time (JIT)-pull parts through production based on customer demand instead of pushing parts through production based on the projected demand.

Benefits-

Highly effective in reducing inventory levels.

Improves cash flow

Reduces the cash requirements

KANBAN- A method of regulating the flow of goods within the factory.

How it is operated?

Automatic replenishment through signal cards that indicate when more goods are needed.

Benefits-

·         Eliminates waste from inventory and overproduction.

·         Can eliminate the need for physical inventories.

Key Performance Indicator-Metrics to track and encourage progress towards critical goals of the organization.

How it is operated?

·         It is aligned with top-level strategic goals.

·         It is effective at exposing and quantifying waste.

·         Readily influenced by plant floor employees.

Overall Equipment Effectiveness-

 Framework for measuring productivity loss for the given manufacturing process.

Categories of losses-

·         Availability (down time)

·         Performance (slow cycles)

·         Quality  (rejection, rework, repair)

Root Cause Analysis- Problem solving methodology used to focus on root cause fixing.

Single Minute Exchange Die (SMED)

Reduced setup (changeover) time to less than  minutes.

Convert setup steps to be external

Simplifying internal setup (eg. replace bolts with knobs and levers)

Eliminate non-essential operations

Create Standardized work instruction

Benefits

·         Enables Manufacturing in smaller lots

·         Reduces inventory

·         Improve the customer responsiveness

ANDON

Visual feedback system for the plant floor that indicates production status alerts when assistance is needed, and empowers the operators to stop the production process.

Acts as a real time communication tool for the plant floor that brings immediate attention to problems as the occur – so they can be instantly addressed.

Heijunka (level scheduling)

A form of production scheduling that purposely manufactures in much smaller batches by sequencing (mixing) product variants within the same process.

Reduces lead time and inventories.

PDCA

Initially PDCA cycle is developed by Shewhart’s named PDSA (PLAN DO STUDY ACT) but later the Dr. William Edwards makes changes and made it PDCA (PLAN DO CHECK ACT).

PLAN-

·         Form the team.

·         Established objectives and goals.

·         Define the problem.

·         Brainstorming potential causes of problem.

·         Identify and agree potential root causes.

DO-

·         Implement solution.

·         Carry out the small-scale study.

·         Put measure of performance in place.

CHECK-

·         Collect data and study actual result and compare against targeted result.

·         Involve and train those affected by solution plan.

·         Communicate and feedback.

ACT-

·         If the solution is effective, set it as the new baseline.

·         Determine new target and start the PDCA cycle again.

 

 

POKA-YOKE (Error Proofing)

Design error detection and presentation into production processes with the goals of achieving zero defects.

As it is difficult to find all defects through inspection, and correcting defects typically gets significantly more expensive at each stage of production.

SMART Goal Setting

SMART means

·         Specific

·         Measurable

·         Attainable

·         Relevant

·         Time Specific

TAKT TIME

The pace of production (eg. Manufacturing one piece every seconds) that aligns production with customer demand.

How it is calculated?

Planned production time/ customer demand

Provides a simple, consistent and intuitive method of pacing production and is easily extended to provide an efficiency goal for the plant floor

Six Big Losses

Six categories of productivity loss that are almost universally experienced in manufacturing. Provides the framework for attacking the most common causes of waste in manufacturing.

·         Breakdown

·         Setups /Adjustments

·         Small Stops

·         Reduced Speed

·         Startup Rejects

·         Production Rejects

JIDOKA

Design Equipment to partially automate the manufacturing process (partial automation is typically much less expensive than full automation) and to automatically stop when defects are detected.

After jidoka, workers can frequently monitor multiple stations (reducing labor costs) and many quality issues can be detected immediately (improving quality).

Hoshin Kanri (Policy Development)

Align the goals of the company, with the plans of middle management and the work performed on the plant floor.

Ensures that progress towards strategic goals is consistent eliminating waste that comes from poor communication and inconsistent directions.