Study of Manufacturing System: Lean Tools

Showing posts with label Lean Tools. Show all posts

Saturday, July 25, 2020

SMART Goals, What & Why?

SMART Goals

If goals aren’t reachable, they aren’t worth making. To set realistic goals, follow the SMART goals guidelines.

Waste

There are three broad types of waste

Muri (overload or overburden) Improving the flow or smoothness of work.
Mura (unevenness, irregularity or inequity) Unreasonable work that imposes because of poor organization.
Muda (non-value-adding work) Eliminating non-value adding activity.

Linkup between these three wastes

Six Sigma (6σ), Six Sigma as a Philosophy & a Metric, Six sigma methodology, Phases of Six Sigma

Six Sigma (6σ)

Sigma (σ) is a Greek term used in statistics to represent standard deviation from mean value, measures how far a given process deviates from perfection

Higher sigma capability, better performance

Six Sigma (6σ) is a highly disciplined process that enables organizations deliver nearly perfect products & services

A Vision & Philosophical commitment to consumers to offer the highest quality & lowest cost products
A Metric that demonstrates quality levels at 99.9997% performance
A Benchmark of product & process capability for comparison to ‘best in classes’
A practical application of statistical Tools & Methods to help us measure, analyze, improve, & control our process

Just in time (JIT)

To have only the right materials, parts & products in the right place at the right time

Only what is needed, nothing more
Continual improvement & a pull system

- Smaller inventories & Improved quality
- Shorter lead times & Lower production costs

- Reduced space requirements
- Increased productivity
- Greater flexibility

Misconceptions

Only an inventory control system
A method to “Push” inventory back to the supplier
A quality control program

Key Performance Indicator (KPI)

Measurable indicators that will be used to report progress that is chosen to reflect the critical success Strategic.

Simply a metric that is tied to a target
Represents how far a metric is above or below a pre-determined target

Generally there are two approaches

KPI based on Strategic themes

Are the tools, use to organize & focus diverse activities (Corporate Plan)

KPI Based on Critical success factors

A factor considered to be most conducive to the achievement

Continuous Flow Production

Producing & moving one item at a time through a sequence of process steps as continuously as possible, with each step making just what is requested by the next step.

The intent of flow production is to increase the velocity of products & make the production cycle predictable

Takt Time

The rate that a product needs to be finished in order to meet customer demand

- Takt Time is “Beat Time”, “Rate Time” or “Heart Beat”

Single piece flow

The state that exists when products move through a manufacturing process one unit at a time, at a rate determined by the needs of the customer

Allows to deliver a flow of products to customers with less delay
Reduces resources required for storage & transport
Less damage, deterioration, or obsolescence
Promotes continuous improvement

- The opposite of one-piece flow is large-lot production

Goods produced in large lots build delays into the process
No item can move on to the next process until all item in lot have been processed
The larger the lot, the longer the items sit & wait between steps

- One-piece flow is an ideal state

- Always not possible or desirable to process items just one at a time, important is to promote continuous flow of products, with the least amount of delay & waiting

Cellular Manufacturing

Equipment & workstations arranged in a sequence that supports smooth material flow through the process, with minimal transport or delay

Derived from the word Cell (Cell consists of people, & machines or workstations required for performing the process steps)
Most work stations are close together so that less time is required to move parts
Helps companies achieve two important goals of lean

One-piece flow

High-variety production

Kanban

Kanban is a Japanese word that means "visual card“, the visual & physical signaling system that ties together the whole Lean Production system

A simple card system
The system works very simply by identifying the material to which it is attached
Kanban is a system that visually indicates when production should start & stop

There are two types of Kanban system

Withdrawal Kanban (signal to refill raw material)
Production Kanban (signal to start production)

Kaizen (Continuous Improvement)

Kai+zen means “change for the better”, A policy of constantly introducing small incremental changes in a business in order to improve quality &/or efficiency

Means improvement in personal life, home life, social life & work life
Employees are the best people to identify room for improvement, since they see the processes in action all the time

Improvements are based on many, small changes rather than the radical changes that might arise from Research & Development.

As the ideas come from the workers themselves, therefore easier to implement.

Small improvements likely to require minor investment than major process changes.

All employees should continually be seeking ways to improve their own performance.

Not the rate of improvement which is important; is the momentum of improvement.

Encourage workers to take ownership for their work & reinforce team working.

There is always room for improvement, so this effort must be ongoing

Value stream mapping (VSM)

A series of steps that must be performed in the proper sequence to create value for a customer & required to bring a product from order to delivery

The entire set of activities running from raw material to finished product for a specific product or product family
The complete value stream includes information, & product or material flow
Includes all steps; value-added & non value-added (avoidable & unavoidable)

Whenever there is a product for a customer, there is a value stream. The Challenge lies in seeing it

SMED (Single Minute Exchange of Dies)

A system designed to reduce the amount of time to perform a changeover or setup

Poka-Yoke

A method that uses sensor or other devices for catching errors that may pass by operators or assemblers, also known as “Mistake Proofing” or “Fail-Safe”

Identifying the defect immediately (Point of Origin Inspection)
Quick Feedback for Corrective Action

Root Cause Analysis

The identification of why an issue occurred vs. only identifying or reporting the issue

Cause (causal factor): A condition or event that results in an effect

Direct Cause: Directly resulted in the occurrence

Root Cause: If corrected, would prevent recurrence of this & similar occurrences

PDCA (Plan–Do–Check–Act) Cycle or Deming cycle

Never ending process of repeatedly questioning & re-questioning the detailed working of a process or activity

An improvement cycle
Problem solving tools

Overall Equipment Effectiveness (OEE)

In an ideal factory, equipment would operate 100 percent of the time at 100 percent capacity, with an output of 100 percent good quality

Way to measure how effectively machine/equipment hours are used (value adding)

Total productive maintenance (TPM)

Approach where workers perform preventive maintenance on the machine they operate

Employees are given greater responsibility for quality, productivity, & the general functioning of the system
Maintenance management which recognizes the importance of reliability, maintenance & economic efficiency in plant design

5S (Five S) Housekeeping

Japanese concept that lays the Foundation to create a Disciplined Mind, Which leads to Disciplined thoughts which leads to Disciplined Actions

Actions which improve Safety, Quality, Delivery, Cost, Moral & Environment
Exposes some of the most visible example of waste
Establishes the framework & discipline required to pursue other improvements

Hoshin Kanri (Policy Deployment)

A statement of desired outcome for a year, plus means of accomplishing that outcome, & for measuring the accomplishment.

“Ho” = Direction “Shin” = Needle “Kanri” = Management & control

“Hoshin Kanri” means management & control of the organization's direction needle (compass) or focus

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