Hochschule für Technik und Wirtschaft des Saarlandes - University of Applied Sciences LEAN MANAGEMENT

Transcription

1 Hochschule für Technik und Wirtschaft des Saarlandes - University of Applied Sciences LEAN MANAGEMENT Prof. Dr. Udo Venitz

2 Lean Management

3 Contents Fundamentals Origin and History of Lean Management The Toyota Production System Targets of a Lean System -3-

4 Origin an History of Lean Management Lean Management is derived mostly from the Toyota Production System. Production System (TPS) -4-

5 The Toyota Production System (TPS) The TPS is build on the two pillars Just-In-Time and Jidoka. Source: -5-

6 The Toyota Production System (TPS) Quality must be built in during the manufacturing process! (Toyoda Sakichi) Jidoka = Autonomation = Automation with a human touch Toyoda Sakichi (1876 ~ 1930) Type-G Toyoda Automatic Loom (developed in 1924) 1929 Kiichiro Toyoda sold the Patent in England 1930 Toyota Motor Corporation founded Source: -6-

7 Targets of a Lean System The main target of every company is to generate Profit. Profit Satisfy customer demand Best Prices Supply on time Lowest Costs Costs Shortest Lead Time Best Quality -7-

8 Contents Fundamentals Origin and History of Lean Management The Toyota Production System Targets of a Lean System Basic Elements Muda 7 types of waste KAIZEN CIP Standards Visual Management Wheel of Improvement -8-

9 Basic Elements - MUDA Wastes in all our processes lead to higher costs and longer lead times. Inventory Muda the 7 types of waste Overproduction Transport Correction/ Scrap (Over-)Processing Motion Waiting -9-

10 Basic Elements - KAIZEN We are continuously eliminating wastes by KAIZEN. KAIZEN = Continuous Improvement (CIP) Wheel of Improvement CIP KAI = change Standard improvement time ZEN = for the better Source: KAIZEN-Institute -10-

11 Basic Element - Standards Without standards there can be no improvement (Taiichi Ohno) Wheel of Improvement CIP Standard improvement time Source: KAIZEN-Institute -11-

12 Basic Elements Standards Standards should be used everywhere in our work environment! Source: ixetic GmbH -12-

13 Basic Elements Visual Management Visual management is an important method for a shop floor manager to manage the daily business easily Visual management shows any difference between normal and abnormal production processes -13-

14 Basic Elements Visual Management Easy means can show us important informations! Traffic Light Systems Machine Conditions Source: KAIZEN-Institute Source: ixetic GmbH -14-

15 Contents Fundamentals Basic Elements Just-In-Time (JIT) Flow One-Piece-Flow Pull-System Kanban Supermarkets Heijunka - Production Leveling -15-

16 Just-In-Time (JIT) Making only what is needed, when it is needed, and in the amount needed!" Ohno Taiichi (1912 ~ 1990) order Time line cash Overproduction Waste Inventory Value Added -16-

17 Just-In-Time Flow Job-Shop Production is often full of waste, since there is no flow. Overproduction Job-Shop Production Inventory Transport Waiting Motion Correction/ Scrap (Over-)Processing Source: Liker Jeffrey K.: The Toyota Way, McGraw-Hill, New York

18 Just-In-Time One Piece Flow Wherever possible establish a One Piece Flow. Overproduction Flow in a U-Shaped Production Line Inventory Transport Waiting Motion (Over-)Processing Correction/ Scrap Source: Liker Jeffrey K.: The Toyota Way, McGraw-Hill, New York

19 Just-In-Time Pull Principle When it is not possible to let the material flow pull the material! Synchronized Production One Piece Flow / Continuous Flow Pull - Principle Source: Syncro Consult GmbH & Co. KG Source: Syncro Consult GmbH & Co. KG Inventory in the production Closed Loop Source: Eidenmüller -19-

20 Just-In-Time Kanban The Kanban System is a easy mean to control the material flow. Kanban System Source: Source: Source:

21 Just-In-Time Kanban The parts retrieval kanban controls quantity and transport of the finished parts. parts retrieval kanban Varnishing Mounting -21-

22 Just-In-Time Supermarket The previous process can be seen as a Supermarket Source: ixetic GmbH

23 Just-In-Time Supermarket Supermarkets assure a supply of the next process! Supermarket Supplier Customer defined place with minimum, maximum and reorder level high visualization of inventory -23-

24 Just-In-Time Production Leveling Variable customer demand makes a utilisation of Supermarkets difficult. Source: Syncro Consult GmbH & Co. KG -24-

25 Just-In-Time Production Leveling By batch production we try to reduce the frequency of change over. Batch Production Thursday Wednesday Tuesday Monday D C B A Change Over Change Over Change Over Change Over 8:00 10:00 12:00 14:00 16:00 17:00 Total Number of Change Over Procedures: 4-25-

26 Just-In-Time Production Leveling The target of production leveling: Every Part every Day! Heijunka = Production Leveling Thursday A B C I J K Wednesday A B C D H Tuesday A B C F G Monday A B C D E 8:00 10:00 12:00 14:00 16:00 17:00 Total Number of Change Over Procedures:

27 Summary We need all the methods to build up a lean system! Just-In-Time (JIT) Flow One-Piece-Flow Push-System Pull-System Kanban Supermarkets Production Leveling Donnerstag A B C I J K Mittwoch A B C D H Dienstag A B C F G Montag A B C D E Highest Quality, Lowest Cost, Shortest Lead Time JIT Jidoka Basic Elements 8:00 10:00 12:00 14:00 16:00 17:00 Basics Elements Muda 7 types of waste KAIZEN CIP Standards Overproduction Standard Wheel of Improvement CIP improvement Visual Management time -27-

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