Lean Manufacturing Overview 130

Transcription

1 Lean Manufacturing Overview 130 Wecome to the Tooing University. This course is designed to be used in conjunction with the onine version of this cass. The onine version can be found at We offer high quaity web -based e -earning that focuses on today's industria manufacturing training needs. We deiver superior training content over the Internet using text, photos, video, audio, and iustrations. Our courses contain "ro -up -your -seeves" content that offers rea -word soutions on subjects such as Meta Cutting, Workhoding, Materias, and CNC with much more to foow. Today's businesses face the chaenge of maintaining a trained workforce. Companies must ocate apprenticeship programs, cover trave and odging expenses, and disrupt operations to cover training needs. Our web -based training offers ow -cost, a -access courses and services to maximize your training initiatives. Copyright 2015 Tooing U, LLC. A Rights Reserved. Cass Outine

2 Cass Outine Objectives What Is Lean Manufacturing? What Is Waste? Types of Waste Advantages of Lean Manufacturing High-Voume Lean Companies Mutipe Batch Lean Companies Product Changeover Reduction of Inventory Product Fow Pu Systems Ces Reduction of Process Variation Error Detection Impementing Lean Principes The Five S Approach Continuous Improvement Summary Lesson: 1/18 Objectives Define ean manufacturing. Define waste in terms of ean manufacturing. Identify common types of waste. Expain the advantages of ean manufacturing. Describe goas for a ean company that produces arge voumes of a few products. Describe goas for a ean company that produces sma batches of many products. Expain the importance of reducing product changeover times. Expain the importance of reducing inventory. Expain the importance of encouraging continuous product fow. Describe a pu system. Describe a ce. Identify sources of process variation. Distinguish between inspection and error detection. Expain the necessity of empoyee invovement. List the activities of a Five S Approach. Expain the importance of continuous improvement. Copyright2/ Tooing U, LLC. A Rights Reserved. Lesson: Figure 1. Many shops are incorporating ean principes.

3 Lesson: 1/18 Objectives Define ean manufacturing. Define waste in terms of ean manufacturing. Identify common types of waste. Expain the advantages of ean manufacturing. Describe goas for a ean company that produces arge voumes of a few products. Describe goas for a ean company that produces sma batches of many products. Expain the importance of reducing product changeover times. Expain the importance of reducing inventory. Expain the importance of encouraging continuous product fow. Describe a pu system. Describe a ce. Identify sources of process variation. Distinguish between inspection and error detection. Expain the necessity of empoyee invovement. List the activities of a Five S Approach. Expain the importance of continuous improvement. Figure 1. Many shops are incorporating ean principes. Lesson: 2/18 What Is Lean Manufacturing? Lean manufacturing is an approach to manufacturing that seeks to improve product quaity and productivity, reduce cost, and eiminate waste. Every manufacturing system requires human abor, equipment, and other resources. In a ean system, processes require ess human effort, equipment, time, and space whie sti giving customers exacty what they want. Essentiay, ean manufacturing seeks to use ess to produce more and create a highy optimized manufacturing system. Empoyee participation is crucia for a ean system to work. A ean system invoves empoyees in the process of simpifying and streamining the company s manufacturing system. This cass wi teach you the basic concepts of ean manufacturing and describe how these concepts are shaping the modern manufacturing shop. Figure 1. Lean manufacturing approaches impact productivity, reduce costs, and eiminate waste. Copyright3/ Tooing U, LLC. A Rights Reserved. Lesson:

4 Lesson: 2/18 What Is Lean Manufacturing? Lean manufacturing is an approach to manufacturing that seeks to improve product quaity and productivity, reduce cost, and eiminate waste. Every manufacturing system requires human abor, equipment, and other resources. In a ean system, processes require ess human effort, equipment, time, and space whie sti giving customers exacty what they want. Essentiay, ean manufacturing seeks to use ess to produce more and create a highy optimized manufacturing system. Empoyee participation is crucia for a ean system to work. A ean system invoves empoyees in the process of simpifying and streamining the company s manufacturing system. This cass wi teach you the basic concepts of ean manufacturing and describe how these concepts are shaping the modern manufacturing shop. Figure 1. Lean manufacturing approaches impact productivity, reduce costs, and eiminate waste. Lesson: 3/18 What Is Waste? Probaby the most important concept of ean manufacturing is the reduction of waste. Waste is any thing or process that does not add vaue to a product. The most obvious and visibe form of waste is scrap. However, waste aso typicay incudes excess or unnecessary equipment, inventory, space, or time. Traditiona manufacturing companies have strugged with waste. Inefficient companies routiney produce scrap and buid up excess inventories. The causes of these wastefu activities are not unpredictabe or random factors; the causes are inefficient processes that have been kept in pace. In any manufacturing system, overproduction is just as inefficient as underproduction. Too many products can be just as bad as too few products. The utimate goa in a ean system is to eiminate waste in a its forms. A ean system produces just the right number of products to meet customer demand. Figure 1. Scrap is the most obvious form of waste in the shop. Lesson: 4/18 Copyright 2015 Tooing U, LLC. A Rights Reserved. Types of Waste Manufacturers have aways identified scrap as waste. However, ean efforts tend to define waste in

5 Lesson: 3/18 What Is Waste? Probaby the most important concept of ean manufacturing is the reduction of waste. Waste is any thing or process that does not add vaue to a product. The most obvious and visibe form of waste is scrap. However, waste aso typicay incudes excess or unnecessary equipment, inventory, space, or time. Traditiona manufacturing companies have strugged with waste. Inefficient companies routiney produce scrap and buid up excess inventories. The causes of these wastefu activities are not unpredictabe or random factors; the causes are inefficient processes that have been kept in pace. In any manufacturing system, overproduction is just as inefficient as underproduction. Too many products can be just as bad as too few products. The utimate goa in a ean system is to eiminate waste in a its forms. A ean system produces just the right number of products to meet customer demand. Figure 1. Scrap is the most obvious form of waste in the shop. Lesson: 4/18 Types of Waste Manufacturers have aways identified scrap as waste. However, ean efforts tend to define waste in more genera terms. In fact, the Toyota company has effectivey determined that waste exists in the foowing forms, as shown in Figure 1: Overproduction: manufacturing too many products in anticipation of customer demand. Excess products run the risk of not being used. Waiting: time spent whie either products or empoyees remain ide. Ide empoyees do not add vaue for the customer. Unnecessary transport: efforts made to move products from one ocation to another. Excess transport of products may ead to possibe product damage. Inappropriate processing: manufacturing products without using the most efficient processes avaiabe. Inappropriate processing resuts in the inefficient use of resources. Excess inventories: an abundance of products stored after manufacturing and before deivery to the customer. Too much inventory ties up company resources that coud be better used esewhere. Unnecessary motion: time spent moving in search of toos or parts. Unnecessary movement takes time away from doing vaue-added work. Product defects: fauty or defective parts manufactured in the shop. Defective products waste company resources and hurt a company s reputation shoud they reach the customer. Copyright 2015 Tooing U, LLC. A Rights Reserved. Lesson: 5/18 Figure 1. Lean manufacturing defines waste in more genera terms.

6 Lesson: 4/18 Types of Waste Manufacturers have aways identified scrap as waste. However, ean efforts tend to define waste in more genera terms. In fact, the Toyota company has effectivey determined that waste exists in the foowing forms, as shown in Figure 1: Overproduction: manufacturing too many products in anticipation of customer demand. Excess products run the risk of not being used. Waiting: time spent whie either products or empoyees remain ide. Ide empoyees do not add vaue for the customer. Unnecessary transport: efforts made to move products from one ocation to another. Excess transport of products may ead to possibe product damage. Inappropriate processing: manufacturing products without using the most efficient processes avaiabe. Inappropriate processing resuts in the inefficient use of resources. Excess inventories: an abundance of products stored after manufacturing and before deivery to the customer. Too much inventory ties up company resources that coud be better used esewhere. Unnecessary motion: time spent moving in search of toos or parts. Unnecessary movement takes time away from doing vaue-added work. Product defects: fauty or defective parts manufactured in the shop. Defective products waste company resources and hurt a company s reputation shoud they reach the customer. Figure 1. Lean manufacturing defines waste in more genera terms. Lesson: 5/18 Advantages of Lean Manufacturing Many companies are seeking to deveop ean systems in order to increase their abiity to compete in today s economy. Lean companies benefit from increased production, improved quaity, and reduced costs. Aso, ean efforts benefit the empoyees. A ean process aows workers to contro more aspects of the process to increase productivity and use their efforts more effectivey. In essence, ean efforts seek to answer the question, Are you running things to their maximum capabiity? Whie this may seem to be a simpe question to ask, successfu answers demand the participation of everyone within the organization. Companies that work to answer this question utimatey increase customer satisfaction. Though a ean system has its cear advantages, keep in mind that impementing it cannot happen overnight. It invoves a great dea of time and effort, as we as a possibe investment in new equipment. Figure 1. Companies benefit in many ways by impementing ean principes. Copyright 2015 Tooing U, LLC. A Rights Reserved. Lesson: 6/18

7 Lesson: 5/18 Advantages of Lean Manufacturing Many companies are seeking to deveop ean systems in order to increase their abiity to compete in today s economy. Lean companies benefit from increased production, improved quaity, and reduced costs. Aso, ean efforts benefit the empoyees. A ean process aows workers to contro more aspects of the process to increase productivity and use their efforts more effectivey. In essence, ean efforts seek to answer the question, Are you running things to their maximum capabiity? Whie this may seem to be a simpe question to ask, successfu answers demand the participation of everyone within the organization. Companies that work to answer this question utimatey increase customer satisfaction. Though a ean system has its cear advantages, keep in mind that impementing it cannot happen overnight. It invoves a great dea of time and effort, as we as a possibe investment in new equipment. Figure 1. Companies benefit in many ways by impementing ean principes. Lesson: 6/18 High-Voume Lean Companies Companies generay have more than one way to incorporate ean principes into their manufacturing systems. Not a effective ean companies ook the same. What ean companies share is the abiity to simutaneousy improve product quaity and increase production. Consider the company that produces arge voumes of a few, simiar products. These companies may manufacture an incredibe number of automobies, ce phones, or even paper cips to satisfy the arge customer demand for these products. A ean company seeks to eiminate any disruptions that stop or inhibit production. These disruptions may incude the breakdown of equipment or time spent changing cutting toos within machines. Lean companies that produce arge voumes of the same product aso strive to ensure that every product meets its quaity requirements and satisfies the customer. Figure 1. Some ce phone manufacturers have embraced ean efforts. Copyright 2015 Tooing U, LLC. A Rights Reserved. Figure 2. Paper cips are produced in huge voumes.

8 Lesson: 6/18 High-Voume Lean Companies Companies generay have more than one way to incorporate ean principes into their manufacturing systems. Not a effective ean companies ook the same. What ean companies share is the abiity to simutaneousy improve product quaity and increase production. Consider the company that produces arge voumes of a few, simiar products. These companies may manufacture an incredibe number of automobies, ce phones, or even paper cips to satisfy the arge customer demand for these products. A ean company seeks to eiminate any disruptions that stop or inhibit production. These disruptions may incude the breakdown of equipment or time spent changing cutting toos within machines. Lean companies that produce arge voumes of the same product aso strive to ensure that every product meets its quaity requirements and satisfies the customer. Figure 1. Some ce phone manufacturers have embraced ean efforts. Figure 2. Paper cips are produced in huge voumes. Lesson: 7/18 Mutipe Batch Lean Companies On the other hand, consider the company that produces a wide variety of different product types. Such companies may manufacture a wide range of garden toos or numerous speciaty parts for jet airiners. Instead of producing high voumes of a few products, these companies manufacture products in smaer batches. The time it takes to switch from making one product batch to a different product batch is caed product changeover. Like companies that speciaize in high product voumes, the main goas of batch-oriented companies are the same: to improve product quaity and increase production. However, companies that manufacture products in batches must aso work to reduce the size of batches and decrease the time it takes for product changeovers. Lean processes used to manufacture batches are highy efficient and fexibe. Figure 1. Many companies succeed by offering a wide range of different products. Copyright 2015 Tooing U, LLC. A Rights Reserved.

9 Lesson: 7/18 Mutipe Batch Lean Companies On the other hand, consider the company that produces a wide variety of different product types. Such companies may manufacture a wide range of garden toos or numerous speciaty parts for jet airiners. Instead of producing high voumes of a few products, these companies manufacture products in smaer batches. The time it takes to switch from making one product batch to a different product batch is caed product changeover. Like companies that speciaize in high product voumes, the main goas of batch-oriented companies are the same: to improve product quaity and increase production. However, companies that manufacture products in batches must aso work to reduce the size of batches and decrease the time it takes for product changeovers. Lean processes used to manufacture batches are highy efficient and fexibe. Figure 1. Many companies succeed by offering a wide range of different products. Lesson: 8/18 Product Changeover Any ean company that offers a variety of products must address the time spent performing product changeovers. Product changeovers have traditionay been a time-consuming effort. Operators must stop the machines, gather a new assortment of toos and other reated components, arrange materias, and set up the machines. None of these activities add vaue to the product or the customer. Companies that seek to incorporate ean processes must find soutions to reduce changeover times and increase fexibiity. For exampe, Figures 1 and 2 show fixtures that are simiar in size. These fixtures are mounted onto a machine to make a variety of parts. If each fixture were a different size, the time spent setting up the machine woud increase. Instead, the operator uses standardized fixtures to rapidy change from making one part to another. Likewise, the use of a standard set of toos can reduce changeover time. Figure 3 shows a CNC machine that can rapidy oad one part after another to increase productivity. Figure 1. Standardized fixtures in the rack aow an operator to quicky set up for a new batch. Copyright 2015 Tooing U, LLC. A Rights Reserved. Figure 2. The specia pins of this pate et operators change fixtures quicky.

10 Lesson: 8/18 Product Changeover Any ean company that offers a variety of products must address the time spent performing product changeovers. Product changeovers have traditionay been a time-consuming effort. Operators must stop the machines, gather a new assortment of toos and other reated components, arrange materias, and set up the machines. None of these activities add vaue to the product or the customer. Companies that seek to incorporate ean processes must find soutions to reduce changeover times and increase fexibiity. For exampe, Figures 1 and 2 show fixtures that are simiar in size. These fixtures are mounted onto a machine to make a variety of parts. If each fixture were a different size, the time spent setting up the machine woud increase. Instead, the operator uses standardized fixtures to rapidy change from making one part to another. Likewise, the use of a standard set of toos can reduce changeover time. Figure 3 shows a CNC machine that can rapidy oad one part after another to increase productivity. Figure 1. Standardized fixtures in the rack aow an operator to quicky set up for a new batch. Figure 2. The specia pins of this pate et operators change fixtures quicky. Figure 3. This CNC machine continuousy oads one part after another. (Courtesy of Okuma America Corporation.) Copyright 2015 Tooing U, LLC. A Rights Reserved. Lesson: 9/18

11 Lesson: 9/18 Reduction of Inventory One of the most important exampes of waste is excess inventory. Inventory is the storage of raw materias, in-process parts, and finished products. Inventory is aso cosey reated to ead time, which is the time spent between the origina customer order for a particuar product and its fina deivery. Lead time consists of the hours or days spent processing the order, possiby producing the part, storing it, and packaging and shipping the part. Traditionay, many companies have used arge inventories of finished products to reduce their ead times. By storing arge inventories, companies respond quicky to customer requests. However, arge inventories are aso costy. They tie up company resources such as materias, space, and empoyee abor. Lean companies instead encourage quick product changeovers to meet customer demand. The abiity to rapidy change from making one type of product to another aows companies to maintain quick ead times without tying up company resources in inventory. However, a reduction in inventory tests the efficiency of a company s manufacturing processes. Figure 1. The storage of extra parts on the sheves is wastefu. Lesson: 10/18 Product Fow Lean processes are characterized by a steady product fow. Product fow is the movement of a product from start to finish. In effective ean processes, parts trave through each area of operation without interruptions. A traditiona, inefficient manufacturing environment encourages waiting. Products may trave to one department and stop, waiting for the next process to occur. This interrupted, stopping and starting of products does not achieve a smooth, predictabe product fow. Lean companies seek to reduce batch sizes to create a smooth, steady fow of products. Smaer, easier-to-manage batches of products end themseves to a steady production fow. Ideay, each batch of products enters each area of operation without stopping and undergoes processing continuousy. This reduces wasted motion and waiting between operations and aows a company to reduce its in-process inventory. Figure 1. Smaer batches of parts encourage smooth product fow. Lesson: 11/18 Copyright 2015 Tooing U, LLC. A Rights Reserved. Pu Systems

12 Lesson: 10/18 Product Fow Lean processes are characterized by a steady product fow. Product fow is the movement of a product from start to finish. In effective ean processes, parts trave through each area of operation without interruptions. A traditiona, inefficient manufacturing environment encourages waiting. Products may trave to one department and stop, waiting for the next process to occur. This interrupted, stopping and starting of products does not achieve a smooth, predictabe product fow. Lean companies seek to reduce batch sizes to create a smooth, steady fow of products. Smaer, easier-to-manage batches of products end themseves to a steady production fow. Ideay, each batch of products enters each area of operation without stopping and undergoes processing continuousy. This reduces wasted motion and waiting between operations and aows a company to reduce its in-process inventory. Figure 1. Smaer batches of parts encourage smooth product fow. Lesson: 11/18 Pu Systems Steady product fows and smaer batch sizes aow companies to deveop pu systems. A pu system is a manufacturing system that reguates the number of products manufactured according to customer demand. A pu system seeks to respond quicky to customers and produce not too much product, nor too itte, but just the right amount. Traditiona manufacturing systems with arge inventories push arge product voumes from one department to the next. Each department responds to products deivered from the previous department, regardess of customer demand. However, this pushing of parts causes increased wait times for the product and workers. Instead, pu systems quicky respond to customer demand. If numerous customers order a particuar product, the pu system responds with a batch of the product that is just the right amount. Each department signas to the previous department in the process chain when more parts are required. Pu systems often incorporate visua cards, or kanban cards. These cards signa the need for new products and aow departments to communicate with one another. Figure 1. Simpe cards can signa the movement of batches in a pu system. Copyright 2015 Tooing U, LLC. A Rights Reserved. Lesson: 12/18

13 Lesson: 11/18 Pu Systems Steady product fows and smaer batch sizes aow companies to deveop pu systems. A pu system is a manufacturing system that reguates the number of products manufactured according to customer demand. A pu system seeks to respond quicky to customers and produce not too much product, nor too itte, but just the right amount. Traditiona manufacturing systems with arge inventories push arge product voumes from one department to the next. Each department responds to products deivered from the previous department, regardess of customer demand. However, this pushing of parts causes increased wait times for the product and workers. Instead, pu systems quicky respond to customer demand. If numerous customers order a particuar product, the pu system responds with a batch of the product that is just the right amount. Each department signas to the previous department in the process chain when more parts are required. Pu systems often incorporate visua cards, or kanban cards. These cards signa the need for new products and aow departments to communicate with one another. Figure 1. Simpe cards can signa the movement of batches in a pu system. Lesson: 12/18 Ces Smaer batch sizes and pu systems require companies to rethink the way they arrange their shop foor. Consequenty, ean companies often incorporate ces into their manufacturing systems. A ce is an arrangement of different machines that perform various operations structured around simiar types of products. Figures 1 and 2 compare a ce to more traditiona arrangements. Ces are an efficient use of space designed to manufacture a part from start to finish and encourage an efficient fow of products. For exampe, imagine you are a chef in a restaurant and are making a cake. If you had a the eggs in one pace, the mik in a separate refrigerator, sugar and four on a high shef, and the oven in the next room, you woud move around continuousy to carry the cake batter to mutipe areas. During this movement, you might break the eggs or spi the mik before it reaches the oven. You aso may forget to add the sugar and four because they are separate from the other ingredients. The typica kitchen organizes its materias to keep the skied chef focused on the task at hand. Likewise, the ce attempts to arrange a the machines, tooing, and materias into an organized, efficient ayout for the operator. Figure 1. Inefficient arrangements increase the distances that parts must trave. Copyright 2015 Tooing U, LLC. A Rights Reserved. Figure 2. A ce arrangement creates an

14 Lesson: 12/18 Ces Smaer batch sizes and pu systems require companies to rethink the way they arrange their shop foor. Consequenty, ean companies often incorporate ces into their manufacturing systems. A ce is an arrangement of different machines that perform various operations structured around simiar types of products. Figures 1 and 2 compare a ce to more traditiona arrangements. Ces are an efficient use of space designed to manufacture a part from start to finish and encourage an efficient fow of products. For exampe, imagine you are a chef in a restaurant and are making a cake. If you had a the eggs in one pace, the mik in a separate refrigerator, sugar and four on a high shef, and the oven in the next room, you woud move around continuousy to carry the cake batter to mutipe areas. During this movement, you might break the eggs or spi the mik before it reaches the oven. You aso may forget to add the sugar and four because they are separate from the other ingredients. The typica kitchen organizes its materias to keep the skied chef focused on the task at hand. Likewise, the ce attempts to arrange a the machines, tooing, and materias into an organized, efficient ayout for the operator. Figure 1. Inefficient arrangements increase the distances that parts must trave. Figure 2. A ce arrangement creates an efficient fow of parts. Lesson: 13/18 Reduction of Process Variation A ean efforts focus on improving manufacturing processes. A process is a series of activities required to compete a product. Essentiay, a process is the way that something gets done. Inevitaby, variation happens in a process. Figure 1 ists just a few sources of possibe variation. Machine components wear out, the temperature changes, or empoyees pay ess attention to their tasks. Inefficiencies and inconsistent processes encourage waste. Athough some variation is inevitabe, there are ways to contro processes and reduce variation. Lean efforts focus on the processes used to make a part instead of the actua individua parts. Before a company can improve a process, it must be abe to identify the key sources of variation in that process. For exampe, a company may have an oder machine that increasingy produces scrap parts. An operator coud separate a the scrap parts from the quaity parts by inspecting every singe part off the machine. However, a focus onrights the process woud suggest that it might actuay be more Copyright 2015 Tooing U, LLC. A Reserved. economica to repace the machine. This woud eiminate the time wasted by the operator inspecting the parts as we as the materia wasted in the form of scrap.

15 Lesson: 13/18 Reduction of Process Variation A ean efforts focus on improving manufacturing processes. A process is a series of activities required to compete a product. Essentiay, a process is the way that something gets done. Inevitaby, variation happens in a process. Figure 1 ists just a few sources of possibe variation. Machine components wear out, the temperature changes, or empoyees pay ess attention to their tasks. Inefficiencies and inconsistent processes encourage waste. Athough some variation is inevitabe, there are ways to contro processes and reduce variation. Lean efforts focus on the processes used to make a part instead of the actua individua parts. Before a company can improve a process, it must be abe to identify the key sources of variation in that process. For exampe, a company may have an oder machine that increasingy produces scrap parts. An operator coud separate a the scrap parts from the quaity parts by inspecting every singe part off the machine. However, a focus on the process woud suggest that it might actuay be more economica to repace the machine. This woud eiminate the time wasted by the operator inspecting the parts as we as the materia wasted in the form of scrap. Figure 1. Any process in the shop experiences mutipe sources of variation. Lesson: 14/18 Error Detection Many companies in the past reied on inspection to ensure that customers were receiving quaity products. The shop woud make arge batches of parts, and empoyees woud inspect the finished parts to separate the good parts from the bad. According to ean principes, inspection is a wastefu activity. The finished scrap part is a waste of materia, time, and operator effort. The more efficient approach is to encourage error detection. Error detection is the checking of a part feature during or immediatey after it has been added to the part. The sooner an operator recognizes an error, the ess waste produced. Lean companies incorporate error devices into their manufacturing processes to immediatey detect or possiby eiminate scrap. Machines may indicate broken or excessivey worn toos. Operators may use specia fixtures to check the dimensions of parts right off the machine. Figure 1 shows an optica comparator that aows the operator to check very sma parts in the shop. Figure 1. An optica comparator aows an operator to check parts immediatey after they are made. Copyright 2015 Tooing U, LLC. A Rights Reserved.

16 Lesson: 14/18 Error Detection Many companies in the past reied on inspection to ensure that customers were receiving quaity products. The shop woud make arge batches of parts, and empoyees woud inspect the finished parts to separate the good parts from the bad. According to ean principes, inspection is a wastefu activity. The finished scrap part is a waste of materia, time, and operator effort. The more efficient approach is to encourage error detection. Error detection is the checking of a part feature during or immediatey after it has been added to the part. The sooner an operator recognizes an error, the ess waste produced. Lean companies incorporate error devices into their manufacturing processes to immediatey detect or possiby eiminate scrap. Machines may indicate broken or excessivey worn toos. Operators may use specia fixtures to check the dimensions of parts right off the machine. Figure 1 shows an optica comparator that aows the operator to check very sma parts in the shop. Figure 1. An optica comparator aows an operator to check parts immediatey after they are made. Lesson: 15/18 Impementing Lean Principes The successfu impementation of ean processes requires the participation of everyone within the company. By working together and sharing ideas, empoyees can identify ways to eiminate waste and improve efficiency. In genera, empoyees that are cosest to the process have the best opportunity to provide soutions for improving the process. The goa is to determine the best and most efficient way to perform an operation. Once this is decided, every empoyee that performs the particuar operation must do so in an agreed-upon, standardized way. If everyone performs a task the same way, it is easier to find ways to reduce process variation. Impementing ean processes is not easy. Changing the way you are used to doing something presents a chaenge. These changes may invove repacing equipment or modifying the way you perform your job. Therefore, before impementation begins, it is necessary to understand the importance of ean efforts, why the changes are necessary, and the benefits for your company. Figure 1. Empoyees must work together to determine the best way to perform tasks. Copyright 2015 Tooing U, LLC. A Rights Reserved.

17 Lesson: 15/18 Impementing Lean Principes The successfu impementation of ean processes requires the participation of everyone within the company. By working together and sharing ideas, empoyees can identify ways to eiminate waste and improve efficiency. In genera, empoyees that are cosest to the process have the best opportunity to provide soutions for improving the process. The goa is to determine the best and most efficient way to perform an operation. Once this is decided, every empoyee that performs the particuar operation must do so in an agreed-upon, standardized way. If everyone performs a task the same way, it is easier to find ways to reduce process variation. Impementing ean processes is not easy. Changing the way you are used to doing something presents a chaenge. These changes may invove repacing equipment or modifying the way you perform your job. Therefore, before impementation begins, it is necessary to understand the importance of ean efforts, why the changes are necessary, and the benefits for your company. Figure 1. Empoyees must work together to determine the best way to perform tasks. Lesson: 16/18 The Five S Approach Companies seeking to impement ean principes often refer to the Five S Approach. The Five S Approach is an attention to detai, safety, order, and ceaniness; it is designed to promote an efficient environment. In fact, the Five S Approach prepares a company to impement ces and ensures the smooth operation of the ce. This approach typicay invoves the foowing steps: Sifting unnecessary items in the work area from needed items to create additiona workspace, reduce cutter, and faciitate product fow. Sorting and abeing items that beong in the work area to hep workers visuaize their resources and materias. Sweeping, ceaning, and organizing the work area daiy and arranging a items in their proper pace. Standardizing organizationa duties on a reguar basis to avoid reverting back to the od, unorganized ways. Sustaining and reinforcing the importance of the above organizationa duties through the eadership of management. In short, everybody is responsibe for ceaniness and organization, and it requires a consistent effort. By maintaining a we-organized workpace, companies reduce defects and ensure smooth operations. Copyright 2015 Tooing U, LLC. A Rights Reserved. Lesson: 17/18 Figure 1. A Five S Approach promotes an efficient, ean environment.

18 Lesson: 16/18 The Five S Approach Companies seeking to impement ean principes often refer to the Five S Approach. The Five S Approach is an attention to detai, safety, order, and ceaniness; it is designed to promote an efficient environment. In fact, the Five S Approach prepares a company to impement ces and ensures the smooth operation of the ce. This approach typicay invoves the foowing steps: Sifting unnecessary items in the work area from needed items to create additiona workspace, reduce cutter, and faciitate product fow. Sorting and abeing items that beong in the work area to hep workers visuaize their resources and materias. Sweeping, ceaning, and organizing the work area daiy and arranging a items in their proper pace. Standardizing organizationa duties on a reguar basis to avoid reverting back to the od, unorganized ways. Sustaining and reinforcing the importance of the above organizationa duties through the eadership of management. In short, everybody is responsibe for ceaniness and organization, and it requires a consistent effort. By maintaining a we-organized workpace, companies reduce defects and ensure smooth operations. Lesson: 17/18 Continuous Improvement Lean manufacturing requires continuous improvement. Continuous improvement is a constant effort to measure the effectiveness of processes and meet more difficut objectives to satisfy customers. A process shoud never stay the same. There is aways room for improvement. On one hand, companies must improve to keep up with outside pressures. Competitors may offer new and better products. Customers may demand that companies ower their prices. To simpy stay competitive, a company must improve. However, the most successfu companies are sef-motivated to continuousy improve. These companies anticipate the needs of customers and do not wait for outside pressures. They routiney investigate the efficiency of their manufacturing processes. To an extent, continuous improvement forces a company to pursue a perfection that wi never be reached. Nevertheess, effective ean efforts focused on continuous improvement benefit the company, its customers, and its empoyees. Lesson: 18/18 Copyright 2015 Tooing U, LLC. A Rights Reserved. Summary Figure 1. A Five S Approach promotes an efficient, ean environment.

19 Lesson: 17/18 Continuous Improvement Lean manufacturing requires continuous improvement. Continuous improvement is a constant effort to measure the effectiveness of processes and meet more difficut objectives to satisfy customers. A process shoud never stay the same. There is aways room for improvement. On one hand, companies must improve to keep up with outside pressures. Competitors may offer new and better products. Customers may demand that companies ower their prices. To simpy stay competitive, a company must improve. However, the most successfu companies are sef-motivated to continuousy improve. These companies anticipate the needs of customers and do not wait for outside pressures. They routiney investigate the efficiency of their manufacturing processes. To an extent, continuous improvement forces a company to pursue a perfection that wi never be reached. Nevertheess, effective ean efforts focused on continuous improvement benefit the company, its customers, and its empoyees. Lesson: 18/18 Summary Lean manufacturing is an approach to manufacturing that seeks to improve product quaity and productivity, reduce cost, and eiminate waste. Essentiay, ean manufacturing seeks to use ess to produce more and create a highy optimized manufacturing system. In fact, ean impementation focuses a company on continuous improvement and increased customer satisfaction. A key concept of ean is the reduction of waste. Waste is most obviousy recognized as scrap. However, excessive inventories, ide parts or empoyees, and uncontroed process variations are ikewise wastefu. To eiminate waste, companies must focus on eiminating anything that disrupts the smooth production of parts. Aso, companies benefit by reducing the time it takes to change from producing one type of part to another. The reduction of inventory is a chaenge. Companies must deveop a pu system and smooth product fow that quicky responds to customer demand. This often requires a restructuring of the shop foor and the impementation of ces. Aso, companies must shift their emphasis from inspection to error detection. The goa is to make every part a quaity part and eiminate any variations that ead to defects. Figure 1. Many companies are recognizing the benefits of a ean system. Cass Vocabuary Term Definition Batches A specific number of the same part that moves throughout a production cyce. Ce A U-shaped arrangement of various machines structured around the design of simiar products. Ces Copyright 2015 Tooing U, LLC. Aencourage Rights Reserved. smooth product fows and use space efficienty. CNC Machine A machine too that uses programs to automaticay execute a series of machining operations. CNC machines

20 Lesson: 18/18 Summary Lean manufacturing is an approach to manufacturing that seeks to improve product quaity and productivity, reduce cost, and eiminate waste. Essentiay, ean manufacturing seeks to use ess to produce more and create a highy optimized manufacturing system. In fact, ean impementation focuses a company on continuous improvement and increased customer satisfaction. A key concept of ean is the reduction of waste. Waste is most obviousy recognized as scrap. However, excessive inventories, ide parts or empoyees, and uncontroed process variations are ikewise wastefu. To eiminate waste, companies must focus on eiminating anything that disrupts the smooth production of parts. Aso, companies benefit by reducing the time it takes to change from producing one type of part to another. The reduction of inventory is a chaenge. Companies must deveop a pu system and smooth product fow that quicky responds to customer demand. This often requires a restructuring of the shop foor and the impementation of ces. Aso, companies must shift their emphasis from inspection to error detection. The goa is to make every part a quaity part and eiminate any variations that ead to defects. Figure 1. Many companies are recognizing the benefits of a ean system. Cass Vocabuary Term Definition Batches Ce CNC Machine Continuous Improvement Error Detection Error Device Five S Approach Fixture Inspection Inventory Kanban Lead Time A specific number of the same part that moves throughout a production cyce. A U-shaped arrangement of various machines structured around the design of simiar products. Ces encourage smooth product fows and use space efficienty. A machine too that uses programs to automaticay execute a series of machining operations. CNC machines offer increased productivity and fexibiity. The beief that an organization must constanty measure the effectiveness of its processes and strive to meet more difficut objectives to satisfy customers. The inspection of a part before it has been competed to determine if it conforms to specifications. Any too or process used to reduce or eiminate errors from a manufacturing process. A targeted ist of activities that promotes organization and efficiency within a workspace. The Five S terms are sifting, sorting, sweeping, standardizing, and sustaining. A specia workhoding device used to ocate and camp a part onto a machine too. The examination of a part to determine if it conforms to specifications. Inspection traditionay foows the competion of a part. The storage of raw materia, in-process parts, and competed, manufactured products. Excess inventory is considered waste. A sma card or visua too that signas the movement of parts within a pu system. The time spent between the origina customer order for a particuar product and its fina deivery to the customer. Copyright 2015 Tooing U, LLC. A Rights Reserved. Lean Manufacturing An approach to manufacturing that seeks to reduce the cyce time of processes, increase fexibiity, and improve quaity. Lean approaches hep to eiminate waste in a its forms.

21 Cass Vocabuary Term Definition Batches Ce CNC Machine Continuous Improvement Error Detection Error Device Five S Approach Fixture Inspection Inventory Kanban A specific number of the same part that moves throughout a production cyce. A U-shaped arrangement of various machines structured around the design of simiar products. Ces encourage smooth product fows and use space efficienty. A machine too that uses programs to automaticay execute a series of machining operations. CNC machines offer increased productivity and fexibiity. The beief that an organization must constanty measure the effectiveness of its processes and strive to meet more difficut objectives to satisfy customers. The inspection of a part before it has been competed to determine if it conforms to specifications. Any too or process used to reduce or eiminate errors from a manufacturing process. A targeted ist of activities that promotes organization and efficiency within a workspace. The Five S terms are sifting, sorting, sweeping, standardizing, and sustaining. A specia workhoding device used to ocate and camp a part onto a machine too. The examination of a part to determine if it conforms to specifications. Inspection traditionay foows the competion of a part. The storage of raw materia, in-process parts, and competed, manufactured products. Excess inventory is considered waste. A sma card or visua too that signas the movement of parts within a pu system. Lead Time The time spent between the origina customer order for a particuar product and its fina deivery to the customer. Lean Manufacturing An approach to manufacturing that seeks to reduce the cyce time of processes, increase fexibiity, and improve quaity. Lean approaches hep to eiminate waste in a its forms. Optica Comparator A sophisticated measuring instrument that projects an image of a part onto a screen to compare the shape, size, and ocation of its features. Processes A set of activities that uses resources to transform inputs into outputs. Essentiay, a process describes the way "things get done." Product Changeover Product Fow Pu System Waste The time it takes to tear down the setup for the current product type, prepare for next product type, and successfuy produce the first good part. The movement of products within the shop during each stage of the part's manufacturing process. A production system characterized by smaer batches, quick responses to customer demand, and smooth product fow. Any thing or process that does not add vaue to a product. The goa of ean manufacturing is to eiminate waste. Copyright 2015 Tooing U, LLC. A Rights Reserved.