Session 4-Lean Tools- 5S, Kanban, VSM, SMED, TPM

Transcription

1 Session 4-Lean Tools- 5S, Kanban, VSM, SMED, TPM Upholstery Frame Workshop NCSU Wood Products Extension Hickory, North Carolina December 10th, 2009 Harry Watt Business Improvement Specialist

2 Discrimination Policy Statement The work upon which this project is based was funded in whole or in part through a grant awarded by the Wood Education and Resource Center, Northeastern Area State and Private Forestry, U.S. Forest Service. In accordance with Federal Law and U.S. Department of Agriculture policy, this institution is prohibited from discriminating on the basis of race, color, national origin, sex, age, or disability. (Not all prohibited bases apply to all programs.) To file a complaint of discrimination, write USDA, Director, Office of Civil Rights, Room 326-W, Whitten Building, 1400 Independence Avenue, SW, Washington, DC or call (202) (voice and TDD). USDA is an equal opportunity provider and employer.

3 The 5S System-24 Sort remove what is not needed Set in Order make what is needed easy to find Shine and Inspect clean and repair; methods, schedule, assign, Standardize develop system (rules) to maintain what has been done Sustain self discipline, communication, commitment to maintain established procedures

4 First S Sort-25 Throw Away and Purge How often do you use it? Arrange the workplace for accessibility Separate and Scrap

5 Second S Set in Order-28 The objectives of Set in Order are: Decide and organize tools (things) How and where to keep Easy to find and use Obvious when missing

6 Third S Shine and Inspect-31 Cleanliness, Inspection and Repair Scrub, clean, paint Inspect for missing bolts, wires, leaks, safety hazards. Fix things Clean filters, check gauges. Integrate daily maintenance activities

7 Fourth S Standardize-33 Develop Standards to ensure workplace organization is maintained. Everyone should participate Everyone must adopt and follow standards Only after prior three S s are complete Maintain & improve Developing visual and written statements

8 Fifth S Sustain-34 To make 5S a habit: Develop new awareness and skills. Management support. Ongoing, company-wide communication. 5S part of daily work. Total employee involvement. Self discipline.

9 Kanban System-53 Kanban (kon bon) or in NC = CanBan System of visual tools Synchronize and provide instruction Kanban- Requirement to be visual. Card Empty bin Empty space on floor Empty pallet Ping pong balls, etc

10 Single Card Withdrawal Kanban System-54 Product from Production W Withdrawal Card W W To Customer W W Withdrawal Collection Box

11 Value Stream Mapping-56 Tool to create a process map that includes major process steps and information flow Flow depicting information and process Value Stream Map can be done at total factory level or single process level. Key metrics Process Steps Inventory Waste Cycle Time Yield Changeover Time.

12 Value Stream Mapping Start With a Flow Chart of the Processes Add Waits, Delays, Storage Events Add Cycle Times, Inventory Levels Add Communication Links = Lots of Symbols and Arrows!

13 Example Flow Chart for a Lumber Frame Sales & Marketing Process Chart-Harry Can Make for Current or Future State Design & Engineering Purchasing & & Production Control Rough Mill Ripping & Chop Machine Room Multiple Machines (Trim/Bore/Dowel/Notch) Modify Existing Unit Creates New Unit Frame Assembly Upholstery Dept Finishing

14 Value Stream Mapping-57-Phil From Lean Production Simplified

15 Select a Product Family Group of products that pass through similar processing steps or common equipment. Specific product line Manufacturing cell Product Family 58

16 Kaizen In Japanese this is pronounced "kaizen" 改 ("kai") means "change" or "the action to correct". 善 ("zen") means "good". In Lean Manufacturing Kaizen is Associated With Improvement Events in a Team Atmosphere That Occurs on a Regular Periodic Timetable

17 Kaizen Kaizen is Based on Making Steady Small Improvements That Lead to Large Changes Over Time Kaizen Events Are Often Lead by Consultants or Company Lean Manufacturing Staff Employees Kaizen Events Should Be Documented and Suggestions Evaluated. Suggestions That Become Improvement Projects Should Be Tracked for Performance

18 Set Up Improvement or SMED Set Up Time Reduction Improvements Are Required to Support Small Batch Size Manufacturing SMED Refers to Quick Set Up Improvements in the Metal Industry When Changeover Times Are Less Than 10 Minutes Set Up Time Reductions Require Attention to a Wide Variety of Areas That Includes Scheduling, Tooling, Equipment, Material Handing, Etc.

19 Total Preventative Maintenance = TPM Goal is to Empower Employees to Take Over Much of the Regular Maintenance of Factory Equipment Such That the Employees Become More Skilled and Take Responsibility for Their Equipment It is Important to Have Virtually No Downtime in a JIT Work Environment and TPM is a Requirement to Reach Up Operational Times Close to 100%