Lean Thinking. Diederik Naessens Director Technology

Transcription

1 Lean Thinking Diederik Naessens Director Technology

2 Afkantpersen

3 Ponsmachines

4 Lasersnijmachines

5 Flexible Manufacturing Systems

6 DISCRETE MANUFACTURING discrete Short lead-times Hybrid typology (ATO - MTO - ETO..) Modularity in products Options with constraints Unstable demand Unpredictable productmix Constraint planning MRP / MPS / SIC...component Important procurement Long lead time for components Subcontracting (parts and operations) After sales service Multi-site / multi-company activity Complex logistics

7 A RESONATING SYSTEM Variability Orders Assemblyplanning Manufacturing Assembly Resonating output Feedback

8 UNPREDICTABLE OUTCOME The variability having its origin in coincidences is reflected in the unpredictability of part availability Synchronization?? Delivery accuracy??

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10 Complexity / Uncertainty COMPLEXITY High Low DURABLE CONSUMER PRODUCTS HIGH -VOLUME PRODUCTS CONSUMER PRODUCTS CAPITAL GOODS FASHION ARTICLES SPARE PARTS Low High UNCERTAINTY Source : De Vlerick School voor Management

11 Two important transformations High-end ERP implementation (INFOR ERP LN ) (ERP : Entreprise Resource Planning) Lean Transformation

12 What is Lean Thinking? Lean Thinking is a methodology to : - specify value - arrange value generating actions in the best sequence - perform these actions without interruption as soon as someone asks for - perform these actions in an always more efficient way. Lean Thinking gives immediate feedback in order to covert waste in value.

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14 Lean Thinking Principles Jim Womack & Dan Jones

15 The customer stands central Value is only determined by the customer and is always related to a specific

16 The 5 principles of Lean Thinking 1. Specify value per specific product 2. Identify the value stream for each product 3. Let the value flow without interruptions in a continuous way. 4. Let the customer pull the value 5. Persu perfection

17 Specifying value Lean Thinking starts with an attempt to precisely define the value of a specific product with well defined functionalities at a fixed price in a dialog with the customer. The existing production resources and technologies are at that moment of secondary importance. The company has to be re-engineered in view of production lines with dedicated resources.

18 Specifying value In a Lean Thinking exercise, you must try to take the place of: - the design on its way from concept to launching - the order on its way of the information path from demand up to delivery. - the physical product during its transformation from base material up to finished product. and describe what is happening to you at each step of the value stream.

19 Let the customer pull We design, schedule, manufacture what and when according to the customer needs Sales forecasts are not necessary.

20 Lean Thinking Lean Thinking stands for radical improvement (kaikaku) in contrast with continuous incremental improvement (kaizen).

21 In practice now...

22 Lean Thinking Value must been seen through the eyes of the customer. The great virtue of Lean Thinking is not directly to provide state-of-the art solutions for a complex problem, but to change the logic of working so that the problems more or less disappear. Lean Manufacturing eliminates and/or visualizes waste

23 Is there a better way?? The Lean Thinking gives a clear answer: In order to efficiently control the throughput, delivery times, WIP and inventory in a complex environment, it is essential that manufacturing and assembly are performed at a pre-defined pace or takt and that the operations are carried out in a continuous flow. This is the push characteristic of Lean Thinking. This takt is determined by the business plan, and the resources of the bottle-neck activity -whatever they are- must be able to follow this takt.

24 Continuous flow instead of batch-and-queue In the continuous-flow layout, the production steps are arranged in sequence, usually within a cell, and the product moves from one step to the next with no buffer of work-in-process in between. ( Kanban )

25 Continuous flow instead of batch-and-queue

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28 LEAN CELL FOR HYDRAULIC CYLINDERS AND CONTROL SYSTEMS Lead time reduction from 4 months to 3 weeks Zero inventory

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30 Continuous flow As soon as continuous flow is implemented, a drastic reduction is noticed in: throughput time inventory

31 Why???

32 Variability. If the utilization rate of a production unit becomes close to the limits of capacity, the average cycle times will increase in a highly non-linear fashion. If variability reduction is feasible and affordable, it offers the best of all results. It should be the first thing to start with in order to optimize a production system. Lean Thinking is a technique that by nature reduces the controllable variability. On the random variability, the Lean Thinking has no grip.

33 Lean Thinking is counterintuitive Keeping every employee busy and every machine fully utilized to justify capital investment are not the highest priority anymore. Continuous-flow layout replaces batch-and-queue production methods

34 Push and pull.. A push system schedules the release of work based on demand A pull system authorizes the release of work, based on the status of the production environment. We let the customer pull..but a well defined takt is essential!!

35 Lean transformations where waste is eliminated mostly imply other process technologies and new product concepts that can be kept surprisingly simple.

36 Is there something wrong with MRP? certainly not! Also in a Lean transformed environment, PRP (Project Requirements Planning) and MRPII (Manufacturing Resource Planning) are needed as robust control systems and should be treated with due respect.

37 Application of the Finite Capacity Schedulers within the Lean Environment Control of the manufacturing at the highest level with monitoring of takt and offsets and triggering of events. Support of the cell logic Optimization of the assembly activity in the most detailed way. Planning of the job shop activity of the internal supplier.

38 LEAN CELL FOR HYDRAULIC CYLINDERS AND CONTROL SYSTEMS Lead time reduction from 4 months to 3 weeks Zero inventory

39 Visibility

40 Looking for perfection By letting the value flow faster and faster, new causes of waste come to surface. The more we pull harder, the more points for improvement become visible.

41 Visibility The stimulation for improvement is strenghtened by the transparency typical for Lean Thinking. In a lean system, to everyone (...workmen, suppliers, customers, distributers,...) everything is visible so that is becomes easier to detect points for improvement. Lean Thinking is not only an antidote against waste, it is also an antidote against stagnating.

42 Perfection is like Infinity

43 Lean Thinking and the organization Lean Thinking breaks the conviction that functions must be grouped in departments.

44 . F. Valcke DIVISION CNC- PRESS BRAKES & SHEARS Responsibility Center BU CNC press brakes BU Conv. Pr. Brakes & shears e Engineering (ST) Safety products Desktop Publishing Routings. Process development Project Planning Assembly planning Order processing Material Requirem. Planning. Capacity Requirem. Planning. Shopfloor planning Production release Purchasing (call off) Subcontracting (call off) Production Final assembly Final inspection After Sales support Installation Training Performance measurement Quality analysis Second hand. /retrofit Preventive maintenance AFK CON J Hemberg DIVISIONAL STRUCTURE DIVISION LASERMACHINES & PUNCH PRESSES Responsibility Center DIVISION CUSTOMER SERVICES F. De Bie Responsibility Center Finances BU Laser- Machines BU Turret Punch presses BU After Sales Engineering (ST) Safety products Desktop Publishing Routings. Process development Project Planning Assembly planning Planning After Sales resources Interventions and After Sales-admin. Statistical analysis Spare parts IT-support for After Sales G. Porte D. Naessens Logistics B. Florizone Order processing Material Requirem. Planning. Capacity Requirem. Planning. Shopfloor planning Production release Purchasing (call off) Subcontracting (call off) Development After Sales in subsidiaries Technical documentation Training (internal / external) Installation management Engineering / R& D Production Final assembly Final inspection After Sales support Installation Training Performance measurement Warranties Revisions Upgrading and retrofit Consultancy Quality Quality analysis Second hand. /retrofit Preventive maintenance Quality measurements Contract management W. Serruys Gert Thienpont Human Resources & Payroll LAS PON KLT Financial control & reporting Order processing Accounts payable Accounts receivable Accounting Budgets & budget control Liquidity & cash management Invoicing Cost accounting & project calculation Product shipping / Packaging Assurances Expense Center Procurement Subcontracting (negotiations) Global sourcing/subsidiaries Material receiving Expense Center Product design Software development Research & Development Expense Center Human resources management Payroll Training Safety / Environment Safety requir. products Logistic systems DNSN (extern. comm.) Inventory control / Inventory Material storage /Orderpicking Logistics subsidiaries Global capacity control FIN LOG ENG HRM Expense Center Information Systems D. Naessens D. Naessens Production support & mainten. Sales & Marketing P. Deferme Electronic Data Processing Datacollection Computer Aided Manufacturing Repro Expense C ICT Repair machines & production FCLS Systems Maintenance installations & DWFF infrastructure Tool management Operations on conv. machines OND Expense C Order servicing & Contracts Order processing Marketing & Publicity Price setting Project budgetting Democenter C. Expense C. VKP

45 The Lean Thinking alternative The Lean Thinking alternative redefines the functions, departments, roles and the whole organization in view of a positive contribution to the generation of value in such a way that it is in the interest of the employee that value flows.

46 Value stream The value stream must be looked at as a whole: in a departmental oriented organization, the different departments tend to only look after their own interests and do not care about the problems the other departments around them encounter.

47 Lean Thinking breaks with the conviction that employees deliver an excellent performance. Finally it is the customer who decides whether or not he buys the product at the set price.

48 The problem is mostly not the competence of the people who control the system according to a certain logic,. The problem is the logic itself..

49 Localization The product team (team leader, buyer, planner, production manager, ) must be placed as close as possible to the physical happening. Transparency and visual control are very important advantages of the Lean Thinking. In a classic batchand-queue environment, the employee only sees a small part of the task and there is no feedback.

50 Expectations Improvement and better control of throughput (synchronized manufacturing) More efficient and simpler organization Better control of the flow of financial resources Higher customer satisfaction Reduced inventory Higher delivery performance Lower quality cost