University:
California State University, Northridge
Course:
MSE 602 | Entrepreneurship and Innovation for Engineering Professionals
Academic year:

2024
Views:

81

Pages:

18
Author:

folclord7m

Lean Operations: Process Synchronization and Improvement Operations Management: Lean Operations (JIT) Module MBPF House Manufacturing Game − The transition to Lean Ops The Paradigm of Lean Operations: The ideal − Methods for synchronization & waste reduction − Increasing visibility for continuous improvement Approaching the ideal with Product Variety: TPS − Managing variety & flexibiltiy − Toyota Production System (TPS) 37 Lean Operations: Process Synchronization and Improvement Paradigm of Lean Operations: The Ideal Process Synchronization of all flows − 1x1 − production on demand − defect free At lowest possible cost Waste = Gap between ideal and actual How do we set up a system to continually reduce waste ? 38 Lean Operations: Process Synchronization and Improvement Toyota’s waste elimination in Operations 1. Overproduction 2. Waiting 3. Inessential handling 4. Non-value adding processing 5. Inventory in excess of immediate needs 6. Inessential motion 7. Correction necessitated by defects 39 Lean Operations: Process Synchronization and Improvement Synchronize to reduce waste: Cut Batch Sizes Example Process: 40 A B C D 1 min/job 1 min/job 1 min/job 1 min/job Batch Mfg (Lotsize = 5) 0 1 2 3 4 5 Space 5 5 5 A Time B C 0 1 2 3 4 5 D 5 5 5 15 5 5 5 5 20 5 5 5 5 10 Flow Mfg (Lotsize = 1) 1 1 1 1 1 1 1 1 1 A 10 15 5 20 Space 1 1 1 B 1 1 C 1 D How to run Lean Operations: Managing Variety Lean Operations: Process Synchronization and Improvement 41 Monthly Production Requirement: Model Sedan Station Wagon Quantity 10,000 10,000 ⇒ How should production be scheduled for the month? Lean Operations: Process Synchronization and Improvement Synchronize to reduce waste: Heijunka Mixed Level/Balanced Production Batch Production Schedule Mixed Production Schedule (AAAABBBB..) (ABAB...) Apr/12.................15...........................30 Product 42 Apr/12....................15.......................30 A B FGI FGI time time Lean Operations: Process Synchronization and Improvement Synchronize to reduce waste: customer demand pulls product 44 PUSH: Inputs availability triggers execution Supplier inputs Process outputs Customer PULL: Outputs need triggers execution Supplier inputs Process outputs Customer Implementation: Lean Operations: Process Synchronization and Improvement Kanban Production Control Systems 45 Kanban Job Processing center i WIP Processing center i + 1 Lean Operations: Process Synchronization and Improvement Synchronize to reduce waste: Quality at the Source Defects Found at: 46 Own Process Next Process End of Line Final Inspection End User’s Hand $ $ $ $ $ • Minor Delay • Rework • Resched. of work • Significant • Rework • Delay in • Delivery • Additional • Inspection • Impact to the • Very Company Minor Warranty costs Administra tive costs Reputation Loss of Market Share Lean Operations: Process Synchronization and Improvement Synchronize to reduce waste: Quality at the Source Quality at source also improves time and throughput performance Fool-proof/Fail-safe design (Poka-Yoke) Inspection » Self » Automated (Jidoka) Line-stopping empowerment (Andon) Human infrastructure 47 Lean Operations: Process Synchronization and Improvement Synchronize to reduce waste: From Functional Layout to Cells 48 Production Control Production Control Roof Cut Roof Cut Production Control Roof Cut FA FA FA QC QC QC Base Cut Production Control Base Cut Base Base Assy Assy Base Cut Base Assy Roof Cut Base Cut FA Base Assy Production Control Production Control Roof Cut Base Cut Roof Cut Base Cut FA Base Assy FA Base Assy Lean Operations: Process Synchronization and Improvement Synchronize to reduce waste: Just-In-Time operations JIT = have exactly what is needed, in the quantity it is needed, when it is needed, where it is needed. Reduce transfer batches Level load production Pull rather than push work Quality at source Set up cells 49 Lean Operations: Process Synchronization and Improvement Reducing waste: Increase Problem Visibility Lower the Water to Expose the Rocks Inventory Missed Due Dates Late Deliveries Too Much Space Too much paperwork Engineering Change Orders Scrap & Rework Poor Quality 100% inspection Long queues Machine Downtime 50 Lean Operations: Process Synchronization and Improvement 51 Lean Operations: Causal Link Diagram Lean Operations: Process Synchronization and Improvement Time plays the role of Inventory in Lean Service Operations TIME 52 Lean Operations: Process Synchronization and Improvement Continuous Improvement: Kaizen Increase visibility of waste Targeted improvements » Active worker involvement » Time for experimentation » Supplier involvement Exploratory stress Human infrastructure 53 Lean Operations: Process Synchronization and Improvement Lean Operations: Best Implementation is TPS 54 TPS is a production management system that aims for the “ideal” through continuous improvement Includes, but goes way beyond JIT. Pillars: » Synchronization − Reduce transfer batch sizes − Level load production − Pull production control systems (vs. push): Kanban − Quality at source − Layout: Cellular operations » Continuous Improvement (Kaizen): through visibility & empowerment .... Learning Objectives Lean Operations: Process Synchronization and Improvement Basic Lean Operations Paradigm of Lean Operations:  Strive for the ideal by eliminating waste Synchronize » Reduce transfer batch sizes » Level load production » Pull production control systems (vs. push): Kanban » Quality at source » Layout: Cellular operations Improve » Increase problem visibility (river analogy) 55

Operations Management: Lean Operations (JIT) Module

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