1. An Endless Journey to Success
Presented by-
IEM 2K10 Batch
Dept. of IEM
KUET
2. Systemstic approach of identifying and eliminating
waste through continuous improvement by flowing
the product at the pull of the customer in persuit of
perfection.
3. 1910 • Ford is considered by many to be the first practitioner of Just In Time and
Lean Manufacturing.
1930 • By the mid 1930's General Motors had passed Ford in domination
of the automotive market. At General Motors, Alfred P. Sloan took
a more pragmatic approach.
1950 • At Toyota Motor Company, Taichii Ohno and Shigeo Shingo
studied American production methods with particular attention to
Ford practices and the Statistical Quality Control practices of
Ishikawa, Edwards Deming, and Joseph Juran.
1951-1970 • Start of Operations Management Consulting Division. Initial codification
work
on TPS begins.
1973 • Toyota’s Education Department creates the first 200 page TPS manual in
Japanese.
4. 1980 • TPS is slowly identified in various Western books as various
topics(Kanban,5s etc).
1981 • Shigeo Shingo writes “A Study of the Toyota Production System”
from an Industrial Engineering Viewpoint.
1988 • First wholly owned U.S. facility Toyota Motor Manufacturing in
Georgetown, Kentucky is established.
1990 • Professors Jones, Roos, and Womack complete a 5 years
study of the transportation and published a book. The book
is entitled ‘The Machine that Changed the World’. Here
first the term LEAN was introduced.
1996 • Book ‘LEAN THINKING’ presented by Prof. Womack &
Johnes.
2000 • The worldwide reknownment of lean.
5.
6. Toyota is clearly a dominate leader in
automobile manufacturing today. The
principles employed at every level of the
company have certainly led to a standard of
quality that no one in the automotive
industry can argue with.
When these 14 principles are listed and
compared with some of the strategies that
United States automakers have employed, it
becomes clear why Toyota has succeeded as
it has.
7. The 14 principles are known as the "Toyota Way" and
are listed below:
1. Base your management decisions on long term
philosophies, even at the expense of short term goals
2. Create continuous process flow to bring problems to
the surface
3. Use pull systems to avoid over production
4. Level out the workload
5. Build in a method to stop and fix problems when
they are discovered, this ensures quality the first
time
6. Standardized tasks provide the foundation for
continuous improvement and employee
empowerment
7. Use visual control so no problems are hidden
8. 8. Use only reliable, thoroughly tested technology that
serves you people and processes
9. Grow leaders who thoroughly understand the work,
live the philosophy and can and do teach it to others
10. Develop exceptional people and teams who follow
your company's philosophy
11. Respect your extended network of partners and
suppliers by challenging them and helping them
improve
12. Go and see for yourself so that you completely
understand the situation
13. Make decisions slowly by consensus, thoroughly
consider all options; implement decisions rapidly
14. Become a learning organization through relentless
self examination and continuous improvement
9. By simplifying Toyota’s 14 Principles we have
got the 4 rules to become Lean.
Simplify, Structure and Standardize every
activity
Analyze, Simplify and Connect every process.
Connect visually employees to customers and
corporate objectives.
Improve continuously through work practices
and experimentation with employees
participation.
10. BUYER WANTS:
Low cost
High quality
Short lead time
Flexibility
COMPANY WANTS:
Profit
Repeat Business
Growth
11. FOR ACHIEVING JIT
Continuous flow
Pull system
Kaizen mind
RESPOND TO CUSTOMER DEMAND
Extra work force
Outsourcing
Overtime
Air shipment
12. INCREASING FACTORY PERFORMANCE BY-
Continuous flow
Problem solving techniques
Human system
Identifying Waste
Improve Productivity
Labour Development
14. Waste has a close relation to Lean
Manufacturing.
Lean Manufacturing can be defined as
“A systematic approach top identify and
eliminate waste (non-value-added activities)
through continuous improvement by flowing
the product at the pull of the customer in
pursuit of perfection.”
15. We can see in factory approach -
SELLING PRICE= MANUFACTURING COST + PROFIT
2 certainties to survive
Provide selling price
Assure Profits
16. In Market Approach (Lean)
MANUFACTURING COST = SELLING PRICE - PPROFIT
Work practices and
processes must be
simplified to ease the cost
design
On time
Affordable price
Quality product
19. Waste is anything that does not contribute to
transforming a part to the customer’s needs.
Essentially, a “waste” is anything that the
customer is not willing to pay for.
Waste is really a symptom rather than a root
cause of the problem.
Waste points to problems within the system
(at both process and value stream levels).
20. Two types of actions for WASTE
Waste = can be 100% eliminated
Waste = can be reduced or simplified
Waste has major effects on-
Labor Utilization
Machines Utilization
Space Utilization
22. Produce more than demand
or produce it before it is
needed.
Causes for over production
waste include:
Wrong Takt time
Long process setup
Unleveled scheduling
Unbalanced work load
•Over Production
23. Any inventory that exceeds
what is needed to meet
immediate customer
requirements.
Causes of excesses inventory
includes:
Product complexity
Unleveled scheduling
Unreliable shipments by
suppliers
•Excess Inventory
24. Any idle time not spent
performing work.
Causes of waiting waste
includes:
Unbalanced work
activities.
Long process setup
times.
Upstream quality
problems.
•Waiting
25. Instead of automating wasted
motion, the operator itself
should be improved.
Causes of motion waste include:
Poor people or machine
effectiveness.
Inconsistent work methods.
Unfavorable facilities or cell
layout.
Poor workplace organization
and housekeeping
Extra “busy” movements
while waiting.
•Excess Motion
26. Causes of transportation waste
includes:
Poor plant layout
Poor understanding of the
process flow for production
Staging areas are split far
Large batch sizes
Long lead time
Large storage areas
•Excess Transportation
27. Not taking advantage of
people’s abilities. The causes
of disconnectivity are:
Poor hiring practices
Low or no investment in
training
Low pay, high turnover
strategy
28. It is pure waste. Prevent the
occurrence of defects instead
of finding and repairing
defects.
Causes of processing waste include:
Weak process control
Poor quality
Unbalanced inventory level
Deficient planned maintenance
Inadequate education/training/
work instructions
Product design
Customer needs not understood
•Rework
29. All unnecessary processing
steps should be eliminated.
Causes for processing waste
include:
Product changes without
process changes
Over processing to
accommodate downtime
Lack of communications
Raw materials approval
Rely on papers and extra
copies/ excessive information
•Over Processing
30. The overall philosophy of Lean, i.e. Continuous
Improvement and the Elimination of Waste, is
best enforced through constant pressure to
reduce inventory and ship on time.
31. 1. V. S. M (Value Stream Mapping)
2. 5S (Workplace Organization)
3. Visual Control System
4. Quick Changeover
5. Cellular Manufacturing (Team Work)
6. TPM (Total Productive Maintenance)
7. Kanban (Instruction Card)
8. Kaizen
9. Standardization
10. Mistake proofing
11. Jikoda (Human Automation)
32. Value Stream Mapping is a method of
visually mapping a product’s production
path(materials and information) from “door
to door” to recognize waste and identify its
causes.
33. Value: Creating or making something of
value that a customer is willing to pay for.
Stream: Sequential flow of activities
needed to create work unit and deliver to
customer.
36. The very first step in VSM is to select the
product or product family on which VSM is to
be applied.
Some factors considered in selecting the
product family:
Large-quantity and high-revenue product
family.
Products sharing common processes.
Product expected to have a potential gain.
37. Mapping is done in 2 steps:
1. Gather raw data and information using a
data log sheet.
2. Drawing the current state with a pencil.
38.
39. Requires more art, engineering and strategy
than present state.
Need background knowledge in:
Cellular manufacturing
Takt time
Kanban
Setup reduction
Implementing change
Kaizen
Grouping technology
Lot sizing
40. Takt time
• Average time between production units
necessary to meet customer demand.
• Divide available time by required number
of units
• Get to the “beat” of the factory.
Takt time
=460 min/504 pcs
=0.91 min/pc
=55 sec/pc
41. Identify bottleneck processes
• The operation with the longest cycle time
• Determines total system output
• Becomes the primary scheduling point.
• A work balance chart is helpful
0
1
2
3
4
5
Spreading Laying Cutting Bundling
Work Balance
Balanced
situation
42. Value Stream Mapping helps to:
Visualize the product flow
Show links between information and material
and process
Identify sources of waste
Establish a clear future vision for the Value
Stream
Prioritize improvement activities
Focus attention on key activities that will
improve the lead time and reduce the Total Cost
of Product.
44. Special Thanks to –
Sohana Yasmin Sumi
Shah Ali Mollah
Shourav Biswas
Md. Faijul Haque
Ripon Kumar Saha
Safi Rashed
Md. Deloar Hossain
Kismot Abdul Quayum
Nirupom Paul
