19. External elements of work can be completed while the machine is still running e.g. get the next tool, get all your clamps, get lifting equipment in place, put equipment away, etc. Internal elements of work can only be done while the machine is stopped e.g. change the tool, adjust the machine depth, sharpen a tool (which requires the machine to be stopped), etc..
40. How People Benefit from Lean Element Traditional Lean Improvement Communication Slow & Uncertain Fast & Positive Quality & Coordination Teamwork Inhibited Enhanced Effective Teams Motivation Negative, Extrinsic Positive, Intrinsic Strong Motivation Skill Range Narrow Broad Job Enrichment Supervision Difficult and Fragmented Easy & Localized Fewer Supervisors
41. How Customer’s Benefit from Lean Element Traditional Lean Improvement Response Weeks Hours 70-90% Customization Difficult Easy Competitive Advantage Delivery Speed Weeks-Months Days 70-90% Delivery Reliability Erratic Consistent & High Up to 90% Delivery Quantities Large Shipments JIT as Required Locks in JIT Customers Quality Erratic Consistent & High Delighted Customers
INSTRUCTOR NOTES: Summarize what some of the possible improvements that can be made utilizing some of the clamping devices available.
Usually moves in a u shape
Figure 1 page 27 dec 2005 Best feature (company to company collaboration) Internal collaboration Toyota vs. dell/wal-mart Kanban converting to RFid?
Show Figure 2 Toyota still most respected for quality and popularity, inventory results suggest that things are missing from the company's lean tool set Dell has annual improvement
Strategies for optimizing asset performance Financial value generated or enabled by physical assets. Physical assets – industrial facilities, manufacturing facilities, and equipment In stead of demanding financial improvements, cut heads and le those figure out, proper way is to find work process improvements to drive improved results and financial
Best approach is to focus on lean, maintenance, and reliability improvements simultaneously Stabilize production processes through equipment and process reliability while we challenge WIP , raw material and finished good buffers Process stability - By improving enable tight alignment btwn takt time and flow times, converted into smaller buffers, smaller overall cycle times and higher machine utilization
Visual controls – visible indicators for status, workorder, etc. 5s - Sorting . Refers to the practice of going through all the tools, materials, etc., in the work area and keeping only essential items. Everything else is stored or discarded. Simplifying . Focuses on the need for an orderly workplace. Sweeping , Systematic Cleaning, or Shining Standardizing . This refers to standardized work practices. Sustaining . Refers to maintaining and reviewing standards. Seven Wastes – anything customer won’t pay for is a waste: SMED – Poka-yoke – mistake proofing TPM – preventive maintenance, total QC, employee involvement, task sharing and maintenance
Challenged buffers – smaller buffers, fewer defects – process yield will increase creating complementary reduction in mtfg costs. Focus planted in the management of people processes within the maintenance function to eliminate waste and drive process reliability.
Unable to maintain the automatic efficiency needed throughout the manufacturing process Inaccuracies in information slowed production time and created inconsistencies for final product Got to a point where couldn’t trust system