12 lean manufacturing

Arif Rahman – The Production Systems 1
Slide 12
Introduction to
Lean Manufacturing
Arif Rahman

Arif Rahman – The Production Systems
Lean Manufacturing History
2

3

4

Lean Manufacturing Objectives
5
Kanban
Reduced set-up time
Smaller lot size
Production smoothing
Standardization
Uniform and invariable
output rate
Multiskill workers
Streamlined process
design
Flexibility and versatility
Increased flexibility
COMPONENTS
OF LEAN
MANUFACTURING
LEAN
MANUFACTURING
SYSTEM
Less scrap
Better quality
Less raw material
Less work-in-process
Fewer finished goods
Increased teamwork
Higher worker
motivation
Saved space
Increased productivity
Increased worker and
equipment efficiency
OBJECTIVES
OF LEAN
MANUFACTURING

Difference Between Lean and Traditional
6

Lean Menufacturing Considerations
7

Toward World Class Manufacturing
8

Lean Manufacturing and
Waste Elimination
9

Lean manufacturing or lean production is a
manufacturing system performs a systematic method for
waste elimination or reduction and also maintain
productivity.
Lean takes into account waste (muda 無駄 ),
unevenness in work loads (mura 斑 ), and overburden
(muri 無理 )
Lean Manufacturing
10

Waste is ‘anything other than the minimum amount of
equipment, materials, parts, space, and workers’ time
which are absolutely essential to add value to the
product. (Fujio Cho of Toyota)
Waste is everything if it doesn’t add value. (Henry
Ford,1920)
Waste (Muda 無駄 )
11

Three types of operation that are undertaken in
manufacturing system can be categorized into:
Non-value adding (NVA). It is pure waste and involves
unnecessary actions. It should be eliminated completely.
Necessary but non-value adding (NNVA). It may be
wasteful but is necessary. It should be reduced by making
major changes
Value-adding (VA). It is the conversion or processing of
material. It could be simplified to increase efficiency.
12

Overproduction
Excess inventory
Transportation and handling activities
Idle and waiting
Inappropriate processing
Unnecessary motion & movement
Defects & rejects
13

14
Materials Machines Manpowers
Transportation
Excess
Inventory
Defect
Inappropriate
processing
Over-
production
Waiting
Unnecessary
Motion
Distance
Time
Material handling
Lot size
Buffer size
Crashed
Stock level
Replenishment
Turnover
Warehousing
Storage space
Degradation
Inefficiency
Nonconforming
Reject
Rework
Downgrade
Guarantee
Mistake
Cycle time
Speed
Lead time
Workload
Supervision
Error
Forecasting
Planning
Scheduling
Batch size
Shop floor control
Unsold
Unbalance
Setup
Warming
Downtime
Idle
Delay
Waiting
Layout
Ergonomic
Method
Movement
Search
Inspection
Counting

Hidden Obstacles since Overproduction & Inventory
• Poor scheduling
• Communication & Coordination problem
• Asynchronous capacity / Line imbalance
• Machine breakdown
• Quality problems (reject & reprocess)
• Long transportation / Inefficient layout
• Vendor delivery
• Bad design (long setup & processing time)
• Work force problem (unskilled, shortage &
absenteism)
15

“Just in case” production system to anticipate :
¤ Risk of quality defect
¤ Downtime caused by facility failure
¤ Opportunity losses due to not satisfy surge in demand
Problems :
¤ Unecessary processing
¤ Excess products must be held as inventory
¤ Perishable product
¤ Obsolescence
Solution :
¤ Just In Time.
¤ Pull System and kanban system
Waste of Overproduction
16

Types of inventory :
¤ Finished product inventory and buffers to decouple workcenters
¤ Material, part, component or subassembly inventory
¤ MRO supply inventory
Problems :
¤ Storage space
¤ Warehousing and housekeeping
¤ Quality degradation
Solution :
¤ Small replenishment lotsize and kanban system
¤ Keiretsu and vendor managed-inventory
¤ Heijunka and quick changeover (SMED or RETAD)
Waste of Excess Inventory
17

Transportation and handling acitivities :
¤ Material handling and transportation inside or outside of plant
¤ Equipment and tools movement
Problems :
¤ Facility layout and production flow
¤ Distance and time of material transfer
¤ Material handling facilities, resources and costs
Solution :
¤ Facility re-layout
¤ Use gravity to material handling
¤ Unitizing equipment and transfer lot size
Waste of Transportation
18

Waiting and idles:
¤ Resources idles caused by no-job or no-material
¤ Material queue before being moved or processed
¤ Operator idles during machine failure or machine processing
Problems :
¤ Non-productive activities
¤ Underutilizing resource capacity
¤ Time wasting
Solution :
¤ Scheduling
¤ Assignment and allocation
¤ Quick changeover
Waste of Waiting
19

Useless extra processing:
¤ Processing beyond the standard required
¤ Re-process and/or re-check
¤ Inefficient processing
Problems :
¤ Overprocessing
¤ Underutilizing resource capability
¤ Rework for refinement
Solution :
¤ Specification clarification
¤ Design for manufacture and assembly
¤ Assignment and allocation
Waste of Inappropriate Processing
20

Non value added motion:
¤ Setup and adjustment, loading and unloading
¤ Inspection : monitoring, checking, counting, or measuring
¤ Searching part or tool
¤ Other unnecessary motion or movement
Problems :
¤ Waste of time and waste of energy
¤ Fault and error
Solution :
¤ Standardization : 5S, motion study and ergonomic
¤ Design for manufacture and assembly
¤ Poka yoke
Waste of Unnecessary Motion
21

Defective and failure :
¤ Start-up rejects
¤ Production rejects
¤ Quality degradation
Problems :
¤ Scrap material and useless process
¤ Repair or reprocess
¤ Setting adjustment
Solution :
¤ Quality control and quality engineering
¤ Kaizen and kaikaku
¤ Quality circle
Waste of Defect
22

23

Transient demand fluctuations with wide variance leads
unevenness in workload.
¤ Speed up or slow down production rate
¤ Enlarge or reduce production batch
Problems
¤ Unstandardized and inconsistency production
¤ Inefficiency and losses
Solution
¤ Work study and standardization
¤ Heijunka (production leveling/smoothing)
Unevenness (Mura 斑 )
24

It assigns production facility beyond its designed
capacity.
Problems
¤ Fatigue or deterioration or failures
¤ Shortened economic lifetime or premature wear-out period
Solution
¤ Ergonomic design
¤ Total productive maintenance
Overburden (muri 無理 )
25

Simplify
¤ Housekeeping management (5S)
¤ Design for Manufacture or Assembly (DFMA)
¤ Design for Disassembly
¤ Foolproof Mechanism (Poka Yoke)
Combine
¤ Multiple machine handling (line balancing)
¤ Rapid exchange of tooling and dies (SMED)
¤ Multi item pallet
Eliminate
¤ Standardizing die height (eliminate adjustment)
¤ Eliminate unnecessary transportation & double handling
Method Engineering to Reduce Waste
26

Waste Elimination
27

Waste Elimination
28

House of
Lean Manufacturing
29

House of Lean Manufacturing
30

31

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Continuous Improvement (Kaizen, Kaikaku, Quality Control Circle)
QualityAssurance(zerodefect,robustdesign)
Maintenance(Corrective,Preventive,Predictive)
Setupreduction(SMEDatauRETAD)
Autonomation(Jidoka,Andon)
LineBalancing(Shojinka,,CellManufacturing)
JustInTime(TaktTime,SmallBatchSize)
LevelProduction(Mixedscheduling,Heijunka)
PullSystem(Kanban,Keiretsu)
LEAN MANUFACTURING SYSTEM
Workplace Improvement (seiri – seiton – seiso – seiketsu – shitsuke)
Policy Deployment (Hoshin Kanri)
ProcessSimplify(Interchangeableparts,DFMA)
Standardisation – Visual Management – Foolproof Mechanism (Poka Yoke)
Waste Elimination (Mura, Muri, Muda)

33

34
CASH-FOW – COST
SECURITY – LEAD TIME QUALITY

Principles of
Lean Manufacturing
35

Philosophy (long term thinking)
Process (eliminate waste)
People and partners (respect,
challenge to achieve more,
grow leaders)
Problem-solving (continuous
improvement and learning)
4P Model of The Toyota Way
36

Section I – Long-term PHILOSOPHY
¤ Principle 1 : Base the management decisions on a
long-term philosophy, even at the expense of short-
term financial goals.
Principles of Lean Manufacturing
37

Section II – The right PROCESSes will
produce the right result
¤ Principle 2 : Create continuous process flow to bring
problem to the surface.
¤ Principle 3 : Use “pull” system to avoid
overproduction.
¤ Principle 4 : Level out the workload (heijunka).
¤ Principle 5 : Build the culture of stopping to fix
problems to get quality right the first time.
38

Section II – The right PROCESSes will
produce the right result
¤ Principle 6 : Standardize tasks are the foundation for
continuous improvement and employee
empowerment.
¤ Principle 7 : Use visual control so no problems are
hidden.
¤ Principle 8 : Use only reliable, thoroughly tested
technology that serves your people and processes.
39

Section III – Add value to the organization
by developing PEOPLE and partners
¤ Principle 9 : Grow leaders who thoroughly
understand the work, live the philosophy and teach it
to others.
¤ Principle 10 : Develop exceptional people and teams
who follow the company’s philosophy
¤ Principle 11 : Report the extended network of
partners and suppliers by challenging and helping to
improve.
40

Section IV – Continuously solving root
PROBLEM drives organizational learning
¤ Principle 12 : Go and see to thoroughly understand
the situation (genchi genbutsu).
¤ Principle 13 : Make decisions slowly by consensus,
thoroughly considering all options, implement
decisions rapidly.
¤ Principle 14 : Become a learning organization
through relentless reflection (hensei) and continuous
improvement (kaizen).
41

Problem
Solving
Process
42
1. Initial Problem Perception
(Large, vague, complicated problem)
2. Clarify the Problem
The Real Problem
3. Local Area/
Point of Cause
Point of Cause
Root Cause
Direct Cause
Cause
Cause
Cause
Cause
4. 5 Why? Investigation
of Root Cause
When,
Who,
Where,
Which,
What
Basic Cause and Effect
Investigation
5. Countermeasure
6. Evaluate
7. Standardize
Grasp the
Situation
Cause
Investigation
Why
Why
Why
Why
Why

Just In Time
43

Just-in-time (JIT) manufacturing is a
methodology aimed primarily at reducing times
within production system as well as response
times from suppliers and to customers.
It controls to produce the right items of the right
specification (quality) in the right amount
(quantity) at the right time (schedule) using the
right resources (facilities) with right rate
(effectiveness)
Just In Time Manufacturing
44

Just In Time Manufacturing Blocks
45
JITProduct
Design
Process
Design
Human/Organizational
Elements
Manufacturing
Planning and
Control

46
Product Design
¤ Few bill of material levels.
¤ Manufacturability in production cells.
¤ Achievable quality.
¤ Appropriate quality.
¤ Standard parts.
¤ Modular design.

47
Process Design
¤ Setup/lot size reduction.
¤ Quality improvement.
¤ Manufacturing cells.
¤ Limited work-in-process.
¤ Production bandwidth.
¤ No stockrooms.
¤ Service enhancements.

48
Human/Organizational Element
¤ Whole person.
¤ Cross training/job rotation.
¤ Flexible labor.
¤ Continual improvement.
¤ Limited direct/indirect distinction.
¤ Cost accounting/performance measurement.
¤ Information system changes.
¤ Leadership/project management.

49
Manufacturing Planning and Control
¤ Pull systems.
¤ Rapid flow times.
¤ Small container sizes.
¤ Paperless systems.
¤ Visual systems.
¤ Level loading.
¤ Close purchasing/vendor relationships.

Just In Time Improves Cost, Quality & Quantity
50

Just In Time Adapts to Demand Changes
51

Just In Time Reduces Lead Time
52

Just In Time Uses Visual Control
53

Continuous Improvement
54

Kaizen ( 改善 ) is continuous improvement using
small incremental changes involving everyone,
every day and everywhere.
Kaikaku ( 改革 ) is leap forward improvement to
perform large transformation of fundamental
changes in the existing situation.
Kakushin ( 革新 ) is breakthrough improvement
by innovation, reformation or renewal that will
form a complete changes from the current
situation.
3 K’s of Lean Improvement
55

3 K’s of Lean Improvement
56
改善
Kaizen
改革
Kaikaku
革新
Kakushin

Genchi Genbutsu ( 現地現物 ) means "go and
see"
It suggests to go to “actual place” (genba, 現場 )
in order to observe the “real situation” (genbutsu,
現物 ) and explore “facts” (genjitsu, 現実 ). It also
recommends to apply relevant “theory” (genri, 原
理 ) and “rule” (gensoku, 原則 )
It provides key principle of problem solving.
Genchi Genbutsu ( 現地現物 )
57

Genba ( 現場 ) describes ‘where’ the thing
occurs.
Genbutsu ( 現物 ) describes ‘what’ is occurring at
each step.
Genjitsu ( 現実 ) describes ‘how’ and ‘why’ the
thing is performed at current situation.
Genri ( 原理 ) refers to ‘theory’ that aids problem
solving.
Gensoku ( 原則 ) refers to ‘rule’ that leads
problem solving.
Genchi Genbutsu ( 現地現物 )
58

Kobetsu Kaizen ( 個別改善 ) refers to the "focused
improvement" of individual or small group
environment for further efficient systems.
Quality Circle is a participative management
technique within organizations in which small
teams of (usually 6 to 12) employees voluntarily
form to define and solve work-related problem.
Deming Cycle, or PDCA Cycle, is a continuous
improvement model consisting out of a logical
sequence of four repetitive steps : Plan, Do,
Check and Act.
Kobetsu Kaizen ( 個別改善 )
59

Kobetsu Kaizen ( 個別改善 )
60
Quality Circle
Deming
Cycle

5S and Visual Control
61

5S Terms
62
Japanese English Bahasa
5S 5S CAN DO 5S 5R
Seiri 整理 Sort Classify Sisih Ringkas
Seiton 整頓 Set in order Arrangement Susun Rapi
Seiso 清掃 Shine Neatness Sasap Resik
Seiketsu 清潔 Standardize Discipline Sosoh Rawat
Shitsuke 仕付け Sustain Organize Suluh Rajin

5S Series
64

5S Implementation
65

Shop floor is where value added activities take
place.
Shop floor is dynamic. Direct observation on
regular basis is critical to understanding.
Organized and systemized work environments:
¤ Improve process flow
¤ Make your job easier
The goal is to have
essential items always
in the same spot close
at hand
Shop Floor Messy problem
66

If there is space, it will get filled!
¤ Items once needed, no longer used.
¤ “Temporary” items.
¤ Duplicate items
¤ Broken items.
¤ “Stuff”
Time spent looking for things.
First in first out problem.
Storage Messy Problem
67

Give an opportunity to provide creative input to
workplace design.
Make the workplace more pleasant to work in
Make job more satisfying
Remove many obstacles and frustations
Enable to manage the tasks more effective
Make it easier to communicate with others
Benefits of 5S for Labor
68

Reduce changeover time, bring product
diversification
Reduce defects, bring quality
Reduce waste, bring efficiency
Reduce delay, bring reliable deliveries
Reduce accidents, bring occupational safety
Reduce equipment failures, bring availability
Reduce complaints, bring confidence and trust
Reduce dissatisfaction, bring corporate growth
Benefits of 5S for The Company
69

Ensuring each item in a workplace is in its
proper place or identified as unnecessary and
removed.
Classify “Needed, Not Needed & Maybe”
Keep the needed, dispose the not needed, and
send the maybe to the central holding area
Get rid of unnecessary stuff
¤ Bare essentials for the job
¤ Red Tag system
¤ Can tasks be simplified?
¤ Do we label items, and dispose of waste frequently?
Leave only the bare essentials
Seiri – 整理
70

Seiri – 整理
71
Red-tag
targets
Types of items
Physical areas
Inventory
Equipment
Raw materials, procured parts, processing parts, in-process
inventory, assembly parts, semifinished products, finished
products
Machines, equipment, jigs, tools, cutting bits, gauges, dies, carts,
conveyance tools, worktables, cabinets, desks, chairs, supplies
Floors, walkways, operation areas, walls, shelves, warehouses

Sort items by frequency of use. Set in order.
Classify “Frequent, Likely & Rare”
Place frequently used items near. Store
infrequently used items away. Consider
ergonomics of reaching items.
Arrange materials and equipment
¤ Prepare and label storage areas
¤ Use paint, outlines, color-coded
¤ Neat and orderly flow (first in first out)
Arrange things so they are easy to find,
use, and put away
Seiton – 整頓
72

Seiton – 整頓
73
Standardization
and
Visual Control
Standardization of
where things are
kept
Machinery
standardization
Operation
standardization
Drawing
standardization
Clerical process
standardization
Inventory
standardization
Communication
standardization

Repair, clean & shine work area
Important for safety, free of hazard
Maintenance acitivity :
¤ Repair the leakages such as oil leaks.
¤ Maintain tools and equipment in top condition, always ready to
be used.
¤ Schedule for cleaning, sweeping, wiping off
¤ Cleaning inspection checklists
Workspace always ready to work
See workspace through customers’ eyes (or
other senses). Keep everything clean and
safe.
Seiso – 清掃
74

Seiso – 清掃
75
General Cleanup and Maintenance Activities
Clean Safe Reliable
Rubbish
Dust &
scrap
Water &
oil leaks
Irregularities
Keep
everything
clean and
safe

Formalize procedures and practices to ensure
consistent implementation of seiri-seiton-seiso.
Prevention steps for clutter.
Everyone knows what they are responsible for
doing, when and how
5S recognition board :
¤ 5S agents of area who are responsible for 5S implementation
¤ Procedure, checklist and performance achievement
¤ Visual 5S – see status at a glance (before & after picture)
Cleanliness & Organization must become
routine practice in work areas.
Seiketsu – 清潔
76

Seiketsu – 清潔
77

Seiketsu – 清潔
78
BEFORE AFTER

Keep the processes going through training,
communication, and organization structures
Allocate time for maintaining
Create awareness of improvements
Management support for maintaining
Training, rewards
5S day, 5S patrol, 5S audit, 5S competition
Commitment to previous four pillars;
constantly providing process improvement.
Shitsuke – 仕付け
79

Shitsuke – 仕付け
80

Strategic Deployment
81

Hoshin Kanri is a systematic annual process led
by senior executives—and preceded by
Strategic Management activities—for
developing, deploying, and accomplishing
policies (objectives + strategies) through
coordinated organization-wide activities and the
rigorous application of the PDCA cycle.
Hoshin Kanri - 方針管理
82

83

84

Hoshin Planning Matrix
85

Change Proficiency – Knowledge Management
86

87
Mission
Vision
Values
Bus. Models
Industries
Countries
Markets
Customers
Structure(s)
Systems
Partners
M&A
Products
Services
Priorities
Strategy 1
Strategy 2
Strategy 3
Policy 1
Strategic Management
(7 Strategic Tools & 7 New QC Tools)
Long-Term Plan
Mid-Term Plan
Daily Management & Small Group Activities (7 Basic QC Tools)
L Team
Objective
Strategy 1
Strategy 2
Strategy 3
Policy 2
Objective
Hoshin Kanri
(7 New QC Tools & 7 Basic QC Tools)
CFM
Action Plans, Execution,
Results, & Reviews
P
DC
A
P
DC
A

Seven Basic Tools
88

Seven New Tools
89

Seven Steps of Hoshin Kanri
90

Value Stream Mapping
91

Special type of flow chart that uses symbols known as
"the language of Lean" to depict and improve the flow of
inventory and information
A way to keep track of goods and materials as they
move through the product creation process that helps a
business boost productivity and reduces waste
A typical value stream mapping process will begin with
the delivery of raw materials, proceed through
intermediate states of production, and then conclude
with the creation of a finished product ready for sale to
consumers.
92

Value stream mapping & analysis
strengthens the gains by providing vision
and plans that connect all improvement
activities
Value stream mapping & analysis is a tool
that allows you to see waste, and plan to
eliminate it
93

Five Principles of VSM
Specify value from the
standpoint of end
customer
Identify the value stream
for each product family
Make the product flow
So the customer can pull
As you manage toward
perfection
94

VSM
95

VSM Symbols
96

Tools to Define and Analyze
Wastes
97

Process activity mapping
Supply chain response matrix
Production variety funnel
Quality filter mapping
Demand amplification mapping
Decision point analysis
Physical structure mapping
Value Stream Analysis Tools (VALSAT)
98

Value Stream Analysis Tools (VALSAT)
99

Process Activity Mapping
100

Supply Chain Response Matrix
101

Production Variety Funnel
102

Quality Filter Mapping
103

Demand Amplification Mapping
104

Decision Point Analysis
105

Physical Structure Mapping
106

Tools to Eliminate and
Reduce Wastes
107

Keiretsu ( 系列 ) is a set of companies with
interlocking business relationships and
shareholdings. This system helps insulate each
company from stock market fluctuations and
takeover attempts.
Zaibatsu ( 財閥 ) is an industrial and financial
business conglomerate. It is large family-
controlled vertical monopoly holding company.
Keiretsu - 系列
108

Keiretsu - 系列
Keiretsu ( 系列 )
Controlled by professional
managers
Decentralized (interlocking
ownership)
Zaibatsu ( 財閥 )
Largely controlled by
funding families
Ownership – centralized
(hierarchical)
109

Horizontal keiretsu (also known as financial keiretsu) is
that it is set up around a bank through cross-
shareholding relationships with other companies. The
bank assists these companies with a range of financial
services.
Vertical keiretsu (also known as industrial keiretsu) are
used to link suppliers, manufacturers, and distributors of
one industry. One or more subcompanies are created to
benefit the parent company.
Type of Keiretsu
110

Mitsubishi – Horizontal Keiretsu
111

Toyota – Vertical Keiretsu
112

Toyota – Vertical Keiretsu
113

Vendor Managed Inventory (VMI)is an approach to
inventory and order fulfillment in the way that supplier,
not the customer, is responsible for managing and
replenishing inventory.
VMI stands for granting inspection of the sales profile of
a specific item to the supplier will optimize the
replenishment policy and ensure the pre-defined service
level towards the end users of his customer.
Vendor Managed Inventory
114

Conventional Inventory
Customer
¤ monitors inventory levels
¤ places orders
Vendor
¤ manufactures/purchases
product
¤ assembles order
¤ loads vehicles
¤ routes vehicles
¤ makes deliveries
Customer
¤ trusts the vendor to
manage the inventory
Vendor
¤ monitors customer’s
inventory
• customers call/fax/e-mail
• remote telemetry units
• set levels to trigger call-in
¤ controls inventory
replenishment & decides
• when to deliver
• how much to deliver
• how to deliver
115

116

Seiryunka ( セル生産 ) or Cell Manufacturing
refers to the concept of grouping machines into cells,
each cell specializing in the production of a part family
that has similar processes and tooling
Ikko Nagashi( 一個流し ) or One Piece Flow
refers to the concept of moving one workpiece (small
batch) at a time between operations within a workcell. It
breakdowns the origin batch into smaller batch.
Chaku chaku ( 着着 ) or Steadily refers to the
concept of controlling production steady, stationary and
synchronously.
Seiryunka - セル生産
117

Seiryunka - セル生産
118

Shojinka ( 諸人家 ) refers to flexible workforce. It
adjusts the number of workforce and their assignment to
meet production requirements with any demand changes
Shoninka ( 諸任家 ) refers to reduction in the
workforce. It improves work procedures, machines, or
equipment to simplify and eliminate manual operation, in
order to reduce workforce.
Shoryokuka ( 諸力家 ) refers to reduction in work
hours required to produce a unit. It adds small machines
or devices to aid the task faster.
Shojinka - 諸人家
119

120

121

Heijunka ( 平準化 ) refers to smoothed production. It
breakdowns demands into smaller batches (lot), arrange
them into mixed scheduling, and levels the loads.
Junjo-biki ( 順序 ) or Mixed Scheduling refers to
the process of developing one or more schedules to
enable mixed-model production. It makes different
sequence products every day, according to the daily
anticipated demand, to avoid inventory accumulation
It needs to cut setup time using SMED or RETAD and to
shorten processing time through Small-Sized Batch
Production.
Heijunka - 平準化
122

Heijunka - 平準化
123

Single Minute Exchange Dies (SMED) or
Rapid Exchange Tools and Dies (RETAD) is a
set of concepts and techniques to reduce setup
time for startup or changeover.
There are two kind of setup :
¤ Internal setup. It refers to those setup actions that
inevitably require that the machine be stopped
¤ External setup. It refers to actions that can be taken
while the machine is operating
SMED
124

Four Major Concepts :
Separate the internal setup from the external
setup.
Convert as much as possible of the internal
setup to the external setup.
Eliminate the adjustment process.
Abolish the setup step itself.
SMED
125

Six Techniques :
Standardize the external setup actions.
Standardize only the necessary portions of the
machine.
Use a quickfastener.
Use a supplementary tool.
Use parallel operations.
Use a mechanical setup system.
SMED
126

Procedure For Setup Improvements
1.Differentiate between external and internal
setup.
2.Separate external and internal setup.
3.Convert internal setup into external setup if it’s
possible.
4.Improve the operations to shorten the internal
setup time. Improve the equipment to promote
further reduction in internal setup time. Challenge
to reduce the setup time to zero
SMED
127

SMED
129

Design for Manufacture and Assembly
(DFMA) is an integrated set of methodologies to
design for ease of manufacture and/or assembly
DFMA
130

DFMA Principles
Minimize parts count.
Encourage modular assembly.
Stack assemblies.
Eliminate adjustments.
Eliminate cables.
Use self-fastening parts.
Use self-locating parts.
Eliminate reorientation.
Facilitate parts handling.
Specify standard parts.
DFMA
131

DFMA
132

DFMA
133

DFMA
134

Poka Yoke ( ポカヨケ ) or mistake proofing is
any mechanism in any process that helps an
equipment operator avoid (yokeru, 避ける )
inadvertent mistakes (poka, ポカ ), especially
since fools (baka, ばか ).
Its purpose is to eliminate product defects, process
failures or other operational risks by preventing, warning,
correcting, or drawing attention to human errors.
Poka Yoke - ポカヨケ
135

136
Poor Condition
Adverse
Mental State
Adverse
Physiological
State
Physical
Limitation
Pure Human
Error
Decision Error
Action Error
Violation
System
Induced
Human Error
Organizational
Influences
Inadequate
Supervision
Design
Induced
Human Error
Fundamentally
Wrong Design
Interface Error
Environment
Induced
Human Error
Physical
Environment
Influences
Non-physical
Environment
Influences
Human Error
Endogenous
Human Error
Exogenous
Human Error

Physical detection and control (contact methods)
¤ Identify items by their physical characteristics
Sequencing (motion-step methods)
¤ Indicate, discourage or prevent deviation from process steps
Grouping and counting
¤ Assure correct groupings, ordering, and the use of all and only
the correct components
Information enhancement
¤ Prevent failed or incomplete communications as well as enhance
existing communications
137

138
CutoutGuide Pins
Correctly Oriented Incorrectly Oriented

Jidoka - 自働化
139
Jidoka ( 自働化 ) is the principle of stopping work
immediately when a problem occurs.
Production machines operate autonomously as long as
they are functioning properly. When they do not function
properly since an abnormal condition, they are designed
to stop immediately.
Jidoka enables operations to build in quality. It highlights
the causes of abnormality problems and leads to quality
improvements by eliminating the root causes of defects.

Jidoka - 自働化
140
Jidoka steps :
1.Detect the abnormality.
2.Stop.
3.Fix or correct the immediate condition.
4.Investigate the root cause and install a countermeasure.
1 2 3 4

Jidoka - 自働化
141
The Evolution toward Jidoka
Manual feed and
watch machine cycle
Watch machine cycle Self-monitoring
machine
Automatic
Feed
Automatic
Feed
Andon
light

Jidoka - 自働化
142

Jishu Hozen ( 自主保全 ) or Autonomous
Maintenance refers to Total Productive Maintenance
(TPM) activities that involve operators in maintaining
their own equipment, independent of the maintenance
department.
The activities include: daily inspections, lubrication, parts
replacement, simple repairs, abnormality detection and
precision checks.
The goals of the program are to prevent equipment
deterioration, restore equipment to its ideal state, and
establish basic conditions needed to keep equipment
well maintained.
Jishu Hozen - 自主保全
143

144

145

Kanban ( 看板 ) is a signal card applied for
replenishment scheduling by production or
procurement in lean manufacturing.
Two kinds are mainly used: the withdrawal
Kanban and the production-ordering Kanban.
A withdrawal Kanban details the quantity which
the subsequent process should withdraw,
A production-ordering Kanban shows the
quantity which the preceding process must
produce.
Kanban - 看板
146

Kanban - 看板
147
Production-ordering Kanban
(In-process Kanban)
(Ordinary) Production Kanban
Kanban
Withdrawal Kanban
Triangular Kanban
Interprocess Withdrawal Kanban
Supplier Kanban
(for production other than lot production)
(for lot production)
Kanban post or rack
Kanban board

It’s end of slides…
… Any question ?
148

12 lean manufacturing

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