13. Lean Manufacturing

13. Lean Manufacturing - Lean Manufacturing g In the...

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Lean Man ufacturing
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In the beginning, When : August 15, 1945 Where : Japan Who : Toyoda Motor Company Kichiro Toyoda Taiichi Ohno What : To enter into the autom there was need. How? y obile industry.
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Reality US dominance roductivity ratio: productivity ratio: 1 to 9 then. . Taiichi Ohno’s trip to USA: 1. Ford production ystem system 2. Supermarket
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Resp “ apanese people must Japanese people must •Goal: Waste Elimination •Holistic Perspective as oppose to R onse e asting omething ” be wasting something. . eductionism.
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The Lean Revolu roots in Japanese cultural, g istory history space and resource lim conservation built in th systems-oriented as op scientific roots tion from Japan eographic and economic itations e culture posed to reductionist
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Wa Any activity or output tha ut does not add alu but does not add valu customer . ste t consumes resources s perceived by the e as perceived by the
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•Batch production •Bottlenecks onuments Monuments •Long setup times •Lack of continuous flow •Unnecessary production Inventory •Unavailable, inaccurate, u Waiting and/or late information •Jobs in queue waiting for resources •Long setup time Mu otion Transpo Motion •Need for access to data storage •People are not co-located •Need to walk to tools •Inefficient fa •Lack of cont •Lack of righ •Lack of mult •Non-value a •Batch menta •Lack of standard operations •Poor work instructions and training •Inadequate supplier quality isunderstanding of customer needs •Misunderstanding of customer needs •Need for adjustments •Inadequate Testing •Lack of communication between customer and manufacturer Rework •Not identifying customer values ot asking 5 Why’son a Processing •Not asking 5 Why s on reason for process •Variation •Fine tuning beyond required •Over designing da OverProduction •Over analysis •Excessive test points •Duplicate tasking rtation •Batch production •Building to a forecast •Traditional productivity measurements •Long setup times •Lack of standard work cility layout tinuous flow t sizing ti-skilled workers dded operations ality
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CHANGE AS A W POLICY DEP TIME BASED COMPE- JIT AND LEAN EMPLO INVOL VOICE OF THE CUSTOMER TITION MFG. MEN DFM/A MULTI-SKILL WORKERS LINE STOP JIDOKA SMED VISUAL REFILL POKA-YOKE ADJUSTMENT ELININATORS HANDEASHI ean encompasses a set of mutually o 5-S STANDAR WORK VISUAL CONTROL PROCESS MEASURES 5-WHYS Lean encompasses a set of mutually-po and tools creating a cycle of co A HOUSE WITHOUT WASTE WAY OF LIFE LOYMENT VALUE ADDING MANAG YEE VE- TOTAL QUALITY MANAGFE- PROFITABILITY & EMPLOYMENT STABILITY -EMENT T MENT SUPPLIER CERT. MIXED MODELING QFD TPM MAKE IT UGLY SUPER- MAKETS ANDON PULL PRODUCTION itively inforcing concepts practices RIGHT SIZING STANDARD WIP SINGLE PIECE FLOW TAKT TIME RD sitively-reinforcing concepts, practices ntinuous improvement (Kaizen)
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Five (5) Steps to alue: ustomer 1. Value: Customer 2. The Value Stream : Follow 3. Flow : Eliminate Waste 4. Pull : Just-in-Time (JIT) 5. Perfection : Kaizen Becoming Lean the Product
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This note was uploaded on 04/10/2008 for the course MFE 331 taught by Professor Moon during the Spring '08 term at Syracuse.

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13. Lean Manufacturing - Lean Manufacturing g In the...

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