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TPS AND LEAN MANUFACTURING SYSTEM - Coggle Diagram
TPS AND LEAN MANUFACTURING SYSTEM
JIT
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Produced right parts at right time
right quantity
using minimum resources
3 basic pinciples
continuous flow
takt time
pull system
Jidoka
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stopping work when problem occurs
self moving
Steps
detect abnormality
stop
fix or correct immediate condition
investigate root cause
4M in production
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method
material
machine
manpower
Stable process control (SPC)
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Steps
Make parts flow
identify and measure
visualize
analyze data & improvement
one-piece flow
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moving workpiece, parts between in small batches
Why?
improves flexibility
reduce inventory
detect defects
frees up space
unhide problems
7 basic tools
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flowcharts
checksheets
histograms
control charts
pareto diagrams
scatter diagrams
cause & effect diagrams
7 new tools
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network diagrams
prioritization matrices
interrelationship digraph
tree diagrams
PDPC
matrix diagrams
affinity diagram
Visual management advanced techniques
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Operation Control Boards
one-stop information on operation status
Obeya
one-stop information onfactory status
PDCA cycle
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Plan, prepare
define scope
Do, implemennt
solve implementation issues
Check, study
goals & solution (achieved &work respectively)
Act
solution worked, congratulated team
Standardized Work
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establish best work practices
designed by detailed study
minimizes process variations
benefits
maintain process stability
clear direction to operators
provides adequate training materials
No kaizen (no SW workplace)
How to develop
3 requirements
repetitive work
stable process
low equipment downtime
3 elements
work sequence
SW in process
takt time
3 documents
standard process capacity sheet
calculating workspace capacity
standard work combination work table
define working standard of operator
standard work chart
establish process layout
Takt time
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average time between demand for product
importance
as production capacity
daily operation rate
calculate working hours
Cycle time
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time to complete production from beginning to end process
Lead time
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time taken for 1 unit through operation from front to end
Work sequence
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work in precise detail
how?
record work sequence
confirm recorded work sequence
document work sequence
ensure documented work is followed
Standard WIP
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minimum material to keep standard work flowing
Time study
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Purpose
find operation difficulty
other LPS tools database
identify inconsistency of operation time
Yamazumi chart
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tools for line balancing
Hoshin Kanri
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steps
Establish organizational vision
3-5 year strategic plan
develop annual obejectives
deploy to depts
implementation
regular reviews
annual review
Genchi Genbutsu
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Go & see
genri
theory aids problem solving
gensoku
rule that leads problem solving
genbutsu
what is occuring
genba
where thing occurs
genjitsu
how & why thing is performed
3K's TPS improvement
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Kaikaku
transformation of fundamental
Kakushin
improvement by innovation
Kaizen
incremental changes
when
times are good
5s
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Seiketsu
Seiso
Seiton
Shitsuke
Seiri
Benefits
company
reduce defects
reduce waste
reduce changeover time
reduce delay
reduce accidents
reduce equipment failures
reduce complaints
reduce dissatisfaction
Labor
opportunity for creative input
make job satisfied
make pleasant workplace
remove obstacles & frustrations
enable effective task management
easier communcation with others
Value stream mapping
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stream
processes to identify
mapping
documenting every step in organization process
value
everything that customer willing to pay
Heijunka
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smoothed production
art of leveling production output
why?
follow build to order
produce what & when customer wants
uneven production from customer orders
leads to large inventory
need for balanced lean workflow
what it does
ensures high order fulfillment rate
ensures balanced internal production
stabilizes production volume
Shojunka
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attaining flexibility
increase productivity
alter number of workers
to realize
proper machinery layout design
well trained & versatile worker
continuous evaluation
Andon
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notify management
information tool provide instant warning