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Lean Manufacture, Lean as a tool kit - Coggle Diagram
Lean Manufacture
the Lean workplace
control boards
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subjects
delivery performance, non-conformance record, lead time, training
no fixed format, emphasis on simplicity and effectiveness
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pull systems
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forms chain, customer is end
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sometimes not possible eg batch processes like heat treatment or titanium production for jet engines, at some point buffer inventory may be necessary
Kanban Card mechanism for pull signal, card has time between stations, no fixed format, can be electronic
quick changeover, Single Minute Exchange of Dies method
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versatility to produce different parts, failsafe designs minimise errors in changeover
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prerequisites
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standardise tool dimensions, heights (don't want to need to change something else before fitting new tool
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work study
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F. Taylor, improve efficiency in factory, on basis of management style X (19th cent)
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Taylor obsessed with efficiency and quantifiable metrics, subtle aspects of work ignored
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competitive pressure through global trade in 20th cent showed Taylor's rigid form leads to inefficiency and waste
definition of Lean
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Lean thinking can be applied to any process (industrial/office ie clean desk or hot desking policies
Lean organisations require cultural change in all staff, at all levels
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principles of Lean
aside from applying principles, company will
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Lean as a tool kit
Kaizen
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striving for continuous improvement, no process can ever be declared perfect, always room for improvement
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workers grouped in teams, leader organises and facilitates processes within team
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continuous change, resulting in small, incremental advances
PDSA
Plan: how change will be implemented (hypotheses, or propose countermeasures)
Do: carry out change, possibly in test phase
Study (check): check results of change, improvement?
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Kaizen Burst: a focused, short-term event (3-5 days) designed to achieve significant improvements within a specific process, doesn't move stuff around in VSM
5S
housekeeping, aims to help control the working environment
workplace is really well organised, everyone knows where everything is, any out of place or missing item is seen immediately
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Straighten: locate what remains in the best place (shadow boards, inventory footprints, trolleys etc
Sweep: frequent tidying and cleaning, cleaning = checking
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Process Mapping
central analysis and improvement tool for processes, guiding the use of other tools
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lead time diagram
identifies bottlenecks and queues in industrial and office processes (point of congestion which halts/slows down process)
two steps
each process element listed, start time, date and duration recorded and then translated into Gantt chart
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lead time generally dominated by relatively few steps, showing which should be studied more
real data must be used, best from shop floor, process cards accompany parts
analysis allows for tasks to be placed in order importance, thus longer lead times can be investigated
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value stream mapping
Learning to See Map, formalised method relating operations, suppliers and customers
intentions: showing clearly where problems/ issues, or opportunities lie
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process
1 identify need, driven by desire to reduce cost of process
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3 create VSM, a workshop (1-2 days)
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Performance Monitoring
monitor all stages of the process not just delivery (not just whole factory, each team monitors their own stage)
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helps understand health of process, answers
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