Lean Tools-Takt&leveling-STDVer-2-2010

LeanThinking;LineBalancing2010LiverpoolUniversityManagementSchoolProductionLevelling&TaktTimeAnalysisDrHSharifiLeanThinkingLeanToolsLeanThinking;LineBalancing2010ObjectivesTogivestudentsthenecessaryknowledgeandunderstandingoflinebalancingandproductionlevellingtechniquesandcalculationsneededtoenableanalysisofproductionsystemsinsearchofprocessimprovement.LeanThinking;LineBalancing2010LearningOutcomes•Understandtheconceptofstandardandstandardisation,andstandardwork;•understandthebenefitsoflinebalancingandlevellingproduction;•beabletocarryouttherelevantcalculationsandanalysistoenablelinebalancingandproductionlevellingforsingleandmultipleproduction;•appreciatethatproductionlevellingisaniterativeprocessandshouldberevisitedtofacilitatecontinuousimprovement.LeanThinking;LineBalancing2010PlanStreamLineFlowImpactofProductionLevellingStandardOperationLineBalancingProcessMutli-ModelProductUnderstandsbenefitsUnderstandsbenefitsGainsexperienceofStd.Ops.CombinationSheetUnderstandstheproductionlevellingprocessandcalculationsClassExamplesClassExerciseClassExamplesFullunderstandingofProductionLevellingLeanThinking;LineBalancing2010Flow:ALeanThinkingPrinciple•Aservicebeingprovidedforacustomerneedstomovethroughthesystemwithoutinterruption.•WomackandJones:find“waystolineupalloftheessentialstepsneededtogetajobdoneintoasteady,continuousflow,withnowastedmotions,nointerruptions,nobatches,andnoqueues.”•Waitingaddsnovalue—it’sawaste.LeanThinking;LineBalancing2010•Flowversusbatch-and-queueinthetraditionalmodeoffunctionsanddepartments.•Flowmanufacturing:amanufacturingmethodologythatpullsitemsfromsuppliersthroughasynchronizedmanufacturingprocesstotheendproduct.Theprinciplegoalisfasterresponsetocustomerdemand.Flow:ALeanThinkingPrincipleLeanThinking;LineBalancing2010•Linkingmanualandmachineoperationsintothemostefficientcombinationstomaximizevalue-addedcontentwhileminimizingwaste.•Eliminationofworkstagnationinandbetweenprocesses.•Idealcreationofonepieceflow:makingonepartandmovingonepart(incontrasttobatchandqueuematerialhandling).ContinuousFlowLeanThinking;LineBalancing2010StreamLineFlow•LongSet-ups•PoorQuality•HighInventory•MachineBreakdowns•PoorLayout•ImbalancedProduction•Smooth•Efficient•Uninterrupted•ShortestLeadTime•WasteIntolerantLeanThinking;LineBalancing2010TheConceptofFlowOurgaolisstreamlineflowLeanThinking;LineBalancing2010StreamlinedProductionFlowwithJITTraditionalFlowCustomersSuppliersCustomersSuppliersProductionProcess(streamofwater)Inventory(stagnantponds)Material(waterinstream)LeanThinking;LineBalancing2010Ex.:OldSystemforMakingStretchWrappersSawingMachiningWeldingSubassemblyStorageoffinishedgoodsStorageofpartsinprocessStorageofincomingcomponentsCratingStorageofPaintedFramesTouch-upFinalAssemblyFramePaintingStorageofrawmaterialsLeanThinking;LineBalancing2010EvilsofBatch-and-Queue•Increases……………….•Hides………………………..•Lengthens…………………………•Creates……………………………•Slows………………………………•Risks……………………………..LeanThinking;LineBalancing2010OneCell’sContinuousFlowMachiningWeldingSawingFinalassemblyworkTestingandshippingSubassemblyofrollcarriageSubassemblyofcontrolmoduleFramePaintingLeanThinking;LineBalancing2010TransitionStagesinLeanThinking(FordMotorCompany)•Phase1:ProcessStabilizationImproveproductionenvironment;predictable/reliableprocesses;totalproductivemaintenance,totalquality,poka-yoke,setuptimereduction,standardprocedures,clean&organizetheworkplace.Trainemployeesinleanthinking.•Phase2:ContinuousFlowReduceWIPandbatchsizes.Noneedtorunmachinesatfullcapacity.Unitpartscanplowinsmallorsinglequantitiesbetweenworkstations.LeanThinking;LineBalancing2010•Phase3:Synchronousproduction.Followweeklyproductionschedules.•Phase4:PullauthorizationToauthorizeproduction,partsmustbe“pulled”bysuccessiveworkstations.Kanbansdictateproduction.•Phase5:BalancedproductionAllprocessproduceataconstantlevelandcontinuousrate.Everyparttypeismadedaily;partsflowcontinuously.TransitionStagesinLeanThinking(FordMotorCompany)LeanThinking;LineBalancing2010Just-In-TimeProductionControl•PullSystem•LoadLeveling•One-PieceFlow•PacemakerLoop•ContinuousFlowLeanThinking;LineBalancing2010•WorkbalancingmaximizesoperatorefficiencybymatchingworkcontenttoTAKTtimeWorkBalancing/TAKTTime•Balancedplant:Aplantwhere...............................................................•Balancedproduction:alloperationsorcells........................LeanThinking;LineBalancing2010Introduction–ProductionLevellingAProductionLine:•isdesignedtodividecomplextasksintosmall,easy-to-learnsegments•consistsofaseriesofworkstationsatwhichoperatorsperformthesetasksoneachproduct•isdesignedtoensureproductioncanmeetthedemandrate•Theremaybeprecedencerequirementsthatmustbeenforced.•Productionlevellingistheproblemofassigningtaskstoworkstations.•Tasktimesvarysotruebalanceisrarelypossible.•Thisleadstoworkstationidletime.LeanThinking;LineBalancing2010ObjectivesofProductionLevellingWorkstation1ToassigntaskstoworkstationssothateachstationhasanequalworkloadLeanThinking;LineBalancing2010TechniquestoSolveLineBalance/Sequencing&Production