مصنع جولدى ( مصنع الثلاجات)
Chapter2
lean manufacturing concepts &
principles lean
manufacturing
·
objective of the kanban Rules 1_The Kanaban is a method of
Communication that provides ick up and
transportation
Information to the up stream process
2_ provides production requirements
information
3_ prevents overproduction and
excessive transportation
4_acts as a work order attached to
the goods
5_ prevents defective products
being passed down by identifying the producing
Process
6_ strives to drive down inventory
·
many forms of kanban there are many forms of kanban that can used to apply it in the plant
as shown in fig.2.5
. Fig.2.5. Forms of
kanban Chapter2
lean manufacturing concepts &
principles lean
manufacturing
*special case of kanban Kanban specific two cards . when the variety varies too much
a system of two cards is introduced
. 2 cards are attached to each
product
. the first is the withdrawal
kanban (move), which authorizes the transfer of material .
. thesecond is the roduction
kanban (make), which signals to production to commence its activity
. kanban stay in the work station
area –
. batches can be slit ( move can
br smaller than make ) .
Tighter form of a pull system
Fig.2.6 ! kanban Chapter2
lean manufacturing concepts &
principles lean
manufacturing
·
Icons of kanban used in VSM
Fig .2.7. !
icons of kanban Chapter2
lean manufacturing concepts &
principles lean
manufacturing
·
Build to FG supermarket ( Service Buffer) orDirect Fig.2.8!
FG_Barnes steps Example A! Build to a supermarket et
(supermarket schedule production)
1_ customer truck withdraws part
2_this trigger is a pull signal from
the super market
3_this pull signals is sent from
the supermarket to the assembly
4_ this signal is a make signal
Chapter2
lean manufacturing concepts &
principles lean
manufacturing
Principle (1) : base your
management decision on long-term philosophy, Even at the expense of short
–term financial goals: Generate value for the customer, society,
and the economy – it is your starting point evaluates every function in the
company in term of its ability to achieve this.
Be responsible strive to decide
your own fate act with self –reliance and trust in your own abilities accept
responsibility for your conduct and improve the skills that enable you to
produce added value
Principle (2): create a
continuous process flow to bring problems to the surface. Redesign work processes to achieve
high added continuous flow
Create flow to move material and
information fast as well as t link processes and people together so that
problem surface right away.
Make flow evident throughout your
organizational culture
Principle (3): use "pull" system t aviode
overproduction. Provide your line customer in the
production process with what they want, when they
Want it, and amount they want
material replenishment initiated by consumption is the
Basic principle of just -in-time.
Minimize your work in process and
warehousing of inventory by stocking small amount of each product
Be responsive to the day –by-day
shift in customer demand rather then relying on computer schedules and systems
t track wasteful inventory
Chapter2
lean manufacturing concepts &
principles lean
manufacturing
Fig2.9:
the internal and external pull system
Principle (4): standardized
tasks and processes are the foundation for continuous improvement and employee
empowerment Use stable repeatable methods
everywhere to maintain the predictability, regular timing, and regular output
of your processes it is foundation for flow and pull
Principle (5): use
visual control s n problem are hidden Use simple visual indicators to
help people determine immediately whether they are in a standard condition or
deviating from it.
Chapter2
lean manufacturing concepts &
principles lean
manufacturing
Fig.2.10: the and
on system
Avoid using a computer screen it
moves the worker's focus away from the workplace
Design simple visual systems at
the place where the work is done, to support flow and pull reduce your reports
to one piece of paper whenever possible, even for your most important financial
decisions
Principle (6): use only
reliable, thoroughly tested technology that serves your people and processes. Use technology to support people,
not to replace people. Often is best to work out a process manually be for
adding technology to support the process.
New technology is often unreliable
end difficult to standardize and therefore endangers "flow"
Conduct actual tests before
adopting new technology in business processes, manufacturing systems, or
products.
Reject or modify technologies that
conflict with your culture or that might disrupt stability, reliability, and
predictability.
Add value to the organization by
developing your people
Chapter2
lean manufacturing concepts &
principles lean
manufacturing
Principle (7): grow leaders who
thoroughly understand the work, live the philosophy, and teach it to others. Grow leaders from within, rather
then buying them from outside the organization
A good leader must understand the
daily work in great detail so he or she can be the best teacher of your
company's philosophy.
Principle (
: Go and see for
yourself to thoroughly understand the situation. Solve problems and improve
processes by going to the source and personally observing and verifying data
rather then theorizing on the basis of what other people or the computer screen
tell you.
Think and speak based on
personally verified data.
Even high-level managers and
executives should go and see things for themselves. So they will have more than
superficial understanding of the situation.
Principle (9): make
decisions slowly by consensus, thoroughly considering all options; implement
decisions rapidly. Do not pick a single direction and
go down that one path until you have thoroughly considered alternatives. When
you have picked, move quickly and continuously down the path.
The following are decision parameters:
- Find what is
really going on (go-and-see) to test.
- Determine
the underlying cause.
- Consider a
broad rang of alternatives.
- Build
consensus on the resolution.
- Use
efficient communication tools.
Chapter2
lean manufacturing concepts &
principles lean
manufacturing
Fig2.11: the
group decision making process
2.4 Types of
production system: Instead of up stream processes
pushing finished goods to down stream processes goes shopping for product and
the upstream processes only manufacture replenishments.
Fig2.12 The push
and pull systems.
Chapter2
lean manufacturing concepts &
principles lean
manufacturing
2.5 Mass
Production and lean Enterprise: We made a comparison between the
mass production as shown in table 2.1
Table 2.1: difference between mass
production and lean Enterprise
Mass
production "Mindset"
|
Lean
enterprise "Mindset"
|
Producer 'push"
|
Customer "pull"
|
Movement of materials
|
Flow of value
|
High volume
|
Flexible response
|
Inspection
|
Prevention
|
Expert-driven
|
Knowledge-driven
|
Decomposition
|
Integration
|
Periodic adjustments
|
Continuous improvement
|
2.6 Batch
production vs. continuous flow processing
Effect on
|
Batch
production
|
Continuous flow processing
|
Work force
|
Single skilled
|
Multi skilled
|
Work in progress
|
Large, variable
stock
|
Small7contfolled stock
|
Lead-time
|
Long
|
short
|
Flexibility
|
Large quantities
Low variety
|
Low quantities
High variety
|
Space
|
Large
|
Small
|
Transportation
|
Excessive
|
Minimal
|
Quality Risk
|
Lot-by-lot defect
|
Single defect
|
Chapter2
lean manufacturing concepts &
principles lean
manufacturing
- Example
for continuous flow processing
See fig2.13
Fig2.13:
continuous flow processing
Chapter2
lean manufacturing concepts &
principles lean
manufacturing
2.7
identifying and removing waste: It was matter of reappraising what
was of value in the flow of their assembly line activities eliminating any
wasted steps or actions, and "right sizing" their assemble
Line to match their changing
production demands, they to become lean.
Types
of waste targeted by lean Method:
- Defects: scrap, rework, replacement production.
Inspection order Entry. Design or engineering errors.
- Waiting: stock-outs. Lot
processing delays. Equipment downtime . capacity bottlenecks system
downtime. Response time. Approvals.
- Overproduction:
manufacturing items for
they are needed. Processing paperwork before the next for it.
- Transportation:
transporting
work-in-processing (WIP) long distance. Trucking to andfrom an
off-site storage facility multiple sites outside of walking distance. And
off- site training.
- Inventory:
Excess raw material, WIP,
finished goods, office supplies sales literature, and reports.
- Complexity:
More parts, process
steps, or time then necessary to meet customer needs reentry of data,
extra copies excessive reporting, act.
- Unused creativity: lost time, ideas, skills, improvements,
and suggestions from employee's limited tools or authority available to
employees to carry-out basic tasks.
Chapter2
lean manufacturing concepts &
principles lean
manufacturing
- When companies implement several or all of these lean methods,
several outcomes consistently result:
- Reduced
inventory levels:
(raw material, work-in-process, finished product) along with
associated
carrying costs and loss due to
damage, spoilage, off-specification.
- Decreased
material usage:
(Product inputs,
including energy, water, metal, chemicals) by reducing material requirements
and creating less material waste during manufacturing
(capital
equipment utilized for direct production and support purposes) using lower
capital and resource intensive machines to drive down costs.
- Reduced
need for factory facilities:
(physical infrastructure
primarily in the from of buildings and associated material demands) by driving
down the space required for product production.
- Increased
production velocity:
(The time
required to process a product from initial raw material to delivery to a consumer)
by eliminating process steps movement, wait times and downtime.
- Enhanced
production flexibility:
(the ability to
alter or reconfigure products and processes rapidly to adjust to customer needs
and changing market circumstances) enabling the implementation of a pull
production, just-in-time oriented system which lowers inventory and capital
requirement.
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