Prof. Dr. Udo Venitz. Hochschule für Technik und Wirtschaft des Saarlandes -.
University of Applied Sciences. LEAN MANAGEMENT ...
Hochschule für Technik und Wirtschaft des Saarlandes University of Applied Sciences
LEAN MANAGEMENT Prof. Dr. Udo Venitz
Lean Management
Contents Fundamentals • Origin and History of Lean Management • The Toyota Production System • Targets of a Lean System
-3-
Origin an History of Lean Management Lean Management is derived mostly from the Toyota Production System.
Production System (TPS) -4-
The Toyota Production System (TPS) The TPS is build on the two pillars Just-In-Time and Jidoka.
Source: www.swmas.co.uk
-5-
The Toyota Production System (TPS) „Quality must be built in during the manufacturing process!“ (Toyoda Sakichi) Jidoka = Autonomation = Automation with a human touch
Toyoda Sakichi (1876 ~ 1930)
Type-G Toyoda Automatic Loom (developed in 1924) 1929 Kiichiro Toyoda sold the Patent in England 1930 Toyota Motor Corporation founded
Source: www.toyota.co.jp/en/ -6-
Targets of a Lean System The main target of every company is to generate Profit.
Profit Satisfy customer demand
Best Prices
Costs
Lowest Costs
Supply on time
Shortest Lead Time -7-
Best Quality
Contents Fundamentals • Origin and History of Lean Management • The Toyota Production System • Targets of a Lean System
Basic Elements
Wheel of Improvement
• Muda – 7 types of waste • KAIZEN – CIP • Standards • Visual Management
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Basic Elements - MUDA Wastes in all our processes lead to higher costs and longer lead times. Muda – the 7 types of waste
Inventory Overproduction
Transport Correction/ Scrap
(Over-)Processing
Motion
Waiting
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Basic Elements - KAIZEN We are continuously eliminating wastes by KAIZEN. KAIZEN = Continuous Improvement (CIP)
Wheel of Improvement
improvement
KAI = „change“ Standard
time
ZEN = „for the better“ Source: KAIZEN-Institute - 10 -
CI P
Basic Element - Standards “Without standards there can be no improvement” (Taiichi Ohno)
Wheel of Improvement
CIP
improvement
Standard
time
Source: KAIZEN-Institute - 11 -
Basic Elements – Standards Standards should be used everywhere in our work environment!
Source: ixetic GmbH - 12 -
Basic Elements – Visual Management
Visual management is an important method for a shop floor manager to manage the daily business easily
Visual management shows any difference between normal and abnormal production processes - 13 -
Basic Elements – Visual Management Easy means can show us important informations! Machine Conditions
Just-In-Time (JIT) „Making only what is needed, when it is needed, and in the amount needed!"
Ohno Taiichi (1912 ~ 1990)
T im e lin e
o rd e r
Waste Overproduction
cash
Value Added
Inventory
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Just-In-Time – Flow Job-Shop Production is often full of waste, since there is no flow. Overproduction
Job-Shop Production Inventory
Transport
Waiting
Motion
(Over-)Processing Correction/ Scrap Source: Liker Jeffrey K.: The Toyota Way, McGraw-Hill, New York 2004
- 17 -
Just-In-Time – One Piece Flow Wherever possible establish a One Piece Flow. Overproduction
Flow in a U-Shaped Production Line
Inventory
Waiting
Transport Motion
(Over-)Processing Correction/ Scrap Source: Liker Jeffrey K.: The Toyota Way, McGraw-Hill, New York 2004
- 18 -
Just-In-Time – Pull Principle When it is not possible to let the material flow pull the material! Synchronized Production One Piece Flow / Continuous Flow
Pull - Principle
Source: Syncro Consult GmbH & Co. KG
Source: Syncro Consult GmbH & Co. KG
Inventory in the production
Closed Loop Source: Eidenmüller - 19 -
Just-In-Time – Kanban The Kanban System is a easy mean to control the material flow.
Kanban System
Source: www.ebz-beratungszentrum.de
Source: www.shelftagsupply.com
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Source: www.orgatex.de
Just-In-Time – Kanban The parts retrieval kanban controls quantity and transport of the finished parts.
parts retrieval kanban Varnishing
Mounting
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Just-In-Time – Supermarket The previous process can be seen as a Supermarket.
Source: ixetic GmbH - 22 -
Just-In-Time – Supermarket Supermarkets assure a supply of the next process!
Supermarket
Supplier
Customer
• defined place with minimum, maximum and reorder level • high visualization of inventory
- 23 -
Just-In-Time – Production Leveling Variable customer demand makes a utilisation of Supermarkets difficult.
Source: Syncro Consult GmbH & Co. KG - 24 -
Just-In-Time – Production Leveling By batch production we try to reduce the frequency of change over. Batch Production
Thursday
D
Change Over
Wednesday
C
Change Over
Tuesday
B
Change Over
Monday
A
Change Over
8:00
10:00
12:00
14:00
Total Number of Change Over Procedures: - 25 -
16:00
4
17:00
Just-In-Time – Production Leveling The target of production leveling: Every Part every Day! Heijunka = Production Leveling
Thursday
A
B
C I JK
Wednesday
A
B
C D H
Tuesday
A
B
C F G
Monday
A
B
C D E
8:00
10:00
12:00
14:00
Total Number of Change Over Procedures: - 26 -
16:00
21
17:00
Summary We need all the methods to build up a lean system! Just-In-Time (JIT) • Flow Highest Quality, Lowest Cost, Shortest Lead Time
