1、lean manufacturing training week 3TPS Total Production ManagementVisual ManagementStable and Standardized ProcessesLeveled Production (Heijunka) Just-in-TimeRight part, right amount, right timeTakt timeContinuous flowPull systemQuick ChangeoverIntegrated logistics Jidoka(In-station quality)Make prob

2、lems visibleAutomatic stopsAndonPerson-machine separationError proofingIn-station-quality controlSolve root cause of problem (5 Whys)Best Quality Lowest Cost Shortest Lead Time Best Safety High MoraleThrough shortening the production flow by eliminating waste lean manufacturing foundations People &

3、Teamwork*Selection*Rigid decision making*Common goals *Cross-trained Waste Reduction*Genchi Genbutsu*Eyes for waste*5 Whys*Problem solving Continuous Improvementone-piece flowalso known as “single piece flowideal state where items are processed and moved directly to the next process one piece at a t

4、imeeach processing step completes its work just before the next process needs the item and the transfer batch is oneTakt Time:the heart beat of one-piece flowone-piece flowbenefits of one-piece flow:builds in qualitycreates real flexibilitycreates higher productivityfrees on floor spaceimproves safe

5、tyimproves moralereduces cost of inventoryone piece flow “If some problem occurs in one-piece-flow manufacturing then the whole production line stops. In this sense it is a very bad system of manufacturing. But when production stops everyone is forced to solve the problem immediately. So team member

6、s have to think, and through thinking team members grow and become better team members and people.Teruyuki Minoura, former President, Toyota Motor Manufacturing, North AmericajidokaStopping the process to build in quality“A method to detect defects when they occur and automatically stop production s

7、o an employee can fix the problem before the defect continues downstream.Poke Yoke Error Proofingone piece flowredesign work processes to achieve high value-added, continuous flow. strive to cut back to zero the amount of time that any work project is sitting idle or waiting for someone to work on i

8、t.create flow to move material and information fast as well as to link processes and people together so that problems surface right away.make flow evident throughout your organizational culture.one piece flowexample:Operation A supplies parts to Operation B, which supplies to Operation CFlow that is

9、 not definedOperation AOperation BOperation Cone piece flowprimary causes of deviation are:imbalanced work cycles typically person with extra time will deviateintermittent work stoppages due to lack of parts or to perform additional tasksintermittent work delays due to struggles with machines or fix

10、tures or overly difficult or complex tasksmiscellaneous issues such as “building ahead to “buy time for changeover, an operator leaving the line for some reason, or to stagger breaks etcone-piece flowNot following the rules!one piece flowestablishing one piece flowdefine and dedicate the space for o

11、ne piece space outlined with tape or paint to show only one piece is permitted and a sign to further clarify thisspace to be physically limited (controlled) by allowing enough room for a single pieceSingle piece flow with visually defined agreementOperation AOperation BOperation C1 PC1 PClevelingHei

12、junka is the leveling of production by both volume and product mix.benefits: flexibility to make what the customer wants when they want it. reduced risk of unsold goods. balanced use of labor and machines. smoothed demand on upstream processes and the plants suppliers.levelingIn general, when you tr

13、y to apply the TPS, the first thing you have to do is to even out or level the production. Once the production level is more or less the same or constant for a month, you will be able to apply pull systems and balance the assembly line. But if production levels-the output-varies from day to day, the

14、re is no sense in trying to apply other systems, because you simply cannot establish standardized work under such circumstancesFujio Cho, President, Toyota Motor Corporationleveling leveling by volumecase study:demand varies between 800 and 1200 units manufacture at long term average and carry inven

15、tory to ensure stability of the production process in this case production would be 1000 units with minimum of 200 inventory to meet weekly targetsbenefits: reduce process inventories and simplify processes which reduces costslevelingleveling by productreduce the time and cost of changeovers so that

16、 smaller and smaller batches are not prohibitive and lost production time and quality costs are not significantSMEDhigh runners predictable demandlow runners high value unpredictable demandlevelingprovide your down line customers in the production process with what they want, when they want it, and

17、in the amount they want. Just in time approachminimize your work in process and warehousing of inventory by stocking small amounts of each product and frequently restocking based on what the customer actually takes awaybe responsive to the day-by-day shifts in customer demand rather than relying on

18、computer schedules and systems to track wasteful inventory. pull systempull dictates when material is moved and who (customer) determines that it is to be moveduse “pull systems to avoid overproductionpull systempull versus push systems:defined agreement with specified limits pertaining to volume of

19、 product, model mix and the sequence of model mix between the two parties- supplier and customerno defined agreement between the supplier and the customer regarding the quantity of work to be supplied and when. The supplier works at his own pace and completes work according to his own schedule.pull

20、systempull versus push system:items that are shared between the two parties must be dedicated to them, this includes resources, locations, storage, containers etc and a common reference time (TAKT Time) locations are not defined and dedicated, and material is placed where there is an opening. pull s

21、ystempull versus push system:simple control methods which are visually apparent and physically constraining, maintain the defined agreement. since there is no definition, or dedication, there is no clear way to understand what to control or how to control it.pull systemprovide customers what they wa

22、nt, when they want it, and in the amount they want. Material replenishment initiated by consumption is the basic principle of just-in-time.minimize WIP and warehousing of inventory by stocking small amounts of each product and frequently restocking based on what the customer actually takes away.resp

23、onsive to the day-by-day shifts in customer demand rather than relying on computer schedules and systems to track wasteful inventory. pull systemsJIT Just in time inventory materials or supplies to arrive at a facility just when they are needed to reduce storage costscustomer must specify what will

24、be needed, when and in what amountsSupplier must ensure supplies arrive at the agreed time and locationkanbankan means “card and ban means “signalA signaling system which historically used cards to signal the need for an item other devices such as trolleys, boxes, empty spaces serve as Kanbana pull system that determines the supply, or production according to actual customer demand limits amount of inventory in the process by acting as an authorisation to produce more inventorykanbanrules:customer processes order goods in the