What-is-Lean-Manufacturing

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1、1， TPM, Total Productive Maintenance4 The 5S philosophy, to improve cleanliness, organization and utilization of the work areas. This improves the use of time as well. 2， JIT Just in Time and the “Pull” System3， SMED (Single Minute Exchange of Dies) “Quick Setup”4， Zero Quality Control - Quality at

2、the source - No inspection5， Production in Work Cells - One piece Flow - Cross Training6， Additionally and complementarily Kanban & Poke Yoke are important elements we will define them.1，TPM Total Productive Maintenance TPM is without a doubt an excellent starting point in this series of positive ch

3、anges. It conciliates two traditionally antagonistic areas of the productive environment. The maintenance tasks are developed through a cooperative activity with production operators. They receive a valuable training which builds more self confidence and empowers them to make decisions about their e

4、quipment. As a result, the equipment becomes more reliable and the Operation, and Life Cycle Costs are reduced. It is a Win-Win situation for the whole organization. The level of satisfaction and morale among the personnel raises and a feeling of “ownership” develops towards the equipment, the produ

5、ct and the company. TPM Total Productive Maintenance The elements of technical knowledge acquired by the operator4 represent a source of pride for him and also more job security. As a whole,4 the implementation has three objectives interesting to all of us: That is to make the operation. easier? saf

6、er? more productive? TPM has4 three main goals: Zero Breakdowns? Zero Defects? Zero? Accidents The key to these accomplishments is the development of a true new way of doing things. A new management style. How to Achieve TPM Implementation? All the changes required to adopt the new disciplines are4

7、possible through a gradual, continual implementation. Whatever our plan or4 schedule, we have to start with ONE machine or Work Station. We will? select it with this criteria It must be an important operation within the= process It must be visible to everyone in the organization= We must= know the a

8、ctual conditions and performance before the implementation effort4 We must broadcast the support that TPM is getting from top management and create awareness that it is a permanent change in the process and the attitude. Show each one in the organization how they will benefit from TPM. This will hel

9、p get their support. What Are The Benefits? 1.- To secure that the4 company will remain in the market, therefore the job source. 2.- A higher4 level of education and training makes everyone more valuable inside and outside of the working environment. 3.- Lean Manufacturing is The Present and The4 Fu

10、ture of the World Class Industry 4.- Higher productivity always4 translates into benefits for all the organization and the community. 2，What are the 5S s? It is a set of 5 Japanese words Seiri - Sort Seiton - Set in place Seiso - Shine Seiketso - Standardize Sitsuke - Sustain Assign one logic place

11、for each tool or material that belongs in the area and have it always in its place Clean the area as never before Establish new conditions as the standard Sustain the effort so you do not lose what you have achieved3，Just in Time4， Kanban,Kanban, a Tool for Simplification Closely associated with JIT

12、 and the Pull System4 efficiency, Kanban is a concept based on visual items like tags, cards, banners, boxes, trays, etc. This is about creativity. We can use cards or tagged or? color coded boxes, trays, etc. to identify one product or material being handled in the system. Those cards or tags, boxe

13、s, bins, trays, etc. will be used in a way that we will determine conventionally. Without a complex computerized? system, these elements will be generating visual, clear information that we will be able to use in the control of materials or the process itself. Example4 at an automobile manufacturing

14、 facility: A simple color coded card with a? few signs, letters or numbers tells everybodywhat accessories or features have to be installed on a vehicle on the assembly line. We will talk ahead about Kanban, a simplified system to ease operations related to production control, supplies, work in proc

15、ess and material handling in general. Along with JIT, we will analyze the “pull” systems. This is about the4 volume and speed being controlled basically by the following step in the process. The final production line is regulated by the final consumer. 5，“Pull” system. The simplest way to illustrate

16、 and understand this4 system is to think of the modern supermarket. In this kind of business, the “storage” areas so tipical in the old concept of “grocery store” have practically vanished. We can see a good number of people who “do not? work there”, replenishing the shelves with their products. The

17、y are the suppliers of products and work for manufacturers or distributors of those products. They are performing a Just In Time delivery, but the volume of products that they deliver is not read from a purchasing order of the supermarket. They can only deliver the amount of product that final consu

18、mers “pulled” from the shelves. Therefore the name of the system. The same? process takes place in many factories where some suppliers through an agreement keep a pre-defined stock of: Screws, nuts, bolts, hoses, cables so that the consumers (in this case operators or maintenance technicians), “pull

19、” from those strategically located supply centers. This simplifies operations. SMED? “Single Minute4 Exchange of Dies” is the name given to a discipline focused on simplifying machine setups. This allowed for stamping machines to go from 4 or more hours to few minutes in their set up or die exchange

20、 processes. Using locating or4 self centering pins instead of bolts, fast setting clamps, sliding rails, wheel mounted parts, special cranes, divided covers, etc. set-up times are cut to just a few minutes. These techniques are comparable to the process of removing4 and replacing a set of tires in a

21、 racing car with just one bolt each and in just 6 or 7 seconds. Right! We also are in a competition, remember? We must4 be very careful though, so we do not compromise safety or security of the operation in search for speed. Example? In many cases, we can4 produce a special tool with minimal cost an

22、d excellent results. A special4 tool can be, for example, a simple “T” handle made of steel tube with an hex, bristol or allen point or a socket wrench attached. This will ease some difficult to reach spots in a machine or will eliminate the need for other tools to be brought each time to the operat

23、ion. It will also make it safer.Clamps for Quick Release There are a number of clamps and other4 hardware that will help accomplish the projectsto simplify your operations. Some of4 them may be manually operatedwhile others may be pneumatic or even hydraulic. These clamps, available in many sizes an

24、d shapes, are just4 an example of the many resources that we can use to make our setups easier, safer and faster.Guided Bolts? Just one more idea.4Zero Quality Control Quality is always a very complex concept and it applies not4 only to our final product, but to each process, condition, operation an

25、d action. Traditionally, inspection was the way to prevent a defective piece4 from leaving the plant. Today “Jidoka” is the real concept of quality.4 Jidoka means “Autonomous Control” and that is what “Quality at the source” is about. We achieve Jidoka when we create ideas that will help to stop the

26、? production when a tool or material is out of specs, when the pressure is not enough to stamp a part with total quality. I just remembered those old tubular knitting machines that would stop as soon as one of the treads was broken. Quality assurance applied before we have a bad product. “Poka Yoke”

27、 is? Japanese for Mistake-Proofing. We find these poke-yokes everywhere: The switch that will not allow for us to start the car engine unless it is Neutral or in Park, is just one of hundreds that we use everyday. They prevent errors and? loses before they occur.Zero Quality Control As in most of th

28、ese4 disciplines, training will be the key. Operators and everyone in the organization must learn the signs of bad quality. Specifications have to be4 clear and well known by each person, whatever the position. In many cases? people who are in constant touch with the materials and sub assemblies kno

29、w how to detect errors and defects and will be able to help create “poka yoke” (error-proof) measures. Some operators will be trained to perform? adjustments and minor repairs that in the past wouldve required maintenance technicians and caused down time. This level of training will raise the? commi

30、tment and ownership over the operation.What is a Work Cell?4 One of the most important changes implemented by the Toyota Production System was the Work Cell concept. As in all these disciplines, the Work Cells4 success comes from the combination and exchange of skills among a small group of people w

31、ho form a trustworthy and highly respected Team. They own the= cell and make one product or sub-assembly at the time. This is the base for one piece flow Autonomous quality, that is: their product does not have to be= inspected, they know it is within specs Multi-disciplinary. All the people= can run all the tasks They are friends among them and are always= willing to help and support each other They know their product,= equipment,materials and tools