1 / 19

LEAN MANUFACTURING

LEAN MANUFACTURING. Introduction. Modern business model impact on business Business growth – New technologies - Cross border markets Increasing business cost – Lean manufacturing. Definition. No conclusive definition Principles

onawa
Télécharger la présentation

LEAN MANUFACTURING

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. LEAN MANUFACTURING

  2. Introduction • Modern business model impact on business • Business growth – New technologies - Cross border markets • Increasing business cost – Lean manufacturing

  3. Definition • No conclusive definition • Principles • Efficiency – Increased value of organization • Identify and eliminate wasteful processes • Increased innovation and development

  4. Research objectives and Approach • Objective – Examine and explore how lean manufacturing instruments can be tailored from discreet to continuous manufacturing setting and assess their impact on business interest • Hypothesis – There are immense prospects and opportunities for greater efficiency, improvement, and performance of manufacturing company’s production process in lean manufacturing instruments are used • Approach – Methodically establish importance of lean manufacturing tool in production

  5. Background and scope • Originated from Japan – Scarcity of raw materials and human labor • Taiichi Ohno & Eiji Toyoda – Toyota Motor Group Executives • Toyota Production System - LM • Principle – Reduce waster, produce what customer wants at right time and quantity

  6. Mass Production to Lean Production • Mass production – utilize economies of scale • Lean Production – Functional efficiency and effectiveness of production system • Areas of enquiry: • Staff skills • Company resources • Company system and procedures • Audit role, relationships and responsibilities

  7. Value Chain Analysis • Closely linked to value chain analysis (VCA) • VCA as a Prerequisite for LM – identify functions not structures of a company • Identify processes that add value to customers. • VCA – enable manager to identify: • Activities close to organizational objectives • Cost-intensive activities • Activities that create value to customers

  8. Lean Tools and Techniques • Main instruments include: • Continuous improvement • Cellular manufacturing • Waste recognition and elimination • Production smoothing • Standardization • Just-In-Time (JIT) production

  9. Continuous improvement • In Japan – Kaizen or quest for perfection and excellence • 5Ss • Sort • Straighten • Sweep & Clean • Systemize • Standardize

  10. Cellular manufacturing • The greatest foundation of LM • Cell – production tools and stations • Enable one-piece flow model • Product mix extension • Space utilization • Reduce transport and communication • Teamwork and communication • Visibility and flexibility • Improved productivity • Lead time reduction

  11. Waste recognition and elimination • Key – identifying customer preferences • Seven subheadings: • Excess production • Producing faulty or substandard merchandise • Idle inventories • Transportation • Invisible processing • Waiting

  12. Production Smoothing • Derived from Japanese Heijunka - keeping levels of production consistent each day • TPS – cost minimized by manufacturing parts that could be sold • Production plan and timetable must be smooth

  13. Standardization • Work standardization – corollary of waste elimination • Ensure each duty is performed • Standardization – for a specific job, regardless of who is performing it, produce same results.

  14. Just-In-Time Production • Administrative concept – seeks to abolish wastes • Rely on relationship between sales and purchasing department • Three aspects • JIT production • JIT distribution • JIT purchasing • All elements integrated and synchronized

  15. Opportunities for lean • Not all LM instrument can be applied homogeneously • LM is beneficial to manufacturing companies • Flexibility – Indicates the LM tool to be employed

  16. Conclusion • Objective – elaborate the broad philosophy of lean manufacturing and its relevance to production process • Discrete industries share common attributes facilitating implementation of LM tools • Identification and elimination of wastes • Implementation of LM hampered by some barriers • Confirmation of the hypothesis

  17. Future direction • Emerging trends in production – higher prospects of LM • Conversion of production system to purely pull system • Future design - assimilate push and pull system

  18. Bibliography of authors • Prof. Fawaz Abdullah • Jeffery K. Liker and Thomas Lamb • Prof. Lerman Crookes • Cook Robert

  19. END

More Related