Lean manufacturing aeronautica by gpsi

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  • Publicado : 6 de octubre de 2010
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GPSI CONTINUOUS PROCESS IMPROVEMENT THROUGH LEAN MANUFACTURING

Page 1

Why Lean?

Page 2

Becoming a Lean Enterprise

Page 3

Getting Started
Lean Manufacturing and Implementation Program Schedule
Product Lean Assessment Five S Training Five S Implementation Kaizen Training Kaizen Work Shop Coordination Standard Work 3P Training 3P Implementation Management Review and Assessmentongoing ongoing ongoing ongoing ongoing Month 1 Month 2 Month 3 Month 4 Month 5 Month 6

Page 4

First Steps

5S
Page 5

What is 5S?

5S is the first initial of Japanese words, the translation of which is :

Seiri Seiton Seisko Seiketsu Shitsuke

= Sort = Set in order = Shine = Standardize = Self discipline
Page 6

Seiri - Sort

Unnecessary tools, parts and supplies areremoved from the work area

Page 7

Seiton - Set in order

A place for everything and everything is in its place

Page 8

Seisko = Shine

The area is cleaned as the work is performed

Page 9

Seiketsu = Standardize

Standard Set – Up Tooling In Place

Page 10

Shitsuke = Self discipline

5S is a habit and is continually improved
Work areas are safe, organized, moreefficient and free of hazards and dangerous working conditions

Page 11

First Steps

IDENTIFY THE WASTE

Page 12

Three types of Waste

Muda : Non-value added work Muri : Overburden Mura : Unevenness

Page 13

Muda the 7 Deadly Wastes

1.Overproduction 2.Transportation 3.Waiting 4.Processing methods 5.Inventory 6.Motion 7.Defects
Page 14

Waste

Waste exists in every formand in all areas of a manufacturing process. Lean Manufacturing Tools and Techniques aid in the rapid identification of waste elements and provides permanent solutions to improve the process.
When a business develops into a Lean Enterprise, the team will take a zealous approach to eliminating wasteful activities.

Page 15

Takt time

Available Working Time
Customer Demand • The rate ofproduction required to meet the customer’s demand rate.

• It’s used to synchronize the pace of production to match the pace of sales, to provide the target rate for production, targeted cycle actions, line balancing and bottleneck identification.
Page 16

What is Kaizen?

A rapid, learn/do, rigorous and disciplined workshop

requiring detailed planning
and commitment to action

wherepeople who do the work
make changes which result in dramatic reductions

in cost and flow time.

Page 17

How does Kaizen work?

• An area is selected • Detailed pre-planning is done • The team works together to implement improvements • Waste is identified and eliminated during the workshop • Little or no money is spent • It‟s a series of hits, not a home run

Page 18

Four phasesKaizen

Evaluation
4-6 Weeks (recommended)

Planning

1 Week

Workshop Week

Ongoing

Follow-up
Page 19

Phase 1 & 2  Phase 1: Evaluation
• Opportunity
– – – – – Products and flow Processes Equipment Workplace Organization Demand Level

Phase 2: Planning
• • • • • Charter development Objectives and boundaries Data collection and documentation Workshop logistics Team memberselection

• Readiness
– Need for rapid improvement – Enthusiasm/spirit – Culture

Page 20

Phase 3: Workshop “Week”
• • Thursday before workshop – Management briefing (1-2 hours) Friday before workshop – Lean Education day, including Standard Ops Tools – Process walk – Introduce teams, review charter Monday – Quickly review Charter – Process Sponsor verbalizes commitment to team – Takeaction - document/simulate/implement Tuesday through Thursday – Document/simulate/implement Friday – Final report out – Celebrate the team‟s success







Page 21

Data Collection and Analysis Tools
Cause and Effect Chart Flow Chart

Control Chart

Check Sheet

Page 22

Kaizen Example

D. Jones

Page 23

Kaizen Example

HARDWARE SHORTAGES!

Page 24

Kaizen...
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