Lean manufacturing aeronautica by gpsi
Páginas: 8 (1856 palabras)
Publicado: 6 de octubre de 2010
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...
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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