This presentation is for the students of Bainbridge Graduate Institute in the Sustainable Operations Course, MGT-564. It provides a high level overview of the most basic tools used by Toyota and lean manufacturing. This is a SlideCast which means there is an AUDIO TRACK, so please turn on your speakers. The presentation is 33 minutes long.
1. Toyota Production System
& Lean Tools
BGI MGT-564 Sustainable Operations
Collaborate Session #4
Feb 1, 2012
Note: This SlideCast has Audio. Please turn your speakers on!
Bill Costantino, Lean Mfg Feb 1, 2012
616-891-7578 EBCostantino@earthlink.net
1 SW 2-Day Training
3. MGT 564 - First Day of Class Roadmap
MRP Waiting Lines
Operations
Inventory Management
Tools Forecasting
4. MGT 564 - First Day of Class Roadmap
Kanban 5S
Waste Lean Standard
Work
One Piece Flow Tools Takt Time
MRP Waiting Lines
Operations
Inventory Management
Tools Forecasting
6. History of 5-S … Yes, Japan.
SEIRI - Sense of Use (eliminate from the work place
everything not required to perform the work)
SEITON - Sense of Ordinance (efficient placement and
arrangement of equipment and materials)
SEISON - Sense of Cleanness (tidiness and cleanliness)
SEIKETSU - Sense of Health (ongoing, standardized,
continually improving „seiri‟, „seiton‟, „seison‟)
SHITSUKE - Sense of self-discipline (discipline with
leadership)
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
6 SW 2-Day Training
8. To Be
Tool and WIP Board
Ordered Spec Card
In Process
Next Run
Maintenance
Log
&
Maintenance
Request Forms
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
8 SW 2-Day Training
9. Organize & Demand the Maintenance of Tools
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net Everything has a Dedicated Home
9 SW 2-Day Training
10. Operating Room Orderliness
Pit Crew Efficiency
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
10 SW 2-Day Training
11. A place for everything and
everything in its place, clean and
ready for use
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
11 SW 2-Day Training
12. The Next Step - Visual Factory
Ability to understand the status of a
production area in 5 minutes or less
by simple observation without use of
computers or speaking to anyone.
Provides the ability for workers to make
decisions / take actions based solely on
the status of visual indicators.
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
12 SW 2-Day Training
13. Replacement Part Maintenance
Kanban
Addresses
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
13 SW 2-Day Training
14. Establish Method of Ordering
and
Tracking Replacement Parts
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
14 SW 2-Day Training
15. Visual Control of Seasonal Inventory
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
15 SW 2-Day Training
18. Standardized Work is
only one part of a
fully integrated
manufacturing system
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
18 SW 2-Day Training
19. Lean Philosophy
Customer First
No defect shall be passed to the “customer”
People Are The Most Important
Asset
People’s ingenuity will eliminate waste and
lead to a better job
Continuous Improvement
There is always more to improve
Shop Floor First
The shop floor is where value is added
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
19 SW 2-Day Training
20. Lean Manufacturing
“All we are trying to do is
shorten the lead time…”
Taiichi Ohno
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
20 SW 2-Day Training
21. Lean Manufacturing
is a manufacturing philosophy which shortens the time line between the
customer order and the product shipment by eliminating waste.
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
21 SW 2-Day Training
22. Lean Manufacturing
is a manufacturing philosophy which shortens the time line between the
customer order and the product shipment by eliminating waste.
Business as Usual
Customer Waste Product
Order Shipment
Time
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
22 SW 2-Day Training
23. Lean Manufacturing
is a manufacturing philosophy which shortens the time line between the
customer order and the product shipment by eliminating waste.
Business as Usual
Customer Waste Product
Order Shipment
Time
Lean Manufacturing
Customer Product
Order Waste Shipment
Time (Shorter)
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
23 SW 2-Day Training
24. Product Leadtime
Raw Material
Production
Waiting Mixing Packaging
Transportation Staging Inspection
Set-up
Time
Raw Finished
Material Parts
= Value
Added Time Value Added Time is only a very
small percentage of the Leadtime.
= Non-Value
Added Time
Traditional Cost Savings focused
(WASTE) on only Value Added Items.
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
24 SW 2-Day Training
25. Traditional vs Lean Results
Traditional Results of Manufacturing Improvement
Time
Focused on Non-Value Adding Items
Time
Time Small Amount of
Time Eliminated
Large Am ount
of Tim e
Elim inate d Time
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
25 SW 2-Day Training
26. Traditional vs Lean Results
Traditional Results of Manufacturing Improvement
Time
Focused on Non-Value Adding Items
Time
Time Small Amount of
Time Eliminated
Lean Results
Large Am ount
of Tim e
Elim inate d Time
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
26 SW 2-Day Training
27. Waste
“Anything that adds Cost
to the product
without adding Value”
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
27 SW 2-Day Training
28. 7 Forms of Waste
CORRECTION
Repair or MOTION
WAITING
Rework Any wasted motion
Any non-work time to pick up parts or
waiting for tools, stack parts. Also
supplies, parts, etc.. wasted walking
Types
PROCESSING of OVERPRODUCTION
Producing more
Doing more work than Waste than is needed
is necessary
before it is needed
INVENTORY
Maintaining excess CONVEYANCE
inventory of raw mat‟ls, Wasted effort to transport
parts in process, or materials, parts, or
finished goods. finished goods into or
out of storage, or
between
processes.
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
28 SW 2-Day Training
29. Waste
•Waste is unclear, not defined
•Crisis corrections
•Reactive improvement
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
29 SW 2-Day Training
30. Shift Mindset
Processing Correction
Over-
Waste Inventory
Types
Of
Waste
Production
Material
Waiting Movement
Motion
•Waste is unclear, not defined
•Waste is tangible, well defined
•Crisis corrections
•Focus on “small” opportunities
•Reactive improvement
•Continuous improvement
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
30 SW 2-Day Training
31. Better Utilization
Working Smarter through the
Elimination of Waste
Work
Work Waste
Waste
Work
Work
New
Paradigm Waste
Waste
Work
Work
Work
Work
Waste
Waste Waste
Waste
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
31 SW 2-Day Training
32. Three Components of Standardized Work
Takt
Time
Standardized
Work Standard
Work
In-Process
Sequence Stock
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
32 SW 2-Day Training
33. Takt Time
The production rate, in seconds, to satisfy
customer demand.
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
33 SW 2-Day Training
34. Takt Time
Amount of production time per shift
number of products needed by the customer per shift
= amount of time to produce one product
Example :
7.5 hrs/shift x 60 minutes/hr x 60 seconds/min.
450 products needed by customer/shift
= 27,000 seconds/shift
450 products
= 60 Second Takt Time
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
34 SW 2-Day Training
35. Cycle Time
The amount of time to process one unit
Includes human and machine work,
walking time, and waiting time
Determine by observing the actual time
to process one part
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
35 SW 2-Day Training
36. Takt Time and Cycle Time
If Takt Time and Cycle Time are not the same, an
imbalance exists in the operating system
If Cycle Time is less than or equal to Takt Time,
production will satisfy customer demand
If Cycle Time is greater than to Takt Time, production
cannot satisfy customer demand
Step C5
Takt Time ( 60 sec )
60
50 Step C4
40
Step A4 Step E5
Step B3 Step C3 Step D5
30 Step A3 Step E4
Step D4
Step B2 Step E3
20 Step A2 Step C2 Step D3
Step D2 Step E2
10 Step B1
Step A1 Step C1 Step D1 Step E1
0
A B C D E Operators
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
36 SW 2-Day Training
37. Takt Time and Planned Cycle Time
Takt Time is based ONLY on customer demand and
available minutes for production.
Planned Cycle Time is the required production rate
to satisfy customer demand allowing for scrap,
downtime, change-overs, inefficiency, or other losses
to production.
Step C5
Takt Time ( 60 sec )
60
Planned Cycle Time ( 52 sec )
50 Step C4
40
Step A4 Step E5
Step B3 Step C3 Step D5
30 Step A3 Step E4
Step D4
Step B2 Step E3
20 Step A2 Step C2 Step D3
Step D2 Step E2
10 Step B1
Step A1 Step C1 Step D1 Step E1
0
A B C D E Operators
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
37 SW 2-Day Training
38. Work Sequence
Work Sequence refers to the series of steps in a single process that is
fastest, most efficient, of acceptable quality, and safe. When the work
sequence is carefully followed, the cycle time will be constant, no steps
will be forgotten, and the chance of equipment damage or other major
problems will be minimized.
Poor Good
8 9 4 5 10 9 8 7
6
10 1
1 5
7 6 3 2 2 3 4
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
38 SW 2-Day Training
40. Sample Standard Worksheet from Toyota
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
40 SW 2-Day Training
41. Stack Chart - Line Balance
Step C5
Takt Time ( 60 sec )
60
50 Step C4
40
Step A4 Step E5
Step B3 Step C3 Step D5
30 Step A3 Step E4
Step D4
Step B2 Step E3
20 Step A2 Step C2 Step D3
Step D2 Step E2
10 Step B1
Step A1 Step C1 Step D1 Step E1
0
A B C D E Operators
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
41 SW 2-Day Training
42. Stack Chart - Line Balance
Takt Time ( 72 sec )
70
60
50
50 sec
40 48 sec
43 sec
30
33 sec
20
10 15 sec
0
#1 #2 Cut & Glue Tissue
Operators
Blank Blank Fold Up Candy
Pen
Total Work Time 43 + 33 + 50 + 48 + 15
Theoretical # Workers = = = 2.6 = 3 Workers
Takt Time 72
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
42 SW 2-Day Training
43. Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
43 SW 2-Day Training
44. Stack Chart - Line Balance
Step C5
Takt Time ( 60 sec )
60
50 Step C4
40
Step A4 Step E5
Step B3 Step C3 Step D5
30 Step A3 Step E4
Step D4
Step B2 Step E3
20 Step A2 Step C2 Step D3
Step D2 Step E2
10 Step B1
Step A1 Step C1 Step D1 Step E1
0
A B C D E Operators
Takt Time ( 60 sec )
60
Step D5 Step E4
50 Step D1 Step E1
Step A4 Step C1
40 Step D4
Step C4
Step B3 Step D3
30 Step A3
Step B2 Step C3 Step D2
20
Step A2 Step E5
10 Step B1 Step C2 Step C5 Step E3
Step A1 Step E2
0
A B C D E Operators
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
44 SW 2-Day Training
45. One Piece Flow
Just-In-Time
Systems
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
45 SW 2-Day Training
46. Mass Production
Material
Storage Weld
Storage
Receiving
Warehouse Assembly Storage
Shipping Storage Stamp
Warehouse
Value added time =
minutes Rework
Storage
Time in plant =
WEEKS
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
46 SW 2-Day Training
47. Mass Production
Material
Storage Weld
Storage
Two Big Problems
Receiving
Assembly Storage
Large
Batch Production
Warehouse
Shipping Storage Flow
Poor
Stamp
Warehouse Within processes
Between processes
Value added time =
minutes Rework
Storage
Time in plant =
WEEKS
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
47 SW 2-Day Training
48. Batch & Station B
Queue
Station A Station C
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
48 SW 2-Day Training
49. The Basic Philosophy of Lean Production
HOW TO MANUFACTURE MOST
ECONOMALLY:
What is Needed (Sold)
When it is Needed
In the Amount Needed
(with the Minimum Materials, Equipment, Labor and Space)
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
49 SW 2-Day Training
50. IDEAL = One Piece Flow
But This Assumes:
Equal Cycle Times
Physical Proximity of Processes
Highly Stable Processes
Little/No Changeover Time
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
50 SW 2-Day Training
51. Batch & Station B
Queue
Station A Station C
One Piece
Flow Workcell
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
51 SW 2-Day Training
52. Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
52 SW 2-Day Training
53. IDEAL = One Piece Flow
But This Assumes:
Equal Cycle Times
Physical Proximity of Processes Just-In-Time is
NOT a Zero
Highly Stable Processes Inventory System.
Little/No Changeover Time
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
53 SW 2-Day Training
54. Kanban
Tool for Real Time
Production Withdrawal Kanban
Part #
11227T
control of Materials
Storage Area Address
Flow Rack 15C
Description
Left Hand Headrest Tube
Quantity / Box
400
Number of Cards:
_______ of ________
Date Issued:
February 1, 2012
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
54 SW 2-Day Training
55. Lean Production: Model = TPS
Goal: Elimination of waste.
Customer
Order
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
55 SW 2-Day Training
56. Lean Production: Model = TPS
Goal: Elimination of waste.
Customer
Order
FG
Delivery
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
56 SW 2-Day Training
57. Lean Production: Model = TPS
Goal: Elimination of waste.
Customer
Order
FG
Delivery
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
57 SW 2-Day Training
58. Lean Production: Model = TPS
Goal: Elimination of waste.
Kanban:
Order to Make
Replenish
FG Taken
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
58 SW 2-Day Training
59. Production Withdrawal Kanban
Production Instruction Kanban Production Withdrawal Kanban
Part #
11227T
Storage Area Address
Flow Rack 15C
Description
Left Hand Headrest Tube
Quantity / Box
400
Number of Cards:
_______ of ________
Date Issued:
February 1, 2012
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
59 SW 2-Day Training
60. Lean Production: Model = TPS
Kanban:
Order to Make
Replenish
Parts
Taken
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
60 SW 2-Day Training
61. Lean Production: Model = TPS
Production Withdrawal Kanban
Part #
11227T
Storage Area Address
Flow Rack 15C
Description
Left Hand Headrest Tube
Quantity / Box
400
Number of Cards:
_______ of ________
Date Issued:
February 1, 2012
Kanban:
Order to Take
Replenish
Parts
Taken
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
61 SW 2-Day Training
62. Lean Production: Model = TPS
Kanban:
Order to Make
Replenish
Parts
Taken
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
62 SW 2-Day Training
63. Lean Production: Model = TPS
Production Withdrawal Kanban
Part #
11227T
Storage Area Address
Flow Rack 15C
Description
Left Hand Headrest Tube
Quantity / Box
400
Number of Cards:
_______ of ________
Date Issued:
February 1, 2012
Kanban:
Order to Take
Replenish
Parts
Taken
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
63 SW 2-Day Training
64. Lean Production: Model = TPS
Production Withdrawal Kanban
Part #
11227T
Storage Area Address
Flow Rack 15C
Description
Left Hand Headrest Tube
Quantity / Box
400
Number of Cards:
_______ of ________
Date Issued:
February 1, 2012
Information flow
Material flow
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
64 SW 2-Day Training
65. Lean Production: Model = TPS
Production Withdrawal Kanban
Part #
11227T
Storage Area Address
Flow Rack 15C
Description
Left Hand Headrest Tube
Quantity / Box
400
Number of Cards:
_______ of ________
Date Issued:
February 1, 2012
Information flow
Material flow
Time Cash
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
65 SW 2-Day Training
66. Lean Production: Model = TPS
Taiichi Ohno: “Reduce the time line by removing
non-value added wastes.”
Information flow
Material flow
Time Cash
Bill Costantino, Lean Mfg
616-891-7578 EBCostantino@earthlink.net
66 SW 2-Day Training
67. MGT 564 - First Day of Class Roadmap
Kanban 5S
Waste Lean Standard
Work
One Piece Flow Tools Takt Time
MRP Waiting Lines
Operations
Inventory Management
Tools Forecasting
68. MGT 564 - First Day of Class Roadmap
Kata
Heijunka Muda
TPS
Genchi Genbutsu Kaizen
Kanban 5S
Waste Lean Standard
Work
One Piece Flow Tools Takt Time
MRP Waiting Lines
Operations
Inventory Management
Tools Forecasting