MANUFACTURING SYSTEMS

DESIGN

Amila Abeysinghe
B.Sc. University of Moratuwa, ACMA, CGMA, MBA, Blue Belt - Lean

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 Course Outline
Lean Manufacturing System
• What is Lean
• TPS
• Seven Waste
• Value adding and non value adding operation
• JIT
• Jidoka
• Kanban and Andon system
• Autonomation
• Pull and push system
• Cellular manufacturing and STW
• Labor efficiency and OEE
• Yamazumi and STW
• SMED or QCO
• Control of Inventories
• Rank order clustering
• Product flow diagram
• Productivity

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 Course Outline
Maintenance strategies
• Run to Failure (RTF)
• Total Productive Maintenance (TPM)
• Reliability Centered Maintenance(RCM)
• Condition Based Maintenance (CBM)

Tools for the analysis of manufacturing systems

• PDCA
• A3 thinking
• 6 sigma (DMAIC)
• Pareto analysis
• 5Y and 8 step problem solving
• Kaizen
• Ishikawa diagrams
• Process mapping
• Value steam mapping

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Lean Philosophy
History of lean Manufacturing
• Financial crisis after the 2nd world war in Japan.
• Toyota president and chief engineer visited Henry Ford’s factory in
Detroit, USA.
• Eiji Toyada (Toyota president) and Taiichi Ohno (Chief engineer)
participated for the visit
• Analyze the supermarket chain of Piggly Wiggly.

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Lean Philosophy
• The TPS has two themes, ‘just-in-time’ and ‘jidoka’.
• Just-in-time is defined as the rapid and co-ordinated movement of parts throughout
the production system and supply network to meet customer demand. It is
operationalized by means of heijunka (levelling and smoothing the flow of items),
kanban (signalling to the preceding process that more parts are needed) and nagare
(laying out processes to achieve smoother flow of parts throughout the production
process).
• Jidoka is described as ‘humanizing the interface between operator and machine’.
Toyota’s philosophy is that the machine is there to serve the operator’s purpose. The
operator should be left free to exercise his/her judgement. Jidoka is operationalized
by means of fail-safeing

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Lean Philosophy
Seven waste
• Overproduction (waste from producing more automobiles than was needed)

• Transportation (waste associated with un-necessarily moving items around a factory

due to poor or complex layouts)

• Processing (waste associated with spending more time, effort and resources than was
necessary processing products beyond what was necessary or demanded by the
customer)

• Time spent Waiting (waste associated with an employee or a machine being idle)

• Inventory (waste associated with keeping stocks of in-process materials or finished

automobiles waiting to be shipped to dealerships or customers)

• Defects (waste associated with defective components, defective materials).

Waste associated with unnecessary

• Motion. (This is different to transportation. Motion is looking at the efforts and time
expended by employees on performing their tasks.)

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Lean Philosophy
What is SMED or QCO ??
SMED – Single Minute Exchange Dies / QCO – Quick Changeover
• Time Taken to last good piece to first good piece
• The basic idea of SMED is to reduce the setup time on a machine

• External Setup: That part of the setup which can be done while the machine is still running, for
example, preparing a die to be used for the next run
• Internal Setup: That part of the setup which must be done while the machine is shut down, for
example, removing or attaching dies

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Lean Philosophy
SMED calculation??
Activity Time Without After Improvement (ECRS) New time
(min) machine machine
stop stop
Cool the mold 20 Heat gloves Eliminate
Remove the 10 Introduce magnetic clamp 05 Simplify
clamp
Remove stud 07 Introduce mold kit Eliminate
Remove the 03 03
heater sensors
Remove the 10 Automatic loader 03 Simplify
mold
Bring new mold 12
Fix the stud 07 Introduce mold kit Eliminate
Load the mold 10 Automatic loader 03 Simplify
Fix the clamp 10 Introduce magnetic clamp 05 Simplify
Fix the heat 03 03
sensors
Heat the mold 30 Pre heat unit Eliminate
Setup 05 05
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Summery

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Summery

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Lean Philosophy
Toyota four rules

• Rule one – all work shall be highly specified as to content, sequence, timing, and
outcome.
• Rule two – every customer-supplier connection must be direct and there must be an
unambiguous yes or no method of sending requests and receiving responses.
• Rule three – the route for every product and service must be simple and direct.
• Rule four – any improvement must be made in accordance with the scientific method,
under the guidance of a teacher, and at the lowest possible level in the organization.

Reference – Decoding DNA of Toyota production system - HBR

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Lean Philosophy
Lean synchronization

• customers want (perfect quality)

• in exact quantities (neither too much nor too little),
• exactly when needed (not too early or too late)
• and exactly where required (not to the wrong location).

• Lean synchronization is to do all this at the lowest possible cost.

• ‘lean synchronization aims to meet demand instantaneously, with perfect quality

and no waste’

• ‘just-in-time’ emphasizes the idea of producing items only when they are needed

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Lean Philosophy
Traditional manufacturing vs JIT manufacturing

JIT manufacturing impact to Bullwip effect

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Lean Philosophy
Capacity utilization

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Lean Philosophy
The river and rocks analogy

Reducing the level of inventory (water) allows operations management (the

ship) to see the problems in the operation (the rocks) and work to reduce
them

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Lean Philosophy
Value adding activities

Welding, assembly, printing,

programming

Inspection, product movement, tool changing,

maintenance, filing, certification, computer start
up.

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Lean Philosophy

Necessary

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Lean Philosophy
Muda, mura, muri

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Lean Philosophy

Toyota has developed its production system around eliminating three enemies of
Lean: Muda(waste), Muri (overburden) and Mura (unevenness)

MUDA, waste, can be defined in eight types, 7 defined by Toyota and ‘non utilized skills’. These
are: Defects, Overproduction, Waiting, Non-used Talent, Transport, Inventories, Motion and
Excess processing.

MURI, overburden, When operators or machines are utilized for more than 100% to finish their task,
they are overburdened. This means breakdowns when it comes to machines and absenteeism when
it comes to employees. To optimize the use of machines and make sure they function properly,
preventative- and autonomous maintenance can be implemented.

MURA, unevenness, can be found in fluctuation in customer demand, process times per product or
variation of cycle times for different operators. In production environments with low-volume, high
product variation, flexibility is more important than in high-volume, low-product variation
environments.

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Lean Philosophy
Waste reduction practices
• Gemba walks

• Smooth material flow

Value stream mapping (also known as ‘end-to-end’ system mapping) is a simple but
effective approach to understanding the flow of material and information as a product or
service has value added as it progresses through a process, operation, or supply chain. It
visually maps a product or services ‘production’ path from start to finish.

• Continuous improvement

• Visual management

• Use small-scale simple process technology

• Pull control and Kanban

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Lean Philosophy
Lean synchronization and the theory of constraints
The Theory of Constraints is a methodology for identifying the most important limiting
factor (i.e. constraint) that stands in the way of achieving a goal and then
systematically improving that constraint until it is no longer the limiting factor. In
manufacturing, the constraint is often referred to as a bottleneck.

‘Drum beat’ determines the schedules in non-bottleneck areas, pulling through work
(the rope) in line with the bottleneck capacity, not the capacity of the work center. A
bottleneck should never be allowed to be working at less than full capacity; therefore,
inventory buffers should be placed before it to ensure that it never runs out of work

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Lean Philosophy
Theory of constraints

Step Objective
Identify Identify the current constraint (the single part of the process that limits the rate at which the goal is
achieved).
Exploit Make quick improvements to the throughput of the constraint using existing resources (i.e. make
the most of what you have).
Subordinate Review all other activities in the process to ensure that they are aligned with and truly support the
needs of the constraint.
Elevate If the constraint still exists (i.e. it has not moved), consider what further actions can be taken to
eliminate it from being the constraint. Normally, actions are continued at this step until the
constraint has been “broken” (until it has moved somewhere else). In some cases, capital
investment may be required.
Repeat The Five Focusing Steps are a continuous improvement cycle. Therefore, once a constraint is
resolved the next constraint should immediately be addressed. This step is a reminder to never
become complacent – aggressively improve the current constraint…and then immediately move on
to the next constraint.
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Lean Philosophy
Questions

QUESTION 1
Explain how JIT operations differ from traditional operations by considering product flow

QUESTION 2
Explain how the ‘Rocks in the Water’ analogy outlines the JIT approach to inventory and
problem exposure.

QUESTION 3
‘Within JIT operations the main sacrifice is capacity utilization’ – explain this statement and
its consequences.

QUESTION 4
Describe the ‘lean’ approach and outline its relationship with JIT.

QUESTION 5
Describe the push and pull with advantages of each concept.

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Reference
• Shingo.S, 1989. A study of the Toyota production system from an industrial engineering
viewpoint. 1st ed. Boca Raton: CRCpress.
•
• Sohani, Y. D. a. N., 2012. Single Minute Exchange of Dies: Literature Review. International
Journal of Lean Thinking, 3(2), pp. 28-37.

• Liker., K. J. &. Miller. D., 2006. Ther Toyota way fieldbook. 1st ed. New York: McGraw Hill
Education

• Slack, Chambers And Johnston, 2007, Operations Management, 5th Edition, Ft Prentice
Hall.

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