Tuesday, February 15, 2005
The New Manufacturing Challenge
The New Manufacturing Challenge
© 1987 by Kiyoshi Suzaki
Eliminate waste in the factory - temporary storage, carrying heavy work pieces, counting the number of parts, keypunching information, watching the machine run, transferring parts over a long distance, overproduction and double handling.
Waste is anything other than the minimum amount of X which is absolutely essential to add value to the product.
95% of the time, the material in the factory is not being processed.
Seven wastes:
1. Waste from overproduction
2. Waste of waiting time
3. Transportation waste
4. Processing waste
5. Inventory waste
6. Waste of motion
7. Waste from product defects
Operators at each stage of production should think of the next process as their "customer".
Overproduction leads to extra inventory, extra space, extra handling, extra machinery, extra defects, extra people, and extra overhead.
Dispose of obsolete materials: housekeeping/workplace organization. Do not produce items not required by the subsequent process. Manufacture products in small lots.
Whatever time is not spent in adding value to the product should be eliminated as much as possible. Simplify, combine, eliminate. Watching a machine run does not add value to a product.
Unnecessary clutter should be avoided. Cut production lead time and transportation time, reduce setup time and decrease production batch sizes. Achieving quick setup is essential.
Separate the work that must be done while the machine is stopped (internal setup) from work that can be done while the machine is in operation. Reduce internal setup by doing more work externally. Reduce internal setup by eliminating adjustments, simplifying attachments and detachments. Parallel operations tend to develop a spirit of teamwork as well. Standardize components, parts and raw materials.
Scrutinize the layout, and the use of machines in our factories. Product flow, it assumes the material will not be stagnant at any point in time from the receiving of raw material to the shipping of finished products. On-demand utilization factor means that machinery is ready for usage every time you go to use the machine - no waiting.
Autonomous control (Jidoka) means adding "intelligent features to machines to start or stop operations as needed and emit signals for operators when necessary.
By putting man's intelligence into machines, operators can be separated from machine operation. Management by sight, or visual control. Ensure quality at the source, the longer the delay in discovering a problem, the higher the cost of recovery. Prevent defects at the source and not to deliver a defective product to the next process.
Tools should be stored in standard locations. Use charts to communicate quality data and prevent machine breakdowns.
Kanban is a display card in Japanese for production control tools. Use Kanban sequence table to prioritize work, product type, priority, green, yellow, red. If the next process is not ready to receive the materials, there should be no transportation.
What can I do to help you to make you job easier?
Challenge conventional beliefs, bias toward experimentation, tolerance for failure, trust, teamwork, flexibility, discipline.
1922: Henry Ford: Thinking always ahead, thinking always of trying to do more, brings a state of mind in which nothing is impossible. The moment one gets into the expert state of mind a great number of things becomes impossible.
1970: Taiichi Ohno: By actually trying, various problems became known.
Amazon: http://www.amazon.com/exec/obidos/ASIN/0029320402
© 1987 by Kiyoshi Suzaki
Eliminate waste in the factory - temporary storage, carrying heavy work pieces, counting the number of parts, keypunching information, watching the machine run, transferring parts over a long distance, overproduction and double handling.
Waste is anything other than the minimum amount of X which is absolutely essential to add value to the product.
95% of the time, the material in the factory is not being processed.
Seven wastes:
1. Waste from overproduction
2. Waste of waiting time
3. Transportation waste
4. Processing waste
5. Inventory waste
6. Waste of motion
7. Waste from product defects
Operators at each stage of production should think of the next process as their "customer".
Overproduction leads to extra inventory, extra space, extra handling, extra machinery, extra defects, extra people, and extra overhead.
Dispose of obsolete materials: housekeeping/workplace organization. Do not produce items not required by the subsequent process. Manufacture products in small lots.
Whatever time is not spent in adding value to the product should be eliminated as much as possible. Simplify, combine, eliminate. Watching a machine run does not add value to a product.
Unnecessary clutter should be avoided. Cut production lead time and transportation time, reduce setup time and decrease production batch sizes. Achieving quick setup is essential.
Separate the work that must be done while the machine is stopped (internal setup) from work that can be done while the machine is in operation. Reduce internal setup by doing more work externally. Reduce internal setup by eliminating adjustments, simplifying attachments and detachments. Parallel operations tend to develop a spirit of teamwork as well. Standardize components, parts and raw materials.
Scrutinize the layout, and the use of machines in our factories. Product flow, it assumes the material will not be stagnant at any point in time from the receiving of raw material to the shipping of finished products. On-demand utilization factor means that machinery is ready for usage every time you go to use the machine - no waiting.
Autonomous control (Jidoka) means adding "intelligent features to machines to start or stop operations as needed and emit signals for operators when necessary.
By putting man's intelligence into machines, operators can be separated from machine operation. Management by sight, or visual control. Ensure quality at the source, the longer the delay in discovering a problem, the higher the cost of recovery. Prevent defects at the source and not to deliver a defective product to the next process.
Tools should be stored in standard locations. Use charts to communicate quality data and prevent machine breakdowns.
Kanban is a display card in Japanese for production control tools. Use Kanban sequence table to prioritize work, product type, priority, green, yellow, red. If the next process is not ready to receive the materials, there should be no transportation.
What can I do to help you to make you job easier?
Challenge conventional beliefs, bias toward experimentation, tolerance for failure, trust, teamwork, flexibility, discipline.
1922: Henry Ford: Thinking always ahead, thinking always of trying to do more, brings a state of mind in which nothing is impossible. The moment one gets into the expert state of mind a great number of things becomes impossible.
1970: Taiichi Ohno: By actually trying, various problems became known.
Amazon: http://www.amazon.com/exec/obidos/ASIN/0029320402
