TPS & Lean Production PDF

27-09-2024 TPS & Lean Production Er.Dhananjay Apte Certified Six Sigma Black Belt-ASQ (USA) Sigma Consultants India Training & I mp le mentatio n Six Sigma, Lean, Oper.Mgt. since 1991...

27-09-2024 TPS & Lean Production Er.Dhananjay Apte Certified Six Sigma Black Belt-ASQ (USA) Sigma Consultants India Training & I mp le mentatio n Six Sigma, Lean, Oper.Mgt. since 1991 # 98 23 19 09 39 [email protected] Toyota Production System Vs Lean Production TPS is a cultural and philosophical shift, while lean is more tool-based 27-Sep-24 Dhananjay Madhav Apte- 9823190939 2 1  27-09-2024 Using Operational Excellence as a Strategic Weapon DMAIC https://drive.google.com/open?id=1gaULrRaL-PvSrUbniP8jtnGqmmlkED9t&usp=drive_fs PDCA 8D Business Process Reengineering Can you judge how above Strategic Weapons are interrelated? 27-Sep-24 Dhananjay Madhav Apte- 9823190939 3 Tools Force Field Analysis Use of Kano Model – Basic- Intermediate-Delighter Needs of customers – Explore Customer satisfaction along with day to day examples. 27-Sep-24 Dhananjay Madhav Apte- 9823190939 4 2  27-09-2024 OEE Total Available Time Shift hours Loading time Excluding planned downtime Operation Time Excluding unplanned down Time Operation Time/ Loading Time = Availability…at least 90% desired TCT: Theoretical cycle time , ACT: Actual cycle time TCT/ACT = Performance efficiency….. at least 95% desired Rate of quality… at least 99% desired Availability x Performance Efficiency x Rate of quality = Overall Equipment Effectiveness, OEE OEE- A- https://drive.google.com/open?id=1ECtiMsRj95NVW8OUGeMfHwlY39dIRf8H&usp=drive_fs OEE-Excel sheet-Numericals-18 AUG- https://docs.google.com/spreadsheets/d/1dLueO5PlIYfabH9Ubapfsbmj0NtNl-ob?rtpof=true&usp=drive_fs TRS- https://docs.google.com/spreadsheets/d/1KO_2PIipNB7TzwDuYw9XOh18YaRuJFTN?rtpof=true&usp=drive_fs features 27-Sep-24 Dhananjay Madhav Apte- 9823190939 5 OPE (Overall Personal Effectiveness) Availability Efficiency Quality Task Record Sheets Standardization of the task, Use of Control 27-Sep-24 Dhananjay Madhav Apte- 9823190939 6 3  27-09-2024 27-Sep-24 Dhananjay Madhav Apte- 9823190939 7 27-Sep-24 Dhananjay Madhav Apte- 9823190939 8 4  27-09-2024 27-Sep-24 Dhananjay Madhav Apte- 9823190939 9 14 principles of TPS 5  27-09-2024 1. Apply a long-term philosophy. Always go for the long-term instead of short-term. Even if your immediate future might suffer, you’ll have better chances of surviving and growing as a company if you look decades into the future. Making money is actually a short term goal, look to generate value for years down the road. 2. Create continuous flow. This means that from the moment the part leaves the inventory to the point of sale, there should be little to no delay. Although a single issue can shut a whole process down, it’s easier to identify and address. 3. Use pull and avoid overproduction. Again, we love how they want to achieve that balance between what’s actually selling and what they’re making. Eliminating wastage and excess stock keeps their capital huge and their profits clean. 27-Sep-24 Dhananjay Madhav Apte- 9823190939 11 4. Heijunka. Consistency is more important than meeting demands. You have to maintain a pace that does not over exert the company. If there is a great demand, your customers simply have to wait. Don’t think of the clients who turn away as lost business, it’s simply good practice not to overtax your machines and your people. 5. Build the right culture. The lean processes of Toyota Production System shouldn’t be contained to the production line. It should show up even in customer relations and company meetings. 27-Sep-24 Dhananjay Madhav Apte- 9823190939 12 6  27-09-2024 6. Standardize tasks. Standard worksheets leave little room for defects and are a perfect guide for a person right there in the production line. 7. Use visual control. Visual cues like cards and sign in the factories are the easiest ways for people to read signals. Always go with what’s easy and familiar to your workers. 8. Use only tested technology. Keep in mind that tech should only support your production line. You didn’t train your team just to hand them a smartphone with a paid app. 27-Sep-24 Dhananjay Madhav Apte- 9823190939 13 9. Grow leaders who live the philosophy. Egos have no place in the Toyota Production System. Decisions are made by higher-ups with customer and employee feedback since these are the stakeholders. 10. Develop people and teams. Teamwork can only flourish and help your company if you respect one another. Toyota respects even their competition. 11. Respect your outside forces. Toyota honours its suppliers and strives to better them. They demand strictly and often heavily, but only because they want their suppliers to achieve excellence as well. 27-Sep-24 Dhananjay Madhav Apte- 9823190939 14 7  27-09-2024 12. Observe and reflect. Managers never stop looking at the process. They repeat the design and implementation again and again searching for ways to improve. 13. Decide slowly, implement fast. Take the time to think and analyse the data. When you’ve made a decision, do not hold back. The time for doubt had already passed. 14. Practice reflection all the time. Toyota Production System leans on the fact that they are a learning organization. There’s always something more to do and develop. 27-Sep-24 Dhananjay Madhav Apte- 9823190939 15 Value Stream Mapping & Creating continuous process flow Pull system to avoid over production. Toyota Way. 27-Sep-24 Dhananjay Madhav Apte- 9823190939 16 8  27-09-2024 27-Sep-24 Dhananjay Madhav Apte- Terms 17 terms 9823190939 Exercise ►Draw VSM for- – A company having “Decarthing, Washing, Depyrogenation & Filling” sections for a product, having customers “A” & “B” and suppliers 1 & 2. Maintaining 5 days and 30 days inventory at receiving and shipping station respectively, Maintaining inventory between each process. – Supplier receive Annual Production Plan through email & Market forecast is evaluated from customers. – Weekly receiving the raw material from supplier and Daily shipping the finished product to customer. 27-Sep-24 Dhananjay Madhav Apte- 18 9823190939 9  27-09-2024 “94% of Failures are due to Poor Systems 6% are caused by Worker Mistakes” Deming 27-Sep-24 Dhananjay Madhav Apte- terms 20 9823190939 First Pass or Throughput Yield (TPY) and Yield Rework 30 pieces go to rework Final Machining Inspection Inspection 60 pieces are “good” 100 pieces 10 pieces produced Final Inspection scrapped records 90 “good” units Scrap First Pass Yield = 60% Yield = 90 % 27-Sep-24 Dhananjay Madhav Apte- 21 9823190939 10  27-09-2024 Creating continuous process flow 27-Sep-24 Dhananjay Madhav Apte- 22 9823190939 Continuous Flow Manufacturing (CFM) No waiting of part for next operation (no WIP inventory) No waiting of machine for input (no idle machine) Examples-Chemical, Paints, Float Glass Delays associated with setting up equipment, moving work between departments, storing work because a needed resource is unavailable, equipment breakdowns, and so on must be eliminated. Line must be Balanced. 27-Sep-24 Dhananjay Madhav Apte- Cont flow pict 23 9823190939 11  27-09-2024 Which operator has larger process time ? 27-Sep-24 Dhananjay Madhav Apte- Batch v/s cont 24 9823190939 BATCH PROCESSING Cycle time A – 2min B – 2.5min C – 1.5min For a batch of 100, to get the first finished part out the total lead time is, 100(2) + 100(2.5) + 1(1.5) = 200+250+1.5 = 451.5 min If a product change is demanded by the market, considering similar cycle times, the lead time will be at least 451.5 min. IS THAT ACCEPTABLE? 27-Sep-24 Dhananjay Madhav Apte- 25 9823190939 12  27-09-2024 CONTINUOUS PROCESSING Cycle time A – 2min B – 2.5min C – 1.5min To get the first finished part out the total lead time is 1(2) + 1(2.5) + 1(1.5) = 2+2.5+1.5 = 5.5 min If a product change is demanded by the market, considering similar cycle times, the lead time will be JUST 5.5 MIN. THAT IS THE BEAUTY 27-Sep-24 OF CONTINUOUS FLOW26 Dhananjay Madhav Apte- 9823190939 Impact of Batch Size Reduction 27-Sep-24 Dhananjay Madhav Apte- metaphor 27 9823190939 13