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- Herausgeber: BookRix
- Kategorie: Fachliteratur
- Sprache: Englisch
Lean Manufacturing is defined as efficient approach to identifying and eliminating waste (non–value add activities) through regular improvement flowing the product in the pull of the customer in reach of perfection. Lean manufacturing is often simply "lean", is a systematical method for the leave out of waste ("Muda") within a manufacturing system. Lean also takes into account waste created through overwhelm ("Muri") and waste created through imperfection in workloads ("Mura"). Working from the angle of the client who consumes a product, "value" is any action or process that a customer want to pay for. “ To solve the problem of waste, Lean Manufacturing has number of tools at its disposal. These include continuous process improvement the ‘5 Ways’ and mistake-proofing. Thus it can be seen as taking a very similar approach to other improvement procedure.”
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Veröffentlichungsjahr: 2018
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Impact of risk factors and techniques in lean manufacturing
BookRix GmbH & Co. KG81371 MunichChapter 1 Introduction
Lean Manufacturing is defined as efficient approach to identifying and eliminating waste (non–value add activities) through regular improvement flowing the product in the pull of the customer in reach of perfection. Lean manufacturing is often simply "lean", is a systematical method for the leave out of waste ("Muda") within a manufacturing system. Lean also takes into account waste created through overwhelm ("Muri") and waste created through imperfection in workloads ("Mura"). Working from the angle of the client who consumes a product, "value" is any action or process that a customer want to pay for. “ To solve the problem of waste, Lean Manufacturing has number of tools at its disposal. These include continuous process improvement the ‘5 Ways’ and mistake-proofing. Thus it can be seen as taking a very similar approach to other improvement procedure.”
LEAN PRINCIPLES
Lean principles at Toyota evolved out of their Toyota Production System (TSP). There are number of principles, but we will assemble our work into four broad categories: investigate the elimination of waste, search improved quality, search for increased product flow, and search out reduced cost.By eliminating wasted resources from any manufacturing or production system, we can instantly increase that system’s productivity. If we increase productivity while reducing the resource inputs into the system, we decrease costs, which are passed along to the customer in terms of lower prices, resulting the increase in market share which increase benefit in long-term. It is driving strategy of all Japanese manufacturers which clasp lean principles.
History
Frederick Winslow Taylor, the father of scientific management, introduced what standardization and best practice classification.Taylor said: "And whenever a workman proposes an improvement, it should be the policy of the management to make a legal study of new method, and if it is necessary plan a series of experiments to decide exactely the comparative advantage of new suggestion and of the old standard. And whenever the new method is found to be evidently excellent to the old, it should be adopted as the standard for the whole organization." Taylor also made aware clearly against cutting wages or discharging workers.when ability improvements cut down the need for raw labor: "...behind a workman has had the payment per piece of the work he is doing lowered two or three times as a result of his hard work and rising his achievement, he is probabely absolutely to lose sight of his employer's side of the case and become saturate with a hopeless determination to have no more cuts.Toyota's development of ideas later which became lean may have started in the 20th century with Sakichi Toyoda, in a factory of textiles with looms that stopped themselves when a thread broke. it became the seed of autonomation and Jidoka. Toyota's journey with just in time may have restarted in 1934 at that time it goes from textiles to produce its first car. Kiichiro Toyoda, the founder of Toyota Motor Corporation, supervise the engine casting work and discovered many errors and problems in their manufacture. Then he decided he would stop the repairing of poor quality by extreme study of each part of the method. In 1936, when Toyota won its first truck contract with the Japanese government, his methods create new problems and he developed the "Kaizen" improvement teams. U.S. manufacturers like Henry ford take the concept of mass production. U.S. manufacturers have always searched for able concepts that helps to decrease costs, increase production, attain competitive position, and increase share of market. Early process oriented mass production manufacturing methods are common before World War II shifted afterwards to the results-oriented, production-focused, production systems that control the most of today's manufacturing businesses. Japanese manufacturers re-building after the Second World War were facing decreasing human, material, and financial resources. The problems they faced in manufacturing are highly different from their Western counterparts. These circumstances led to the development of new, lower cost, manufacturing articles. Early Japanese leaders such as the Toyota Motor Company's Eiji Toyoda, Taiichi Ohno, and Shingeo Shingo thry develop a disciplined, process-focused production system now known as the "lean production." The main aim of this system was to minimize the consumption of resources that added no value to a product.
WASTES IN LEAN MANUFACTURING
The object of Lean Manufacturing is the reduction of waste in every site of production including customer relations, product design, supplier networks, and factory management. Its aim is to incorporate less human effort, less inventory, less time in production, and less space to become highly responsive to customer demand while producing top quality products in a very advanced and accurate method.imperatavely, a "waste" is any product for which the customer is not want to pay.Typically the types of waste considered in a lean manufacturing system include:
Overproduction
To produce more than demanded or produce it before it is needed. It is visible as storage of material. It is the result of producing to extra products. Overproduction means making more than is required by the next process, making earlier than is required by the next process, or making faster than is required by the next process.
Causes for overproduction waste include:
Just-in-case logicAbuse of automatic machine controlZagged programUnstable work loadLarge process systemunnecessary investigationover arrangedWaiting
For a machine to work should be eject. The main aim is to increase the employment/capability of the worker instead of increasing the usage of the machines.
Causes of waiting waste include:
Unstable work loadrandom arrangementLarge process system timesabuse of automatic machine controlUnleveled arrangementsDifficult feature troubles
Inventory or Work in Process (WIP)
This is material between activity due to long portion manufacturing or methods with long cycle times.
Causes of excess inventory include:
save the company from careless and instantaneous problemscompound multiplicityUnleveled arrangementlow retail predictionUnstable workloadUnfaithful shipments by suppliersPoor communications
Processing waste
It should be reduced by asking why a definite procedure step is required and why a individual product is manufactured. All waste processing steps should be reduced.
Causes for processing waste include:
Product can be changed without any change in processJust-in-case logicTrue consumer requirements are endlessOver processing to put up stoppingtimepoor transmissionunwanted aauthorizationsunnecessary copies/more informationTransportation
This does not add any value to the product. Rather than developing the transportation, it should be decreased or reduced (e.g. forming cells).
Causes of transportation waste include:
low quality plant designPoor responsibility of the process flow for manufacturingbig batch sizes, leangthy lead times, and huge storage areas
Motion
