Lean Manufacturing Consultant
Posted by admin, under Management Systems
Lean Manufacturing is being utilized by businesses of all sizes today. Although it took a few years to become mainstream, the success stories from mid-size to large corporations have pushed lean manufacturing down to very small organizations.
Most of the large corporations employ a few lean experts. Many mid-size and most small businesses do not have lean manufacturing expertise in the company. It is common that a few individuals have attended a lean manufacturing seminar or read a few books, but lack the expertise to develop a roadmap.
The reason most courses and seminars do not teach a “roadmap” is because the tools are best applied to problems or bottlenecks, rather than forcing the tool use on the opportunity. For example, a machine that sets up once per week in 30 minutes probably doesn’t warrant a week of SMED activity.
However, a roadmap can be used with common sense. Lean manufacturing has been called “common sense manufacturing”, although not always “common practice”.
Lean Manufacturing Roadmap:
Form team (mix of lean manufacturing and relevant business experience)
Develop communication and feedback channel for everyone
Meet with everyone and explain the initiative
Begin to train all employees (lean overview, 8 wastes, standard operations, kaizen, RCPS, PDCA)
Facility Analysis – Determine the gap between current state and a state of “lean”
5S – It is the foundation of lean. Workplace organization is critical for any lean initiative
TPM – begin total productive maintenance early (used throughout lean)
Value Stream Mapping – Determine the waste across the entire system
7 (or 
Waste Identification – Use with value stream mapping to identify system waste
Process Mapping – a more detailed map of each process
Takt time – determine need to produce on all processes, equipment
OEE & 6 Losses – determine the losses on all processes and equipment
Line Balance – Use if necessary with takt time and OEE
SMED – push setup times down to reduce cycle time, batch quantity, and lower costs
Pull/One Piece Flow/Continuous Flow Analysis – utilize kanban and supermarkets
Analyze Quality at the Source Application – poor quality stopped at the source
Implement Error Proofing Ideas
Cellular Manufacturing/Layout & Flow Improvement – Analyze facility and each process
Develop Standardized Operations – concurrently with SMED, line balance, flow, layouts
Kaizen – continue improving operations, giving priority to bottlenecks within the system
The specific implementation plan should be developed from the facility analysis. The analysis identifies areas of opportunity in every area of the business, including sales, service, engineering, maintenance, production, quality, shipping, and administrative functions.
Some lean manufacturing projects within a lean initiative require the tools of six sigma to find the improvement answers. The lean manufacturing team needs to be trained to understand when the lean tools must be supplemented to either solve the problem or maximize the improvement.
Kaizen events may use all of the lean tools (and some six sigma tools) to meet the team’s objective. kaizen eventsare conducted on an ongoing basis to achieve a state of “lean”. For example, a process may need a quick throughput improvement. The kaizen blitz could include focused SMED (single minute exchange of die) and OEE analysis. The kaizen might have an objective to reduce setup time from 80 minutes to 60 minutes in 4 days.
It is important to keep an enterprise view with the analysis and roadmap. No single operation should be improved at the expense of the entire system. For example, if a bottleneck is happening at Process B, improving Process A prior to B only hurts the system worse. A larger scale example is improving throughput if shipping cannot handle the volume. Although many improvements cause bottlenecks elsewhere, forcing a larger known problem is rarely a good idea.
The roadmap above is only one example. It could be shown with many different variations. However, there is a logical sequence to many of the tools. Value stream mapping is almost always conducted very early on in the process. The 5S system provides a foundation for most other tools. TPM is large and plays an important role in OEE improvement, and therefore must be started early.
The key is to have a plan and get started. The path to lean will not be straight and it never ends. Don’t let the pursuit of perfection get in the way of being “better” today.
Lean Manufacturing Process For Beginners
Posted by admin, under Management Systems
Lean manufacturing process (LMP) is the process of empowering companies to be able to implement manufacturing methodologies that attempts to maximize the valued goods and minimize the waste that comes with it.
Every company has been asking what is actually LMP. What is LMP as compared to the present manufacturing methods and why should it be considered.
LMP hopes to satisfy not only the customers of a company but its employees and shareholders as well.
Answer to these questions and you will get the picture:
1. What is LMP to the customers?
Customers only pays for what they need. This is called value in the perspective of a company. Value is termed as something that the customer is willing to buy or pay for.
So basically, LMP gives the customer what it wants. What is LMP as an effect to customers is that it decides to make the manufacturing companies more customer centric and therefore more satisfaction to the customers.
Companies usually do surveys or just plainly asks a particular customers of his needs or wants and then focuses all its available resources and energies to that particular need.
2. What is LMP to the employees?
Employees have long been part of the manufacturing line. They are considered to be a major part of the manufacturing line. If a company implements a LMP, the employees will benefit from the ease of work and less redundant or loops in the manufacturing line.
Though, underutilized employees are also part of the program of LMP, employees will surely benefit from less stress.
What is LMP effect to the employees is that the process will eliminate the processes or things that are considered as waste in the manufacturing process.
At some point, an employee can be considered underutilized and an action will be required as is taught by LMP.
3. What is LMP to the company?
LMP will bring great benefit to the company since its programs are focused on how the company can improve its manufacturing lines. What is LMP for the company is that its ability to eliminate wastes and diminish redundant and looping processes.
What is LMP to the customers, employees and shareholders is that it aims to develop a centralized and more effective manufacturing process beneficial to all.
Below are some of the focal points that are aimed to be resolved by the lean manufacturing systems:
a. Inventory
b. Overproduction
c. Defects
d. Waiting Time
e. Extra Processing
f. Underutilized People
g. Motion
h. Transportation
These focal points of LMP will be methodologically acted upon. Each of these focal points have been a problem by one manufacturing company or another. Therefore, a solution for a problem that includes the abovementioned focal points are readily available. Any future problem will be studied for a ready solution. A problem may be solved mechanically or methodologically, in whatever way, the solution will always be available for the manufacturing process.
What is LMP as implemented on these focal points? the lean manufacturing process is drafted to increase the value of the goods and decrease the presence of wastes. It is after years of experience in the manufacturing lines that effective methodologies are made in place to improve the manufacturing lines of manufacturing companies.
What is LMP compared to the old methodologies in manufacturing if these methodologies do not contribute to the overall gain of the company or the satisfaction of the esteemed customers.
LMP in placed today in most companies were constructed in reference to the lean manufacturing systems that started in Japan. The lean manufacturing systems or processes started in Toyota Production System (TPS) in Japan. That is why most of the terms used in lean manufacturing processes are Japanese words such as kaizen, kanban and andon. The Toyota Production System has a wide experience when it comes to manufacturing and it has been rightly so that they have developed their own lean manufacturing process.
Fidens Felix, owner of Visiac, LLC – an online publishing company. Read his insight at http://www.FidensFelix.com.
To find out more about lean manufacturing, visit Toyota Way.
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Integrating Six Sigma And the Lean Manufacturing Process
Posted by admin, under Management Systems
The lean manufacturing process and six sigma should be used together in order to have the most effect in the bottom line of a business. By combining resources and integrating programs, more can be accomplished with less expenditure of time and money.
Are they competitors?
Six sigma consultants sometimes tend to have an elitist strain, with black belt experts poring over numbers and engaging in long term projects that can be quite far removed from the shop floor. Many lean manufacturing programs, such as those centered on Kaizen events, place an emphasis on teamwork. A recent book, “The Perfect Engine,” by Anand Sharma and Patricia E. Moody, highlights the benefits of joining forces in a sort of Lean-Six Sigma approach.
When most companies begin their lean manufacturing process, they begin with programs such as 5S, and Kaizen blitzes in order to reduce waste. Once these wastes were eliminated, a need is revealed to address the underlying problem. The need to some kind of measurable, statistical method soon becomes apparent and this is where the marriage of lean and six sigma can make such a difference.
How does it help to join together?
By combining methods, results are improved as baseline levels of performance are established. Now statistical tools can be used to ensure the greatest impact.
Now that the lean manufacturing process has revealed the shortcomings, Six sigma offers a way to solve the problems in a sequential, procedural manner. By using the DMAIC cycle (design, measure, analyze, improve, and control), realistic solutions to chronic problems can be applied.
In this way, the root cause of the problem is much less likely to be overlooked, and long term, ongoing solutions can be logically applied and progress measured.
One needs the other
If you just reduce waste you may not ever get to the underlying cause, and if you just do Six sigma, you may never maximize the full potential of your organization. Six sigma really needs lean to enable it to perform optimally.
One of the characteristics of six sigma is it’s ability to link programs together so they work in as a flow, rather than disconnected, stand alone tools.
Top management needs to be involved
Six sigma black belts must not be allowed to engage in months long programs that will not have any impact on the bottom line of your company. It can and does happen that vast amounts of time and money are spent on well-meaning programs that just don’t touch the bottom line.
On the other hand, chronic, deep seated problems cannot be solved by intuitive, short-term 5S and Kaizen programs.
By having top management working to put these two complimentary programs on the same team, you operations will run more efficiently and your profits will increase.
Randy Hough lives and works in the Upper Valley of Vermont. With more than 30 years in the plastic injection mold making industry, he has gained valuable practical experience in the lean manufacturing process.
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Digital Kanban Is Critical to Lean Manufacturing
Posted by admin, under Management Systems
Stephen Parker, CEO of Datacraft proudly noted, “Our exclusive digital kanban solution continues to be an innovator with software applications that support Lean best practices. “Outsourced manufacturing is a major trend and there are a limited number of tools available that help companies realize this type of success within a Lean program. Signum allow Datacraft’s customers to dramatically reduce inventory, shorten cycle times and eliminate stock-outs in this key business area.”
Solutions, the world leader in lean manufacturing software, noted that its flagship product, Signum Digital Kanban, is designed to help manufacturers reduce inventory by up to 75% while eliminating stock-outs. Only true digital kanban solution allows shop floor operators to manage and track all material as well as components that are sent to outside processors. This critical product feature allows manufacturers to achieve additional inventory reduction and fewer stock-outs, using a single integrated set of material replenishment processes for all products.
One of the key features to Datacraft’s technology is its ability to manage outside processing to increase visibility to all material and work-in-process both on and off-site. As a result, companies can better manage sub-contracted processing such as heat treatment, sheet metal operations and component manufacturing. For the first time, material managers will have real time inventory and scrap data for all material at their outside processors. This allows manufacturers to reduce production cycle times by days (and sometimes weeks) while significantly reducing unnecessary raw and component material inventories. The ability to track and identify scrap rates also improves inventory accuracy while holding suppliers to committed performance objectives.
The digital kanban software allows plant management to track inventory reduction, increased inventory turns and reductions in supplier lead times as they are achieved.
Datacraft Solutions (www.datacraftsolutions.com) delivers a revolutionary digital kanban process of automation solutions to lean manufacturers through a secure Internet gateway, eliminating the need to install and maintain a complex IT infrastructure. The company has experienced significant growth in the past twelve months by eliminating complicated, expensive, time-intensive software implementations as well as extensive training regiments and the need for internal support. The Datacraft Solutions’ replenishment supply chain digital kanban lean system allows customers access and fully utilize powerful lean benefits immediately for a low, predictable monthly fee. Services are scalable so manufacturers can design an appropriate digital kanban solution.
Datacraft Solutions
www.datacraftsolutions.com
Jerry Bryant
Marketing Manager
jbryant@datacraftsolutions.net
800-819-5326
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Business Excellence Profiles Kanban for Eto Manufacturing
Posted by admin, under Management Systems
According to leading manufacturing journalist, Thomas R. Cutler, in the May issue of Business Excellence in a feature article titled, An Order of One, much of the (manufacturing) waste is invisible to the naked eye, so identifying and eliminating it is not always easy. Lean manufacturing uses standardized processes to remove waste from repetitive tasks, but its main principles are still relevant to ETO (engineer-to-order) manufacturers, including:
• Pull scheduling (digital kanban) to reduce inventory and reduce cycle times
• Rapid setup – to reduce lot sizes and inventory
• Team development – to implement the new processes
• Value stream mapping – to identify value added and non-value-added activities
• Cellular and flow manufacturing – to reduce travel distance and simplify routings.
Dramatic improvements can be achieved from lean manufacturing implementations and continued process improvement, including 40-60 percent increases in productivity, inventory reductions in the region of 50-75 percent, lead
times down by anything from 25-75 percent and quality improvements between 50-70 percent.
One of the biggest opportunities for improvement in ETO manufacturing is in the supply chain, where procuring the right materials more quickly and accurately has a direct effect on lead times. According to Stephen Parker, CEO of Datacraft
Solutions: “The role of digital kanban in the ETO environment is critical because of the complex and time sensitive nature of engineer-to-order projects. Companies are battling rising costs, fluctuating exchange rates, and increased overseas competition. Customers expect and demand quality products, short
on-time deliveries, and competitive prices. Only the most efficient and flexible survive. Digital kanban is a key component that provides companies with a tool to manage costs and shorten cycle times.” Because digital kanban offers realtime
information, it allows a company to produce what customers require as they require it, which is exactly what engineer to order is all about.
Datacraft Solutions (www.datacraftsolutions.com) delivers a revolutionary digital kanban process of automation solutions to lean manufacturers through a secure Internet gateway, eliminating the need to install and maintain a complex IT infrastructure. The company has experienced significant growth in the past twelve months by eliminating complicated, expensive, time-intensive software implementations as well as extensive training regiments and the need for internal support. The Datacraft Solutions’ demand driven supply chain digital kanban lean system allows customers access and fully utilize powerful lean benefits immediately for a low, predictable monthly fee. Services are scalable so manufacturers can design an appropriate digital kanban solution.
Datacraft Solutions
www.datacraftsolutions.com
Jerry Bryant
Marketing Manager
jbryant@datacraftsolutions.net
800-819-5326
