Thin tools and practices which eliminate the loss from manufacture
Thin manufacture: A starter described seven categories of loss. The following dozen the approximately fundamental technical tools and the practices of thin manufacture were employed a long time to limit or eliminate some from these types of loss. Note that it is not necessarily a deepened list, nor are the articles in it in any particular order of importance.
It is the part two of a note with multiple parts.
Five S 's
The first practice mentioned here spouted out same Japanese system which in the beginning gave rise to thin manufacture. The five S 's are a methodology to organize, clean, develop, and support a productive environment of work to create a working area which is organized and effective. The reasoning behind the five S 's is that a clean working area provides surer, a more productive environment for employees and supports good deals. Five with beginning of limits S are manual disciplines that the employees should employ to create a work place appropriate to the thin production. The first limits, kind (seiri in the Japanese), means of separating the articles necessary them useless and of removing this last. The second limit, simplify, are rectified, or together in means of the order (seiton in the Japanese) of arranging in a way ordered of the articles for the use. Shine, sweep, or rub (seiso in the Japanese) the means of cleaning the working area to establish the property and the responsibility, while standardize, systematizes, or programs it (seiketsu in the Japanese) means to standardize efforts like checklists, in order to practise the three preceding principles of the kind, to simplify them, and to rub them daily. In conclusion, support (shisuke in the Japanese) the means of following always the four first S 's in order to create a disciplined culture which practises and repeats the five principles of S until they become a lifestyle for employees.
Visual orders
In terms of tools, thin manufacture tends to strongly concentrate on visual orders to make the life frank for operators and to avoid errors. The visual order requires that the whole work place be installed with the obvious and intuitive signals which make it possible any employee to know instantaneously what continues, include/understand any process, and see clearly what is made correctly and what is out of place. The typical visual control drives include panels of warning, labels of locking, labels, and spots of code to colors. An example is andon, an electronic council which provide the visibility of the statute of floor like information to help the coordinate the efforts in the bound centers of work, by the light signals which are green (for operation ), red (for stop ), and yellow (for attention of the needs). The primary education advantage of the visual order is that it is a simple and intuitive method which shows with an employee quickly when a process functions correctly and when it is not.
Standardized work
Knowing which processes to carry out are as important as knowing when they function correctly. To make sure that the level, the uniformity, effectiveness, and the effectiveness required of quality of the product are carried out, of the documented processes stage-by-stage, or of the procedures of standard operation (SOP), are necessary to define work standardized necessary to reduce errors and times of contact. Standardized work is one of the tools most given on thin manufacture, in spite to require the useful creation and the documentation of the well defined operations for workmen and machines. Such well defined operations make it possible manufacturers to apply the practices to the manufacturing processes. Standardized work also provides the base for the continuous improvement, since documented processes can more easily be analyzed and improved. To define standardized work, concessions should employ images, words, tables, symbols, colors, and indicators visual to communicate a coherent and intuitive message with the various work forces. Such graphic instructions, also known under the name of the sheets of method of operation (WHO), explain each stage in the sequence of operation (SOE) definite for a given line production, and can design and produce visual instructions of work on paper or the screen.
Proofing of error
Because the continual improvement is one of the primary education concepts behind thin manufacture, confuse the proofing, or poka-l' harness in the Japanese, is a tool of important reject of reduction. The proofing of error is an activity of essential safety to prevent errors with their source. In simple terms, the proofing of error is any device, mechanism, or technique which prevents an error from being made or makes the error obvious in order to avoid a defect of products. The objective of the proofing of error is to prevent the cause of the defects to manufacture or to make sure that each article can be inspected in a profitable way so that defective article does not reach downward processes. For example, in an operation of assembly, if each correct part is not employed, a device of detection detects that a part was unutilised and stopped the operation, preventing of this fact the assembler of moving the unfinished part at the next station or of beginning another operation.
Thin manufacture other requires manufacturers to approach exits of productivity of equipment by the adoption of the total productive maintenance (TPM), which is a whole of techniques, at the origin cleared by Denso in the group of Toyota in Japan, which is composed of corrective maintenance and the prevention of maintenance, more of the continual efforts to adapt, to modify, and to refine the equipment to increase flexibility, to reduce material handling, and to support continuous flows (see that the thin capital Management-Is preventive maintenance Anti-lean?). TPM is a specialized maintenance which implies of all the employees qualified in all the activities of maintenance. Its goal, of par with the five S mentioned above 's, is to ensure the availability of resource eliminating from the accidents, the defects, and the breakdowns associated with the machine which sap the effectiveness and drain the productivity on the floor of factory. This includes losses of installation and adjustment, walk in idle and interruptions minor, reduced speeds of operation, defects, the recovery, and losses of starting of output.
The breakdown of machine is a critical topic for the floor of store, as in a thin machine of the environment one to go down can stop the whole line production or run. Consequently, TPM and other advanced options of the management of inheritance of company (EAM) increase the reliability of equipment, and thus improve the availability, reduce the time of breakdown, reduce the fall of product (and wasted time controlling this fall), and increase tolerances of machine (and consequently quality). Like another help, the devices of management of diagnoses can automatically identify situations where the current strategy of maintenance does not function and start a continuous review of improvement. This often requires the support for the maintenance led by reliability (RDM), which can support the strategy of TPM (see the Maintenance-Closing led by reliability the Gap value of CMMS?). In conclusion, the systems of company which can synchronize the planning of maintenance and production should maximize the time of production available and contribute towards a greater exit and a total effectiveness of equipment (OEE).
Simulation is another tool to help to reduce the maintenance-related loss. By supporting simulation, the advanced management systems of service typically include the establishment of the program of maintenance based on plans of production, with the automated update of the program of maintenance based on the production of real completion (with electronic bonds in the equipment the 's have the meters of execution to the maintenance of program). The idea is to eliminate six large following maintenance-related losses.
1. Time of breakdown of equipment
2. Installation and adjustments
3. Minor interruptions or idleness
4. Not planned cuts
5. Time came to make the product rejected due to the error of machine
6. The rejections during start rises
Cellular manufacture
Moving maintenance with the manufacturing processes, thin philosophy depends traditionally on the cellular manufacture, which is a manufacturing process which produces families of the parts in a single circuit line or a cell of the machines ordered by the operators who work only in the line or the cell. The cells of production, laid out to reduce to the minimum from the ergonomic point of view of the workmen 'stretching themselves and reaching so that parts, provisioning, or tools achieve the task, traditional and linear production lines often replaced to help of the products of prroduce of companies in moreover small sizes of fate, ensure a more continuous flow, and improve quality of the product. A relative concept, will nagara, is the Japanese term employed to depict a system of production where apparently independent tasks can be produced by the same operator simultaneously. Nowadays, however, the thin thought moves beyond the production of cells and by product group-based pure.
Since thin manufacture requires manufacturers to only produce at the request of customer, it requires them to make products in groups increasingly smaller. This is opposed to the traditional long series of equipment and error which it is more effective to run large, EOQ-based group rather to run of several the shortest which include changes. However, the long races mean the great inventories, which attach in their turn of large amounts of money and continue customers to longer await the goods of completion and the services. This tendency towards moreover small groups created a need to reduce times of installation and change in all the manufacturing process. This fact via various incorporations of the idea individual-digit of installation (SDS) of carrying out installations in less than ten minutes (for example, by the astute gauges, optimized scheduling of activities of the internal and external processes, of the tables or the conveyors of roller, the hydraulic supports, the buttons and rapid, the fasteners, etc). Bound to this of simple-minute of die concept (SMED) of times of installation of less is the exchange than ten minutes, which was developed by Shigeo Shingo in 1970 at Toyota.
Draw the system
A system of traction is another key characteristic of the manufacture thin and centered on the needs, since the ultimate objective here is to have the flow of materials ordered while only replacing what was really consumed. Draw the systems, also known under the name of kanban (coming from the Japanese words kan, which means chart , and the prohibition which means signal ), ensure you that the production and the requirements out of materials are based on a real request of customer rather than on the tools inevitably vague of forecasts. A signal kanban, which can be a chart, with right angle vacuums on the floor for racks, lights, or a software produced signal, starts the movement, the production, or the supply materials or components which are usually held in the racks of with fixed size. The goal is to improve the checking of the inventory and to shorten durations of cycle of production by ordering the level of the inventory and to work beside the number of kanbans in the system. With the time and improvements of process, the quantity of components in the rack kanban can be reduced or given to the coast dynamically, moving, with the need.
Draw the systems and the signals of traction (C. - with-D., any signal which indicates when to produce or articles of transport in a system of filling of traction) can be found in many operational departments. For example, in control systems right in time of production (JIT), a chart kanban can be employed like signal of traction to supplement the level of the parts for the operation of use. In the material order, the withdrawal of the inventory can also be required by the operation of use, with the material not being published until a signal comes from the user. In the same way, in the distribution, there would be a system of traction to supplement the level of the inventories of warehouse of field, where decisions of filling are made with the warehouse of field itself, not with the warehouse or the factory exchange.
Reciprocally, the material requirements planning (MRP) is a system of push, which programs the production based on forecasts and orders of customer. Thus, the MRP creates plans thorough materials by the manufacturing process based on the forecasts which by nature cannot be precise. I.e., the traditional methods of MRP are based on the movement of materials by the centers of work or the production lines functional-directed (rather than the thin cells), and are conceived to maximize effectiveness and the lower unit cost price by manufacturing products in great fates. The production is envisaged, programmed, and managed to meet a combination of a real request and forecast. Thus, the orders of production coming from the plan of production (MP) and the orders envisaged by MRP are outside inserted with the floor of factory and the actions.
It is the part two of a note with multiple parts.
Five S 's
The first practice mentioned here spouted out same Japanese system which in the beginning gave rise to thin manufacture. The five S 's are a methodology to organize, clean, develop, and support a productive environment of work to create a working area which is organized and effective. The reasoning behind the five S 's is that a clean working area provides surer, a more productive environment for employees and supports good deals. Five with beginning of limits S are manual disciplines that the employees should employ to create a work place appropriate to the thin production. The first limits, kind (seiri in the Japanese), means of separating the articles necessary them useless and of removing this last. The second limit, simplify, are rectified, or together in means of the order (seiton in the Japanese) of arranging in a way ordered of the articles for the use. Shine, sweep, or rub (seiso in the Japanese) the means of cleaning the working area to establish the property and the responsibility, while standardize, systematizes, or programs it (seiketsu in the Japanese) means to standardize efforts like checklists, in order to practise the three preceding principles of the kind, to simplify them, and to rub them daily. In conclusion, support (shisuke in the Japanese) the means of following always the four first S 's in order to create a disciplined culture which practises and repeats the five principles of S until they become a lifestyle for employees.
Visual orders
In terms of tools, thin manufacture tends to strongly concentrate on visual orders to make the life frank for operators and to avoid errors. The visual order requires that the whole work place be installed with the obvious and intuitive signals which make it possible any employee to know instantaneously what continues, include/understand any process, and see clearly what is made correctly and what is out of place. The typical visual control drives include panels of warning, labels of locking, labels, and spots of code to colors. An example is andon, an electronic council which provide the visibility of the statute of floor like information to help the coordinate the efforts in the bound centers of work, by the light signals which are green (for operation ), red (for stop ), and yellow (for attention of the needs). The primary education advantage of the visual order is that it is a simple and intuitive method which shows with an employee quickly when a process functions correctly and when it is not.
Standardized work
Knowing which processes to carry out are as important as knowing when they function correctly. To make sure that the level, the uniformity, effectiveness, and the effectiveness required of quality of the product are carried out, of the documented processes stage-by-stage, or of the procedures of standard operation (SOP), are necessary to define work standardized necessary to reduce errors and times of contact. Standardized work is one of the tools most given on thin manufacture, in spite to require the useful creation and the documentation of the well defined operations for workmen and machines. Such well defined operations make it possible manufacturers to apply the practices to the manufacturing processes. Standardized work also provides the base for the continuous improvement, since documented processes can more easily be analyzed and improved. To define standardized work, concessions should employ images, words, tables, symbols, colors, and indicators visual to communicate a coherent and intuitive message with the various work forces. Such graphic instructions, also known under the name of the sheets of method of operation (WHO), explain each stage in the sequence of operation (SOE) definite for a given line production, and can design and produce visual instructions of work on paper or the screen.
Proofing of error
Because the continual improvement is one of the primary education concepts behind thin manufacture, confuse the proofing, or poka-l' harness in the Japanese, is a tool of important reject of reduction. The proofing of error is an activity of essential safety to prevent errors with their source. In simple terms, the proofing of error is any device, mechanism, or technique which prevents an error from being made or makes the error obvious in order to avoid a defect of products. The objective of the proofing of error is to prevent the cause of the defects to manufacture or to make sure that each article can be inspected in a profitable way so that defective article does not reach downward processes. For example, in an operation of assembly, if each correct part is not employed, a device of detection detects that a part was unutilised and stopped the operation, preventing of this fact the assembler of moving the unfinished part at the next station or of beginning another operation.
Thin manufacture other requires manufacturers to approach exits of productivity of equipment by the adoption of the total productive maintenance (TPM), which is a whole of techniques, at the origin cleared by Denso in the group of Toyota in Japan, which is composed of corrective maintenance and the prevention of maintenance, more of the continual efforts to adapt, to modify, and to refine the equipment to increase flexibility, to reduce material handling, and to support continuous flows (see that the thin capital Management-Is preventive maintenance Anti-lean?). TPM is a specialized maintenance which implies of all the employees qualified in all the activities of maintenance. Its goal, of par with the five S mentioned above 's, is to ensure the availability of resource eliminating from the accidents, the defects, and the breakdowns associated with the machine which sap the effectiveness and drain the productivity on the floor of factory. This includes losses of installation and adjustment, walk in idle and interruptions minor, reduced speeds of operation, defects, the recovery, and losses of starting of output.
The breakdown of machine is a critical topic for the floor of store, as in a thin machine of the environment one to go down can stop the whole line production or run. Consequently, TPM and other advanced options of the management of inheritance of company (EAM) increase the reliability of equipment, and thus improve the availability, reduce the time of breakdown, reduce the fall of product (and wasted time controlling this fall), and increase tolerances of machine (and consequently quality). Like another help, the devices of management of diagnoses can automatically identify situations where the current strategy of maintenance does not function and start a continuous review of improvement. This often requires the support for the maintenance led by reliability (RDM), which can support the strategy of TPM (see the Maintenance-Closing led by reliability the Gap value of CMMS?). In conclusion, the systems of company which can synchronize the planning of maintenance and production should maximize the time of production available and contribute towards a greater exit and a total effectiveness of equipment (OEE).
Simulation is another tool to help to reduce the maintenance-related loss. By supporting simulation, the advanced management systems of service typically include the establishment of the program of maintenance based on plans of production, with the automated update of the program of maintenance based on the production of real completion (with electronic bonds in the equipment the 's have the meters of execution to the maintenance of program). The idea is to eliminate six large following maintenance-related losses.
1. Time of breakdown of equipment
2. Installation and adjustments
3. Minor interruptions or idleness
4. Not planned cuts
5. Time came to make the product rejected due to the error of machine
6. The rejections during start rises
Cellular manufacture
Moving maintenance with the manufacturing processes, thin philosophy depends traditionally on the cellular manufacture, which is a manufacturing process which produces families of the parts in a single circuit line or a cell of the machines ordered by the operators who work only in the line or the cell. The cells of production, laid out to reduce to the minimum from the ergonomic point of view of the workmen 'stretching themselves and reaching so that parts, provisioning, or tools achieve the task, traditional and linear production lines often replaced to help of the products of prroduce of companies in moreover small sizes of fate, ensure a more continuous flow, and improve quality of the product. A relative concept, will nagara, is the Japanese term employed to depict a system of production where apparently independent tasks can be produced by the same operator simultaneously. Nowadays, however, the thin thought moves beyond the production of cells and by product group-based pure.
Since thin manufacture requires manufacturers to only produce at the request of customer, it requires them to make products in groups increasingly smaller. This is opposed to the traditional long series of equipment and error which it is more effective to run large, EOQ-based group rather to run of several the shortest which include changes. However, the long races mean the great inventories, which attach in their turn of large amounts of money and continue customers to longer await the goods of completion and the services. This tendency towards moreover small groups created a need to reduce times of installation and change in all the manufacturing process. This fact via various incorporations of the idea individual-digit of installation (SDS) of carrying out installations in less than ten minutes (for example, by the astute gauges, optimized scheduling of activities of the internal and external processes, of the tables or the conveyors of roller, the hydraulic supports, the buttons and rapid, the fasteners, etc). Bound to this of simple-minute of die concept (SMED) of times of installation of less is the exchange than ten minutes, which was developed by Shigeo Shingo in 1970 at Toyota.
Draw the system
A system of traction is another key characteristic of the manufacture thin and centered on the needs, since the ultimate objective here is to have the flow of materials ordered while only replacing what was really consumed. Draw the systems, also known under the name of kanban (coming from the Japanese words kan, which means chart , and the prohibition which means signal ), ensure you that the production and the requirements out of materials are based on a real request of customer rather than on the tools inevitably vague of forecasts. A signal kanban, which can be a chart, with right angle vacuums on the floor for racks, lights, or a software produced signal, starts the movement, the production, or the supply materials or components which are usually held in the racks of with fixed size. The goal is to improve the checking of the inventory and to shorten durations of cycle of production by ordering the level of the inventory and to work beside the number of kanbans in the system. With the time and improvements of process, the quantity of components in the rack kanban can be reduced or given to the coast dynamically, moving, with the need.
Draw the systems and the signals of traction (C. - with-D., any signal which indicates when to produce or articles of transport in a system of filling of traction) can be found in many operational departments. For example, in control systems right in time of production (JIT), a chart kanban can be employed like signal of traction to supplement the level of the parts for the operation of use. In the material order, the withdrawal of the inventory can also be required by the operation of use, with the material not being published until a signal comes from the user. In the same way, in the distribution, there would be a system of traction to supplement the level of the inventories of warehouse of field, where decisions of filling are made with the warehouse of field itself, not with the warehouse or the factory exchange.
Reciprocally, the material requirements planning (MRP) is a system of push, which programs the production based on forecasts and orders of customer. Thus, the MRP creates plans thorough materials by the manufacturing process based on the forecasts which by nature cannot be precise. I.e., the traditional methods of MRP are based on the movement of materials by the centers of work or the production lines functional-directed (rather than the thin cells), and are conceived to maximize effectiveness and the lower unit cost price by manufacturing products in great fates. The production is envisaged, programmed, and managed to meet a combination of a real request and forecast. Thus, the orders of production coming from the plan of production (MP) and the orders envisaged by MRP are outside inserted with the floor of factory and the actions.
0 Responses to "Thin tools and practices which eliminate the loss from manufacture"
Post a Comment