Lean Produceren een overzicht

Transcriptie

1 Lean Produceren een overzicht

2

3 Inleiding Even voorstellen : Peter Zijderveld Technisch en bedrijfskundig Ondernemer 95 tot 99 Stork Fokker 99 tot 07 PKM vanaf 08 Getrouwd, 3 kinderen

4 Voordelen lean manufacturing Minder verspilling Optimale benutting mensen en middelen Kortere doorlooptijden Minder onderhandenwerk Minder besturingslast etc.

5 Doel van lean produceren Verkoopprijs stijging a.g.v. inflatie Marge Kostprijs stijging a.g.v. inflatie Verkoopprijs Kostprijs

6 Lean six sigma landschap JIT Value Stream Mapping Six Sigma SMED-traject KanBan TPM DFSS Little Law s 7 +1 Verspillingen Poka-Yoke SPC CED DFA Workshop expro 5S OEE QSP KPI s PPM 1:3/3:1 Start leantraject ABCD for operational excellence

7 DFA Pull/Push Productie JIT DFSS Six Sigma Value 7 Flows Stream Tact Mapping Visuele Controle Elementen SPC KanBan SMED TPM OEE KaiZen Little law 7+1 Verspillingen Cell productie KPI s Poka-Yoke Zelfsturende 5 S Standarisatie teams Multiinzetbaarheid MvA s/ncr

8 DFA Pull/Push Productie Proces optimalisatie JIT Proces DFSS excellentie Six Sigma Value 7 Flows Stream Tact Mapping Visuele Controle Elementen Productvervaardiging optimalisatie Product SPC excellentie KanBan Productiemiddelen optimalisatie SMED TPM OEE KaiZen Little law Afd./Cell optimalisatie KPI s 7+1 Verspillingen Cell productie Poka-Yoke Werkplek/Taak optimalisatie Zelfsturende 5 S Standarisatie teams Multiinzetbaarheid MvA s/ncr

9 Werkplek/Taak optimalisatie Japan 1. Seiri 2. Seiton 3. Seiso 4. Seiketsu 5. Shitsuke Nederland 1. Selecteren 2. Schikken 3. Schoonmaken 4. Standaardiseren 5. Systematisch verbeteren

10 5S Na 5S Voor 5S

11 Visie op kwaliteits- en procesverbetering Hanteer lean manufacturing principes voor zover toepasbaar! Elimineer verspilling! 7 +1 Verspillingen

12 De 7 verspillingen 1. Overproductie 2. Overbodige processtappen 3. Transport 4. Wachten 5. Voorraden 6. Onnodige Bewegingen 7. Ondeugdelijke producten Voegen geen waarde toe Wil mijn klant niet voor betalen

13 Visie op kwaliteits- en procesverbetering Laat materiaal stromen in plaats van focussen op machinebezetting en efficiency van deelprocessen.

14 Productiemiddelen optimalisatie Kanban Optimale middelen benutting/smed/oee

15 SMED : Steltijd Productie Instellen Productie Instellen Productie : 1 uur productie 10 producten Instellen : 1 uur Per product 50% instelkosten Antwoord : Serie s vergroten Productie Instellen Productie Instellen Productie Instellen Productie : 2 uur productie 20 producten Instellen : 1 uur Per product 25% instelkosten Antwoord : Serie s vergroten Productie Instellen

16 Steltijd Dit proces duurt voort tot er een evenwicht ontstaat tussen voorraad en kostprijs Voorraad Kostprijs

17 Optimum bepaling 0% 20% 40% 60% 80% 100% 120% % 20% 40% 60% 80% 100% 120% Opslagkosten Instelkosten Productiekosten

18 Steltijd reductie Productie Instellen Productie Instellen Productie Instellen Productie : 1 uur productie 10 producten Instellen : 1 uur Per product 50% instelkosten Antwoord : Insteltijd reductie Productie Inst. Productie Inst. Productie Inst. Productie Inst. Productie : 1 uur productie 10 producten Instellen : 0,5 uur Per product 25% instelkosten Winst : Kleinere serie s, Minder voorraad, Kortere doorlooptijd Grootste winst = extra productietijd

19 Optimum bepaling na steltijd reductie van 50 % 120% 120% 100% 100% 80% 80% 60% 60% 40% 40% 20% 20% 0% % Opslagkosten Instelkosten Productiekosten

20 Wat kost voorraad? Stel : 30 % van de voorraad is eigenlijk niet nodig Het bedrijf heeft meer als ,- voorraad : 30% van ,- = ,- Dit geld komt vrij eenmalig resultaat en kan geïnvesteerd worden + 8% rente op ,- = 8.000,- Winst elk jaar opnieuw

21 Oorzaak problematiek LANGE OMSTELTIJDEN, daarom gaat men maar l a n g e productieruns inplannen!! bijvoorbeeld de jaarvraag of...

22 .. ziet een doorsnee omstelling er zo uit

23 Productvervaardiging optimalisatie 24/7 Produceren Intergratie Lay-out en routing met Informatie stromen en kwaliteit VSM Lean & Green Reduceren van milieubelastende Handelingen.

24 Faalkosten Kosten Effectiviteit Productontwerp Procesontwerp Gereedschappen Gestandaardiseerd werk Poka-Yoke gereedschappen Eindkontrole

25 FAALKOSTEN (Als % van omzet) Architecten 8,80% 9,00% 11,20% Aannemers (gww) 7,00% 11,20% Aannemers (b&u) 6,20% 5,40% 8,50% Klussenbedrijven 12,00% 13,30% Installateurs 7,70% 9,40% 11,70% Afbouwers 8,50% 12,90% 11,30% Gemiddeld 7,70% 10,30% 11,40% Werken worden onvolledig en slecht voorbereid Architecten 8% 42% 8% 31% 2% 9% Aannemers GWW 10% 58% 8% 19% 2% 3% Aannemers B&U 9% 51% 13% 21% 1% 5% Klussenbedrijven 10% 46% 12% 22% 2% 9% Zeer mee eens Mee eens Installateurs 4% 57% 9% 22% 1% 8% Neutraal Mee oneens Afbouwers 7% 52% 9% 23% 2% 8% Zeer mee oneens Weet niet / geen mening 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

26 Succes doet geloven... Zorg voor succes vergroot succes succes is de veranderaar Draagzorg voor snel succes, hoe klein ook!! Communiceer dit duidelijk Bezoek succesvolle bedrijven Cultuur verandert alleen als mensen zien dat nieuw gedrag succesvol is. evt. Pilot projecten

27 Lean Produceren is een springplank naar meer rendement

28 De aanpak De aanpak is een drie-traps raket De eerste trap : De VMRG lean factory kennismaken en ervaren Bedoeld voor leidinggevers in de gevelbranche. 2 deelnemers per organisatie + bedrijfsaanpak Collectief en Individueel Start dec 2010 Opgeven bij VMRG - per mail info@ vmrg.nl info@ kenniscentrumgevelbouw.nl

29 De aanpak De tweede trap : Geïntegreerde collectieve kennisoverdrachtaanpak - Project definitie - Calculatie - Engineering - Inkoop - Werkvoorbereiding - Administratie Met individuele aanpak - Zwaartepunt van de aanpak is de montage op de bouwplaats!! Office Engineering Building

30 De aanpak De derde trap Deelnemende bedrijven krijgen : Certificaat Publiciteit Vermelding in vakbladen Erkenning van de markt

31 Change is here Opgeven bij VMRG vmrg.nl kenniscentrumgevelbouw.nl to Stay!

32 Vragen??

33 Lean productie termen FIVE S (5S) The primary conditioning discipline for kaizen, the five Ss are defined as: Seiri, Sort to segregate and discard. Seiton, Set in order to arrange and identify. Seiso, Sanitize or Shine to clean and inspect daily. Seiketsu, Standarize to revisit frequently, and Shitsuke, Sustain. GLOBAL PRODUCTION SYSTEM An expansion of the Toyota Production System, this is a strategy to enable lean manufacturing using kaizen methodology. HANEDASHI A device that allows a machine to automatically unload a part without waiting for an operator. HEIJUNKA Production leveling; creating a build sequence that is determined by SKU average demand. Hoshin Kanri - The selection of goals, projects to achieve goals, designation of people and resources for project complement and the establishment of metrics. Hoshin Planning: Breakthrough Strategic Planning INTERNAL SET-UP Elements of tooling set-up that must be performed while the machine is not in motion. INVENTORY Usually the highest cost category, inventory is all raw materials, purchased parts, work-in-progress and finished goods that are not yet sold to a customer. JIDOKA See "autonomation." Japanese term for transferring human intelligence to a machine. JUST IN TIME (JIT) Manufacturing what is needed, when it is needed, in the quantity it is needed. KAIKAKU Radical improvement, usually in a business process, that affects the future value stream. KAIZEN A combination of two Japanese words Kai (change) and Zen (good). Usually defined as "continuous improvement." KAIZEN BREAKTHROUGH A time-sensitive, rapid-deployment methodology that employs a focused, team-based approach. Continuous improvement. KANBAN Visual signal. Typically a re-order card or other method of triggering the pull system, based on actual usage of material. It should be located for use at the point of manufacturing. KITTING Supplying parts to assemblers in kits LEAD TIME The amount of time required to produce a single product, from the time of customer order to shipping. LEAN MANUFACTURING Using the minimum amount of total resources man, materials, money, machines, etc. to produce a product and deliver it on time. MACHINE AUTOMATIC TIME The time is takes for a machine to produce one unit, exclusive of loading and unloading. MACHINE CYCLE TIME The time it takes for a machine to produce one unit, including the time it takes to load and unload.

34 Lean productie termen MUDA Any activity that adds to cost without adding to value of the product. MURA Variations in process quality, cost and delivery MURI Unreasonableness; demand exceeds capacity. NAGARA SYSTEM Accomplishing two or more activities with one motion. NON-VALUE ADDED Any activity that adds cost without adding value to the product or process. ONE-TOUCH EXCHANGE OF DIES The reduction of die set-up activities down to a single step. ONE-PIECE FLOW A manufacturing philosophy which supports the movement of product from one workstation to the next, one piece at a time, without allowing inventory to build up in between. OPERATOR CYCLE TIME The time it takes for a person to complete a predetermined sequence of operations, inclusive of loading and unloading, exclusive of time spent waiting. OVERALL EQUIPMENT EFFECTIVENESS OEE The equipment s operational availability, performance effeciency or first-pass yield. PACEMAKER A technique for pacing a process to takt time. PDCA - (plan-do-check-act) POLICY DEPLOYMENT Matching the strategic business goals of an organization to its available resources. Communicating those goals throughout the organization and linking everyone to the same objectives. POKA YOKE A Japanese word for mistake proofing, a poka yoke device prevents a human error from affecting a machine or process; prevents operator mistakes from becoming defects. POINT KAIZEN An improvement activity intensely directed at a single workstation, performed quickly by two or three specialists. Typically follows a full-blown kaizen event. PROCESS CAPACITY TABLE A chart primarily used in a machining environment that compares machine load to available capacity. PRODUCTION SMOOTHING A method of production scheduling that, over a period of time, takes the fluctuation of customer demand out of manufacturing. Producing every part, every day. PULL SYSTEM A method of replenishment that is signaled by a pull on the system indicating a need to replenish.

35 Lean productie termen QUALITY FUNCTION DEPLOYMENT A methodology in which a cross-functional team reaches consensus about final product specifications, in accord with the wishes of the customer. QUEUE TIME The time a product spends in a line waiting for the next process. QUICK CHANGEOVER (SMED) The ability to change tooling and fixtures rapidly to run multiple products on the same machine. SENSI A revered master or teacher. SET-UP REDUCTION Reducing the amount of downtime during changeover from the last good piece to the first good piece of the next order. SINGLE-MINUTE EXCHANGE OF DIES (SMED) From the last good part to the first good part on the new set-up accomplished in anything less than 10 minutes. AKA "Single-digit set-up." STANDARD OPERATIONS The best combination of people and machines utilizing the minimum amount of labor, space, inventory and equipment. STANDARD WORK Pre-determined sequence of tasks for the operator to complete within takt time. STANDARD WORK COMBINATION SHEET A document showing the sequence of production steps assigned to a single operator. It is used to illustrate the best combination of worker and machine. STANDARD WORK LAYOUT A diagram of a work station or cell showing how standard work is accomplished. STANDARD WORK IN PROCESS Minimum material required to complete one cycle of operator work without delay. STOP-THE-LINE AUTHORITY When abnormalities occur, workers have power to stop the process and prevent the defect or variation from being passed along. SUB-OPTIMIZATION Optimizing each piece of equipment; keeping all machines running, no matter the cost or consequence. Typically this inflates the number-one cost of production: material. SUPERMARKET A shop floor, line-side location where parts are sorted and made ready for presentation to operators.

36 Lean productie termen TAKT TIME The total net daily operating time divided by the total daily customer demand. THEORY OF CONTRAINTS (TOC) A lean management philosophy that stresses removal of constraints to increase throughput while decreasing inventory and operating expenses. TOC s set of tools examine the entire continuos improvement system. THROUGHPUT The rate at which the entire system generates money. TIME-BASED STRATEGY Organizing business objectives around economy-of-time principles. TOYOTA PRODUCTION SYSTEM Based on some of the first principles of Henry Ford, this describes the philosophies of one of the world s most successful companies. The foundation of TPS is production smoothing, the supports are just-in-time and jidoka. VALUE ADDED Any activity that transforms a product or service to meet the customer need. VALUE ANALYSIS Evaluating the total lead-time and value-added time to identify the percentage spent in value added activities. VALUE STREAM MAP (or Value Chain Map) A visual picture of how material and information flows from suppliers, through manufacturing, to the customer. It includes calculations of total cycle time and value-added time. Typically written for the current state of the value chain and the future, to indicate where the business is going. VISUAL CONTROLS Creating standards in the workplace that make it obvious if anything is out of order. VISUAL MANAGEMENT System enabling anyone to quickly spot abnormalities in the workplace, regardless of their knowledge of the process. WASTE Any activity that consumes resources but does not add value to the product or service a customer receives (muda). WORK-IN-PROCESS (WIP) Inventory waiting between operation steps. WORK SEQUENCE The correct steps the operator takes, in the order in which they should be taken.