Lean Manufacturing Workshop Series Introduction to Lean Manufacturing.ppt
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1、RSMMcGladrey,Inc.isamemberfirmofRSMInternationalanaffiliationofseparateandindependentlegalentities.Make Green,Go Green,by Going Lean”PresentedByPaulV.BurnettOctober2007Paul V.Burnett,BSME,MBAIBMJohnDeereFordMotorCompanyDetroitDieselCorporationAppliedMaterialsSanmina-SCIRSMMcGladrey2How to Go Green?H
2、ow to Go Lean?Why?3Doing nothing is not an option!GovernorArnoldSchwarzeneggersignedintolawemissionreductiontargetsforCalifornia:By2010,reduceGHGemissionsto2000levels,By2020,reducetheGHGemissionsto1990levels,By2050,reduceGHGemissionsto80percentbelow1990levels4Green and Lean15-30%ofamanufacturingcomp
3、anysmonthlyenergybillcreatesgreenhousegases.Theenergymanagementwithinafacility-benchmarkcompetitors.Leanmethodologiescanbeusedtoreducewasteintheconsumptionofenergywithinamanufacturingfacility.Theultimategoal-eliminateequipmentnotneededintheprocess.Ifeliminationisnotpossible,minimizetheuseplotenergyc
4、onsumptiontopredictmaintenanceschedulesandreplacementcycles.5Analysis of Electric Industry CO2 ImpactsTheelectricindustrycannotprovidesubstantialreductionsinCO2emissionsinthenearfuturetomeetgoalsLimitedpotentialtoswitchto“greenerenergy”near-termCO2reductionmustcomefromreducingdemandsupportedbynewene
5、rgyefficienttechnologiesconservationprogramsAmarket-basedcollaborativesystematicapproachtodemandreductionisacriticalsuccessfactor(profitpotential)6The Economic Case For ChangeAssetperformancemanagementcanreduceenergyconsumptionby6%to11%.DOEhasestablishedaminimum10%energyreductionguidelineasattainabl
6、ethroughtheapplicationofpropermaintenanceandtechnologysolutions.7G.A.S.Index:Global Asset Sustainability Index G.A.S.Index=Availability*Performance*Quality*Energy EfficiencyAvailability=Alldowntime/ScheduledtimePerformance=Actualoutputforscheduledtime/DesignoutputforscheduledtimeQuality=Totalproduct
7、ionminusdefectsorrework/TotalproductionEnergyEfficiency=Designenergyconsumption/Actualenergyconsumption8Example:Motor Efficiency90,000 Watts100 HP76,000 Watts1HP=.746 kWatts15,400 Watts(17.4%)9Motor Efficiency SavingsEnergySavings=90kWx8,000hrs./yearx(1-(.828/.94)=87,336kWh/yr.Atanaveragecostof11cen
8、tsperkWh,theestimatedsavingswouldbe$9,607peryear.Motoroperatingcost:(100HPx.746kW/HPx8,000hrs.x$.11/KWh)/.94efficiency=$69,838peryr.10Repair v.BuyBreakevenanalysesmustbebasedontheincreasedcostofpurchasinganew,moreenergyefficientequipmentversustheenergyconsumptionreduction.Thecostenergytodayrangesfro
9、m10-13centsperkilowatt-hour.11Lean Definition“Aphilosophyofproductionthatemphasizestheminimizationoftheamountofalltheresources(includingtime)usedinthevariousactivitiesoftheenterprise.”-APICS Dictionary,10th ed.12Lean Enterprise“Anenterprisewithafocusonwasteeliminationandthecustomersneedsinallpartsof
10、itsoperations,manufacturingandadministration.Emphasisisgiventoleanstructuresandprocesses,flexibilityofresponseandmethodsandtechniquestocontinuallyseizenewopportunitiesastheyarise.”-APICS Lean SIG13Early Lean ProcessesMassProductionEarly1900sFordMotorCompanywasapioneerAssemblylineproductionHighvolume
11、productionLimitednumberofproductsSignificantcostreductions14TodayMorethan96%ofallU.S.companieshavelessthan250employeesGlobalcompetition/lowcostlaborDemandsbycustomers:HigherqualityInnovationMasscustomizationFlexibilityLowerCostsLimitedresourcesSource:U.S.Bureau of Census,200415What is Lean?ItisNOT:C
12、ollectionoftechniquesoramethodologyReducedstaffingorlowinventoriesItIS:AphilosophyofmanufacturingTotallydifferentwayofthinkingAdifferentvaluesystemSeekstoeliminatewaste(non-valueaddedactivitiestothecustomer)Emphasisonflowmanufacturing16What is Lean?LeanProductionTotalQualityManagement(TQM)SixSigmaCe
13、llularManufacturingBusinessProcessImprovement(BPI)JustinTimeTheoryofConstraintsZeroDefectsSPCTQCKanban17Lean CharacteristicsFocusisontheimprovementofresourceutilization:EquipmentsetuptimereducedScheduledmachinemaintenanceOrderly,cleanworkplacePullproductionbeingusedJITinventorycontrolFactorylayoutin
14、workcellarrangementbyproductsActiveerroreliminationImprovedquality,etc.18The Importance of Waste EliminationLeandealswiththeeliminationorreductionofmanytypesofnon-value-addedactivities,oftenreferredtoaswasteThedrivingforceforwasteeliminationisimprovedvalueintheproductsandservicescustomersbuy19Seven
15、Popular WastesOverproductionWaitingExcessivetransportationInappropriateprocessing(thehiddenfactory)UnnecessaryinventoriesUnnecessarymotionDefects-TaiichiOhnoToyotaProductionSystem20The Nature of Wastes1.OverproductionTargetandachievementunclearProcessesnotstatisticallycapable2.WaitingOperatorswaitin
16、gOperatorsslowerthanproductionline3.ExcessiveTransportationWidelyspacedequipmentwaitingForkliftsnotavailablewhenneeded21The Nature of Wastes(continued)4.InappropriateProcessingVariabilityinoperatorsperformanceProcessesnotstatisticallycapable5.InventoryLargesafetystocksVariableprocurementleadtimes22T
17、he Nature of Wastes(continued)6.MotionDoublehandlingNon-standardlayoutsEquipmentwidelyspacedfromeachother7.DefectsLowmaterialyieldsExcessiveprocessvariability23Correcting Wastes1.OverproductionEliminatebyreducingsetuptimes.Synchronizingquantitiesandtimingbetweenprocesses.Makeonlywhatisneedednow.2.Wa
18、itingEliminatethroughsynchronizingworkflow.Balancingunevenloadswithflexibleworkersandequipment.24Correcting Wastes(continued)3.ExcessiveTransportationEstablishlayoutsandlocationstomaketransportandhandlingunnecessary,ifpossible.4.InappropriateProcessingWhyshouldthisitembemade?Whyiseachprocessnecessar
19、y?Areanyprocessesbeingperformedthatarenotpartoftheworkflow?25Correcting Wastes(continued)5.InventoryReducebyshorteningsetuptimes.Improvingworkskills.Smoothingfluctuationsindemandfortheproduct.Reducingalltheotherwastesreducesthewasteinstocks.6.MotionStudymotionforeconomyandconsistency.Economyimproves
20、productivity,andconsistencyimprovesquality.Improvethemotions,thenmechanizeorautomate.Otherwise,thereisadangerofautomatingwaste.26Correcting Wastes(continued)7.DefectsDeveloptheproductionprocesstopreventdefects.Eliminatetheneedforinspection.Ateachprocess,producenodefects.Designprocessestobefailsafe(P
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