LEAN FLOW TECHNOLOGY
MODULE LFT101
LEAN FLOW TECHNOLOGY
STRATEGY FOR YOUR FUTURE
§ Lean Flow Technology Definition.
§ Elimination of Wasting.
§ Benefits.
§ Market Share.
§ Margin.
§ Pay-Back.
§ Traditional Organization Vs. Process Organization.
§ Measurable Results.
§ 20 Major Steps.
§ Quality – Productivity – Inventory Turnover.
§ Transition to Lean Flow Technology Roadmap.
PURPOSE
LEAN FLOW TECHNOLOGY
An Advanced Manufacturing Technology
based upon a Production Flow Process that
Pulls Material into and through the Process
in Response to Customer Demand.
LEAN FLOW TECHNOLOGY
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ECHNOLOGY
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LEAN FLOW TECHNOLOGY
ELIMINATION OF WASTING
N
ON
-
V
ALUE
A
DDED :
ELIMINATION OF
LEAN FLOW TECHNOLOGY
7 TYPES OF WASTES
1. Overproduction
ahead of Demand.
2. Waiting
for the next process step or information.
3. Transporting
materials unnecessarily.
4. Inventory
that is more than bare minimum.
5. Over Processing.
6. Motion
by Employees that is unnecessarily.
LEAN FLOW TECHNOLOGY
BUT THE MUST STUPID IS …
Not Utilizing the Talent and
Knowledge of
HUMAN RESOURCES.
LEAN FLOW TECHNOLOGY
CUSTOMERS SATISFACTION
"Promise the Best, and
Deliver What is Promised"
§ Our Customers.
§ Our Investors.
§ Our Partners.
§ Our Associates.
LEAN FLOW TECHNOLOGY
METHOD OR MAGIC ?
§ LFT
is a
Method
.
§ LFT
provides a
Focus
.
§ LFT
provides at the Management Commitment an
LEAN FLOW TECHNOLOGY
"… TO BOOST PROFITS"
§ Reduces Cycle Time.
§ Improves Flexibility.
§ Improves Quality.
§ Improves Productivity.
§ Reduces Rework and Scrap.
§ Improves Response Time.
§ Reduces Space.
§ Reduces Investment.
§ Reduces Inventory.
PAY-BACK IMPROVEMENT
MARGIN IMPROVEMENT
LEAN FLOW TECHNOLOGY
"… BY PRODUCING IN DEMAND"
F.G.I.
LEAD TIME
Week(s)
F.G.I.
LEAD TIME
Day(s)
LEAN FLOW TECHNOLOGY
TRADITIONAL MANUFACTURING
Steel Part Dept
Copper
Dept
Final
Ass'y - 1
Coils Dept
Control
Panels
Dept
Final
Ass'y - 3
Final
Ass'y - 2
Mixed-Model Main Line
Panels Feeder
Copper Feeder
Steel Parts Feeder
TOYOTA PRODUCTION SYSTEM
LEAN FLOW TECHNOLOGY
LEAN FLOW TECHNOLOGY
TOYOTA PRODUCTION SYSTEM
Total Business Strategy.
Production System.
Designed for all Discrete and Process
Industries.
Designed for Paced Lines Automobile
Industry from the 70’s & 80’s.
Driven by Actual Demand.
Driven by Forecasts.
Adjust Product Mix – Daily.
Line Design Changes and Re-training.
Changing the Product Mix Requires
Carry some Raw Materials for
HIERARCHICAL ORGANIZATION
LIMITATIONS
§ Focused on Tasks and Activities.
§ Hierarchical Structure vs. Process.
§ Slow and Unresponsive.
CUSTOMERS
LEAN FLOW TECHNOLOGY
PROCESS ORGANIZATION
Strategy
PROCESSES
Development
Order
Acquisition
Order
Fulfillment
Customer
Idea
Concept
Concept
Product
Proposal
Order
Order
Payment
Inquiry
Resolution
Enabling
Process
Human
Resources
Systems
Finance
Legal
LFT
TRADITIONAL ORGANIZATION
ORDER FULFILLMENT PROCESS
Order Entry
Marketing
Finance
Manufacturing
Credit Check
Inventory Availability
Scheduling
LFT ORGANIZATION
ORDER FULFILLMENT PROCESS
§ Metrics :
§ External :
§ Quality.
§ On-Time Delivery.
§ Internal :
ONE PROCESS
SUB-PROCESSES
Order Entry
Credit Check
Manufacturing
Shipping
Invoicing
LFT
Collections
CUSTOMERS
LEAN FLOW TECHNOLOGY
… PROVIDES
§ Step by Step Process.
§ Mathematical Basis.
§ Not subjective.
§ One Manufacturing Language.
§ Customers Lean Technology.
§ Flexible System to make Any Model, Any Day, to Customers Demand.
§ Mixed-Model Manufacturing Power.
§ Measurable Results.
§ Fully Supported by
ORACLE
ORACLE
®
®
Flow Manufacturing (R.11).
§ Demand Management, Mixed-Model Line Design & Balancing, Production
Execution and Kanban Management.
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LEAN FLOW TECHNOLOGY
… MEASURABLE RESULTS
§ Reduction in Injuries-Rate : 10-15%.
§ Reduction in Non-Quality Costs : 5-20%.
§ On-Time Delivery Improvement : 98%.
§ Reduction in Work In Process : >70%.
§ Space Savings : 25-35%.
§ Capacity or Productivity Improvement : 25-50%.
§ Reduction in Cycle Time : >60%.
LEAN FLOW TECHNOLOGY
LEAN FLOW TECHNOLOGY
WORKING SMARTER – NOT HARDER
Product P/N Process I.D.
COFFRET ELECTRIQUE TWK 530-536 NBL/NBL-OC Assemblage Coffret 22227777-000 / 22227777-CDT / 33338888-000 / 33338888-CDT
Mach Labor D/S Qty I/E Mach Labor Mach Labor D/S Qty I/E Dist. TQC Description
10 Déballer passe-fils 0.2
20 Engager passe-fils droit dans tôle coffret X 0.2
30 Fixer contacteur 24V - 1 vis - 1 rondelle - 1 fil de terre X 0.6 X Type 45CG20AJ / 45FG20AJ 40 Fixer contacteur 24V - 1 vis - 1 rondelle X 0.3
50 Fixer relais de démarrage sur support - 1 vis X 0.6 X A l'opposé du pli. Taille 530 : Type 3ARR3CT1OV5 Taille 536 : Type 3ARR3CT6A5 60 Fixer S/Ens. Relais sur tôle coffret - 2 vis X 0.3 0.5 Relais à l'intérieur du coffret 70 Fixer condensateur ventilateur - 1 Ecrou (Gauche) X 0.5 A gauche - Marquage visible - 4µF 80 Raccorder Fil N°7 sur condensateur ventilateur (Gauche)X 0.3 X Cosse M/F sur borne Gauche 90 Raccorder Fil N°7 sur contacteur puissance X 0.3 Cosse M/F sur borne Centre/Droite 100 Fixer condensateur compresseur - 1 Ecrou X 0.6
Au centre - Marquage visible Taille 530 : 35µF Taille 536 : 40µF 110 Fixer S/Ens. Support borniers - 2 vis X 1.0 Côté gauche au ras du pli. 120 Raccorder Fil N°2 sur condensateur compresseur X 0.3 X Borne Inférieure/Gauche 130 Raccorder Fil N°2 sur bornier puisance X 0.3 Borne Repère "N" 140 Raccorder Fil N°21 sur bornier puissance X 0.3 X Borne Repère "L" 150 Raccorder Fil N°20 sur bornier puissance X 0.3 X Borne Repère "N"
Quality Criteria
DEMAND FLOW TECHNOLOGY
Seq. # Overlap
Task VA
Setup Required Move
OP01
OP02
OP03
OP04
OP05
OP06
OP07
OP08
OP09
OP12
OP11
RIP02
OP21
OP32
OP31
RIP01
RIP02
François
Alain
Peter
Zlimir
Henri
Gilles
Steve
Bending
Proof Test
Vacuum
HFC22
Insulation
Process
C
C
M
C C C
M
M M
M
C C
M
C
C
M M
C
C C
M
T
T
C
M
T
C
T
C
M
T : In Training
C : Certified
M : Master
Montage 2
Final Test
Packing
C C
T
M M M
C C C
M M
C
C C
M
T
PLANT A
Coils Test
Tubes
Brazing
C
C C
M
C C
M M
C
C C
M
C
M
T
M
Assembly 1
Flexible Employees
Training - Certification
Ergonomic Implementations
Simple, Visual
Signals
LEAN FLOW TECHNOLOGY
20 MAJOR STEPS
1. Organization.
2. Identification of Products.
3. Product Synchronization.
4. Mixed-Model Process Map.
5. Demand at Capacity – Dc.
6. Factors Influencing Demand.
7. Sequence of Events.
8. Mixed-Model Line Design.
9. Family of Products.
10.Response Optimization.
11.Operational Definition.
12.Kanban Management.
13.Operational Method Sheets.
14.Physical Implementation.
15.Employees Involvement.
16.Daily Demand Management.
17.Daily Staffing – Flexibility.
18.Continuous Improvement.
19.Suppliers Management.
20.Key "LFT Measures".
LEAN FLOW TECHNOLOGY
ENABLING "KEY GOALS"
§
"Zero Defect" Quality :
§ SOE's, Training and Certification, Method Sheets.
§
Verify,
TQC, "Touch for Quality"
, POKA-YOKE, …
§ Feedback from Quality Criteria on SOE's.
§ ISO9000 Certification.
§
Safe Workplaces.
§
Ergonomic Implementation reduces Number of Accidents.
§
Flexibility reduces the Repetitive nature of Work.
LEAN FLOW TECHNOLOGY
QUALITY
FOCUS
TEAMS
SEQUENCE
OF EVENTS
REENGINEER
FLOW
TRAINING
CERTIFICATION
METHODS
VERIFY AND
TQC's
LFT+
STATISTICAL
PROCESS CONTROL
SUPPLIER QUALITY
ENGINEERING
PRODUCT
RE-DESIGN
PROCESS RE-DESIGN
(POKA-YOKE)
DEFECTS ANALYSIS
LEAN FLOW TECHNOLOGY
PRODUCTIVITY
SEQUENCE
OF EVENTS
REENGINEER
FLOW
ELIMINATE
NON-VALUE ADDED
HOLES IN PROCESS
FLEXIBLE
FOCUS AND
REDUCE THE LITTLE
WAITS ALL DAYS
ORGANIZE TEAMS
DESIGN FOR
MANUFACTURING
LEAN FLOW TECHNOLOGY
INVENTORY TURNOVER
FOCUS AND
MEASURE
LINE DESIGN
KANBAN
MANAGEMENT
>QUALITY
<REWORK
<TPc/t
DAILY DEMAND
MANAGEMENT
MANAGE
FGI DOWN
SUPPLIER
DEMAND VISIBILITY
FEWER
SUPPLIERS
CONSIGNMENT
INVENTORY
CERTIFIED
SUPPLIERS
SUPPLIERS
DAILY DEMAND
MANAGEMENT
RESULTS…
LEAN FLOW TECHNOLOGY
TRANSITION ROADMAP
Phase 1
Adopt LFT Thinking
Phase 2
Organization
& Education
Phase 3
Data Gathering
Phase 4
Application & Line
Design
Phase 5
Shop Floor
Rearrangement
Phase 6
Improvement
Phase 7
Performance
Measures
Certification
Program
• Build Company Strategy
• Foster LFT Learning
• Make the Commitment
• Obtain Management
Full Buy-in
• Build Company Strategy
• Foster LFT Learning
• Make the Commitment
• Obtain Management
Full Buy-in
• Identify Products
• Define Demand at
Capacity
• List Material used to
make each Product
• Identify Processes
• Draw Current Value
Stream Maps & Product
Synchronization
• Create Mixed-Model
Process Map
• Validate Demand at
Capacity
• Collect all Factors
Influencing Demand
• Define Product Families
• Select Representative
Products
• Write Standard SOE's
for all Representative
Products
• Define Changeover &
Setup Times
• Identify Products
• Define Demand at
Capacity
• List Material used to
make each Product
• Identify Processes
• Draw Current Value
Stream Maps & Product
Synchronization
• Create Mixed-Model
Process Map
• Validate Demand at
Capacity
• Collect all Factors
Influencing Demand
• Define Product Families
• Select Representative
Products
• Write Standard SOE's
for all Representative
Products
• Define Changeover &
Setup Times
• Review – Modify BOM's
• Calculate Takt-Time
• Validate all Standard
SOE's
• Calculate Line Design
• Optimize Cycle Times
• Finalize Product
Synchronization
• Write all SOE's
• Calculate – Validate
Final Line Design
• Define Pull Sequences
& Types of Kanbans
• Define – Validate
Inventory Strategy
• Calculate Kanban
Quantities
• Define Operations &
Resources
• Draw Operational
Method Sheets
• Define Operators
Abilities
• Define – Validate
• Review – Modify BOM's
• Calculate Takt-Time
• Validate all Standard
SOE's
• Calculate Line Design
• Optimize Cycle Times
• Finalize Product
Synchronization
• Write all SOE's
• Calculate – Validate
Final Line Design
• Define Pull Sequences
& Types of Kanbans
• Define – Validate
Inventory Strategy
• Calculate Kanban
Quantities
• Define Operations &
Resources
• Draw Operational
Method Sheets
• Define Operators
Abilities
• Define – Validate
Capital Expenditure
• Define Rules &
Procedures
• Cross-Train Operators
• Implement Cells and
Lines
• Implement Kanbans
and Supply with
Material
• Build & Implement
Work-In-Process
• Implement Visual
Control Systems
• Adapt Computer
Systems to One Piece
Flow Production
Management
• Organize Flexibility of
Operators
• Reassign Operators
• Re-deploy Assets
• Start-Up Lines & Cells
• Measure Performance
• Define Rules &
Procedures
• Cross-Train Operators
• Implement Cells and
Lines
• Implement Kanbans
and Supply with
Material
• Build & Implement
Work-In-Process
• Implement Visual
Control Systems
• Adapt Computer
Systems to One Piece
Flow Production
Management
• Organize Flexibility of
Operators
• Reassign Operators
• Re-deploy Assets
• Start-Up Lines & Cells
• Measure Performance
• Define Core Objectives
& Scope of Project
• Select Project Leader
• Define Benefits
• Inform & Communicate
the Stakes of Project
• Select Product &
Process Team Leader
• Select Implementation
Team Members
• Define Project
Milestones
• Train Implementation
Team to LFT
• Prepare Evolution of
Employees
• Train all Employees
• Define Core Objectives
& Scope of Project
• Select Project Leader
• Define Benefits
• Inform & Communicate
the Stakes of Project
• Select Product &
Process Team Leader
• Select Implementation
Team Members
• Define Project
Milestones
• Train Implementation
Team to LFT
• Prepare Evolution of
Employees
• Train all Employees
Phase 8
Perfection
• Remove Barriers
• Eliminate NVA
• Analyze Performance
Measures
• Involve Employees
• Eliminate – Reduce
Waste
• Manage Daily Customer
Demands
• Associate "Key"
Suppliers to Kanban
Management
• Improve Flexibility of
Operators
• Reduce – Optimize
Setup Times
• Implement SMED
• Eliminate Quality
Criteria (TQC)
• Implement Poka-Yoke
• Implement TPM
• Achieve Processes
Control (SPC)
• Involve Employees
• Eliminate – Reduce
Waste
• Manage Daily Customer
Demands
• Associate "Key"
Suppliers to Kanban
Management
• Improve Flexibility of
Operators
• Reduce – Optimize
Setup Times
• Implement SMED
• Eliminate Quality
Criteria (TQC)
• Implement Poka-Yoke
• Implement TPM
• Achieve Processes
Control (SPC)
LEAN FLOW TECHNOLOGY
AT
w
#Op =
TAKT
Product P/N Process I.D.
COFFRET ELECTRIQUE TWK 530-536 NBL/NBL-OC Assemblage Coffret 22227777-000 / 22227777-CDT / 33338888-000 / 33338888-CDT
Mach Labor D/S Qty I/E Mach Labor Mach Labor D/S Qty I/E Dist. TQC Description
10 Déballer passe-fils 0,2
20 Engager passe-fils droit dans tôle coffret X 0,2
30 Fixer contacteur 24V - 1 vis - 1 rondelle - 1 fil de terre X 0,6 X Type 45CG20AJ / 45FG20AJ 40 Fixer contacteur 24V - 1 vis - 1 rondelle X 0,3
50 Fixer relais de démarrage sur support - 1 vis X 0,6 X A l'opposé du pli. Taille 530 : Type 3ARR3CT1OV5 Taille 536 : Type 3ARR3CT6A5 60 Fixer S/Ens. Relais sur tôle coffret - 2 vis X 0,30,5 Relais à l'intérieur du coffret 70 Fixer condensateur ventilateur - 1 Ecrou (Gauche) X 0,5 A gauche - Marquage visible - 4µF 80 Raccorder Fil N°7 sur condensateur ventilateur (Gauche)X 0,3 X Cosse M/F sur borne Gauche 90 Raccorder Fil N°7 sur contacteur puissance X 0,3 Cosse M/F sur borne Centre/Droite 100 Fixer condensateur compresseur - 1 Ecrou X 0,6
Au centre - Marquage visible Taille 530 : 35µF Taille 536 : 40µF 110 Fixer S/Ens. Support borniers - 2 vis X 1,0 Côté gauche au ras du pli. 120 Raccorder Fil N°2 sur condensateur compresseur X 0,3 X Borne Inférieure/Gauche 130 Raccorder Fil N°2 sur bornier puisance X 0,3 Borne Repère "N" 140 Raccorder Fil N°21 sur bornier puissance X 0,3 X Borne Repère "L" 150 Raccorder Fil N°20 sur bornier puissance X 0,3 X Borne Repère "N" 160 Raccorder Fil N°6 (Rouge) sur bornier puissance X 0,3 Borne Repère "N" 170 Raccorder Fil de Terre (V/J) sur bornier puissance X 0,3 Borne Repère "Terre" 180 Raccorder Fil N°4 (Noir) sur contacteur puissance X 0,3 X Borne Haut/Supérieur/Gauche. 190 Raccorder Fil N°5 (Bleu) sur condensateur compresseur X 0,3 Borne Droite. 200 Evacuer S/Ensemble Coffret 0,1 0,2
Quality Criteria
DEMAND FLOW TECHNOLOGY
Seq. # Overlap
Task VA
Setup