MM4LMALeanManufacturing10CreditsLevel4Activity Number of sessionsDuration of a sessionLecture1perweek2.00hoursAssessmentTypeWeightRequirementsExam170unseenwrittenexaminationCoursework130casestudy1AssessedbyendofSpringSemesterLeanManufacturing/OperationsProcessThinkingLean ThinkingThe ProcessMeasuresManaging the QualityLean SystemsEstablishing FlowPeople The CustomerSuccess The FutureLean Manufacturing/Operations ModuleCG.RobinsonLeanManufacturing/OperationsLeanThinkingHistoryEliWhitneyisbelievedtohavestartedtheideaofLeanManufacturing.In1799heperfectedtheconceptofinterchangeableparts.HeacceptedacontractfromtheNorthAmericangovernmentfor10,000musketsat$13.40each.Upuntilthistime,musketpartswerenotinterchangeable.Ifonesmallpartwasdamaged,thewholeweaponwasthrownaway.CG.Robinson768pulleyblockswereusedtooperateVictorysrunningrigging.Thesmallestoftheseis6inches(15cm)long,thelargestis26inches(66cm)long.Blockswerealsousedtolowerandraisetheshipsboatsandanchorsandfortheloadingandunloadingofstoresandprovisions.Therewere628blocksusedtoworkthegreatgunsaswellasasupplyofspares.1396intotal.LeanManufacturing/OperationsLeanThinkingHistoryTherewas,inMarkIsambardBrunelstimeagreatdemandforblocks,viz.,apulleyorsystemofpulleysemployedespeciallyfortheriggingofships(abignavalshipofthelineusedupover1,000oftheseblocks).BythebeginningofthenewcenturyBrunelhadsetupaproductionlineatPortsmouth,and,by1803wasturningout,with10unskilledpersons,asmanyblocksashadpreviouslytaken110expertcraftsmenaswasemployedbytheantiquatedSouthamptonfactoryofFox&Taylor,whohandmadeblocks,andwhofiguredtheycouldnotbemadeinanyotherway.BrunelwastocashinontheRoyalNavysrequirementfor100,000riggingblocksayear.WhatmadeBrunelsPortsmouthproductionlineunique,however,wasnotjusttheinventivenessoftheindividualmachines-thoughnothinglikehismortisingmachine,thecone-clutchclampsofhishole-boringmachine,orthesplit-nutinthepin-polishingmachine,hadeverbeenseenbefore.Thehistoricnoveltywasthecoordinatingofthesemachines,whichhadinterchangeableparts,intoasingleproductionline.Menwhohadgrownoldinthetradecouldnotbelievetheireyes.LeanManufacturing/OperationsLeanThinkingHistoryTheRoyalNavyusedlargenumbersofblocks,whichwereallhand-madebycontractors.Theirqualitywasnotconsistent,thesupplyproblematicandtheywereexpensive.Atypicalshipofthelineneededabout1000blocksofdifferentsizes,andinthecourseoftheyeartheNavyrequiredover100,000.Benthamhaddevisedsomemachinesformakingblocks,butdidnotdevelopthemanddetailsofhowtheyworkedarenowobscure.In1802MarkIsambardBrunelproposedtotheAdmiraltyasystemofmakingblocksusingmachineryhehadpatented.BenthamappreciatedthesuperiorityofBrunelssystemandinAugust1802hewasauthorisedbytheAdmiraltytoproceed.Therewerethreeseriesofblock-makingmachines,eachdesignedtomakearangeofblocksizes.Theywerelaidouttoallowaproductionline,soeachstageoftheworkprogressedtothenextinanaturalflow.Theyardbetweenthetwowoodmillbuildingswaswalled-offandroofedtoformanewworkshoptohousetheblock-makingmachines.Thefirstset,formediumblocks,wasinstalledinJanuary1803,thesecondsetforsmallerblocksinMay1803,andthethirdsetforlargeblocksinMarch1805.TherewerenumerouschangesoflayoutandsomemodificationoftheplantuntilinSeptember1807theplantwasfeltabletofulfilalltheneedsoftheNavy:In1808130,000blockswereproduced.LeanManufacturing/OperationsLeanThinkingHistoryblupete.com/Literature/Biographies/Science/Inventors.htmLeanManufacturing/OperationsLeanThinkingHistory1900-FrankGilbrethinventedprocesschartingtorecogniseandunderstandnon-valueaddedwastetoeliminateitfromtheprocess.1910-HenryFordcreatedacontinuousflowsystem.1924-WalterShewhartinventedtheprocesscontrolchart1835-SamuelColtremovedthewastefromreloadingaswellasinterchangeableparts!940-JamesEdwardDemingappliedQualitycontrolmethodstotheUSnationalcensusCG.RobinsonLeanManufacturing/OperationsLeanThinkingHistory1948-TaichiOhnoandhishelperShigeoShigostarttoredesigntheFordManufacturingSystem1948-WithinfluencefromGen.DouglasMcArthurDeminglecturesinJapanonwaste1950-TheycreatedtoolssuchasSMED(SingleMinuteExchangeofDies)1960-Inventedpullsystems(KanBan)1973-CoinedthephraseJustInTimeManufacturing1980NBCtransmitsdocumentaryIfJapancan,Whycantwe1950-JamesEdwardDemingtaughtQualitycontrolmethodstotheJapanese400topindustrialistsCG.RobinsonLeanManufacturing/OperationsProcessThinkingDefinitionofLeanManufacturingIsaManufacturingphilosophywhichshortensthetimelinebetweenthecustomerorderandtheshipmentByeliminatingwastecustomerorderproductshipmentWASTEtimebusiness as usualcustomerorderproductshipmentWASTEtimeLean manufacturingGivethecustomerwhattheywantwhentheywantit,anddontwasteanything.CG.RobinsonLeanproductioncombinesthebestfeaturesofcraftproduction(high-quality,individualized,custom-madeproducts)andmassproduction(manufacturingatgreatquantitiestosatisfybroadconsumerneedsatlowerprices).Leanprincipleshavebeenappliedsuccessfullyworldwideintheautoindustryandarebeingincreasinglyemployedinmanyotherindustrialsectors.Chiefbenefitsofleanproductionincludetheuseoffewerresources,rapidandefficientproductdevelopmentcycle,higherqualityatlowercost,andgreaterflexibility.LeanManufacturing/OperationsProcessThinkingCG.RobinsonLeanManufacturing/OperationsProcessThinkingCustomerSatisfaction1101001,00010,000100,0001,000,0000%10%20%30%40%50%60%70%80%90%100%Speed(%NVA)Quality(PPM)SurvivorHunterHuntedTheHuntersandtheHuntedbyJamesB,SwartzCG.RobinsonCHANGELeanManufacturing/OperationsProcessThinkingCG.RobinsonPsychologyLeanManufacturing/OperationsProcessThinkingCG.RobinsonParadigmsarelikefiltersforourbrainsthathelpustoevaluateandorganizenewinformation.Theydeterminethewayweseetheworldandthefuture.Unfortunately,paradigmscanalsobesodeeplyrootedinourmindstheybecomebarriersthatkeepinnovativeideasandnewopportunitiesfromreachingtheplacewhereinventivethinkingdevelops.Movingforwardinthebusinessworldgoeshandinhandwithforward-thinking.Itisthereforenecessaryforsuccessfulorganizationstobeopentoopportunitiesandsolutionsthatdontnecessarilyfitintothemouldthatsomeparadigmscreate.JoelBarker-VisionaryLeanManufacturing/OperationsProcessThinkingCG.RobinsonSystemThinkingLeanManufacturing/OperationsProcessThinkingA“System”isanetworkofinterdependentcomponentsthatworktogethertotrytoaccomplishtheaimofthesystemW.E.DemingCG.RobinsonTheoryofKnowledgeLeanManufacturing/OperationsProcessThinkingCG.RobinsonUnderstandingVariationLeanManufacturing/OperationsProcessThinkingCG.RobinsonLeanManufacturing/OperationsProcessThinkingPsychologySystemThinkingUnderstandingVariationTheoryofKnowledgeCHANGECG.RobinsonLeanManufacturing/OperationsProcessThinkingExerciseFor approx. 5 minutesListpotentialbarrierstochange&WhatmightyoudotoovercomethesebarriersLeanManufacturing/OperationsProcessThinkingCG.Robinson3thingsthatneedtobeinplaceforchangetotakeplace1.Theconceptissound2.Politicalwill3.SocialmotivationLeanManufacturing/OperationsProcessThinkingProcessInputsOutputsTransformationProductorServiceActivityPeopleMachineMethodMaterialsEnvironmentCG.RobinsonLeanManufacturing/OperationsProcessThinkingExerciseCG.RobinsonLeanManufacturing/OperationsProcessThinkingProcessInputsOutputsTransformationProductorServiceActivityPeopleMachineMethodEnvironmentMaterialsCustomersChangeNeedsWantsCG.RobinsonLeanmanufacturingisastrategyforremainingcompetitivethroughtheendlesspursuitofwasteelimination.1)Focusonthecustomer.Whoaretheexternalcustomers?Whatisaninternalcustomer?Whatisvaluetothecustomer?2)Eliminatethe7wastesofproduction.Whatarethe7wastes?Whatcauseswaste?Howdoweeliminatewaste?3)Domorewithless.Howcanweincreasevalue?Howtowastelessresources?Howcanwedoboth?LeanManufacturing/OperationsProcessThinkingCG.RobinsonLeanManufacturing/OperationsProcessThinkingProcessSpecifyvalue-Fromtheperspectiveoftheultimatecustomer;intermsofaspecificproductwithspecificcapabilitiesofferedataspecificpriceandtime(i.e.QCDrequirements)IdentifytheValueStream-Developamodelofthecurrentandfuturevaluestreamsthatdeliversthespecifiedvalueandeliminatesobviousnonvalueprocessesandactivities.Flow-Implementthedesiredvaluestreamthatmakestheremainingvalueaddedstepsflowbytheeliminationofwastes.Pull-Anyupstreamprocesswillonlyproduceproductwhenthedownstreamprocessasksforit.(Note:Onlywhentheprocessiscapableandincontrolshouldapullsystembeimplemented)Perfection-Continuallyidentifywaysto(1)increasecustomervalue,(2)reducethecostsofnon-valueaddingbutnecessaryactivities,and(3)removesuccessivelayersofwaste,astheyareuncoveredinexistingactivities.Improvementsareundertakencontinuously&systematicallyandgobeyondwastereductioneffortstoenhancevaluethroughinnovativechanges/improvements.CG.RobinsonDr.Demingbelievedthatinordertomanagethesystemsweworkin,weneedtohaveprofoundknowledgeofthesystemsweworkin.Often,wearesolostinthewaywework,thatweforgetaboutthesystemweworkin.Weassociateourworkwithourtitlesandforgetwhatourpurposeofourworkis.Inordertomanagebetterweneedtoknowwhyourorganisations(systems)exist.ForthatweneedtofirstBELIEVEthatourorganisationsareindeedcomposedofnetworksofinterdependentcomponentsthatworktogethertoachievetheaimsofthesystem(Dr.DemingsowndefinitionofaSystem).Wemustunderstandthatallthecomponentsarenotalikehoweveraliketheymayappeartobe.ForthisweneedtounderstandVariationWeneedtounderstandthewhyoftheinteractionsbetweenthecomponentsandhowtheinteractionsaffecttheultimateperformanceoftheSystemwithrespecttotheAimoftheSystem-UnderstandthetheoryofKnowledge-thewaywelearnandgrowmentally.Finally,weneedtounderstandthattheonlylivingpartsofsystems(organisations)arehumans.Thegrowthofasystemdependsonthegrowthoftheindividualsinthesystem.Weneedtounderstandtheindividualsaswellastheresultsofinteractionsbetweenindividuals.ThisisunderstandingPsychology.Ihavebeenveryconciseandverycryptic.Youmaylearnmorebyreadingafewtextsonthesubject.ThegreatthingabouttheDemingPhilosophyisthatyoucanneverbefinishedwithit.TheSystemofProfoundKnowledgecanbeappliedtoanysystemincludingyourownlife!)Leanisallaboutgettingtherightthingstotherightplaceattherighttimethefirsttimewhileminimizingwasteandbeingopentochange.*FromthebookTheMachineThatChangedTheWorld,weknowthatleanpracticeshaveledtosignificantimprovementsintheautomobileindustryintermsofcost,quality,andproductivity.Asaresult,leanisbecomingmoreprevalentinotherindustrialsectorsaswell.Leancombinesthebestofcraftproductionwithmassproduction.*Sure,leancanmeanlessofmanythings-lesswaste,lessdesigntime,fewerorganizationallayers,andfewersuppliers.*Butleancanalsomeanmore-moreemployeeempowerment,moreflexibilityandcapability,moreproductivity,morecustomersatisfactionandwithoutadoubt,morelong-termcompetitivesuccess.Leanprinciplesincorporatedintheworkplacetodaycanspellbusinesssurvivalforthefuture.Ifyouthinkabouttheworkplacetoday,leanisnotsuchaforeignconcept.*Thinkaboutit-ifyouarereducinginventory,expandingjobsandresponsibilities,participatingonmulti-functionalworkteams,problemsolvingatthesource,benchmarking,orcreatingandmaintainingrelationshipswithcustomers,thenyouarepracticingapartofleanproduction.Itisnotthestrongestofthespeciesthatsurvives,northemostintelligent;itistheonethatismostadaptabletochangeCharles DarwinLeanManufacturing/OperationsProcessThinkingCG.RobinsonLeanManufacturing/OperationsProcessThinkingReadingmaterials:“TheMachinethatChangedtheWorld”Womack-Jones-Roosisbn0-89256-350-8chapter1,pages11to15“SystemofProfoundKnowledge”Handout,W.EdwardsDemingCG.Robinson