Lean production systems

Transcription

Session 8: Future Technologies III: The Factory of the Future
Workshop 8.1 | Organization in Production
Lean production systems –
Streamlining production and logistics
Dr. Stephan Keßler | Essen, 05.11.2010
Agenda
1. Definitions, structure and background of Lean Production Systems (LSP)
2. Dimensions of dissemination
3. Typical elements of LSP and exemplary consequences for production
organisation
4. Conclusion and future challenges
2
Understanding and objectives of lean production systems (LPS)
Definitions
• LPS are operating instructions for the production of products and services and support the planning,
operation and continuous improvement of production processes. Innovative organizational
concepts/components that have proven to be a best-practice solutions, are matched in an overall
system. /Fraunhofer IAO/
• LPS can be understood as a dynamic network of design principles, methods and tools for the
planning, operation and ongoing improvement of business processes. It is run with a high degree
of employee participation. /MTM/
Objectives
Structuring, describing and
quantifying the strategies,
methods and instruments / tools
associated with the value creation
process
Representation of
interlinkages and
interdependencies
between the individual
components
Establish transparent and
comprehensible but also
flexible standards for the
entire company
Management philosophy
Focussing on overall optimization of production instead of
pursuing solutions for single point optimizations
Methods
(Poka Yoke, production levelling,
Milk Run & supermarkets, Kanban, Kaizen,
5S, PDCA, Jidoka, FMEA,…)
Tools
(manual, operating instructions, team meeting,
Schulungen, brainstorming, maintenance plan,
Kanban-card, workshops, interview, qualification matrix,
KPI-board, audit check list,…)
also called: elements / sub-systems /
modules / field of action
• Functions to achieve corporate objectives
• Bundling of methods
Also called: components / concepts
• approaches to implement the single
principles
operative
production
management
Principles
(process orientation,
pull, prevention of errors,
flexibility,…)
strategic
production
management
specification
Objectives
(delivery,
costs, quality)
normative
production
management
Structure of lean production systems
Also called: instruments /
techniques
• Supporting implementation
of methods
Phases of development of lean production systems
Taylorism
REFA
Lean Thinking
Division of labour
Assembly line production
Toyotism
Standardisation
Mass production
Fordism
Toyota
produktion
system
(TPS)
Lean…
Management
Production
Administration
Manufacturing
Volvoism
Group work
decentralisation
Processes
Innovative
work organisation
1920
1940
1960
1980
• Integration of isolated elements
of production organization
• Applicability in all business areas
(not fixed to production)
LSP
• Origin: automotive industry,
especially TPS
• Applicability to all industries /
business types
Examples for the structure of LPS of some companies
Toyota production system
Total Quality
Control
(TQC)
Just-in-Time
(JIT)
Jidoka (Autonomation)
Total Quality
Control
(TQC)
Mitarbeiter
fördern +
fordern
Stetige
Verbesserung +
Standardisierung
Beherrschte
Lieferkette
HelPS
Null Fehler
Cost reductions by systematic avoidance of waste
Effizienter
Produktanund -auslauf
Flexible production
MAN-Production System (MNPS)
Hella Production System (HelPS)
Bosch Production System (BPS)
Mercedes Benz-Production System (MPS)
Levels of dissemination
of lean production systems
Sectors
…
Service
providers
Industry
Branches
Automotive
Mechanical
Engineering
Electronics
…
Process
industry
Level of added value
OEM
Tier 1
Tier 2
…
Tier n
Business processes
Production
Production related
processes
…
Product / process
design
Administration
processes
Value chain-wide dissemination of lean production systems
Gegenwärt
iger
Current
focus
of Schwerpunkt
impact
der
GPSWirksamkeit
of Lean Production Systems
LogistikLogistics
dienstService
Providers
leister
(LSP)
(LDL)
…
th-tier supplier
n
Zulieferer
n.-Stufe
Zulieferer
1.-Stufe
1st-tier supplier
OEM
Wholesaler
Großhandel
Industrielle
Logistik
Industrial Logistics
Commercial Logistics
Handelslogistik
Retailer
Handel
Endkunde
Final
customer
Infrastructure
Human Ressources
Reserach & Develpoment
Procurement
Incoming
Logistics
Manufacturing
Outgoing
Logistics
Current focus of impact
of Lean Production Systems
Marketing
and Sales
After
Sales
Margin
Primary processes /
direct processes
Supporting processes /
indirect processes
Inter-organizational dissemination of lean production systems
Future traget / postulation:
application of production system
principles to all business processes
Vehicle
Manufactureres
Fahrzeugherst
eller
Suppliers
Zulieferer
Other
Sonst
igebranches
Branchen
Interbranch dissemination of lean production systems
Eisenach
1940- 1960
1990
t
1992
1994
1996
1998
2000
2002
2004
2006
2008
Sources: /WINN02, DOMB05, own research/
Cross-sector dissemination of lean production systems
Logistics Service Provider
(LSP)
consignor
Processes
(e.g. development,
Manufacturing)
Interface processses
(e.g. packaging,
manufacturing)
Increasing requirements:
e. g. more complex process control, hiher
flexibility, shorter time for reaction,
integration to customer/supplier-processes...
Processes
(e.g. assembly)
e.g. higher delivery reliability,
stronger customer integration,
more variants,...
c ti
ve
s
LPS
...
Value stream design
Kanban
...
Ob
je
es
?
Requirements of
Consignee-LPS
For the LSP, esp.
Regarding interface
processes
ipl
Requirements of
Consignor-LPS
For the LSP, esp.
Regarding interface
processes
Pri
nc
...
robust processes
material supply
...
LPS
...
deliv.
reliability
...
Me
tho
ds
ipl
Pri
nc
Me
tho
ds
Interface processses
(e. g. ship to line)
...
quality
...
es
Ob
je
c ti
ve
s
e.g. shorter development
times, higher quality,
Need for cost reductions,...
Processes
(e.g. transport, warehousing,
consignment, waste disposal)
consignee
Legende:
Processes in responsibilty of LSP
Processes in responsibilty of consignor/consignee
...
standardisation
CIP
...
...
kaizen workshops
...
Derivation of typical elements of lean production systems
IdealweltProduktionssystem
* TPM
JiT-Logistik
Kon tinuierliche
Verbesserun g
Qualitätsm anagem ent
Robuste
P rozesse
Standardisie rte
Arbeit
Visuelle s
M anagem ent
Füh ru ng
Zielelemente
/OELT00/
Consolidation to
standard elements of
a typical lean production
system
Ju st in Time
Qualifizierung
TPM* / Fabrik- &
Anlagenplanung
Jidoka & Stabilität
Flexible Produktion
Standardisierung
Visualisierung
Werkzeugelemente
Prozess- und
Arbeitsorganisation
Q
Professionelle
Arbeitsroutinen
= Total Productive Maintenance / produktive Instandhaltung
Basiselemente
/WINN02/
Visuelles
Management
Gestaltu ngspr inz ipi en
Arbeitsorga nisa tion
Qualitätssicherung
Kontinuierlicher
Verbesserungsprozess
Bedarfsorientierte
Materialversorgung
Arbeitsorganisation
Qualitätssicherung
Standardisierung/
Visualisierung
Arbeitsplatzorganisation /
Sicherheit
Logistik
Gesundheits-, Arbeitsun d U m weltschutz
Ge staltun gsoptim ie ru ng
Detailled analysis of
structure of four
reference-production
systems
/MTM01b/
KVP
Robuste Prozesse
Kontinuierlicher
/SCHO03/
Standardisierung &
Visuelles Management
Ve Kon
rb
es tinu
i
se
run erlic
gs her
pr
oz
es
s
n&
tio ng
isa ru
an ntie
org rie
its ro
be ite
Ar arbe
t
Mi
Standard
elements
of LPS
g
&
t - lun
uk ck
od wi
Pr sent
es
oz
Pr
Pr
od Lo
uk gis
tio
t
ns ik &
ste
ue
run
g
Qualitätsmanagement
& robuste Prozesse
Plausibility check by matching standard elements with elements of more than 30 industrial LPS
Toyota
Produktionssystem
emetsysretiebratiM
Flexible Produktion
Mitarbeiter
fördern +
fordern
HelPS
Beherrschte
Lieferkette
emetsysstätilau Q
Total
Quality
Control
(TQC)
Effizienter
Produktanund -auslauf
Jidoka
(Autonomation)
Stetige
Verbesserung +
Standardisierung
Just-inTime
(JIT)
Null Fehler
Total
Quality
Control
(TQC)
emetsyslairetaM
SMA
nedohteM
emetsyS dnu
gnureuetssgartfuA
Kostenreduzierung durch Vermeidung von
Verschwendung
dnu neigolonhceT
essezorpsgnugitreF
Produktion im
Kundentakt,
Taktfertigung
Logistik, KVP,
Fertigungssteuerung
lis
ua
St
an
da
g
un
ier
rd
Vis
isi
er
un
g
Qualifikation,
Ausbildung,
Sicherheit
Fertigungsgerechte
Betriebsmittel
Sicherheit & Ordnung
Shopfloor
Management
Fehlervorbeugung,
Fehlerrückmeldung,
Fehlerbeseitigung,
Auditierung
…
Typical elements of lean production systems
• Fostering quality thinking and acting
• Supporting zero-defects-manufacturing by systematic error
detection, prevention and avoidance
• Capability and stabilisation of processes
Quality management &
robust processes
SE
-5
Co
im ntin
p ro u o
v e us
me
nt
pr
s
-3
n&
SE
t io n
is a t io
an n t a
o r g r ie
ur e o
bo ye
L a p lo
em
• Process orientation
• Employees are qualified and
independent team players
• Performance promoting working
conditions and motivation
• Participatory leadership
• Lean processes in indirect business
areas
• Taking lean principles into account in
all life cycle phases of products
• Planning of processes capable for
lean production
-6
E-
SE
2
SE-1
es
oc
pr
& n
ct
g
du desi
L
o d o g is
uc
t
t io ic s &
nc
on
t ro
S
l
o
Pr
• Synchronization of demand and
production
• Flexibility of process chains
• Levelled production
• Flow orientation
SE-4
Standardisation &
visual management
• Continuous checking of current state
• Use of employee creativity by
involving all stakeholders
• Promotion of willingness to change
• Standardised and binding, but changeable sequences
• Transparency and simplification in service provision
• Common Best Practices
Implications of LSP for production organisation:
Simplified Current State of a Value Stream of a First-tier Supplier
Delivery
plan
Supplier
I
LSP
Suplier of
packaging
material
ERP-System
I
I Production
I
SP for
packaging
material
I
I
Storage
I
I
SP for
empty
containers
I
I
Consolidation point
Buffer
stock
I
I
Buffer
stock
Linebuffers
I
FGstorage
Linebuffers
Customer
I
Customer
storage
Empty containers
LSP – logistics service
provider
Supplier part
Finished goods (FG) SP – Service provider
I
Inventory
Information flow
Material flow
Implications of LSP for production organisation: Simplified Future
State of a Value Stream of a First-tier Supplier after introducing a LSP
Forecast
ERP-System
Forecast
Overseas
customer
Production
Supplier
external
Milkrun
internal
Supermarket
Milkrun
Customer
FG-Supermarket
Supplier
Custo
mer
Empty containers
Supplier part
Finished goods (FG)
Information flow
Material flow
Flow of Kanban cards
Conclusion…
LPS consolidate and systematise the manifold organisational approaches
in an overall framework
they ensure a stringent alignment of methods and tools in use to
superordinated business objectives
LPS are becoming increasingly widespread among companies of
different branches, sizes, sectors
the content of LPS has multiple impacts on the organisation of production
of a company
overall, the definition and implementation of a LPS seems to be a success
story …
17
…and future challenges
often companies see the introduction of LPS still highly bureaucratic
(focussing on the creation of the manual, staff positions, ...), the true "spirit"
is to be anchored better / more consistent in many cases
stronger consideration of environmental issues requires critical analysis
and possibly adjustments/changes to the pool of well established lean
techniques and methods
adaptation of the method level to the needs of a demographic change
among labor force (within the standard element work organization)
continue to force the transfer of the successes in the use of LPS
contents on industries/ processes beyond automotive/production
18
Thank you very much.
Do you have any
questions or remarks?

Lean production systems

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