Session 10: JIT Basics | My Assignment Tutor

EG7322 Lean EngineeringSession 10: JIT Basics (5S, Jidoka, poka‐yoke)Marina MarinelliMEng MSc PhD FHEAm.marinelli@leicester.ac.uk• The process tells the team member what to do, when to do it, and in what order.• Standardised work is:Standardised work• The most effective combination of workers, materials, and machines forthe sake of making high‐quality products cheaply, quickly, and safely.• Safest, easiest and most effective way of doing the job that we currentlyknow.• A process is simply a set of steps or actions with a clearly defined goal.• A tool for developing, confirming, and improving our processesRequires establishing precise procedures, highly specified as to the content,the sequence, the timing and the outcome for each operator’s work in aproduction process.In the Lean system, standardised work is focused on human movement.• We seek to develop people‐centered processes that flow smoothlyand safely.• Our measure of efficiency is labor density defined as follows:Labor density = Work/MotionCustomer demand determines the numerator.Toyota’s approach is to continually reduce the denominator.Sequence: defines the best way to do each job action including Proper posture How the hands and feet should move How to hold the tools Accumulated know‐how on the jobStandardised workStandardised work!! Standard workBenefits Standard work supports stability andreduces variation because the work isperformed the same way each time.Stability means repeatability.We need to meet our productivity,quality, cost, lead time, safety, andenvironmental targets every time. Variations (defects, deviations,discrepancies) are easily recognised Clear start and stop points for eachprocess. Promotes audit and problem solving. We are able to ask important questions:• Are team members able to do the process smoothly or are they falling behind?• If they are falling behind, by how much and in what job elements?• How can we improve these elements? Easier training of new operators –preserves know‐how /expertise Reduction on injuries and strain Standard work is essential for continuous improvement‐ moving from one standardto a better one without slipping back. Adds discipline to the cultureStandardised work!! Standard workBenefits Promotes employee involvement:In the Lean system team membersdevelop standardised work, supportedby supervisors and engineers.Moreover, team members identifyopportunities for simple, inexpensiveerror‐proofing or poka‐yoke devices.To sustainstandardisedoperations…They must be establishedfactory‐wideand be well understood byeveryoneSignboards and othervisual tools should beused to remindworkers of their duty tomaintain themSigns containing graphics anddescriptions of the standardoperations should be at placeswhere the workers can see themeasily and compare them withtheir own operational proceduresReject the status quo, only thenwill the operators’ minds remainopen to the possibility of furtherimprovement ‐ improvement isendless.Standardised workWe cannot work to standards when there are continuous line stoppagesand slowdowns due to• Quality problems with incoming parts• Problems with machinery or tools• Parts shortages• Safety problems (poor ergonomic layouts, slip, trip and falling hazards,exposed pinch point etc)To sustain standardisedoperations…We cannot work to standards when there are continuous line stoppagesand slowdowns due to• Quality problems with incoming parts• Problems with machinery or tools• Parts shortages• Safety problems (poor ergonomic layouts, slip, trip and falling hazards,exposed pinch point etc)To sustain standardisedoperations…KanbanTPM 5SJidokaKaizenhttps://www.youtube.com/watch?v=cNb28wpi-Nw5SThe 5S system is designed to create a visual workplace, that is, a workenvironment that is self‐explaining, self‐ordering, and self‐improvinghttps://www.youtube.com/watch?v=aMkXICM1-98Check if there are any missing numbers in the range 1‐49SORTCheck if there are any missing numbers in the range 1‐49Check if there are any missing numbers in the range 1‐49STRAIGHTENCheck if there are any missing numbers in the range 1‐49Check if there are any missing numbers in the range 1‐49SHINECheck if there are any missing numbers in the range 1‐49Sort“Only what is needed, in the amountsit is needed, when it is needed!”If in doubt throw it out!5STimeFloor/shelf spaceMore and more…Warehouses, equipment, people….Set in Order / Straighten“A place for everything and everything in its place.”“WHAT is needed should be WHERE it should be , WHEN needed.”5SRationalize locationsMinimize wasted motionApply colours5SSet in Order / Straightenhttps://www.youtube.com/watch?v=7TBSr8LHm1IVisual controls Where? What? How many?Fix positionsTransparencyAnyone can find anything at a any timeOut – of –standard situations are obvious to anyone• Keeping everything spotlessly cleanShineCleaning Targets:Storage areasEquipmentMachineryAislesWindowsMeeting roomsOfficesUnder Stairs• Inspection checksheets (methods, supplies)• Check the condition of equipment• Ability to recognise minor changes in sound,smell, temperature, vibration• Solve the root cause of cleanliness problemsInspect5S5S stationBroomDustpanMop and bucketHand brushBag of wiping ragsLarge trash binCleaning responsibilitiesScheduleprominently postedThis is my work areaand my machineryand I am going totake care of itStandardiseExamples on standardisation• What is needed and not needed• Red‐tag targets, frequency andresponsibilities• Disposal procedures• What signboards should look like and wherethey should be posted• What different colours mean• Where people can walk• Dangerous areas• What protective clothing is required• What equipment signage and footprintsshould look like• What to clean and inspect• How to clean and inspect• Who cleans and when• Who checksHow are we going to maintainour good condition?Create standards!Clear – Simple ‐ VisualS1S2S35SStandardisedperformancemeasurementSustain 5S FOREVER! Promotion and communication Central report board with 5S targets, Currentstatus, Before and After photos Recognise excellence in 5S 5S core group, responsible for sustaining5S,members from each operating area of the plant Training INVOLVEMENT• Safer work place• More efficient / Shorter Process Lead Time• Reduces defects / errors• Defects / errors more easilyidentified• Builds a culture of waste identification• Builds moraleThe 5Ss are the foundation block upon which we can lay flow production, visualcontrol, standard operations, and various other JIT building blocks.There is no such thing as a factory that manufactures things wellwithout a strong 5S foundation.5Shttps://www.youtube.com/watch?v=nHutkkfUpDsToyota Production SystemheartMM(1Slide 23MM(1 Marinelli, Marina (Dr.), 24/02/2021= automation with human intelligence Ensuring that the moving production line stops whenever aproblem or defect occurs. Preventing defects from going to the next phase of production Avoiding the waste of making a series of defective itemsJidoka highlights the causes of problems because work stopsimmediately when a problem first occurs.JidokaThis leads to improvements in the processes that build in qualityby eliminating the root causes of defects.Fixed‐Position Stop SystemA method of addressing problems on assembly lines bystopping the line at the end of the work cycle i.e. at a fixedposition. This happens if the problem detected cannot besolved during the work cycle.Jidoka1. An operator discovering a problem with parts, tools, materialssupply, safety conditions, etc., pulls a rope or pushes abutton to signal the supervisor.Fixed‐Position Stop SystemA method of addressing problems on assembly lines bystopping the line at the end of the work cycle i.e. at a fixedposition. This happens if the problem detected cannot besolved during the work cycle.Jidoka1. An operator discovering a problem with parts, tools, materialssupply, safety conditions, etc., pulls a rope or pushes abutton to signal the supervisor.Pulling the rope or pushinga stop button lights up a“number” or a “light” on alarge Andon signboard tocall the Supervisor’sattention to the problem.• This action does NOT STOP the Production Line – it just issues awarning• The Operator continuous working – finishing the rest of hisStandard Work• The Line STOPS ONLY when the problem is not resolvedand the product (a car) has reached the Fixed‐Stopposition.Fixed‐Position Stop SystemJidoka2. The Supervisor rushes to the station indicated and helps tocorrect the problem.3. When a problem has been resolved, the Supervisor pulls the ropeagain to prevent the Line from stoppingThe fixed‐position stop system was pioneered by Toyota to solve threeproblems:(1) The reluctance of production associates to pull the signal cord if theentire line would be stopped immediately;(2) unnecessary line stoppages to deal with minor problems that could beresolved within one work cycle;(3) the need to stop the line at the end of a work cycle rather than mid‐waythrough the cycle to avoid the confusion—plus the quality and safetyproblems— inherent in restarting work tasks part of the way through acycle.Fixed‐Position Stop SystemJidokaAutomatic Line StopFor an automated line this usually involves the installation of sensors andswitches that automatically stop the line when an abnormality is detected.This eliminates the need for operators to continuouslywatch machines and leads in turn to large productivitygains because one operator can handle several machines.Poka ‐ YokeJidoka“foolproof mechanism”1. Warning ‐ Indicates an error situation requiringintervention2. Control – Stops production, prevents mistakesA mistake proofing device is a simple, often inexpensivedevice that literally prevents defects from being made.• Its characteristic is that it undertakes 100% automatic inspectionPoka‐YokeCommon examples of error‐proofing include:• Product designs with physical shapes that make it impossible to installparts in any but the correct orientation.• Photocells above parts containers to prevent a product from moving to thenext stage if the operator’s hands have not broken the light to obtainnecessary parts.• A photoelectric sensor counts thenumber of times a worker’s handbreaks the beam in reaching for a part.If the requisite number of counts is notmet, parts must be missing.• A fan installed by the conveyor will blow off boxes that have not beenfilled due to machine errorFor example, the gas fueling system in a typical automobile integratesdifferent error proofing devices.• The plastic tether keeps the gas cap from getting lost,• the gas cap has a ratchet to signal proper tightness and prevent over‐tightening,• the filler hole is too small for the leaded‐fuel nozzle, the gas cap haswarning messages on it, and the fuel pump will shut off when the tank isfullPoka-YokeCredit card,ticket datesPoka-YokeIKEA Instructions Visual messageStandard workPoka-yokehttps://www.youtube.com/watch?v=9ehjyRxRgGw!!!Poka-Yokehttps://www.youtube.com/watch?v=8v7fInvKNQMLimit switchhttps://www.youtube.com/watch?v=s2o600Differential transformers RiEGUhttps://www.youtube.com/watch?v=guluDl8QDSMhttps://www.youtube.com/watch?v=JdSMoAri2AUhttps://www.youtube.com/watch?v=WnJpIUv48OsPoka yokeexampleshttps://www.youtube.com/watch?v=su9CulStandard work kaizen CZTBgIdentifyCustomers &Specify ValueIdentify & MaptheValue StreamCreate Flow by Eliminating WasteRespondtoCustomerPullPursuePerfectionOptimalResponse toCustomerdemandLean SystemThank you