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1、MM4LMALeanManufacturing10CreditsLevel4Activity Number of sessionsDuration of a sessionLecture1perweek2.00hoursAssessmentTypeWeightRequirementsExam170unseenwrittenexaminationCoursework130casestudy1AssessedbyendofSpringSemesterLeanManufacturing/OperationsProcessThinkingLean ThinkingThe ProcessMeasures
2、Managing the QualityLean SystemsEstablishing FlowPeople The CustomerSuccess The FutureLean Manufacturing/Operations ModuleCG.RobinsonLeanManufacturing/OperationsLeanThinkingHistoryEliWhitneyisbelievedtohavestartedtheideaofLeanManufacturing.In1799heperfectedtheconceptofinterchangeableparts.Heaccepted
3、acontractfromtheNorthAmericangovernmentfor10,000musketsat$13.40each.Upuntilthistime,musketpartswerenotinterchangeable.Ifonesmallpartwasdamaged,thewholeweaponwasthrownaway.CG.Robinson768pulleyblockswereusedtooperateVictorysrunningrigging.Thesmallestoftheseis6inches(15cm)long,thelargestis26inches(66cm
4、)long.Blockswerealsousedtolowerandraisetheshipsboatsandanchorsandfortheloadingandunloadingofstoresandprovisions.Therewere628blocksusedtoworkthegreatgunsaswellasasupplyofspares.1396intotal.LeanManufacturing/OperationsLeanThinkingHistoryTherewas,inMarkIsambardBrunelstimeagreatdemandforblocks,viz.,apul
5、leyorsystemofpulleysemployedespeciallyfortheriggingofships(abignavalshipofthelineusedupover1,000oftheseblocks).BythebeginningofthenewcenturyBrunelhadsetupaproductionlineatPortsmouth,and,by1803wasturningout,with10unskilledpersons,asmanyblocksashadpreviouslytaken110expertcraftsmenaswasemployedbytheant
6、iquatedSouthamptonfactoryofFox&Taylor,whohandmadeblocks,andwhofiguredtheycouldnotbemadeinanyotherway.BrunelwastocashinontheRoyalNavysrequirementfor100,000riggingblocksayear.WhatmadeBrunelsPortsmouthproductionlineunique,however,wasnotjusttheinventivenessoftheindividualmachines-thoughnothinglikehismor
7、tisingmachine,thecone-clutchclampsofhishole-boringmachine,orthesplit-nutinthepin-polishingmachine,hadeverbeenseenbefore.Thehistoricnoveltywasthecoordinatingofthesemachines,whichhadinterchangeableparts,intoasingleproductionline.Menwhohadgrownoldinthetradecouldnotbelievetheireyes.LeanManufacturing/Ope
8、rationsLeanThinkingHistoryTheRoyalNavyusedlargenumbersofblocks,whichwereallhand-madebycontractors.Theirqualitywasnotconsistent,thesupplyproblematicandtheywereexpensive.Atypicalshipofthelineneededabout1000blocksofdifferentsizes,andinthecourseoftheyeartheNavyrequiredover100,000.Benthamhaddevisedsomema
9、chinesformakingblocks,butdidnotdevelopthemanddetailsofhowtheyworkedarenowobscure.In1802MarkIsambardBrunelproposedtotheAdmiraltyasystemofmakingblocksusingmachineryhehadpatented.BenthamappreciatedthesuperiorityofBrunelssystemandinAugust1802hewasauthorisedbytheAdmiraltytoproceed.Therewerethreeseriesofb
10、lock-makingmachines,eachdesignedtomakearangeofblocksizes.Theywerelaidouttoallowaproductionline,soeachstageoftheworkprogressedtothenextinanaturalflow.Theyardbetweenthetwowoodmillbuildingswaswalled-offandroofedtoformanewworkshoptohousetheblock-makingmachines.Thefirstset,formediumblocks,wasinstalledinJ
11、anuary1803,thesecondsetforsmallerblocksinMay1803,andthethirdsetforlargeblocksinMarch1805.TherewerenumerouschangesoflayoutandsomemodificationoftheplantuntilinSeptember1807theplantwasfeltabletofulfilalltheneedsoftheNavy:In1808130,000blockswereproduced.LeanManufacturing/OperationsLeanThinkingH as usual
12、customerorderproductshipmentWASTEtimeLean manufacturingGivethecustomerwhattheywantwhentheywantit,anddontwasteanything.CG.RobinsonLeanproductioncombinesthebestfeaturesofcraftproduction(high-quality,individualized,custom-madeproducts)andmassproduction(manufacturingatgreatquantitiestosatisfybroadconsum
13、erneedsatlowerprices).Leanprincipleshavebeenappliedsuccessfullyworldwideintheautoindustryandarebeingincreasinglyemployedinmanyotherindustrialsectors.Chiefbenefitsofleanproductionincludetheuseoffewerresources,rapidandefficientproductdevelopmentcycle,higherqualityatlowercost,andgreaterflexibility.Lean
14、Manufacturing/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/Operat
15、ionsProcessThinkingCG.RobinsonPsychologyLeanManufacturing/OperationsProcessThinkingCG.RobinsonParadigmsarelikefiltersforourbrainsthathelpustoevaluateandorganizenewinformation.Theydeterminethewayweseetheworldandthefuture.Unfortunately,paradigmscanalsobesodeeplyrootedinourmindstheybecomebarriersthatke
16、epinnovativeideasandnewopportunitiesfromreachingtheplacewhereinventivethinkingdevelops.Movingforwardinthebusinessworldgoeshandinhandwithforward-thinking.Itisthereforenecessaryforsuccessfulorganizationstobeopentoopportunitiesandsolutionsthatdontnecessarilyfitintothemouldthatsomeparadigmscreate.JoelBa
17、rker-VisionaryLeanManufacturing/OperationsProcessThinkingCG.RobinsonSystemThinkingLeanManufacturing/OperationsProcessThinkingA“System”isanetworkofinterdependentcomponentsthatworktogethertotrytoaccomplishtheaimofthesystemW.E.DemingCG.RobinsonTheoryofKnowledgeLeanManufacturing/OperationsProcessThinkin
18、gCG.RobinsonUnderstandingVariationLeanManufacturing/OperationsProcessThinkingCG.RobinsonLeanManufacturing/OperationsProcessThinkingPsychologySystemThinkingUnderstandingVariationTheoryofKnowledgeCHANGECG.RobinsonLeanManufacturing/OperationsProcessThinkingExerciseFor approx. 5 minutesListpotentialbarr
19、ierstochange&WhatmightyoudotoovercomethesebarriersLeanManufacturing/OperationsProcessThinkingCG.Robinson3thingsthatneedtobeinplaceforchangetotakeplace1.Theconceptissound2.Politicalwill3.SocialmotivationLeanManufacturing/OperationsProcessThinkingProcessInputsOutputsTransformationProductorServiceActiv
20、ityPeopleMachineMethodMaterialsEnvironmentCG.RobinsonLeanManufacturing/OperationsProcessThinkingExerciseCG.RobinsonLeanManufacturing/OperationsProcessThinkingProcessInputsOutputsTransformationProductorServiceActivityPeopleMachineMethodEnvironmentMaterialsCustomersChangeNeedsWantsCG.RobinsonLeanmanuf
21、acturingisastrategyforremainingcompetitivethroughtheendlesspursuitofwasteelimination.1)Focusonthecustomer.Whoaretheexternalcustomers?Whatisaninternalcustomer?Whatisvaluetothecustomer?2)Eliminatethe7wastesofproduction.Whatarethe7wastes?Whatcauseswaste?Howdoweeliminatewaste?3)Domorewithless.Howcanwein
22、creasevalue?Howtowastelessresources?Howcanwedoboth?LeanManufacturing/OperationsProcessThinkingCG.RobinsonLeanManufacturing/OperationsProcessThinkingProcessSpecifyvalue-Fromtheperspectiveoftheultimatecustomer;intermsofaspecificproductwithspecificcapabilitiesofferedataspecificpriceandtime(i.e.QCDrequi
23、rements)IdentifytheValueStream-Developamodelofthecurrentandfuturevaluestreamsthatdeliversthespecifiedvalueandeliminatesobviousnonvalueprocessesandactivities.Flow-Implementthedesiredvaluestreamthatmakestheremainingvalueaddedstepsflowbytheeliminationofwastes.Pull-Anyupstreamprocesswillonlyproduceprodu
24、ctwhenthedownstreamprocessasksforit.(Note:Onlywhentheprocessiscapableandincontrolshouldapullsystembeimplemented)Perfection-Continuallyidentifywaysto(1)increasecustomervalue,(2)reducethecostsofnon-valueaddingbutnecessaryactivities,and(3)removesuccessivelayersofwaste,astheyareuncoveredinexistingactivi
25、ties.Improvementsareundertakencontinuously&systematicallyandgobeyondwastereductioneffortstoenhancevaluethroughinnovativechanges/improvements.CG.RobinsonDr.Demingbelievedthatinordertomanagethesystemsweworkin,weneedtohaveprofoundknowledgeofthesystemsweworkin.Often,wearesolostinthewaywework,thatweforge
26、taboutthesystemweworkin.Weassociateourworkwithourtitlesandforgetwhatourpurposeofourworkis.Inordertomanagebetterweneedtoknowwhyourorganisations(systems)exist.ForthatweneedtofirstBELIEVEthatourorganisationsareindeedcomposedofnetworksofinterdependentcomponentsthatworktogethertoachievetheaimsofthesystem
27、(Dr.DemingsowndefinitionofaSystem).Wemustunderstandthatallthecomponentsarenotalikehoweveraliketheymayappeartobe.ForthisweneedtounderstandVariationWeneedtounderstandthewhyoftheinteractionsbetweenthecomponentsandhowtheinteractionsaffecttheultimateperformanceoftheSystemwithrespecttotheAimoftheSystem-Un
28、derstandthetheoryofKnowledge-thewaywelearnandgrowmentally.Finally,weneedtounderstandthattheonlylivingpartsofsystems(organisations)arehumans.Thegrowthofasystemdependsonthegrowthoftheindividualsinthesystem.Weneedtounderstandtheindividualsaswellastheresultsofinteractionsbetweenindividuals.Thisisunderst
29、andingPsychology.Ihavebeenveryconciseandverycryptic.Youmaylearnmorebyreadingafewtextsonthesubject.ThegreatthingabouttheDemingPhilosophyisthatyoucanneverbefinishedwithit.TheSystemofProfoundKnowledgecanbeappliedtoanysystemincludingyourownlife!)Leanisallaboutgettingtherightthingstotherightplaceattherig
30、httimethefirsttimewhileminimizingwasteandbeingopentochange.*FromthebookTheMachineThatChangedTheWorld,weknowthatleanpracticeshaveledtosignificantimprovementsintheautomobileindustryintermsofcost,quality,andproductivity.Asaresult,leanisbecomingmoreprevalentinotherindustrialsectorsaswell.Leancombinesthe
31、bestofcraftproductionwithmassproduction.*Sure,leancanmeanlessofmanythings-lesswaste,lessdesigntime,fewerorganizationallayers,andfewersuppliers.*Butleancanalsomeanmore-moreemployeeempowerment,moreflexibilityandcapability,moreproductivity,morecustomersatisfactionandwithoutadoubt,morelong-termcompetiti
32、vesuccess.Leanprinciplesincorporatedintheworkplacetodaycanspellbusinesssurvivalforthefuture.Ifyouthinkabouttheworkplacetoday,leanisnotsuchaforeignconcept.*Thinkaboutit-ifyouarereducinginventory,expandingjobsandresponsibilities,participatingonmulti-functionalworkteams,problemsolvingatthesource,benchm
33、arking,orcreatingandmaintainingrelationshipswithcustomers,thenyouarepracticingapartofleanproduction.Itisnotthestrongestofthespeciesthatsurvives,northemostintelligent;itistheonethatismostadaptabletochangeCharles DarwinLeanManufacturing/OperationsProcessThinkingCG.RobinsonLeanManufacturing/OperationsProcessThinkingReadingmaterials:“TheMachinethatChangedtheWorld”Womack-Jones-Roosisbn0-89256-350-8chapter1,pages11to15“SystemofProfoundKnowledge”Handout,W.EdwardsDemingCG.Robinson
