,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,15-,*,Click to edit Master title style,Beni AsllaniUniversity of Tennessee at Chattanooga,Lean Production,Operations Management-5,th,Edition,Chapter 15,Roberta Russell&Bernard W.Taylor,III,Copyright 2006 John Wiley&Sons,Inc.,Beni AsllaniUniversity of Ten,Lecture Outline,Basic Elements of Lean Production,Benefits of Lean Production,Implementing Lean Production,Lean Services,2,Copyright 2006 John Wiley&Sons,Inc.,Lecture OutlineBasic Elements,Lean Production,Doing more with less inventory,fewer workers,less space,Just-in-time(JIT),smoothing the,flow,of material to arrive just as it is needed,“JIT”and“Lean Production”are used interchangeably,Muda,waste,anything other than that which adds value to the product or service,3,Copyright 2006 John Wiley&Sons,Inc.,Lean ProductionDoing more with,Waste in Operations,4,Copyright 2006 John Wiley&Sons,Inc.,Waste in Operations4Copyright,Waste in Operations(cont.),5,Copyright 2006 John Wiley&Sons,Inc.,Waste in Operations(cont.)5Co,Waste in Operations(cont.),6,Copyright 2006 John Wiley&Sons,Inc.,Waste in Operations(cont.)6Co,Basic Elements,Flexible resources,Cellular layouts,Pull production system,Kanban production control,Small lot production,Quick setups,Uniform production levels,Total productive maintenance,Supplier networks,7,Copyright 2006 John Wiley&Sons,Inc.,Basic ElementsFlexible resourc,Flexible Resources,Multifunctional workers,perform more than one job,general-purpose machines perform several basic functions,Cycle time,time required for the worker to complete one pass through the operations assigned,Takt time,paces production to customer demand,8,Copyright 2006 John Wiley&Sons,Inc.,Flexible ResourcesMultifunctio,Standard Operating Routine for a Worker,9,Copyright 2006 John Wiley&Sons,Inc.,Standard Operating Routine for,Cellular Layouts,Manufacturing cells,comprised of dissimilar machines brought together to manufacture a family of parts,Cycle time is adjusted to match takt time by changing worker paths,10,Copyright 2006 John Wiley&Sons,Inc.,Cellular LayoutsManufacturing,Cells with Worker Routes,11,Copyright 2006 John Wiley&Sons,Inc.,Cells with Worker Routes11Copy,Worker Routes Lengthen as Volume Decreases,12,Copyright 2006 John Wiley&Sons,Inc.,Worker Routes Lengthen as Volu,Pull System,Material is pulled through the system when needed,Reversal of traditional push system where material is pushed according to a schedule,Forces cooperation,Prevent over and underproduction,While push systems rely on a predetermined schedule,pull systems rely on customer requests,13,Copyright 2006 John Wiley&Sons,Inc.,Pull SystemMaterial is pulled,Kanbans,Card which indicates standard quantity of production,Derived from two-bin inventory system,Maintain discipline of pull production,Authorize production and movement of goods,14,Copyright 2006 John Wiley&Sons,Inc.,KanbansCard which indicates st,Sample Kanban,15,Copyright 2006 John Wiley&Sons,Inc.,Sample Kanban15Copyright 2006,Origin of Kanban,a)Two-bin inventory systemb)Kanban inventory system,Reorder,card,Bin 1,Bin 2,Q,-,R,Kanban,R,R,Q,=order quantity,R,=reorder point-demand during lead time,16,Copyright 2006 John Wiley&Sons,Inc.,Origin of Kanbana)Two-bin inv,Types of Kanban,Production kanban,authorizes production of goods,Withdrawal kanban,authorizes movement of goods,Kanban square,a marked area designated to hold items,Signal kanban,a triangular kanban used to signal production at the previous workstation,Material kanban,used to order material in advance of a process,Supplier kanban,rotates between the factory and suppliers,17,Copyright 2006 John Wiley&Sons,Inc.,Types of KanbanProduction kanb,18,Copyright 2006 John Wiley&Sons,Inc.,18Copyright 2006 John Wiley&,19,Copyright 2006 John Wiley&Sons,Inc.,19Copyright 2006 John Wiley&,20,Copyright 2006 John Wiley&Sons,Inc.,20Copyright 2006 John Wiley&,Determining Number of Kanbans,where,N,=number of kanbans or containers,d,=average demand over some time period,L,=lead time to replenish an order,S,=safety stock,C,=container size,No.of Kanbans=,average demand during lead time+safety stock,container size,N,=,dL,+,S,C,21,Copyright 2006 John Wiley&Sons,Inc.,Determining Number of Kanbansw,Determining Number of Kanbans:Example,d,=150 bottles per hour,L,=30 minutes=0.5 hours,S,=0.10(150 x 0.5)=7.5,C,=25 bottles,Round up to 4(to allow some slack)or down to 3(to force improvement),N,=,=3.3 kanbans or containers,dL,+,S,C,(150 x 0.5)+7.5,25,75+7.5,25,22,Copyright 2006 John Wiley&Sons,Inc.,Determining Number of Kanbans:,Small Lots,Require less space and capital investment,Move processes closer together,Make quality problems easier to detect,Make processes more dependent on each other,23,Copyright 2006 John Wiley&Sons,Inc.,Small LotsRequire less space a,Inventory Hides Problems,24,Copyright 2006 John Wiley&Sons,Inc.,Inventory Hides Problems24Copy,Less Inventory Exposes Problems,25,Copyright 2006 John Wiley&Sons,Inc.,Less Inve