Lps02 lthinking

8/13/2018

LEAN THINKING

GVC. ThS. Nguyễn Như Phong
; www.isem.edu.vn
Kỹ thuật Hệ thống Công nghiệp
ĐH BÁCH KHOA – ĐHQG TPHCM
(Tài liệu giảng dạy cho ISE)
2018

Lean philosophy
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Fast flexible flow
Lean principles
Lean characteristics
Value
Waste
Cost Reduction Principle
Time based competition
Gemba

11 April 2003

Nguyễn Như Phong

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Fast, flexible flow
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The basic 4 lean in manu & service
Combine them
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The exact opposite of batch & queue operations
The lean vision or goal
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the best way 2 achieve huge productivity & quality gains
simultaneously

Waste prevention & variation reduction – principle means

Breaking down barriers bw. traditional department

Nguyễn Như Phong

11 April 2003

Fast, flexible flow
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Fast
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Speed – at the heart of lean
Taichi Ohno
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Removing NVA wastes 2 reduce the time line

Think economic of time not economic of scale

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Nguyễn Như Phong

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Fast, flexible flow
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Flexible
 The whole basic of TPS – low cost flexibility
 The ideal state of flexibility - A batch size of one
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Offer huge productivity gain from cust. view point
The best provider policy

Nguyễn Như Phong

11 April 2003

Fast, flexible flow
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Flexible
 World condition 2 batches
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Manu – EPQ, EOQ
Transportation – container
Education – batch of students

Holqueg types of flexibility
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Process flexibility
Product flexibility
Volume flexibility
Labor flexibility

Nguyễn Như Phong

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Fast, flexible flow
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Flow
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Keep-it-moving operation brings waste 2 the surface
Work steadily at the cust. rate
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not hurry up & wait as in batch & queue

Concentrate on VA sec, ignore NVA hours
Value added steadily
Think takt time
Manipulating demand & managing capacity
Convert the JS 2 the cell / line
Pull sys encourage flow 2 take place at the rate of demand

11 April 2003

Nguyễn Như Phong

Lean principles
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5 lean principles
1.

2.
3.
4.
5.

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Value
Value stream
Flow
Pull
Perfection

Not sequential, one off procedure
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a journey of continuous improvement

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Nguyễn Như Phong

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Value
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Specify value from cust view point
Established marketing idea
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Cust buy results, not product

Manufacturer gives cust
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what convenient 4 the manufacturer
deemed economic 4 the cust.

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Nguyễn Như Phong

Value
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New product design
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constrained by existing manu facilities

rather than by cust requirement

Who is the cust. ?

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Value stream
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Identify the VS
The sequence of process all the way
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from RM 2 final cust
from product concept 2 market launch

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Nguyễn Như Phong

Value stream

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Concentrate on the view point of object / prod / cust
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not on the view point of the department / process step

Economies of time not of scales
The VS should be mapped
Focus horizontally, not vertically

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Flow
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Make value flow
1 piece flow if possible
Keep it moving
Avoid batch & queue
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Continuously reduce B&Q & the obstacles

11 April 2003

Nguyễn Như Phong

Flow
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Stalk & Hout golden rule
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Never 2 delay a VA step by a NVA step
Try 2 do such step in parallel

Vision
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important
guiding strategy move inexorably toward flow

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Pull
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Short term response 2 the cust’s demand rate
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not over producing

2 level
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Macro level
Micro level

11 April 2003

Nguyễn Như Phong

Pull
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Macro level
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Push up 2 a certain point then response 2 final cust pull
signal
Push the point further & further upstream

Micro level
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Response 2 the pull signal from an internal cust
 Kanban – next process step
 DBR / CONWIP – important stage

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Perfection
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Not mean only quality
Mean producing
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exactly what cust wants
exactly when
at a fair price
w. min waste

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11 April 2003

Perfection
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Beware of benchmarking
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Real benchmark
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Zero waste
Not competitor doing

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LEAN CHARACTERISTICS
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Customer
Simplicity
Waste
Process
Visibility

Regularity
Flow
Pull
Postponement
Prevention

11 April 2003

11.
12.
13.
14.
15.
16.
17.
18.
19.
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Time
Improvement
Partnership
Value networks
Gemba
Variation reduction
Participation
Thinking small
Trust
Knowledge

Nguyễn Như Phong

Customer
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The ext. cust. the starting & ending point
Max value 2 the cust
Optimize around the cust. not around internal
operation
Understand the true cust demand
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in price, delivery, quality
not what can be supplied

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Simplicity

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Simplicity pervade
Goals
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Simplicity in operation, sys, technology, control

Avoidance of complexity
Simplicity
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Product –
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Supplier –
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part count reduction & commonality
working closely w. few trusted partners

Plant –

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focused factories within a factory

11 April 2003

Nguyễn Như Phong

Waste
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Endemic
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Recognize & seek 2 reduce it

Everyone wear muda spectacles
Seek 2 prevent waste
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by good design of prod & proc.

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Process
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Organize & think by the process view
Think horizontal not vertical
Concentrate on product moves
Map 2 understand the process

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Nguyễn Như Phong

Visibility
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Make all operations as visible & transparent as
pos.
Control by sight
Adopt the visual factory

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Regularity
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No-surprises operations
Run plants on regularity
Repeater product in the same time slots
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Cut inventory
Improve quality
Allow control simplicity

11 April 2003

Nguyễn Như Phong

Flow
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Keep it moving at the cust rate
One piece flow
Synchronize operations  JIT stream
Aim at cell level
Synchronize info & physical flow
Can’t flow
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Pull 1 at a time
Small batches

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Pull
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Work at the cust rate of demand
Avoid overproduction
Pull-based demand chain
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Not push-based supply chain

Final cust demand
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Not distorted by intermediate bullwhip effect

Nguyeãn Nhö Phong

11 April 2003

Postponement
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Delay activities & committing 2 product variety
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as late as pos
to
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retain flexibility
reduce waste & risk
avoid overproduction

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Prevention
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Prevent problems & waste
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rather than inspect & fix

Inspect the proc. not the prod.
Prevent error through pokayoke

11 April 2003

Nguyễn Như Phong

Time
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Time
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Reduce overall time 2
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The best single overall measurement
make,
deliver,
introduce new prod.

Simultaneous, parallel, overlap operations
Never delay VA steps by NVA steps
Time reduction priority
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Do all right things - waste, flow, pull, perfection

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Improvement
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Continuous improvement
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both enforce & passive
both incremental & breakthrough

Beyond waste reduction

Include innovation

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Partnership
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Cooperative working
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internally bw. functions
externally w. sup & cust.

Team, not individuals, inext
Build trust
Win-win

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Nguyễn Như Phong

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Value networks
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Cooperating networks
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the greatest opportunities 4
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Cost
Quality
Delivery
Flexibility

Supply chains compete, not companies
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Each member need 2 add value

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Nguyễn Như Phong

Gemba
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Go to where the action happening, seek the fact
Manage by walking around
On the floor not in the office
Encourage gemba spirit

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Variation reduction
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Variation in time & quantity
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Manage it
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found in every process
great lean enemy
Continually reduce it
Measure it
Know the limits
Distinguish bw. natural variation & special events

Build in appropriate flexibility
Shock proof the sys

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Participation
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Operators – 1st opportunity 2 solve problems

All employee share responsibility 4 success &
failure
Full info sharing

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Thinking small
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Smallest capable machine then build capacity in
increments
Get best value out of existing m/c before
acquiring a new one
Flexible labor & machines
Small plant near to cust site
Many small deliveries rather than few big one

Nguyễn Như Phong

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Trust
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Buid trust
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participation &
cutting waste

Swathes of bureaucracy & time remove inexly.
De-layered, streamlined, more creative organization
Supplier
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Confidence 2
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make investment

Share knowledge

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Knowledge
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Knowledge worker the engine of today
corporation
Not only building but distributing knowledge
Knowledge
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Explicit knowledge
Tacit knowledge
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Softer / sticker skills
Hard 2 copy

Sustainable advandtage
Nguyễn Như Phong

11 April 2003

VALUE
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Lean principles
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Value enhancement
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First understanding value
Second removing waste
arguably more important than waste reduction
especially in service

Porter – value
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the amount buyer willing 2 pay 4 what a firm provides
them

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measured by total revenue

a reflection of the price

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Value
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Present value
 What present cust. willing 2 pay for
Future value
 What tomorrow’s cust. willing 2 pay for
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today may not be

Relevant 4 R&D & design

11 April 2003

Nguyễn Như Phong

Value
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Not judge the current manu stream
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in the same way as an R&D stream

Cust
 Today cust
 Tomorrow cust.
 Products possibly inappropriately focused
Different waste depending on the cust group

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Value
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Saliba & Fisher value interpretation
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Perceived benefit
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accrue before, during, after the event
dynamic lower bound on benefits

Perceived sacrifices
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in terms of cost, convenience, time, exchange
dynamic upper bound cust willing 2 pay

Nguyễn Như Phong

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Value
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Zeithaml & Bitner 4 meanings 4 value
 Low price
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Lowest price – the best
Cut all activities not contribute 2 the prod value

Whatever I want in a product
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Focus on benefit, not price
Classic marketing approach – selling holes not drill
Understand cust requirement deeply
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Market research & image creation – may not waste

Quality I get 4 what I pay

Expectation directly linked 2 price – pay more, expect more
Standby service & extra inventory may expected

What I get 4 what I give
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All benefits against all sacrifices
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Value
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Service management – value
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A moment-of-truth experiment
Getting the exact product required

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in the right quantity
at the right time
w. perfect quality
at the right price

11 April 2003

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WASTE
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Muda
Strongly linked 2 lean
 Waste elimination –
 Waste prevention
 Value

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Waste
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Waste elimination –
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Waste prevention
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a mean 2 achieving the L ideal
not an end
at least as important as waste elimination

Value
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the converse of waste
Continually improve VA/NVA activities
2 ways
 Preventing & reducing waste

 Going after value enhancement

11 April 2003

Nguyễn Như Phong

Waste
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Womack & Jones 2 types of waste
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Type 1 muda
Type 2 muda

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Waste
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Type 1 muda
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Create no value
 but currently nec. 2 maintain opertions
Not do anything 4 customers / any shareholders
 but assist managers / stakeholders
Easiest 2 add but difficult 2 remove
 prevention in mind
Reduced through simplification

Type 2 muda
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Create no value, destroy value
Grow by stealth / carelessness
Elimination priority
Nguyễn Như Phong

11 April 2003

Waste

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Waste elimination
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achieved by
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assisted by
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wearing muda spectacles &
Kaizen
5S activities
standard work
Mapping
Level scheduling
Amplification reduction

Ohno chalk circle

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