Yujis presentation - Zoomin - Mälardalens högskola

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Yujis presentation - Zoomin - Mälardalens högskola

Competitive Production SystemLecture w41Yuji YamamotoIndustridoktoranddDeva Mecaneyes ABIDP Mälardalens Högskola


Contents• Personal experience with Toyota• Change to lean• Improvement: Kaizen & Kaikaku• Exercise


Personal ExperienceAt workCompare how they work


Differences noticed during the work• Whole supply chain is strong• Do not make the same mistake• Less late changes• Avoid to be supplier dependent, they keepcore technologies in house• Communication based on trust not muchpolitics• Long working hours• Long meetings and decision making• Less specified job description


Differences noticed during the work• Very tight margin in operation• Help suppliers when they are in trouble• Many TPS trainings – Jishuken• Stability of business vs tough cost & qualityrequirement


MIN NIMUM M MANPOW WERJ U S T I N T I M ELean bas processTOOLSKANBANCHANGEMODELMULTIPLESKILLGENBAKAIZENU-LINEANDONSEIRI, SEITON, SEIKETSU,SEISOU, SHITSUKE,SAFETY.STANDARDIZEDWORKLEVELED PRODUCTIONFLOWPRODUCTIONBasic of innovation5S & 3FIX’STOOLSJIDOUKAMIZUSUMASHITPMPOKAYOKEONEByONE SAFITYTRAININGPULL PROD’NFixed LocationFixed IndicatorFixed QuantityVISUALCON NTROLWe can see so many MUDA in our factories….SURVIVAL”INNOVATION MINDED“Profit means


Change to lean in reality• Top Management’s commitment and involvement isthe most important factor for success.• One must have a clear goal and production strategy.Lean is not the goal but means to achieve the goaland realize the strategy.• Implantation of the tools is not the goal, they aresimply the help of problem solving.


Change to lean in reality• It is much about changing “soft” part of theorganization (leadership, mindset & behavior, culture,alignment). 70% efforts can be related to this.• It is not a liner but complex process that involves notonly technical but cultural, political, and learningdimensions.• The change is much context dependent. There is no“one best way” to change to lean.


Contents• Personal experience with Toyota• Change to lean• Improvement: Kaizen & Kaikaku• Exercise


24Kaizen 2.4 Concept of KaizenKaizen methodAActionCheckPPlanDoChangeProblemsinStanderdization5S7MudaBuilt in QualityVisualizationStandardized work


KaizenAdvantageSmaller risk for each changes No need for large investmentStimulates person’s motivation and involvement Necessary to build and sustain Just In Time productionMay become large impact when accumulated Concept and method are well establishedDisadvantageImprovement is based on previous experience Scope is small thus improvement is often small Improvement speed may not catch up with the speedof change in the business environment


Need for Kaikaku“Toyota could achieve its goals throughkaizen. In today’s world, however, whenthe rate of change is too slow we have nochoice but to resort to drastic changes orreform: kaikaku”Watanabe, förreCEO för Toyota(Source: Stewart and Raman, 2007)


Kaikaku- radical/innovative improvementPro oductionperform manceKaizenTimeKaikakuk• Higher speed of improvementthan Kaizen• Top down initiative• Stretched goal setting• Fundamental rethinking of thecurrent production system• Innovative thinking• Large scale of change


Stretched goalIt is impossible to achieve the goal with the currentsystem/ way of working.You have do in another way!TargetCreativetensionCurrentThink outside of the box


Some examples: Innovations in factories


Some examples: Innovations in factories


Contents• Personal experience with Toyota• Change to lean• Improvement: Kaizen & Kaikaku• Exercise


ExerciseNow you are probably fed up withhearing all those lean things?Let’s do some more practical things!


Exercise Each group select one of the five questions Discuss with group members and try to findanswers Present your answers after one hour


Question 11) You are the president of a medium sizedmanufacturing company. You want t toreduce inventory stock. But when you do it,the income statement looks worse. How doyou tell the owner or bank that it is still ok?• Financial benefit of reducing the inventory?• Oh Other benefit of reducing the inventory?2) You are the production manager. Operatorsseem to worry that they might loose theirjobs when they do Kaizen. How do youreduce their worry?


Question 2You are the owner of a Pizzeria.You are weekly investigating customersatisfaction about the taste of a certainPizza.You have a problem of a high variation ofthe customer satisfaction.


Question 2TastegoodTastebadWeeksHow do you reduce the variation of the taste?• Chose one type of pizza• Use your imagination about the possible causes• Use seven QC tools


Question 3: Kanban 1Toyota continuously requests to or work withsuppliers to reduce the number of kanbanbetween toyota factories and suppliers(Suppliers delivery kanban).Why is that??(hint) check how to calculate number of suppliers delivery kanban.


Question 4: Kanban 2You are a consultant. A client wonders if theycan introduce Kanban in their operation.However, in order to operate Kanban in aneffective way, there are several preconditionsthe company must meet. What are thepreconditions? Pick up at least 5 preconditions.For example..MachiningFinal-assemblySub-assembly


Question 5: Cell designYou will have a work instruction of a certainproduct (modem). Design a one-piece-flowcell based on the instruction.Volume: 480pcs/dayWork hours: 8h/dayHint: Use the concept of standardized work.

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