A successful SMED program will have the following benefits:
Anderson Lean production accelerates production while eliminating many types of waste such as setup, excess inventory, unnecessary handling, waiting, low equipment utilization, defects, and rework.
Womack and Daniel T. The key prerequisites of lean production are product line rationalization and standardization which simplify both the supply chain and manufacturing operations. This will make implementation easier and faster and ensure the success of lean production as well as build-to-order and mass customization.
The ability to build mass-customized and standard products on-demand is the payoff for lean production programs. There are two types of lean production: In replacement lean production parts are common enough to be already built and available to be pulled into assembly from kanban bins.
If not, then parts are made by spontaneous build-to-Order with common parts made available through Lean production and the non-common parts built on-demand from standard raw materials by CNC machine tools or manually from on-line instructions. The most important attribute of lean production is the ability to build products quickly and efficiently in batch-size-of-one.
In order to do that, all setup must be eliminated including any delays to kit parts, find and load parts, position workpieces, adjust machine settings, change equipment programs, and find and understand instructions. However, manufacturing in batches drastically raises costs and lead times because of the following considerations: Batched parts occupy much more space than a single piece flow, especially if batches are so heavy that fork lift aisles are needed.
Batching parts slows throughput because, at each step, the batches wait in line for setup changes and the processing time of all the parts in the batch.
Parts made in batches could be made with recurring defects which may not be determined until after hundreds of defective parts have been made. Womack and Jones conclude that treasure hunts "are the distribution equivalent of the expediting always necessary in batch-and-queue production operation.
For an summary about the shortcomings of mass production click here to see the editorial, "End of the Line for Mass Production; No Time for Batches and Queues. For a plant to mass customize or spontaneously build products to-order, all product setup must be eliminated, not just the low-hanging fruit or reduce setup as "much as you can.
Note that much setup is designed into the product and process. C Distribute parts at all points of use eliminate kitting If part variety is too excessive to allow distribution at all points of use, then enough parts for a batch must be assembled into a kit which is put together in the raw materials warehouse, delivered to the assembly area, and then distributed to part bins or automation machines.
This kitting is a set-up which will inhibit flexibility. Tools to eliminate kitting are aggressive standardization and the concurrent engineering of products and processes that minimizes the number of different parts at any assembly station.
Tool plates and fixtures can be designed to be versatile enough to accept a common blank which then can be customized by computer controlled machine tools or robots, as shown in both illustrations in the mass customization article. The blank must quickly be positioned in the fixture without any need for measuring and manual positioning.
Thus the blank must be designed with common fixturing geometries. There has been much progress and much written about rapid die changes. Parts needing dies for molding, casting, or stampings should be designed to be versatile enough to accommodate all products that are supplied by each production machine.The Toyota Way: 14 Principles → The Toyota Way is not the Toyota Production System.
(TPS). The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes TPS, also known as lean manufacturing.
TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish. The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve: Specify value from the standpoint of the end customer by product family.
Abstract In the ’s, a massive paradigm shift hit factories throughout the US and Europe. Mass production and scientific management techniques from the early ’s were questioned as Japanese manufacturing companies demonstrated that ‘Just-in-Time’ was a better paradigm.
Article on on-demand lean production as a cost reduction strategy to build a wide variety of standard and mass-customized products on-demand without forecasts or . Article traces the history of Lean Manufacturing and the Toyota Production System from origins in the 19th century through today.
This is the homepage of EPA's lean efforts, both lean government and lean manufacturing efforts.