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Lean Production Introduction Training Conference

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  • Time of issue:2020-09-14
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(Summary description)

Lean Production Introduction Training Conference

(Summary description)

  • Categories:Company news
  • Author:
  • Origin:
  • Time of issue:2020-09-14
  • Views:0

Training time: July 13, 2016

Training location: Multifunctional hall on the third floor

Training topic: Introduction to Lean Production

training content:

Introduction to Lean Production

table of Contents

• Value-added and waste

• Production method development process

• Understand lean production

• Four principles of TPS

• How to implement lean production

What the business is doing

• In fact, the only thing we need to do is to study the time from the time the customer places the order to when we receive the payment, and then eliminate any non-value-added activities in the process.

Ohno Naiichi (one of the founders of Toyota Production System TPS)

What is waste

• Any activities that do not add value

• Factors leading to increased costs

• Although it adds value, it consumes too much resources

• Value is directly related to customer requirements.

• Valuable activities: For us, it can be understood as processing and assembling water pumps, motors, insulation testers and other products! ! !

The ability to detect and recognize waste is important

Seven wastes

1. Defective product waste 2. Excessive production waste

3. Handling waste 4. Excessive processing waste

5. Waste of inventory 6. Waste of action

2. Unbalanced waste

Question 1

• Is today's training a waste?

1. Before the 20th century, a single piece production method dominated by Europe (England and France)

1. Low output

2. Decentralized organizational structure

3. No standardization

4. High production cost

5. The labor force is skilled in design, machining and assembly

2. Scientific management

In 1911, Taylor published "Principles of Scientific Management" (later renamed Industrial Engineering), marking the official birth of industrial engineering.

1. Emphasize scientific management to improve productivity;

2. Created "Time Research" and improved operation methods;

3. Put forward a series of scientific management principles and methods.

3. Ford's assembly line

After the First World War, Ford of the Ford Motor Company adopted mass production instead of manual single-piece production, represented by the Model T produced by Ford in 1908, which reached its heyday in 1955.

1. Unified measurement

2. Interchangeable/simple, easy to assemble

3. Division of Labor

4. High demand

Toyota Production System

In the 1950s, Japan's Toyota began to explore the use of JIT production methods. Its ancestors were Toyota Eiji and Ohno Toichi; Shingo Shigeo's rapid mold change and error prevention played a vital role.

1. Fast technology popularization / low product profit

2. Demand diversification/personalization

3. Management tends to be humanized

In 1985, the Massachusetts Institute of Technology spent 5 million US dollars to establish the "International Automobile Project" to study Toyota's production method. The American Daniel and Jones proposed the concept of Lean Productiong.

Spread of TPS

• Ohno and FAW

• Xinlian Factory

• SVW and SGM

Question 2

• At what stage is the factory in China?

From the background

Lean Production (TPS)

= Industrial Engineering (IE) + Deming Cycle (PDCA) + Japanese national professionalism; it is the application of American industrial engineering in Japanese business management.

Industrial Engineering: It is the science that takes people, raw materials, and equipment as a whole to perform their functions; with ergonomics, action time research, production layout planning, etc.; originated from Taylor, produced in the United States; TWI (Training within Industry) It is a very important cornerstone of TPS.

Deming Cycle

The meaning of PDCA is as follows: P (PLAN)-plan; D (Do)-implementation; C (CHECK)-check; A (Action)-action.

At the beginning, P was changed to S (STANDARDIZE)-Standardized SDCA.

It was first proposed by American quality management expert Deming, so it is called "Deming Cycle".

It is the foundation of ISO9000 and TS16949.

5 whys

1) Problem: Numerical control machine tools in a workshop often fail, and the maintenance personnel can solve the problem by replacing spare parts

2) Problem analysis: Equipment failure occurs about once a month, mainly due to the failure of the main control board. The spare parts price of this board is 1,500 yuan, and the annual spare parts cost is 18,000 yuan. The improvement activities analyzed the reasons for the failure of the main control board, and the results are as follows:

Why did it fail? The circuit board burned out

Why the circuit board burns out and the temperature is not good

Why the cooling is not good and the air circulation is not smooth

Why the air circulation is not smooth, the air outside the CNC machine tool cannot enter

Why can't the air get in? Dust on the filter

After asking questions from the bottom, I found the crux of the problem and confirmed that the cause of the fault was: there is a filter under the CNC machine tool, which is dust-proof. Dust accumulates on the filter screen so that the outside air cannot enter the machine tool, so that the air in the machine tool does not dissipate poorly, and the temperature rises, causing the circuit board to burn out.

3) Improvement measures: clean the filter every half a month

4) Improvement results: 10 spare parts are saved every year, and the equipment failure rate is reduced by 83%.

Question 3

• What is TPS anyway?

Naturally formed by the development of Toyota over half a century, it has never been written down.

The four principles explain what TPS implies and show its essence.

The three articles are about design, explaining how Toyota conducts its entire operation like an experiment.

Another article on improvement explains how Toyota teaches the company scientific methods. Employees at all levels.

Guideline 1

• Criterion 1: All work must be specified in detail: content, sequence, time, and results.

• In a certain order, there are certain people to complete each task.

How does Toyota's employees learn the guidelines:

Teaching interaction

At the job site, ask the employees engaged in the job the following questions:

1. How do you do this work??

2. How do you know what you are doing is right??

3. How do you know that the result is flawless??

4. What if there is a problem?

Principle 2: How do individuals connect with each other

Principle 2: Every customer-supplier relationship must be standardized and direct;

The relationship between requesting and receiving feedback must be unambiguous (yes and not).

• There is no gray area;;

• Seek help as soon as possible;

• There must be feedback on demand within a certain period of time.

Principle 3: How to structure the production line

Principle 3: The path of each product and service must be simple and clear and detailed.

The path must not be changed unless the production line has been specifically redesigned.

Every time you want to use a new path, you must experiment.

Products and services do not flow to the next available person or machine, but a specific person or machine.

Every supplier connected to the path is necessary, and the unconnected ones are unnecessary.

Principle 4: How to improve

• Principle 4: Any improvement must be based on scientific methods, guided by the teacher, and carried out at the lowest possible level within the organization.

• Front-line employees make improvements to their own work, and their supervisor acts as a teacher to provide guidance and assistance.

Toyota's ideal state

• Is it zero defects (have the characteristics and quality expected by customers)?

• Can the delivery of one requirement be completed at a time (batch size)?

• Can it be supplied in the required version?

• Can it be delivered immediately?

• Can it be produced without waste, such as materials, personnel, energy or other resources (such as costs related to inventory)?

• Can every employee work in a safe (physically, emotionally, professionally) environment?

The important concept of lean production

The present status of the scene (GO AND SEE FOR YOURSELF)

Let the problem be exposed (SURFACE THE PROBLEM)

The relationship between TPS and TS16949

TPS is the best practice in the global automotive industry, everyone is learning, but no one surpasses;

ISO/TS16949 was first formulated by the International Automobile Working Group (IATF) and later supported by the Japan Automobile Manufacturers Association (JAMA);

The International Automotive Task Force (IATF) includes the following 9 automakers: BMW (BMW Group), Chrysler (Chrysler LLC), Daimler (Daimler AG), Fiat (Fiat Group Automobiles), Ford (Ford Motor Company), General Motors Corporation (General Motors Corporation) , Peugeot (PSAPeugeotCitroen), Renault (Renault) and Volkswagen (VolkswagenAG) and 5 countries’ supervisory agencies: the International Automobile Supervision Agency (

IAOB), Italian Automobile Manufacturers Association (ANFIA), French Vehicle Equipment Industry Federation (FIEV), British Automobile Manufacturers and Traders Association (SMMT) and German Automobile Manufacturers Association-Quality Management Center (VDA-QMC) form TS16949=QS9000+ VDA6.1 and APQP come from QS9000; the basic concepts and technologies of the latter two are similar, but the main difference lies in the collaboration between the supplier and the OEM.

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