IMPLEMENTATION OF LEAN AT RHEEM MANUFACTURING Dr Joan

INTRODUCTION Background on the Evolution of Lean Manufacturing Overview to Lean Principles Highlights of

EVOLUTION OF LEAN MANUFACTURING Total Quality Management Toyota Production System Six Sigma Process Improvement

CONTINUOUS IMPROVEMENT PROCESS (WITH A LEAN SPIN) 1. Clarify improvement needs (objectives) 2. Observe

WASTEFUL PRACTICES X Waiting X Transportation X Overproduction X Processing X Inventory X Motion

5 S’S MODIFIED FROM BESTERFIELD (SIMPLIFY or SORT) SIMPLIFY MEANS CLEARLY DISTINGUISHING BETWEEN WHAT

LEAN METRICS (QUANTITATIVE) Lead-times Inventory Turns Work In Process Workable Floor Space Efficiency Cycle

Building Blocks of a World Class One – Piece Work Company Kanbans Work Flow

TYPICAL IMPROVEMENT PROJECTS Time studies Line Balances Creating work cells Housekeeping (5 S’s) Visual

GENERAL GUIDELINES FOR VISUAL CONTROL AT RHEEM Work Stations Should Include: Work instructions (S.

IMPLEMENTATION OF VISUAL CONTROL AT RHEEM Spring and Summer 2003 § Kaizen and 5

KAIZEN OF AN ASSEMBLY LINE 1 Before Dr. Joan Burtner Chair, Dept of Ind.

KAIZEN OF AN ASSEMBLY LINE 2 Before Dr. Joan Burtner After Chair, Dept of

USING WORK TEAMS AT RHEEM Cross-functional work teams for solving problems Composition of Work

CONTINOUS IMPROVEMENT TOOLS FOR BALANCING WORK § Takt Time § Available Daily Work Time

TIME OBSERVATION Observe a process or machine Enter each task component onto a form

STANDARD WORK FLOW DIAGRAM Used to help identify the flow of the operation(s) you

CELLULAR LAYOUTS The arrangement of manufacturing work cells to allow for a flowing process

ACKNOWLEDGMENTS Rheem Manufacturing § Permission to use training materials § Permission to use photos

QUESTIONS AND DISCUSSION Contact Information § Dr. Joan Burtner § Burtner_J@Mercer. edu § 478

Slides: 20

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IMPLEMENTATION OF LEAN AT RHEEM MANUFACTURING Dr. Joan A. Burtner Associate Professor and Chair Department of Industrial Engineering and Industrial Management Mercer University School of Engineering Macon, GA

INTRODUCTION Background on the Evolution of Lean Manufacturing Overview to Lean Principles Highlights of Implementation of Lean Practices at Rheem Manufacturing Co. in Milledgeville, GA Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 2

EVOLUTION OF LEAN MANUFACTURING Total Quality Management Toyota Production System Six Sigma Process Improvement Theory of Constraints Value Stream Mapping Womack and Jones - Lean Thinking Rother and Shook - Learning to See Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 3

CONTINUOUS IMPROVEMENT PROCESS (WITH A LEAN SPIN) 1. Clarify improvement needs (objectives) 2. Observe operation(s) through your own eyes 3. Identify problems based on observations 4. Resolve problems (kaizen) 5. New ideas become new standard operating procedure 6. Maintain new methods 7. Continuously repeat steps 1 through 6 Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 4

WASTEFUL PRACTICES X Waiting X Transportation X Overproduction X Processing X Inventory X Motion X Defective Products Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 5

5 S’S MODIFIED FROM BESTERFIELD (SIMPLIFY or SORT) SIMPLIFY MEANS CLEARLY DISTINGUISHING BETWEEN WHAT IS NEEDED AND KEPT AND WHAT IS UNNEEDED AND THROWN OUT (STRAIGHTEN) STRAIGHTEN MEANS ORGANIZING THE WAY WE KEEP NECESSARY THINGS, MAKING IT EASIER TO FIND AND USE THEM (SCRUB or SHINE) SCRUB MEANS KEEPING THE FLOORS SWEPT, MACHINES AND FURNITURE CLEAN, AND ALL AREAS NEAT AND TIDY (STABILIZE or STANDARDIZE) STABILIZE DEVELOP BEST PRACTICES AND STANDARD OPERATING PROCEDURES BASED ON WHAT WAS LEARNED FROM THE FIRST THREE S’S SUSTAIN MEANS ACHIEVING THE DISCIPLINE OR HABIT OF PROPERLY MAINTAINING CORRECT 5 S PROCEDURES (SUSTAIN) Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 6

LEAN METRICS (QUANTITATIVE) Lead-times Inventory Turns Work In Process Workable Floor Space Efficiency Cycle Time Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 7

Building Blocks of a World Class One – Piece Work Company Kanbans Work Flow Balancing Quality Improvements TPM Cellular Layout Poka Yoke SMED 5’s Work Teams Dr. Joan Burtner Visuals Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 8

TYPICAL IMPROVEMENT PROJECTS Time studies Line Balances Creating work cells Housekeeping (5 S’s) Visual Control Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 9

GENERAL GUIDELINES FOR VISUAL CONTROL AT RHEEM Work Stations Should Include: Work instructions (S. O. P. ’S) Quality instructions Safety reminders Clearly marked part delivery locations Tool boards (where needed) Production boards (where needed) Layouts Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 10

IMPLEMENTATION OF VISUAL CONTROL AT RHEEM Spring and Summer 2003 § Kaizen and 5 S All Assembly Lines § Created Zoned Housekeeping Layouts for All Major Production Areas § Designated Part Delivery and Storage Locations § Placed Production and Quality Status Boards § Began Drafting Standard Operating Procedures and Safety Reminders for All Work Stations Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 11

KAIZEN OF AN ASSEMBLY LINE 1 Before Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt After 2014 Slide 12

KAIZEN OF AN ASSEMBLY LINE 2 Before Dr. Joan Burtner After Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 13

USING WORK TEAMS AT RHEEM Cross-functional work teams for solving problems Composition of Work Teams § Upper management § Supervisors § Co-op Students § Engineers § Assembly Line Workers Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 14

CONTINOUS IMPROVEMENT TOOLS FOR BALANCING WORK § Takt Time § Available Daily Work Time § Time Observation § Standard Work Flow Diagrams § Cellular Layout § Work Distribution Sheet Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 15

TIME OBSERVATION Observe a process or machine Enter each task component onto a form Note exceptions or non-repeating tasks Calculate the average cycle time for each task Add all average element times to find the cycle time of the total process Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 16

STANDARD WORK FLOW DIAGRAM Used to help identify the flow of the operation(s) you are observing Used as a layout for developing an improved process An excellent tool to use to develop standard work procedures Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 17

CELLULAR LAYOUTS The arrangement of manufacturing work cells to allow for a flowing process § With this concept, work can performed without the need for large inventory batches § The parts enter the beginning of the cell as raw materials and exit the cell as completed units § Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 18

ACKNOWLEDGMENTS Rheem Manufacturing § Permission to use training materials § Permission to use photos ISE and IDM Students § Permission to use student work Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 19

QUESTIONS AND DISCUSSION Contact Information § Dr. Joan Burtner § Burtner_J@Mercer. edu § 478 301 -4127 Dr. Joan Burtner Chair, Dept of Ind. Egr/ Ind Mgt 2014 Slide 20