Implementation of Lean at Rheem Manufacturing Presenter Dr

Implementation of Lean at Rheem Manufacturing Presenter Dr. Joan A. Burtner Associate Professor Industrial and Systems Engineering 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 2010 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 2010 Slide 3

Continuous Improvement Process (with a lean spin) 1. 2. 3. 4. 5. 6. 7. Clarify improvement needs (objectives) Observe operation(s) through your own eyes Identify problems based on observations Resolve problems (kaizen) New ideas become new standard operating procedure Maintain new methods Continuously repeat steps 1 through 6 Dr. Joan Burtner 2010 Slide 4

Wasteful Practices Waiting X Transportation X Overproduction X Processing X Inventory X Motion X Defective Products X Dr. Joan Burtner 2010 Slide 5

Lean Metrics (Quantitative) ® Lead-times ® Inventory Turns ® Work In Process ® Workable Floor Space ® Efficiency ® Cycle Time Dr. Joan Burtner 2010 Slide 6

Building Blocks of a World Class One – Piece Work Company Kanbans Work Flow Balancing Quality Improvements TPM 5’s Dr. Joan Burtner Cellular Layout Poka Yoke SMED Visuals Work Teams 2010 Slide 7

Introduction to the 5 S’s SEIRI (SIMPLIFY) SIMPLIFY MEANS CLEARLY DISTINGUISHING BETWEEN WHAT IS NEEDED AND KEPT AND WHAT IS UNNEEDED AND THROWN OUT SEITON (STRAIGHTEN) STRAIGHTEN MEANS ORGANIZING THE WAY WE KEEP NECESSARY THINGS, MAKING IT EASIER TO FIND AND USE THEM SEISCO (SCRUB) SCRUB MEANS KEEPING THE FLOORS SWEPT, MACHINES AND FURNITURE CLEAN, AND ALL AREAS NEAT AND TIDY SEIKETSU (STABILIZE) STABILIZE MEANS MAINTAINING AND IMPROVING THE STANDARDS OF THE FIRST THREE S’S SHITSUKE (SUSTAIN) Dr. Joan Burtner SUSTAIN MEANS ACHIEVING THE DISCIPLINE OR HABIT OF PROPERLY MAINTAINING THE CORRECT 5 S PROCEDURES 2010 Slide 8

Typical Improvement Projects ® Time studies ® Line Balances ® Creating work cells ® Housekeeping (5 S’s) ® Visual Control Dr. Joan Burtner 2010 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 2010 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 2010 Slide 11

Kaizen of an Assembly Line 1 Before Dr. Joan Burtner After 2010 Slide 12

Kaizen of an Assembly Line 2 Before Dr. Joan Burtner After 2010 Slide 13

Using Work Teams at Rheem ® Cross-functional problems work teams for solving ® Composition of Work Teams ® Upper management ® Supervisors ® Co-op Students ® Engineers ® Assembly Line Workers Dr. Joan Burtner 2010 Slide 14

CONTINOUS IMPROVEMENT TOOLS FOR BALANCING WORK ®Takt Time ®Available ®Time ® Daily Work Time Observation Standard Work Flow Diagrams ®Cellular ®Work Layout Distribution Sheet Dr. Joan Burtner 2010 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 2010 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 2010 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 2010 Slide 18

Additional Visuals ® Spaghetti Diagram ® Current State Diagram ® Future State Diagram Dr. Joan Burtner 2010 Slide 19

Acknowledgments ® Rheem Manufacturing ® Permission to use training materials ® Permission to use photos ® ISE and IDM Students ® Permission Dr. Joan Burtner to use student work 2010 Slide 20

Questions and Discussion ® Contact Information ® Dr. Joan Burtner ® Burtner_J@Mercer. edu ® 478 301 -4127 Dr. Joan Burtner 2010 Slide 21