1. Just-in-time production (JIT)
The just-in-time production method originated in Japan, and its basic idea is to produce the required product in the required quantity only when needed. The core of this mode of production is the pursuit of a production system without inventory, or a production system that minimizes inventory. In the production operation, we should strictly follow the standard requirements, produce according to demand, and send as many materials as needed on site to prevent abnormal inventory.
2. 5S and visual management
5S (Collation, rectification, cleaning, cleaning, literacy) is an effective tool for on-site visual management, but also an effective tool for staff literacy improvement. The key to the success of 5S is standardization, the most detailed on-site standards and clear responsibilities, so that employees can first maintain the cleanliness of the site, while exposing themselves to solve the problems of the site and equipment, and gradually develop professional habits and good professional literacy.
3. Kanban Management
Kanban can be used as a means to exchange information about production management in the plant. Kanban cards contain quite a bit of information and can be used repeatedly. There are two types of kanban commonly used: production kanban and delivery kanban. Kanban is straightforward, visible and easy to manage.
4. Standardized Operation (SOP)
Standardization is the most effective management tool for high efficiency and high quality production. After the value stream analysis of the production process, the textual standard is formed according to the scientific process flow and operating procedures. The standard is not only the basis for product quality judgment, but also the basis for training employees to standardize operation. These standards include on-site visual standards, equipment management standards, product production standards and product quality standards. Lean production requires that “everything be standardized”.
5. Full Production Maintenance (TPM)
In the way of full participation, create a well-designed equipment system, improve the utilization rate of existing equipment, achieve safety and high quality, prevent failures, so that enterprises can reduce costs and improve overall production efficiency. It not only reflects the 5S, but more importantly, work safety analysis and safe production management.
6.Use Value stream Maps to identify waste (VSM)
The production process is full of amazing waste phenomena, Value Stream Mapping is the basis and key point of implementing lean system and eliminating process waste:
Identify where waste occurs in the process and identify lean improvement opportunities;
• Understanding the components and importance of value streams;
• The ability to actually draw a “value stream map”;
• Recognize the application of data to value stream diagrams and prioritize data quantification improvement opportunities.
7. Balanced design of production line
The unreasonable layout of the assembly line leads to unnecessary movement of production workers, thus reducing production efficiency. Due to unreasonable movement arrangement and unreasonable process route, workers pick up or put down the workpiece three or five times. Now evaluation is important, so is site planning. Save time and effort. Do more with less.
8. PULL production
The so-called pull production is Kanban management as a means, the use of “take material system” that is, after the process according to the “market” needs to produce, the shortage of products in the process of the previous process to take the same amount of products in process, so as to form the whole process of pull control system, never produce more than one product. JIT needs to be based on pull production, and pull system operation is a typical feature of lean production. Lean pursuit of zero inventory, mainly the best pull system of operation to achieve.
9. Fast Switching (SMED)
The theory of fast switching is based on operations research techniques and concurrent engineering, with the aim of minimizing equipment downtime under team collaboration. When changing the product line and adjusting the equipment, the lead time can be compressed to a large extent, and the effect of fast switching is very obvious.
In order to reduce the downtime waiting waste to the minimum, the process of reducing the setup time is to gradually remove and reduce all non-value-added jobs and turn them into non-downtime completed processes. Lean production is to continuously eliminate waste, reduce inventory, reduce defects, shorten the manufacturing cycle time and other specific requirements to achieve, reducing the setup time is one of the key methods to help us achieve this goal.
10. Continuous Improvement (Kaizen)
When you start to accurately determine value, identify the value stream, make the steps of creating value for a particular product flow continuously, and let the customer pull value from the enterprise, the magic begins to happen .
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Post time: Sep-13-2024
