Maestría en Gestión de Operaciones

Presentación del tema: "Maestría en Gestión de Operaciones"— Transcripción de la presentación:

1 Maestría en Gestión de Operaciones

2 Ford Production System
Manufactura Lean As you heard in the Need for Change presentation, a shift is occurring in automobile manufacturing around the world. Ford, GM, Chrysler, VW, Renault, Porsche, etc. are all moving to a different system of production called Lean Manufacturing. We’re not talking about adding some new techniques onto how we now build cars, but actually changing the process of how we build cars. That can be a tough shift to make. So we asked John Shook and Mike Rother of the University of Michigan to prepare this presentation for us. Its purpose is to give you a brief overview of what is a lean manufacturing system. By the way, "Lean" does *not* mean shedding people. In fact, if we try to improve by laying off people we can kiss doing lean manufacturing goodbye. Lean production depends on highly motivated people, which you don't get through layoffs! The best way to understand lean manufacturing is to start with the history of automobile manufacturing since about The story of lean manufacturing is really a story about the Ford Motor Company in the U.S.A, and Toyota in Japan. TOTAL TIME: SUB TIME: TRAINER’S NOTES: Rev 1, August 23, 1996 1.1

3 ¿Qué es la Manufactura Lean?
¿Moda o Realidad? ¿Sólo es para los Japoneses? ¿Sólo sirve para la Industria Automotriz?

4 La Evolución de Lean ¿Qué es Lean? Lograr Flujo Proceso, eliminándo Desperdicio II Guerra Mundial Entrenamiento dentro de la Industria Machine That Changed the World Aviación - Alimentos - Laboratorios - Hospitales Plantas Japonesas en USA Henry Ford Toyota 1910s 1940s 1950s 1980s 1990 2000s Although we have certainly lost sight of some improvements over the years, what we now think of as best-practices in manufacturing are actually the cumulative result of decades of work, each building on what has come before. Fredrick Taylor, the father of scientific management, laid the foundation for Industrial Engineering over the period of about Henry Ford revolutionized large-scale manufacturing with his advances in the period His 1926 book Today and Tomorrow was later to influence a generation of Toyota managers. Training Within Industry was a US government program to rapidly increase production of war materials during the period It was a very effective Train-the-trainer program for supervisors. Abandoned after the war, it was later introduced in postwar Japan and became the foundation for production training that survives in modified form to this day. A financial and labor crisis at Toyota in 1950 led to a mass layoff and a drastic restructuring. This dark period in the company’s history defined the culture of cooperation and continuous improvement, and is noted prominently in the corporate history. W. Edwards Deming was invited to Japan in 1951, where his ideas on quality assurance were readily accepted as a way to improve Japan’s poor reputation for manufacturing. Deming would not be similarly appreciated in the US until the 1980s. As Toyota began to practice what became known as TPS, they first expanded the training to their suppliers, at that time all in Japan. After the oil embargo of 1973 and the resulting recession, it became apparent that Toyota was doing something different than other Japanese companies. The Japan Management Association sponsored training sessions and conferences to spread these best practices throughout Japanese industry in the 1970s. Eventually, forward-thinking American companies began to see to see the light, and began taking study tours of Japanese industry to figure out how they could adapt these practices to the US. At the same time, Japanese manufacturers began building plants in North America in the 1980s, bringing these management techniques with them and exposing many Americans to them for the first time. (Honda -1982; Toyota -1984) In 1990, a 5-year MIT study of the worldwide auto industry published its conclusions in the form of the book The Machine That Changed The World, coining the word lean and describing the system in detail for the first time. That work was followed up by Lean Thinking in 1996, by now published by the Lean Enterprise Institute, an non-profit organization spreading the lean message worldwide. Más de 100 años de descubrimiento (y re-descubrimiento) 4

5 Antecedentes Instituto Tecnológico de Massachussets (MIT) desarrolló un proyecto de investigación llamado International Motor Vehicle Program (IMVP) – a ppios 90’s. Se analizaron 52 plantas automotrices en 14 países distintos. El resultado fue que encontraron diferencias significativas entre Toyota y el resto de las empresas. El termino utilizado por el MIT para resumir las observaciones de su estudio fue el de “LEAN MANUFACTURING”

6 ¿Qué logros tiene la Industria al adoptar Manufactura Lean?
La mitad de horas de esfuerzo humano en la planta La mitad de defectos en el producto terminado Un tercio de horas de esfuerzo de ingeniería Mitad del espacio en planta para el mismo resultado Fuente: “La Máquina que Cambió al Mundo”, por Womack, Jones y Roos, 1990

7 (Grandes Lotes, Sistema de empuje, Mentalidad de “Isla”)
Producción en Masa Ford Production System (Grandes Lotes, Sistema de empuje, Mentalidad de “Isla”) Material OBJETIVO: Maximizar economías de escala Almacén Materia Prima Almacén Soldadura Almacén Producto Terminado Almacén Estampado Reparación Armado Goal = Economies of Scale Walk through typical mass production scenario big batches in individual areas operate independently, produce batches, and push their output ahead whether or not next process is ready measure individual workcenter efficiency try to schedule & reschedule. Expedite, which makes things even worse Results: Batches & inventory waiting. Quality problems hidden. Lots of moving, storing, counting, etc. Overproduction! Actual Value Added time vs. time in plant. "That's not a plant. That's a warehouse!" But we focus on the Value Added processes and try to speed them up. Barco Orden Cash Tiempo real de valor agregado: Minutos Tiempo Total en Planta: Semanas SUB TIME: 2 Minutes TRAINER’S NOTES: Rev 1, August 23, 1996 1.10

8 Producción en Masa ??? X X X X X X X X X X X X X X X X #$*&!!!
Ford Production System Stability Workshop UCL X LCL Máquina fuera de Control Gráfico de CEP 3/22/93 #$*&!!! ??? LCL X UCL X X X X X X X X X X X X X X X X PRODUCTOS TERMINADOS PARTES DEFECTUOSAS Traditional Mass Production is characterized by high inventory levels and high process variability (e.g. equipment breakdowns, defects, etc.) This is characterized by: Unmarked obsolete and scrap inventory Excessive machine downtime Cluttered workstations Littered floorspace Excessive material handling Excessive raw material, Material en Proceso and finished goods inventory Frustrated workers Material en Proceso rework and repair Excessive non-production material Irregular production mix and sequences Parada De Tiempo De Trabajo Tiempo del Ciclo Workstation SUB-TIME: 2 minutes TRAINER NOTES: Rev 1, August 23, 1996 1.24

9 Responder al pedido del
Manufactura Flexible Ford Production System “Lograr Flujo Proceso eliminándo desperdicios” “El próximo proceso es el cliente” Material Tirar Tarjetas de Producción Tirar Tirar Tirar Tirar Responder al pedido del cliente Soldadura Embarque Esttampado Almacén Material Armado The goal is changed: "Elimination of waste." Focus on eliminating all that Non Value Added activity, but how? "Next process is the customer." Make only as needed. Look at total efficiency, instead of individual efficiency. This is "JIT," which is widely misunderstood. All say they are doing it, but it is usually "JIT Delivery," not "JIT Production." The goal is not to control the inventory, but to control production so there is less inventory. How is this put into practice? Línea de Tiempo Orden Cash SUB TIME: 2 minutes TRAINER’S NOTES: Rev 1, August 23, 1996 1.11

10 Machining Line #3 Work Group Display Board Area Central Almacenamiento
Manufactura Flexible Procedures Safe Work Award Safety Announcement Corporate Problem Info Supplier Parts Defective Machining Line #3 Work Group Display Board Area de Reunión Grupo Trabajo Return to Supplier Area Central Almacenamiento PARTS SCRAP OEE 5/9/96 Date S.M.A.R.T. Card: Proceso SCHEDULE 3 1 Op # 110 120 150 DEPARTMENTO A 130 140 Status UCL X LCL LEAK Tiempo Saturación Cycle Time Workstation Target Time QPS TARGET TIME = 58 secs 3) Check torque 2) Add bolts 1) Receive block 4) Finish & Return Quality Process Sheet Cliente

11 Desperdicio vs. Valor Desperdicio:
Todo aquello que no agregue valor al producto (En Japonés denominado MUDA). Todo aquello que interrumpa el Flujo del Proceso. Valor: Procesos, operaciones, o actividades que cambian la forma, ajuste, o función del producto para cumplir con las especificaciones o expectativas del cliente. Lo que el cliente esta dispuesto a pagar.

12 TOYOTA PRODUCTION SYSTEM
Los 7 Desperdicios Espera Movimiento Sobre Procesamiento Transporte Sobre Producción Inventario Reparaciones TOYOTA PRODUCTION SYSTEM

13 Nivel inventario decreciente
Los 7 Desperdicios Inventario Nivel inventario decreciente Largos set up Rotura equipos Demora en entregas Pobre limpieza Retrabajos Materiales mezclados

14 Reducción de Inventario
Los 7 Desperdicios Reducción de Inventario Taiichi Ohno entendía que la creación de FLUJO, forzaba la corrección de problemas, resultando en una reducción de desperdicios. ¡Expone Problemas! Largos set up Rotura equipos Demora en entregas Pobre limpieza Largos set up Rotura equipos Demora en entregas Retrabajos Pobre limpieza Retrabajos Materiales mezclados

15 Los 7 Desperdicios Foco de programas tradicionales de mejoras:
Más trabajo Más esfuerzo Adicionar personas Adicionar equipos Valor Agregado Foco de Manufactura Lean: 8 Desperdicios Sobreproducción Transporte Movimiento Espera Sobre proceso Corrección Inventario Desperdicio

16 Modelo de Manufactura Lean (Toyota House)
Mejor Calidad – Bajo Costo – Tiempo de Entrega Corto Mejor Seguridad – Alta Moral Justo a Tiempo Gente y Trabajo en Equipo Jidoka Objetivos Comunes Toma de Decisiones Entrenamiento cruzado Paros Automáticos Andon A Prueba de Error Control de la Calidad en la Estación Resolución de causa raíz (5 Por Que) Planificación del Takt Time Flujo Continuo Sistema “Pull” Cambio Rápido Kaizen Reducción del Desperdicio Identificación del Desperdicio Genchi Genbutsu 5 Por Que Estandarización (Trabajo estandarizado – A3) Estabilidad (Fábrica Visual (5 “S”) – TPM) Acortando flujo de producción eliminando desperdicio