Kuasai Prinsip & Alat Lean: Tingkatkan Efisiensi & Kurangi Limbah

Selamat datang di installment kedua dari seri kami tentang Lean dan Six Sigma. Seperti yang kita lihat dalam posting pertama, Lean dan Six Sigma adalah metodologi perbaikan berkelanjutan yang melengkapi yang mengurangi limbah dan variabilitas secara keseluruhan dalam proses produksi masing-masing. Meskipun kedua metodologi ini menggunakan pendekatan dan alat yang berbeda untuk mendorong perbaikan dalam produktivitas dan keuntungan, mereka memiliki kesamaan bahwa mereka dapat diterapkan untuk meningkatkan setiap aspek bisnis Anda. 

Pilar Lean

Filosofi Lean memiliki dua pilar yang saling terkait: "Menghilangkan Limbah" dan "Menghormati Kemanusiaan." Elemen dasar ini sangat berkontribusi pada keberhasilan Lean Manufacturing. Mari kita bicarakan tentangnya secara individual — yang kedua terlebih dahulu.

Konsep Menghormati Kemanusiaan manifested itself by respecting the workers and recognizing their inherent intelligence, creativity, and ingenuity. This is accomplished by empowering and challenging them to improve the products that they are making along with the production processes and tools employed to make them.

Konsep Menghilangkan Limbah is the mechanism by which an organization increases its quality and profitability. From a Lean perspective, the customer sets the price based on the value they receive. Based on that customer-set price, the best way for a Lean organization to improve profitability and thrive is to eliminate any cause of low quality, delay in delivery, safety issues, and unnecessary cost — all defined in Lean as "waste."

5 Prinsip Lean

1. Pahami "nilai" seperti yang didefinisikan oleh pelanggan
   Pahami secara detail apa yang dinilai pelanggan dan bersedia membayar untuk dalam produk, layanan atau informasi tertentu 
2. Definisikan aliran nilai untuk setiap produk 
   Identifikasi semua langkah yang terhubung yang membentuk proses bisnis dan produksi saat ini yang diperlukan untuk mentransformasi input menjadi produk, layanan dan informasi yang dinilai pelanggan
3. Berdiri aliran terus-menerus dalam organisasi
   Sederhanakan proses, menghilangkan sebanyak mungkin limbah, sehingga produk, layanan, dan informasi berkualitas mengalir lancar melalui aliran nilai
4. Pertahankan aliran melalui penggunaan sistem pull
   Berdasarkan aliran terus-menerus, susun dan seimbangkan produksi untuk memenuhi permintaan "Just in Time" tanpa inventori berlebihan, mempertahankan tingkat kualitas dan layanan yang tinggi
5. Usung kesempurnaan melalui perbaikan berkelanjutan dari proses
   Berkomitmen untuk terus-menerus mengejar nol limbah dalam semua proses aliran nilai dengan mengulangi langkah-langkah ini dan menyesuaikan produk, layanan dan informasi dengan permintaan pelanggan yang berubah

Pekerjaan "Non-Value Added"

Seperti yang disebutkan di atas, menghilangkan limbah adalah pilar dasar Lean. Untuk mengidentifikasi limbah, semua tugas yang saat ini dilakukan dilihat melalui lensa pekerjaan value-added dan non-value-added. Pekerjaan value-added secara langsung menciptakan fitur, karakteristik, dan manfaat yang diinginkan pelanggan dan bersedia membayar untuknya (misalnya, mengoperasikan mesin yang menghasilkan sisir plastik). Pekerjaan non-value-added terdiri dari tugas yang pelanggan tidak peduli dan tidak ingin membayar untuknya (misalnya, biaya material dan tenaga kerja dari produk sisa yang dibebankan pada pelanggan dalam harga sisir). Beberapa pekerjaan non-value-added adalah perlu. Misalnya, tugas untuk memenuhi persyaratan pelaporan statutori perusahaan adalah tugas yang tidak langsung berkontribusi pada produksi sisir. Sementara pelanggan yang membeli sisir plastik mungkin tidak benar-benar peduli tentang pelaporan statutori, pemegang saham dan karyawan perusahaan mempedulikan — non-value-added tetapi perlu. Bagaimanapun, melihat semua tugas yang diselesaikan, menyederhanakan, dan secara ideal menghilangkan semua pekerjaan non-value-added yang tidak perlu adalah tujuan. Sejumlah studi telah dilakukan yang menunjukkan bahwa dalam banyak organisasi, hingga 90 hingga 95% dari pekerjaan yang dilakukan untuk menghasilkan produk atau layanan adalah pekerjaan non-value-added.  

Alat Lean

Ada sejumlah signifikan alat dalam toolkit Lean — lebih dari 20 atau 30, tergantung pada siapa yang Anda bicara — semuanya memiliki aplikasi dalam berbagai situasi. Berikut adalah daftar beberapa alat dasar dalam Lean.  

Policy Deployment (Hoshin Kanri)

Policy Deployment adalah proses perencanaan dan eksekusi strategis. Ini dirancang untuk memastikan bahwa tujuan dan strategi perusahaan secara keseluruhan didefinisikan dan dikomunikasikan ke atas dan ke bawah tingkat organisasi. Selanjutnya, melalui proses, semua tingkat organisasi mengidentifikasi bagaimana tujuan departemen dan individu mereka memetakan ke tujuan dan strategi perusahaan. Pengaturan ini, hingga tingkat kontributor individual, memastikan pemahaman dan komitmen di seluruh organisasi dan menghilangkan limbah dengan memperbaiki tujuan yang tidak selaras sebelum sumber daya dibelanjakan.

Value Stream Mapping

A Value Stream Map is a tool that allows for a ''horizontal'' view of the high-level steps involved in creating a product, service, or information. It documents all of the material and information flows in the process as well as the timeline across the value stream. It maps the current state of the process and brings visibility to opportunity areas on the path to the improved future state by contrasting total cycle time with value added time.   

The 8 Wastes

In Lean, waste is typically identified as fitting into one of eight categories, all of which are non-value-added work. Just remember "D.O.W.N.T.I.M.E."

1. Defects - Products, services, or information that do not match the customer's specifications
2. Overproduction - Creating more product, service, or information than is demanded from the customer at a given time
3. Waiting - Delays in the processing of product, and idle time experienced by people and machines due to unbalanced flow   
4. Non-Utilized Skills / Unused Creativity - Failure to match people to their talents, engage them, and empower them to develop improvements to the products and processes
5. Transportation - The unnecessary movement of products or information 
6. Inventory (Excess) - Products, services or information over and above the amount being processed and that are not necessary to meet current customer demand
7. Motion - Movement of people and/or machinery that does not add value to the product
8. Excessive processing - Unnecessary, often outdated, process steps or activities that no longer add value to a product, service, or information

Root Cause Analysis - The 5 Why's?

In modern manufacturing facilities, there is a significant amount of complexity within the systems and processes used to create products, services, and information. When issues occur, the Lean approach is to not be content with dealing with the symptoms, but to work instead to identify the root cause. It is standard practice to ask and answer the question "Why?" at least five times to trace the causal chain back through the symptoms to the true root cause. This root cause is then resolved.

PDCA

In Lean, the process that is often used to achieve the elimination of waste is the PDCA cycle. It is an iterative process, sometimes requiring repeating several times before true root causes of waste can be identified and resolved.

PDCA is made up of the following steps.

1. Plan - Define the opportunity/goal and the changes required   

2. Do - Make the changes to realize the opportunity identified 

3. Check - Measure and evaluate the results of the changes made

4. Act - Standardize the new process or begin the cycle again, based on results

5S / CANDO

5S comes from the Toyota Production System. It is about creating a work area that is set up for success where everything needed, and only that which is needed, is where it is supposed to be to minimize waste in the process. Each S has a meaning based on the English near-equivalent of the Japanese words. They are:

Sort - Sort all materials in the work area and remove anything that is not needed

Set in Order - Organize the needed items and establish a place for everything 

Shine - Frequently clean the work area

Standardize - Establish documented standards for the Sort, Set in Order and Shine steps  

Sustain - Inspect and reinforce the standards set

5S is an adaptation of a similar process created by Henry Ford in the 1920's called CANDO:  

Cleaning up, Arranging, Neatness, Discipline, Ongoing improvement

Rapid Changeovers (Single Minute Exchange of Die - SMED)

Have you ever watched a NASCAR race and wondered how they change four tires and fill a tank of gas in 7.3 seconds? It's through the application of Rapid Changeovers or S.M.E.D. techniques.  Rapid Changeover processes reduce set-up and transition times for machines and processes. In Lean, the goal of reduced set-up and changeover times is to increase production scheduling flexibility by reducing optimal batch sizes. Rapid Changeovers are achieved through a five-step methodology:

Step 1 - Observe and study the set-up of changeover process steps/activities

Step 2 - Classify the steps/activities as internal and external.  Internal steps can only happen when the machine/process is stopped - e.g.  the car is in the pits.  External steps can happen while the machine/process is running - e.g. the car is out on the track.

Step 3 - Convert internal process steps/activities to external

Step 4 - Look for ways to reduce the time and effort required for the remaining internal steps

Step 5 - Look for ways to reduce the time and effort required for the remaining external steps

Kanban

A Kanban is a methodology to structure the flow of materials through a manufacturing process that is based on pull. It is typically based on Kanbans, or pull cards, that signal upstream processes which parts to produce and in what quantities based on downstream needs. A Kanban system minimizes inventory levels and overproduction waste.   

Kaizen

Kaizen is a Japanese term that can be translated as "Change for the Good." It is the process of continuously making incremental, often daily, improvements in processes by enlisting the perspectives of line-level employees to harness their creativity and ingenuity. Kaizen can be done live on the production floor as opportunities are identified, or in conference room events for cross-functional opportunities. A Kaizen team will often employ the PDCA cycle.

Error Proofing (Poka-Yoke)

One way to eliminate waste is to design processes and tools in a way that makes it impossible to complete the task incorrectly. Think of a standard U.S. three-pronged electrical plug. Due to the two parallel rectangular features and the single round one offset between, it is not possible to plug it in to a receptacle incorrectly. It only fits one way. By ensuring that tasks cannot be done incorrectly, quality is built in and waste is eliminated at the given work station, as well as at any work station later in the process where the defect impact would be magnified.

Standard Work

In lean, the steps to accomplish a given task of activity are codified into standard work. Standard Work is essentially documentation of the currently best known method to accomplish a task. "Best known" because, in a continuous improvement system, workers are always on alert for even better ways to do their jobs. Any improvements are incorporated into the standard work documentation, and all workers are then trained on the latest methods.

For more information on Lean and Six Sigma, check out our third installment in the series, “Six Sigma Principles and Tools,” coming soon.

Who We Are At CMTC

CMTC offers technical assistance, workforce development, and consulting services to small and medium-sized manufacturers (SMMs) across California to help SMMs increase their productivity and global competitiveness.

For more information about CMTC, visit our website at www.cmtc.com or contact us at 310-263- 3060.