Improve machine performance

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The hidden value – Lean in manufacturing and services

155 calificaciones

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École des Ponts ParisTech

The hidden value – Lean in manufacturing and services

155 calificaciones

Lean is a powerful methodology that enables managers and employees to shift their mindset and helps companies to keep their business sustainable by creating competitive advantage. Today, in an increasingly complex and dynamic world, where companies struggle to maintain competitive advantage, Lean is more important than ever. This course combines the experience of many senior experts and practitioners from the Boston Consulting Group and École des Ponts, and brings perspectives on Lean in manufacturing and services. It offers strong topic foundation as well as deep practical insights into the art of continuous improvement. In this course, you will learn: - why Lean is a key driver for sustainable competitive advantage - how different companies can leverage Lean to create value both in manufacturing and services - what it takes to drive a Lean transformation and build a culture of continuous improvement - how new technologies impact traditional lean practices

De la lección

How to apply Lean to improve manufacturing

Map the value creation process in manufacturing4:06

Optimize the material flow8:45

Standardize processes7:49

Improve machine performance5:50

Control quality5:02

Conoce a los instructores

Aurélie Delemarle, Ph.D
Academic Chair, Industrial Engineering Department
Ecole des Ponts ParisTech
Dr. Thomas Frost
Expert Principal
The Boston Consulting Group
Salvatore Cali
Expert Principal
The Boston Consulting Group
Elsa Blume
Senior Learning & Development Specialist
The Boston Consulting Group

In addition to the optimization of workplaces and

processes we need to think about how to improve machines?

The optimization of machines means how to increase the availability or

up time of the machines.

Especially the value added time which is the time when machine

produces good products without any defect.

The most important key performance indicator

to evaluate the performance of a machine is the OEE.

The Overall Equipment Effectiveness.

The OEE shows the output of a machine relative to its design capacity

during the scheduled time.

It is very often used to understand sources for performance losses and

how to eliminate them with selected link tools.

The OE is equal to availability rate

multiplied by performance rate multiplied by quality rate,

which is also equal to the value added time divided by schedule time.

Based on an OEE analysis, typical losses can be identified and eliminated.

So for example, minor stops, breakdowns, idling time, changeovers, and so on.

Typically, an OEE of about 85% stands for an excellent machine performance.

However, this depends for sure on the industry but also on the machine type.

Let's take a look at two key tools that they use to solve problems and

improve the overall equipment effectiveness.

I've already mentioned them in specific examples before.

The first one, Single Minute Exchange of Dies called SMED.

It aims to minimize the changeover time and to increase available production time.

A shorter changeover time leads to a shorter planned downtime,

in total an increase of machine availability.

Based on a shorter changeover time can be reduced.

Result is a significant reduction in inventories but

also an improvement in lead time.

You can compare the approach like a well organized pit stop in formula one.

The whole team follows clear standards when work is optimized and parallelized.

It looks complex but it's very easy to apply.

First, you need to observe the process and

capture all process steps from the beginning to the end.

Then you distinguish between external task that can be done with the machinery

running, and internal task that require shut down of the machine.

The optimization of the process flows the ECRS logic.

E means eliminate, eliminate useless process gaps.

C means combine, run steps in parallel.

R means rearrange, make internal steps into external ones.

As I said before, and S simplify.

Simplify the verb by using tools or modified equipment.

That in total is very useful in companies with diversified products

that require frequent machine resetting.

The second tool I would like to introduce is total productive management or TPM.

The key improvement driver for many benchmark in companies like Toyota,

Fuji, Unilever and Procter & Gamble.

TPM aims to eliminate losses in machines but also people and resources.

So quality of TPM is autonomous maintenance.

Autonomous maintenance is a systematic approach to prevent failures

by utilizing the maintenance capabilities of the equipment operator.

So finally, Autonomous Maintenance, it's not about machines,

although it sounds like, but it's about developing the right capabilities.

So the employees, it is owner of the equipment,

they take care of the equipment by proper operation and daily checks.

Key concepts is to identify any of the molecular defect

on the equipment and even more important, well to fix it.

The equipment is to be kept in a clean, tight and lubricated containers.

To do that operators full of clear autonomous,

maintenance standards to maintain and improve the performance of the equipment.

Well, there's some minimum requirements to do that.

The first thing you need is a clear autonomous maintenance standard,

showing what to do and how to do.

The second thing is need a clear economist's maintenance schedule

showing when to do it.

And the third thing is is a systematic tracking of found and fixed abnormalities,

which reflect finally the continuous affirmative maintenance work of the team.

Autonomous maintenance has a significant impact on the equipment performance

by addressing random noise, which can lead to equipment failures.

Indeed, very often, only explicit causes of failures are visible,

like equipment breakdowns, for example, obviously.

While in reality, causes of random noise,

such as lack of care, poor use, or overload, are just hidden.

In total, AM produces visual but also business results so

significant reduction of minor stops.

It increases the OEE by reducing unplanned on time.

SMED as well as TPM deliver significant impact on OEE.

However, there is one challenge and

the challenge is to sustain the impact over time.

A solid performance management together with an ongoing auditing system

is required to really make it happen.

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