Dynaplast Packaging Viet Nam

Dynaplast Packaging Viet Nam

Dynaplast Packaging Viet Nam

CiCC conduct training program for Dynaplast Packaging Viet Nam;

LEAN MANUFACTURING
COURSE OUTLINE
UNIT 1 – LEAN CONCEPTS
LESSON 1
Why Lean?
  • Be customer focused: Be on-time, responsive, flexible, and fast.
  • Simplify and standardize workflows: Mimic continuous flow, minimize WIP, use visible measures.
  • Manage capacity: Increase process uptime, reduce set-up times, find “lost” capacity.
  • Eliminate waste: Identify non-value adding activities, then modify, combine, or eliminate those tasks.
  • JiT: Not too early and never late; not just-in-case inventory but just-in-time production and delivery; products must always be made right the first time; equipment must always work when needed.
LESSON 2
Lean Terminology
  • Terms
  • Tools
  • Techniques
LESSON 3
Eliminate Waste
  • Match lot sizes to customer demands: Use kanbans; end WIP.
  • Use pull scheduling instead of push scheduling.
  • Schedule to the rate-determining step (the bottleneck), then de-bottleneck process lines.
  • Facilitate fast feedback: Arrange sequential operations next to each other to ensure fast feedback from internal customer operations to internal supplier operations if something in-process is not right.
LESSON 4
Components of Lean
  • Overview of the 8 Components of Lean: Value Stream Mapping, Workplace Organization, Predictability & Consistency, Set-up Reduction, TPM, Visual Factory, Support Processes, and Continuous Improvement.
LESSON 5
Value Stream Analysis
  • Map the process from incoming order to outgoing product: Define process goals, create the current state map, and establish process metrics.
  • Use the current state map to identify potential improvements, conceive the future state.
LESSON 6
The Lean Mindset
  • Eliminating waste is not limited to manufacturing; the same techniques apply to the office, sales, finance, maintenance, and even R&D processes and procedures.
  • Lean & Six Sigma are complementary.
UNIT TEST
Challenge
An assessment of the learner’s progress in this unit.
UNIT 2 – LEAN PRACTICES
LESSON 1
Streamlining the Value Stream
  • Identify process goals.
  • Collect and analyze process data.
  • Create a macro-facility workflow to determine how to minimize high volume travel distances.
  • Conduct a micro-process workflow to apply cellular concepts, identify and remove bottlenecks, and move to pull manufacturing with kanbans.
LESSON 2
Workplace Organization
  • Apply the 5Ss: Sort (clearing the work area), Set in Order (designating locations), Shine (cleanliness and workplace appearance), Standardize (everyone doing things the same way), and Sustain (ingraining it in the culture).
LESSON 3
Predictability & Consistency
  • Use DFA/DFM to design quality in.
  • Conduct GR&Rs to ensure reliable measurement systems are in place.
  • Employ SPC to help ensure processes are predictable and stable.
  • Reduce variation and improve process capability with DOE.
  • Eliminate the root cause of defects using problem-solving and mistake-proofing.
  • Move to Six Sigma quality.
LESSON 4
Set-Up Reduction
  • Apply SMED concepts.
  • Separate external tasks (external to the process) from internal tasks.
LESSON 5
TPM
  • TPM versus PM
  • Develop operator involvement in the equipment and begin predictive maintenance practices.
LESSON 6
Visual Workplace
  • Visual Workplace
  • Use status display of performance for dashboard or balanced measures and COQ results.
  • Visual controls, such as sensory alerts, indicate if something is out of place.
  • Marking on the floor, kanbans, andons, and panel-alarms all help build a visual control infrastructure.
LESSON 7
Support Processes
  • Lean techniques require changes in Purchasing, Scheduling, Warehousing/Shipping, and Accounting practices.
LESSON 8
Continuous Improvement
  • Fight NIH (not-invented-here) attitudes and leverage successes.
  • Use kaizen events for rapid, targeted improvements to achieve the future state.
  • Use a standardized Problem-Solving Model (e.g. DMAIC or 8D).
  • Begin an employee idea system.
UNIT TEST
Challenge
An assessment of the learner’s progress in this unit.
UNIT 3 – IMPLEMENTING LEAN
LESSON 1
Lean Starts with People
  • Lean Starts with People
  • Communicate the why, what, how, and who.
  • Provide education in the concepts.
  • Train employees in tools and techniques as needed to achieve a flexible workforce.
LESSON 2
Data Drives Lean
  • Focus efforts on projects that lead to tangible savings.
  • Calculation techniques to generate data include: Time studies, equipment loading, TAKT time, staffing requirements, process yields, and COQ.
  • Sample Worksheets covered include: Lean Project Summary; Cell Target Worksheet; Data Collection Form for Basic Equipment and Utility Parameters; Value-Adding Analysis Worksheet; Process Change-Over/Setup Worksheet; Set-Up Reduction Worksheet; and Lot Size Worksheet.
LESSON 3
Layout Options
  • Improved layouts are about moving cubic feet (not numbers of items), eliminating crossover points, arranging the process in the natural flow order; linking processes to minimize time and distance; moving equipment together to simulate a continuous process flow; and putting internal customers and suppliers next to each other.
  • Be careful to identify anchors or monuments; do not move them.
  • Typical layout options are explored.
LESSON 4
Lean Inventory Practices
  • Minimize trips to and from the warehouse by designing the warehouse to work for you.
  • Use ABC inventory categories to prioritize inventory needs and storage locations.
LESSON 5
Roadmap for Lean
  • Start with the people issues.
  • Focus on workplace organization (the 5S’s), then, use value stream analysis and process workflow analysis to establish effective layouts.
  • Where to focus next depends on specific needs.
  • Use targeted Kaizen events to speed changes.
  • Do not overlook the need to modify support processes (especially scheduling and purchasing).
LESSON 6
Lean Pitfalls
  • Not documenting the financial impact/savings.
  • Lack of commitment from leadership.
  • Using traditional purchasing practices.
  • Not changing scheduling techniques.
  • Failure to address workforce issues.
  • Not mistake-proofing the root cause.
  • Thinking Lean is just for manufacturing.
  • Not using beneficial technology.
  • Not leveraging successes.
  • Getting too lean.
  • Failure to hold the gains.
UNIT TEST
Challenge

An assessment of the learner’s progress in this unit.

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