Lean Manufacturing Principle
Lean Manufacturing Principles Guide
Version 0.5 June 26, 2000
Maritech ASE Project #10 Technology Investment Agreement (TIA) 20000214
Develop and Implement a ‘World Class’ Manufacturing Model for U.S. Commercial and Naval Ship Construction
Deliverable 2.2
Submitted by
National Steel & Shipbuilding Co.
On behalf of the
Project Team Members
Prepared by
The University of Michigan
Revised data distribution statement: 10/26/01
Category B Data - Government Purpose Rights Approved for public release; distribution is unlimited
By Jeffrey K. Liker Thomas Lamb University of Michigan Ann Arbor, Michigan
DRAFT, Version 0.5
Table of Contents
A GUIDE TO LEAN SHIPBUILDING 1) Introduction 2) What is Lean Manufacturing a) The goal: Highest quality, lowest cost, shortest lead time b) The Toyota Production System c) Japanese Shipbuilding as lean manufacturing d) Why change to lean shipbuilding? e) The Lean Shipbuilding Model 3) Just In Time “The right part, right time, in right amount” a) Takt time—the pacemaker of the process (balanced cycle times, time windows) b) Continuous Flow (e.g., panel lines, cells in shops, process lanes, stages of construction), e.g., design blocks to come off line at common intervals so balanced on assembly line. c) Pull Systems (e.g., 40’ cassettes for webs, paletizing and kitting, ) i) Supermarket pull system ii) Sequenced Pull (longitudinal stiffners to a panel line using cassetts, level iii) Balanced Schedules (build to order vs replenish buffers vs schedule)—Big spikes in demand upstream based on build schedule for final construction. US yards build from ground up and big spikes, e.g., T-Beams. Japanese build in rings from front on back and more uniform demand, but requires accuracy control. Cross-trained team moving around the yard another solution. 4) Built In Quality a) Accuracy Control b) Labor-Machine Balancing c) In-Control Processes d) Visual Control e) Quality Control f) Worker Self-Quality Control g) Error
Version 0.5 June 26, 2000
Maritech ASE Project #10 Technology Investment Agreement (TIA) 20000214
Develop and Implement a ‘World Class’ Manufacturing Model for U.S. Commercial and Naval Ship Construction
Deliverable 2.2
Submitted by
National Steel & Shipbuilding Co.
On behalf of the
Project Team Members
Prepared by
The University of Michigan
Revised data distribution statement: 10/26/01
Category B Data - Government Purpose Rights Approved for public release; distribution is unlimited
By Jeffrey K. Liker Thomas Lamb University of Michigan Ann Arbor, Michigan
DRAFT, Version 0.5
Table of Contents
A GUIDE TO LEAN SHIPBUILDING 1) Introduction 2) What is Lean Manufacturing a) The goal: Highest quality, lowest cost, shortest lead time b) The Toyota Production System c) Japanese Shipbuilding as lean manufacturing d) Why change to lean shipbuilding? e) The Lean Shipbuilding Model 3) Just In Time “The right part, right time, in right amount” a) Takt time—the pacemaker of the process (balanced cycle times, time windows) b) Continuous Flow (e.g., panel lines, cells in shops, process lanes, stages of construction), e.g., design blocks to come off line at common intervals so balanced on assembly line. c) Pull Systems (e.g., 40’ cassettes for webs, paletizing and kitting, ) i) Supermarket pull system ii) Sequenced Pull (longitudinal stiffners to a panel line using cassetts, level iii) Balanced Schedules (build to order vs replenish buffers vs schedule)—Big spikes in demand upstream based on build schedule for final construction. US yards build from ground up and big spikes, e.g., T-Beams. Japanese build in rings from front on back and more uniform demand, but requires accuracy control. Cross-trained team moving around the yard another solution. 4) Built In Quality a) Accuracy Control b) Labor-Machine Balancing c) In-Control Processes d) Visual Control e) Quality Control f) Worker Self-Quality Control g) Error