HAN Lean Event 2015 Dirk van Goubergen

1 V3.0© 1992-2014 Van Goubergen P&M gcv - Lille Belgium
Lean Manufacturing is Rework
Dirk Van Goubergen
(dirk@vangoubergen.com)
Lean Engineering – Design for Flow
2 V3.0© 1992-2015 Van Goubergen P&M gcv - Lille BelgiumDesign for Flow
Lean : Studying, learning, researching, coaching implementations for more than 20 years
of which 8 years as professor of Industrial Engineering @ Ghent University (B)
In Manufacturing, Office, Service, Healthcare environments
In Belgium, Europe, North/South America, Asia
Dirk Van Goubergen
Who am I ?
(Photo by Rob Gieling)

Question
Why do all improvement strategies/
techniques initiated during the last
decades originate from the
production floor ??
Answer:
to reduce ‘Waste’ in our manufacturing value
streams
Lean Manufacturing, Six Sigma,
TPM, SMED, …..
The REAL Question:
Why is there ‘Waste’ in
our manufacturing value streams?
Answer:
Because our engineers designed the ‘Waste’
into our manufacturing value streams
We need
WASTE PREVENTION
instead of Waste Elimination/Reduction

Design for Flow
 Manufacturing = products + processes
 Lean Design = Design for Flow
 Of the product (portfolio management, commonality, DFMA,…)
 Of the process/machine/equipment (DFC, VE, …)
 Of the Value Stream
 Of the Supply Chain
 Involves different engineering disciplines
 Product Design Engineers
 Equipment Design Engineers
 Manufacturing/Process Engineers
 Industrial Engineers
Design for Flow
 Lean Value Stream Design (for Flow)
• Choosing the right equipment in the value stream
• Assign (new) products to processes/equipment
• 3P – Production Preparation Process
 Lean Equipment Design (for Flow)
• Design for Changeover (DFC) : design and build flexible
equipment
• Value Engineering (VE): focus on ‘added value functions’ in the
equipment design to build cheaper equipment

Lean Value Stream Design
Choosing the Right Equipment – Product Assignment
Choosing the Right Equipment
 Better technology for a machine means ‘MORE’....
 Speed
 Products/capabilities (but not necessary fast changeover)
 Complexity
 So when we design or buy machines.......
 This will become a ‘monument’ on the shopfloor
 High available production capacity
 High depreciation
 Mostly a big machine, not easy to move
or
‘We love Technology’
SHARED
RESOURCE

 Shared Resources Challenges
 Dedicated Resources ?
Choosing the Right Equipment
How
Fast?
EPEI
Impact ?
Layout?
Management?
(New) Product Assignment Traditionally....
 Mostly not based on value stream design but
 Point optimization – utilization/free capacity
“We still have some available capacity on our latest,
fastest, biggest,... machine !”
 Which machine is the ‘cheapest’ ? – based on depreciation cost
per unit
 Lead Time is determined for +90% by WIP levels, not by
Process Times
 Need for flow improvement in order to decrease lead times (and
thus inventory levels – WIP and Finished Goods)
 Cost models
▫ based on unit cost, operation cost, depreciation cost,....not on
value stream cost
 …….which leads to ‘sub-optimization’
 What is the Value Stream Impact?

(New) Product Assignment
Stamping
X
X
X
X
X
X
Press1
X
X
X
X
X
Press2
X
Press 2
Effective Working Time
Loading threshold
Left for c/o
W
Y
X
Press 1
Effective Working Time
Left for c/o
Q
P
E
Loading threshold
3P Production Preparation Process
 Part of an overall lean strategy which incorporates the ability to
rapidly test ideas and lean principles in product and process design
 3P Methodology:
 Production and Process Planning Activities
 7 Alternatives
 16 Core Attributes – Design Principles
 Mock-up – Live Simulation
 At different levels
 Work cell
 Value Stream
 Supply Chain
 Cross functional team

What does 3P look like?
(Staufen 2013)
Lean Equipment Design for Flow
Design for Changeover – Value Engineering

Set-Up Reduction in the Value Stream
customer
FIFO FIFO
pull
2
3 4 5
supermarket
1
Shared Resources
Long CO times
High EPEI
Big supermarkets
Pacemaker
schedule
Mixed Model Flow
CO times impact
- size of FIFO lanes
- EPEI in pacemaker loop
- Size of FG supermarket
Example –Design for Changeover
Set-up friendly design?
How many tools are needed?
Modular exchange?
Settings right the first time?

Example Value Engineering
What function?
Conclusion
 Lean Manufacturing improves the competitiveness of
companies by improving flow by reducing waste
 Much ‘Waste’ is ‘designed into’ the value streams by
our engineers
 Lean Manufacturing is thus ‘reworking’ this design
work
 Engineers need to use more IE and Lean tools in value
stream, process and equipment design

Meer weten?
Dirk Van Goubergen – Email: dirk@vangoubergen.com
Education:
* MS in Mechanical Engineering (1991) – Royal Military Academy, Brussels (B)
* MS in Industrial Management (1997) – Ghent University/Vlerick Management School (B)
* PhD in Industrial Engineering (2004) – Ghent University (B)
Professional experience:
1992-2004 Lecturer in Industrial Engineering at HORITO College Turnhout (B)
1993-.. Founder and president of VAN GOUBERGEN P&M Productivity Improvement (www.vangoubergen.com)
* +20 years of international experience in the area of set-up reduction, lean management and productivity improvement
in different manufacturing and service industries throughout Europe, North America and Asia (a.o. Volvo, Akzo, Atlas
Copco, Masterfoods/Mars, Danone, Philips, Coca Cola, Parker Hannifin, GKN, Lays, Belgian Railways, …)
2000-2004 Research Associate at Ghent University – Dept. of Industrial Management (B)
* Graduate classes on Design of Production Systems and Operations Management
2004-2012 Professor of Industrial Engineering at Ghent University – Dept. of Industrial Management (B)
* Grad. classes on Design of Manufacturing and Service Operations, Operations Management, Method Engineering and Work Measurement.
* Guest Lecturing at Vlerick Business School (B), Antwerp Management School (B), Virginia Tech (USA) Wroclaw Polytechnic University (Poland),
Polytechnic University Sofia (Bulgaria), King Mongkut University Bangkok (Thailand), Tel Aviv University (Israel), Rijksuniversiteit Groningen (NL)
2002 Examiner for the US Senate Productivity and Quality Award for the State of Virginia (USA)
2004-2010 Program Director ‘Fellow in Industrial Engineering’ program from the Flemish Engineers Chamber VIK (B)
2005-2012 Guest Professor at the Antwerp University (B)
* Grad. Class on Cost and Performance Benchmarking
2005-2010 Program Director of the “Master in Industrial Management” program at the Ghent University (B)
2005-….. Founder and Coordinator of the Van Goubergen Lean Academy ‘Green/Black Belt in Lean’ training/certification program
* until 2011 (6th edition) organized in collaboration with Ghent University (B)
2006-.. Founder and President of the CENTER FOR PRODUCTIVITY IMPROVEMENT ROMANIA (www.productivity.ro)
2010-…Member of the Advisory Board of the Institute of Industrial Engineers – Process Division (USA)
Senior Member of the Institute of Industrial Engineers (IIE)
Who am I? http://be.linkedin.com/in/dirkvangoubergen
@DVGoubergen
(Photo by Rob Gieling)

HAN Lean Event 2015 Dirk van Goubergen

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