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Usprawnianie procesów produkcyjnych w Philips Lighting Poland S.A. z wykorzystaniem koncepcji lean manufacturing

Kosieradzka A., Maciągowski D.

Zarządzanie Przedsiębiorstwem

2005

Vol. 8, nr 1

47-58

The Lean Manufacturing is a management system which leads to enormous productivity improvement and makes company more competitive. It is based on an assumption that five major principles are respected: 1. A value of each product is precisely determined by a customer's need. 2. A value stream for each product is identified. 3. A continuous product production flow is ensured. 4. The pull concept for the production control is applied according to a market demand for the product. 5. Perfect quality of products and customer services are guaranteed. The LM principles seem to be simple and obvious. However, physical implementation tends to be a hard and sophisticated task. Transformation into a Lean Enterprise is a long-term or even never ending process. In order to ensure high effectiveness of this initiative, new methods and techniques, which are linked together, have to be gradually implemented. Presented article is divided into two parts. In the first part, LM is shown as a system of interacted tools (methods and rules), which are chosen purposefully. In the second part, there is a description of a practical example of productivity improvement program based on LM tools implemented in Philips Lighting Poland S.A. Philips Lighting Electronics Poland (PLEP) has been implementing the LM concept for 2 years. This effort has resulted not only in cost reduction, but also in shortening the lead time, reduced the final assembly stock and improved level and quality of services. One of the latest projects was focused on productivity improvement in an electronic circuits final assembly area. The target was achieved by implementation of 'U' shape cells, which work according to the third LM principle - the continuous flow. At first a value stream map was created, and relying on gathered figures each operation was classified to one of the following categories: 1. Value-adding operation - operation that creates value from the customer point of view. 2. No value-adding but necessary - operations which do not create value, but are necessary for production process to be performed. 3. Pure waste - not adding operations that might be eliminated immediately. Basing on the analysis results, a new model of assembly process was designed. Implementation of the new model required applying techniques and solutions such as: - Elimination of organisational barrier between particular workstations by bringing them closer; - Layout according to operations' sequence; - Multifunctional operators (one operator can manage to operate a few operations); - 'U' shape lay-out which helps to implement multi-handling concept; - Operators workload balance (according to Tact Time); - Reduction of seven wastes by getting rid of handling, transport shortening, better utilization of operation etc. - The WIP reduction achieved by continuous flow, and variability elimination; - Flexible adoption to a customer's demand; Proposed solution was also supported by systems which had been implemented before: 5S, TPM, kaizen. The result of this project is 50% productivity improvement measured in relation to the size of production per one worker in the final assembly area.