Controls News 13
4
Main theme: Lean automation |
Definition
Lean automation – how does it work?
The methods and concepts are basically very simple, requiring nothing more than common sense.
There is no magic formula nor any complicated tricks to be learnt. However, implementation is
difficult. This is because lean methods and concepts fly in the face of current practice, old habits
and thought patterns.
Today, providers inundate opera-
tors and owners with short-term
opportunities and tempting
offers, creating risks and cost
traps. Lean automation
proposes a new way – not
simpler, but definitely
better.
1.
The worker in the factory is the central medium of
value creation. All the surrounding externals (R&D,
IT, logistics, etc.) are geared to enable him or her
to deliver maximum value and quality. Workers
are no longer seen as a cost factor and stopgap
solution for anything that is not running properly
or does not fit. Production workers determine
what production equipment should look like and
even have the opportunity to build it themselves
or alter it. A terrifying prospect for every classic
production engineer! In automation engineering,
this is called «bottom up» instead of «top down».
Replace «workers» with «operators, users» for lean
automation. The operator/user should be at the
centre of automation. The operator of a facility/
property is at the centre and has a decisive role. So
the opposite of current practice.
2.
Lean means moving away from batch production
and large batch sizes. Instead, types should be
manufactured in a «one piece flow» with con-
stantly enforced change.
Automation means turning away from the «large
project» mentality. Periodic improvements, optimi-
zations and extensions in clear steps are the aim.
The operator has daily contact
with users and all facilities.
His interests should be a point
of reference, even at the plan-
ning phase.
3.
The ultimate aim is the synchronization of
production cycles. If necessary, fluctuations in de-
mand can be absorbed by buffer stocks. Contrary
to the traditional approach, inventory replenish-
ment will be allowed. This goes against the usual
business efforts to drive stock down constantly.
In automation, the traditional approach and
business efforts tend towards the cheapest option.
Savings, savings, whatever the cost. Lean automa-
tion does away with this paradigm. The best and
most cost-effective solution in normal operation is
preferred.
4.
Lean principles are followed rigorously and with
conviction, even if at first they do not seem to
add up or pay off. Instead of going for short-term
effect and taking every shortcut with however
many pitfalls, we willingly accept «detours». The
result is then suddenly surprisingly positive and
much more sustainable.
For automation, this means for example having a
thorough understanding of the use of resources and
making them transparent. Even if there is no direct
attractive return on investment. It simply makes
sense to gain an awareness of resource consump-
tion. This also applies in terms of strict adherence to
technical standards (not manufacturer standards!)
for all projects, even if in a particular case something
else could also work and with lower initial costs.
Heinz Hirschi,
affinitas ltd.
Sustainable business
development with lean,
even in automation
See the
lecture by lean consultant Heinz Hirschi
from affinitas ltd during the «Building Automation
and Sustainability» forum in June 2011:
Web code for lecture (movie): en133a
Web code for powerpoint presentation: en133b
One Piece Flow instead
of batch production:
a series of small, readily com-
prehensible projects instead
of a grand sweep.
