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Lean Methodology
The thought process of Lean was thoroughly described in The Machine that changed the
World by James P. Womack, Daniel Roos, and Daniel T. Jones in 1990.
The fundamental objective of Lean is to create flow, for both materials and information,
and maximize value through the reduction or elimination of non-value added activities.
Instead of a diet, Lean should be thought of as a long-term health program for your business.
Consider it a way to add energy and vitality to your organization.
Organizations that re-think their end-to-end value chains and find ways to provide what their
Customers value better, faster and with significantly fewer resources than their competitors
can obviously develop an unassailable competitive advantage.
The continued success of Lean thinking, principles and methods over the last two
decades, makes Lean, together with Six Sigma, one of the main building blocks of
every Operational Excellence initiative.
In Lean Thinking, published in 2003, James P. Womack and Daniel T. Jones introduced the five fundamental Lean Principles.
1. Define Value in the Eye of the Customer Thoroughly understand what the Customer values. Create products and processes that more than
satisfy Customers needs. Develop methods for identifying & measuring Customer Value. Fulfilling Customer needs supersedes everything except
safety.
2. Working in Value Stream Identify the end-to-end value stream for each product or service. - Organize processes around value streams. Challenge all of the business-value adding and non-value adding (wastes) steps currently necessary to create and deliver each product or service. Add nothing than value.
3. Create Material, Information & Cash Flow Eliminate obstacles to flow: over-production, inventory, over-processing, waiting, transportation,
defects, and motion. - Make the product or service creation and delivery process flow through the remaining value-added steps.
4. Establish Demand-Driven Pull Introduce pull between all process steps where continuous flow is possible. Every step moves at the rate of
the Customer needs: the takt time. All flow comes at the direct pull of the Customer.
5. Pursuit Perfection Deploy Lean as a long-term business strategy, not a tactical cost-reduction initiative. Use a scientific method for problem
solving and improvement. - Manage toward perfection, but dont do everything at once. Establish a culture of small rapid improvements and
longer-term initiatives.
The most common way to describe the difference between value added and non-value added activities is by using the "Concept of the
Seven Wastes". Taiichi Ohno, the mastermind behind the Toyota Production System (TPS), identified seven common types of waste or non-value
added activities - Over-Production, Inventory, Over-Processing, Waiting, Transportation, Defects, and Motion. These wastes are applicable
to any process in an organization.
Over-Production Waste: Simply put, over-production is to
manufacture an item before it is actually required. Over-production
is highly costly to a manufacturing plant because it prohibits the
smooth flow of materials and actually degrades quality and
productivity. This results in high storage costs and makes it difficult
to detect defects in a timely manner.
Inventory Waste: Work-in-Process (WIP) is a direct result of
over-production and waiting. Excess inventory tends to hide
problems on the plant floor, which must be identified and resolved
in order to improve operating performance. Excess inventory
consumes productive floor space, delays the identification of
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