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INTRODUCTION TO
LEAN
CONTENTS
Lean overview
The Origins of Lean Manufacturing
Lean concepts
Lean Thinking
Lean Principles
Lean Methods
What Is Lean Manufacturing?
Benefits of Lean Manufacturing
Improvement Strategies and Techniques
Conclusion
THE ORIGIN OF LEAN
MANUFACTURING
MURI
Overburdening people or equipment
MURA
Unevenness of flow
MUDA
Non-value added work WASTE in a process
MUDA (7 WASTE)
1. Overproduction
2. Waiting
3. Transportation
4. Processing
5. Inventory
6. Motion
7. Defects
An 8th waste
MUDA is the Japanese word for WASTE.
is the wasted
potential
5 7 2 of people
1 4 3 6
Overproduction To produce sooner,faster
or in greater quantities
Seek it out and get rid!
than customer demand.
Over Processing 1 Inventory
Processing beyond
the standard
required by the 7 2 Raw material,
work in progress
customer. or finished goods
which is not having
value added to it.
Rework
Non right Waiting
first time.
Repetition 6 3 People or parts
or correction that wait for
of a process. a work cycle to
be completed.
Transportation 5 4 Motion
Unnecessary movement
of people, parts or
Unnecessary movement of people machines within
or parts between processes. a process.
LEAN THINKING
A bad process
will beat
a good person
every time
- W. Edwards Deming
PHILOSOPHY
PEOPLE
PROCESS
PROBLEM SOLVING
PDSA THE LEAN METHODOLOGY
Act Plan
Study Do
???
Quality
Flexibility
Service
Variety
----VALUE----
Variability
Response-
Time
Cost
Value-add time
(Hours) Inventory Waiting Setup Transportation Waiting Inspect
Waste
Value-add activity
LEAN THINKING PRINCIPLES #3,4,5
Customer Focus
Respect
Results
Accountability
Excellence
LEAN PRINCIPLES
Customer Focus: Know your customer and continuously strive to enhance customer value by
producing exactly what the customer wants, when they want it, and in the smallest possible quantities.
It is not about producing what you think the customer wants. Remember, everything that you do that
your customer does not perceive as value is waste; strive to eliminate all waste.
Data driven decisions: Give the most weight to information that can be verified with data; make
decisions based on analysis rather than anecdote or intuition.
Respect: Employees are central to value creation, so 1) grow leaders who understand the work, live
the philosophy and teach it to others; 2) develop exceptional people and teams who follow Lean
principles; and 3) collaborate with partners and suppliers to improve customer value. Employees know
where waste is and how best to improve the process, so involve them in improving the process.
Results: Set ambitious SMART goals and monitor progress using performance measures.
Accountability: Hold yourself and others responsible for following through on commitments and share
results.
Excellence: Challenge tradition (status quo), seek out best practices, use data and creativity to
address problems (innovate and evolve - take risks), improve quality, enhance timeliness, and reduce
costs, learn from experience (failures and successes), monitor and sustain improvements checking to
see whether performance goals/targets have been achieved. Action: Preference on action not
perfection - don't let the best be the enemy of the better! Plan-Do-Study-Act. Innovate and evolve
(experiment and take calculated risks).
HOW DO WE DEFINE VALUE-ADDED?
WORKSTATION 1
Waiting for operator
Waiting for setup
Machining
Only machining is
Waiting to form transfer batch
value-adding time.
Waiting for cart
This Gantt format
Transportation of the cycle time
Waiting for tool (unbatching) makes non-value-
WORKSTATION 2 adding time highly
Machining visible.
Waiting to form transfer batch
Waiting for cart
Transportation
. Automating a bad process may not resolve the underlying reasons for process problems and inefficiencies. We refer to processes that are
automated without streamlining as perfuming the pig or putting lipstick on the pig. If it is an ugly and smelly process before automation,
it will typically be an ugly and smelling process after automation. Lesson here, streamline before automation!
COMPARISON OF LEAD TIME
Business as Usual
Customer Waste Product
Order Shipment
Time
Lean Manufacturing
Customer Product
Order Shipment
Waste
Time (Shorter)
IMPROVEMENT STRATEGIES
Concurrent
Co-locate work
processing
JIT philosophy means getting the right quantity of goods at the right
place and the right time
5S-CANDO (arranging)
Jidoka or automation
Stability of manpower
Just-In-Time (JIT)
First described by Henry Ford in My Life and Work
(1922)
Kanban
Select
Clarify
Organize
Run
Evaluate
- Albert Einstein
INDIVIDUAL TASK
o Why Lean?
o Principles of Lean?
o Lean Concepts?
o Lean Methods?
o Lean Thinking?
o Goals of Lean?
o Types of Waste?
o Lean Tools?
Students will be randomly picked to
o Value added work?
present his/her opinions.