Lean

Manufacturing
 What is a Lean Process
It is called lean because, in the end , the
process can run:
• Using less material
• Requiring less investment
• Using less inventory
• Consuming less space and
• Using less people
 Characteristics of Lean Process
• Flow and predictability that severely reduces the
uncertainties and chaos of typical manufacturing
plants.
• financially and physically Leaner.
• It is emotionally much Leaner than non-Lean
facilities.
• People work with a greater confidence, with greater
ease, and with greater peace than the typical chaotic,
reactionary—change-the plan-hourly-and-then-still-
work-overtime-and-then-still-expedite-it-all
manufacturing facility.
 Invention of Lean/TPS system
• In his book, The Toyota Production System, Beyond
Large-Scale Production Taiichi Ohno makes three
key statements, which when taken together define
his TPS.
• “The basis of the Toyota Production system is the
absolute elimination of waste.”
• “Cost reduction is the goal.”
• “After World War II, our main concern was how to
produce high-quality goods.”
After 1955, however, the question became how to
make the exact quantity needed.”
 Lean / TPS System Defined
• TPS is a manufacturing system that:
• 1. Has a focus on quantity control to reduce cost by
eliminating waste
• 2. Is built on a strong foundation of process and product
quality
• 3. Is fully integrated
• 4. Is continually evolving
• 5. Is perpetuated by a strong healthy culture that is
managed consciously, continuously, and consistently
 The Two Pillars of the TPS
• Ohno describes the TPS as consisting of many
techniques that are designed to reduce the cost of
manufacturing. His method of reducing cost is to
remove waste. This waste elimination system, the
TPS, is built on two pillars.
1. Just In Time
2. Jidoka
 Just In Time
• This is the technique of supplying exactly the right
quantity, at exactly the right time, and at exactly
the correct location.
• It is quantity control. It literally is at the technical
heart of the TPS.
 Jidoka
• This is a series of cultural and technical issues regarding
the use of machines and manpower together, utilizing
people for the unique tasks they are able to perform
and allowing the machines to self-regulate the quality.
• Technically, jidoka uses tactics such as poka-yoke, (methods
of fool proofing the process by visual displays such as
lights to indicate process status especially process
abnormalities), and 100 percent inspection by machines.
• It is the concept that no bad parts are allowed to progress
down the production line. This not only is needed to
protect the customer and reduce scrap costs, it is a
continuous improvement tool and is a key element in
making kanban work.
 Mass Production against Lean
Production (TPS)
• TPS is a Quantity Control system by minimizing
wastes in any shape.
• Mass production is basically large volume
production without much emphasis on controlling
waste or rejects unless it disturbs the delivery
schedule.
• Lean solution, which is typically a cell, with a pull
system, balanced at takt (rhythm), flowing one piece
at a time, with a system of jidoka.
 The use of “Push” technology in Mass
Production
• Normally product is produced, one model at a time,
in large batches.
• There is an attempt to finish each batch before the
appointed delivery time.
• The production of each station is maximized to
improve equipment utilization.
• This is called “optimization” and product is pushed
to the next station.
• This station-by-station “optimization” and “push
production” are extremely key issues.
 The use of “Pull” technology in
Mass Production
*This is typically a cell, with a pull system,
balanced at takt (rhythm), flowing one piece at a
time, with a system of jidoka.
*each work station has the same cycle time, they
are balanced, and all operations are synchronized
*one-piece flow is possible. There is no buildup of
inventory between processing steps.
 The issue of changeover times
• The handling of multiple models of a product is a
uniqueness of Lean.
• where we have multiple models, they are normally
produced in large batches even if they use the same
production facilities
• The Lean solution employs the concept of model
mix leveling
• TPS has employed OTS (one touch setup) using
SMED (single minute exchange of die) very
successfully .
• Lean manufacturing is in fact batch destruction
system.
 Suggestion system
• Establish suggestion Policy
• Set up suggestion system
• Promote suggestion system
• Evaluate suggestions
• Implement suggestions
• Reward employees for suggestions
• Review & Improve suggestion system
 Handling Poor Suggestions
• Listen carefully
• Express appreciation
• Carefully explain your position
• Encourage feed back
• Look for compromise
 Empowerment Traps
• Defining empowerment as Discretion and
self reliance
• Failing to define the new roles of
supervisors and managers
• Assuming employees have the skills to be
empowered
• Getting impatient
 Benefits of Empowerment
• Reduced Absenteeism
• Reduced Turnover
• Better Work Safety
• Improved Quality
• Better Sense of Feeling
• Industrial Reputation
 Empowerment
a motivational technique
• Empowerment is the key to motivation and
productivity. An employee who feels he is valued
and can contribute is ready to help and grow in
the job.
• Empowerment enables a person to develop
personally and professionally so that his
contributions in the workplace are maximized.
 Obstacles to Empowerment
• Resistance from employees
– Skepticism due to past experiences
– Inertia to change
– Fear of learning and training
– Assumptions about higher expectations
 Obstacles to Empowerment
• Resistance from unions
– Adversarial relationship between organized
labor and management
– Resentment towards an idea not originated by
the union
– Concern about affects of empowerment towards
their future
 Obstacles to Empowerment
• Resistance from Managers
– Insecurity
– Personal values
– Ego
– Management training
– Personality characteristics
– Exclusion of managers
 Management’s Role
in Empowerment
• Exhibiting a supportive attitude
• Being a role model
• Being a trainer
• Being a facilitator
• Practicing MBWA
• Taking quick actions on recommendations
• Recognizing the efforts of employees