Lean methodology, discussed in a handful of points to describe the concept of Lean

1. T H I S P R E S E N T A T I O N F E A T U R E S Q U O T E S T A K E N F R O M T H E
A R T I C L E ‘ D E C O D I N G T H E D N A O F T H E T O Y O T A P R O D U C T I O N
S Y S T E M ’ B Y S T E V E N S P E A R & H . K E N T B O W E N .
P R E S E N T E D B Y S A R A H B R I D G E .
Outlining the concept of Lean
Manufacturing

2. Problem solving as a controlled process
Vs trial and error.
 “To make any changes, Toyota uses a rigorous problem-solving
process that requires a detailed assessment of the current state of
affairs and a plan for improvement that is, in effect, an experimental
test of the proposed changes”.
 Innovation is always to be encouraged at all levels, but new ideas need
to be tested first in theory, then in a practical experiment.
 By the time we implement a new idea we must have evaluated it fully
and have a clear goal and clear countermeasures to eliminate any
potential negative effects.
 Problem solving is done before implementation so as to avoid any
negative effects on the manufacturing process.

3. Problem solving as a controlled process
Vs trial and error.
 Operators must always be consulted and involved in problem solving
and improvement processes, as to exclude them only encourages a
lack of ownership in the process. Operators are also likely to hold
useful knowledge which should never be underestimated.
 The PCDA loop is useful for all improvement and problem solving
processes.
 Plan, Do, Check, Adjust is a way of life for Lean manufacturing
adherents, it is a never ending cycle of improvement with easily
controlled stages which can be performed by all levels in an
organisation.

4. The customer – supplier relationship
 “Every customer-supplier connection must be direct, and there must be
an unambiguous yes-or-no way to send requests and receive
responses”.
 Traditionally, the customer-supplier relationship has been viewed as
the manufacturer to the end purchaser, or as the material supplier to
the manufacturer.
 Toyota thinking states that every stage and interaction in the
manufacturing process is a customer-supplier led interaction.
 For example, the person on the production line waiting for a bolt to
complete his stage of a build is a customer of the person who supplies
the bolt.

5. The customer – supplier relationship
 Equally, the person waiting to remove a laser cut metal sheet is a
customer of the machine which cuts it. When the person then loads
the machine, he becomes the supplier and reverses the relationship.
 Every customer-supplier interaction needs to be seamless in order to
ensure the smooth, uninterrupted running of a production line.
 Each supplier needs to view his customer as importantly as we do the
final paying customer.
 Customer-supplier relationships need to be clearly defined in every
stage of the manufacturing process to avoid confusion over
responsibilities which can lead to breakdowns in working sequences.

6. Controlling variations in working sequences
 “When a car’s seat is installed, for instance, the bolts are always
tightened in the same order, the time it takes to turn each bolt is
specified, and so is the torque to which the bolt should be tightened”
 This may seem a little over the top, but in creating these working
sequences, we are eliminating opportunities for error and ensuring
that we can produce perfect products in a predictable timeframe.
 Standard working procedures are a very useful tool to assist in this.
 If a problem is found, we can easily identify the point of origin and
make the necessary controlled changes to eliminate any chance of
recurrence.

7. Controlling variations in working sequences
 Standard working procedures should always be developed with the
input of the people doing the relevant task, where possible, they
should be the ones writing the procedures with the help of the
manufacturing engineer or line manager.
 Countermeasures should be in place to ensure that we can deal with
any variances swiftly, people need to be encouraged to ask for help
immediately rather than to struggle on, thereby hiding the problem.
 Operators should always be involved in the problem solving and
solution as this encourages innovation and buy-in to the process.

8. Controlling variations in working sequences
 A useful sub-category in the standard working family is SMED.
 Single minute exchange of die……. Aims to reduce changeover times
to single digits.
 Each element of a changeover is analysed to define external and
internal tasks.
 Where possible, internal (can only be performed when machine is
idle) tasks are externalised.
 All other tasks are streamlined and subjected to standard working
procedures to define set steps and timings to eliminate variances in
changeovers.
 Must be performed with the operators input to ensure changes are
sustainable.

9. Culture Change
 The average Lean programme takes around 3 years to become an
ingrained culture change.
 Every step we take must actively involve employees at all levels of the
organisation, not utilizing operator knowledge is a huge waste of
resource.
 Lean manufacturing must be seen as part of everybody’s job, not
optional and actively supported by the senior management.
 Celebrating success is important in encouraging independent thinking
and can take any form you wish, sometimes a thank you goes a long
way.