The document compares Agile and Lean manufacturing. Lean focuses on eliminating waste to increase productivity and reduce costs, while Agile focuses on satisfying changing customer needs through flexibility and responsiveness. Both aim to improve competitiveness. Key differences are that Lean uses cross-functional teams for continuous improvement, while Agile is top-down led. Lean reduces waste and inventory while Agile innovates designs and offers more variety. The document concludes that Agile builds upon Lean and the two approaches combine to provide benefits, with both focused on competitiveness.

1. AGILE AND LEAN
MANUFACTURING:
SIMILARITIES AND
DIFFERENCES
PREPARED BY : LILY SHCHUKINA
SUPERVISOR : LUDMILA BATENKO, PHD, PROFESSOR

2. Introduction
The industry faces serious
challenges and competitive market
pressures, namely the emergence
of a variety of customer
requirements, due to the
globalization of the market
industries
Companies are trying to find the
ways of producing high-quality,
low-cost products and responding
to their specific unique and rapidly
changing needs to meet
customers’ expectations

3. Problem
It is necessary to identify the key aspects of AGILE and LEAN
manufacturing, and compare them
Changes in external conditions require continuous development and
transformation in the business environment - the emergence of new
concepts of manufacturing

4. Research results
Lean is a collection of operational techniques focused on productive use of
resources.
Agility is an overall strategy focused on thriving in an unpredictable environment.
The main goal of LM (Lean manufacturing) is reducing waste as much as possible (cutting all
costs that are not directly related to the production of a product for the consumer).
AM (Agile manufacturing) focuses on satisfying the needs of customers while keeping high
standards of quality and controlling the overall costs related to the production of a particular
product.

5. Research results
LM:
eliminating waste, increasing productivity,
empowering workers, reduced inventory,
understanding what customers see as
“value”, eliminate everything that does not
add value
AM:
enhance enterprise flexibility and
responsiveness, progress and prosperity in a
fast-paced uncertain environment

6. Research results
LM:
Everybody in organization
(cross functionalteams)
AM:
Top-down directive
process led by top
management

7. Research results
LM:
Eliminate waste towards the goal of creating value
Ensure stability and synchronized flow
Develop collaborative relationships
Foster a culture of continuous learning
Evolve an efficient, flexible & adaptive enterprise
AM:
Anticipate and meet customer needs
Deliver tailored solutions to customers
Evolve adaptive, flexible & efficient enterprise
Establish virtual organizations
Enhance ability to thrive in a fast-paced & uncertain environment

8. Research results
5S
Jidoka
Just-In-Time
Kanban (Pull System)
One piece flow
Cells
Visual controls
Set Up reduction
Multitasking
Kanban
Empowerment
Visual
management
LM: AM:

9. Research results
LM:
• reduce flow time
• improve flow
• reduce manufacturing cost
• meet customer requirements
• less waste
• improved quality
• minimize inventory
AM:
• continuously changing its approach to satisfy its
customers
• innovative designs based on demands of the
customers
• wider variety for the customer to choose
• responds quickly to emerging crisis

10. Conclusions
Agile manufacturing is seen as
the next step after Lean
manufacturing in the evolution
of production methodology.
Lean and agile processes
each provide distinct
benefits, which can be
strengthened when the
two methodologies
combine.
Both concepts are also
directly focused on
competitiveness, which is
a constant concern in the
global markets in which
manufacturers compete.