Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Lean Manufacturing


Published on

This is a small effort from my side to get my knowledge drafted in a PPT. I hope this PPT helps in understanding the term Lean and also, help in reducing the wastes in a process by identifying them and eliminating them to get a leaner and smoother process.
I look forward for a valuable feedback.

Published in: Business, Technology

Lean Manufacturing

  1. 1. LEAN © Copyright 2013 Jagriti Prasad
  2. 2. WHAT IS LEAN ? © Copyright 2013 Jagriti Prasad
  3. 3.  Lean improves processes by eliminating wasteful activities which do not add value to the process.  It aims at a smarter, leaner, faster and efficient enterprise.  Maximize customer value while minimizing waste.  In layman terms, lean means creating more value for customers with fewer resources. © Copyright 2013 Jagriti Prasad
  4. 4. What is “Value” here ? “Value" is defined as any action or process that a customer would be willing to pay for. © Copyright 2013 Jagriti Prasad
  5. 5. Origin of Lean Lean manufacturing is a management philosophy derived mostly from the Toyota Production System (TPS) and identified as "Lean" only in the 1990s. © Copyright 2013 Jagriti Prasad
  6. 6. Who is the father of lean ? Taiichi Ohno He devised the seven wastes (or muda in Japanese) as part of this system. © Copyright 2013 Jagriti Prasad
  7. 7. What is “muda” or “waste” in a process? Any activity which absorbs resources and adds no value from the customers perspective. © Copyright 2013 Jagriti Prasad
  8. 8. Benefits of Lean Reduces  Cost  Defects  Lead Time  Wastes  Inventory  Over production  Over processing © Copyright 2013 Jagriti Prasad Increases  Profit  Capacity  Quality  Cash flow  Customer satisfaction  Customer responsiveness  On time delivery
  9. 9. 8 types of wastes are  Motion  Waiting  Over production  Over processing  Defect  Inventory  Transportation  Waste of talent (is the 8th waste included) © Copyright 2013 Jagriti Prasad
  10. 10. Any motion which does not add value to the process is motion waste. Motion People or equipment moving or walking more than is required to perform the processing Caused by     Untidy work space Poor office organization Poor work station layout- excessive walking Poor method design- transferring parts from one hand to another Leads to       Reduced productivity Longer lead time Reduced quality People/machine waiting Higher energy cost Inappropriate use of resources Reduced by   © Copyright 2013 Jagriti Prasad Re-arranging work space Automation of process
  11. 11. Any time wasted in waiting for previous process to begin work or to complete the job . Waiting (Idle time) Caused by- Waiting for the next production step.      Poor synchronisation between two interdependent processes Poor man/ machine coordination Waiting for decision, inspection ,material or shared equipments Long changeovers between the processes Time required to perform re-work Leads to      Idle equipments or Under utilization of resources Large waiting /storage rooms Reduces productivity /Equipment running not producing Increase in investment Unnecessary testing Reduced by  © Copyright 2013   Jagriti Prasad Implementing standard procedures Reducing idle time and waiting time Removing all unnecessary paper work
  12. 12. Over production Production ahead of demand. Disposal of over production of fruits. Activities or process that produces output more than or earlier than required. Caused by    Improper schedules Producing items to a forecasted demand or push producing. Working on the wrong requirement at wrong time. Large batch sizes Leads to     Unbalanced material flow Extra disposal charges and waste handling High storage cost High utility cost Reduced by© Copyright 2013 Jagriti Prasad   Reducing lead time Balancing supply to demand
  13. 13. Over processing is putting more into the product than is valued by the customer. Over-Processing Resulting from poor tool or product design creating activity Caused by   Non standardized work Unclear specifications / quality acceptance standards Cleaning and polishing beyond the level required Leads to   Long processing procedures Complex operating procedures that cannot be understood Unnecessary paper work Reduced by   © Copyright 2013 Jagriti Prasad Automation of process Eliminating of added steps Eliminating of hand offs
  14. 14. Defective work, excessive checking of work or corrective mistakes leads to waste of defects. Defects Caused byThe effort involved in inspecting for and fixing defects.     Unclear operating procedure/specifications Inadequate training Operators errors Incapable suppliers Leads to   Additional work Rework Unnecessary inspection data Reduced by    © Copyright 2013 Jagriti Prasad Get the things right first time Cross training Documenting procedures Improving the culture that encourages defects elimination
  15. 15. Any supply in excess of customer requirements necessary to produce goods and services “just in time “ Inventory All components, work in process and finished product not being processed Caused by Forcing inventory build up between processes  Poor marketing forecasting  Over ordering  Failure in observing FIFO  Unbalanced work load  Not adhering to procedures Leads to Lack of balance in work flow  Storage/ handling problem  Obsolete material Reduced by  Reduced lead time  © Copyright 2013 Jagriti Prasad Proper planning Load balancing
  16. 16. Transportation waste is caused by unnecessary movement of parts, equipments or files from one place to another. Transport Moving products that are not actually required to Caused byperform the processing.  Poor office layout  Unnecessary inventory  Multiple storage location /large storage area Leads to Large lead time  Delay in production Reduced by Reducing inventory  Reducing lead time  Matching the workspace to the flow of the process © Copyright 2013 Jagriti Prasad
  17. 17. Wasted potential from not consulting the people who perform the work regarding improvements to the work methods. Waste of talent Failure to make good use of your employees. Caused by   Inappropriate policies No time made available in operators work schedule Wrong culture that fails to recognize the strengths and contribution of your employees Leads to  Employee dissatisfaction Reduced by  © Copyright 2013 Jagriti Prasad Continuous development of skill levels beyond the immediate job requirements
  18. 18. Lean principles Specifying the value Working to perfection Implementing pull © Copyright 2013 Jagriti Prasad Mapping the value stream Establishing the flow
  19. 19. Lean principles Specification of the value - Identifying wastes and defining value from the customers perspective and expressing value in terms of a specific product/process. Mapping the value stream - Mapping all the value added and non value added steps that brings a product or service to the customer. Establishing the flow - Continually improving the movement of products, services or information through the process. Implementing pull - Ensuring that a service process or upstream process does nothing until indicated by the proceeding process or the downstream process. Customer gets exactly what they want and when they want it, ensuring lead time comparison and correct value specification. Work to perfection - Creating value for the customers by continually eliminating waste in all activities. Continuously finding ways to improve the process by reducing inventory or reducing over production. © Copyright 2013 Jagriti Prasad
  20. 20. Summary There is always more waste that can be identified. Following steps can be kept in mind while ensuring continuous improvement in the process  People needs to be involved and cross trained.  Continuous improvement leads to innovation.  Root cause analysis should be used to solve a problem.  Objective of the lean should be communicated to all. © Copyright 2013 Jagriti Prasad
  21. 21. Thanks! Jagriti Prasad E- mail – © Copyright 2013 Jagriti Prasad