The document discusses key concepts in lean manufacturing including the four basic lean principles of eliminating waste, increasing speed and response, improving quality, and reducing costs. It provides examples of business processes in different functional areas like manufacturing, human resources, finance, and sales. It also explains the differences between push and pull systems, with pull systems synchronizing production to customer demand to minimize inventory.

1. Lean Basics Zeeshan Syed Lean & Planning Engineer

2. Functions Of Lean Enterprise Process Engineering Supply chain Inventory Quality Enterprise Finance Maintenance Design Controlling Production Planning Sales Human resources

3. Business Process A business process is a sequence of activities followed by individuals in a business to achieve some business goal. Often these are manual activities executed by employees who play certain roles in the business in addition to others who are external to the business: customers, business partners, etc.

4. An Example of Business Process

5. Examples of Business Processes Systems from a Functional Perspective Manufacturing and production Human resources Finance and accounting Sales And Marketing Functional Area Business Process Assembling the product Checking for quality Producing bills of materials Identifying customers Making customers aware of the product Selling the product Paying creditors Creating financial statements Managing cash accounts Hiring employees Evaluating employees ’ job performance Enrolling employees in benefits plans

9. Four Basic Lean Principles Elimination of Waste: Eliminate any activities that do not add value in an organization. Includes overproduction, waiting time, processing, inventory, and motion. Increased Speed and Response: Better process designs allow efficient responses to customers’ needs and the competitive environment. Improved Quality: Poor quality creates waste, so improving quality is essential to the lean environment. Reduced Cost: Simplifying processes and improving efficiency translates to reduced costs.

11. For waste elimination some of the tools and approaches are: Spaghetti Diagram, Waste-Walk, Value Stream Mapping, Kaizen Blitz, and 5 S

13. PUSH vs PULL A push system produces finished goods inventory in advance of customer demand using a forecast of sales. Parts and subassemblies are “pushed” through the operating system based on a predefined schedule that is independent of actual customer demand. In a pull system , employees at a given operation (work station) go to the source of the required parts, such as machining or subassembly, and withdraw the units as they need them . By pulling parts from each preceding workstation, the entire manufacturing process is synchronized to the final-assembly schedule. Finished goods are made to coincide with the actual rate of customer demand, resulting in minimal inventories and maximum responsiveness.

15. IDENTIFY VALUE STREAMS & BOTTLE NECKS REDUCE NON VALUE ADDED ACTIVITIES IN VALUE STREAM CREATE “PULL” SYNCRONISE TAKT TIME WITH PRODUCTION CYCLE TIME PCT IMPROVE OPERATING RATE INCREASE PERFORMANCE RATE CONTROL QUALITY RATE INCREASE O.E.E INCREASE THROUGHPUT IMPROVE INVENTORY TURNS (FINISHED GOODS,WORK IN PROCESS ,RAW MATERIAL ALL THREE) REDUCE INVENTORY CUT DOWN THE OPERATING EXPENSES MINIMISE PRODUCT LEAD TIME IMPROVE CASH FLOW CYCLE UPGARDE PRODUCTIVITY

16. “ PCT” “ I ” “ O.E” T. V & P.I

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