Lean manufacturing began in Japanese manufacturing in the late 1980s and early 1990s. It is most often associated with Toyota. Its basic usefulness is in providing the tools to identify and eliminate waste throughout the manufacturing process, thereby increasing efficiency and profit. Quality improves as production time and cost are reduced. Toyota added an additional element, evenness of work flow, which helps expose inefficiencies in production that allow companies to redesign manufacturing processes for maximum profit.

1. Lean Manufacturing
Concepts,
Tools and Quality
Management

2. What is Lean?
 Lean is an Operational Excellence
Strategy that enable you to change
for the better- in fact the Japanese often use
“Kaizen” which use by lean practitioners to describe
incremental improvements ;

3. What is Lean?
 Persistent process in elimination of
waste – MUDA – describes any activity that’s
done, but add no real value to the product or service.

4. What is Lean?
 Respect for people
 High Quality and Stable Processes

5. Where?


 At all level there is a strong desire to be
better;
A culture of lean is visibly prioritised and
practice from the top to the bottom of the
workforce;
The key is understanding the
customer and delivering his
requirements;

6. How?





Improves business performance using simple
practical tools and techniques to enhance
quality, cost, delivery and people contribution;
Exposes the wastes in the system;
People need to change their long standing work
practices and ideas;
Senior management need to drive lean
principles forward with total commitment to its
success;
Not a “bolt on” technique, more a way of life
leading to a total change in culture.

7. Short History
 1913: Henry Ford
 1938 JIT Born
(Start of mass
manufacturing with
the moving line)

8. Short History
□ 1950: Eiji Toyoda brings the ideas of
continuous moving line in Japan.

9. Short History
 1960: Toyota
production System,
main principles of
lean manufacturing
 1991: Lean
Management

10. Main Principals




 Identify the customer
Map the flow
Make a product or service flow
Create polls based on customer
demands
Continually find ways to improve

11. Lean Tools
 Assessment and
planning-
fundamentals and
understanding where we are
today and creating and design
for tomorrow.
 Plan, Do, Check,
Act

12. Lean Tools
 5 “S”
 Visual control
 Standardize
work
 Total productive
maintenance

13. Select the key
 Reduce cost of
production
 Increase customer
satisfaction
 Improve quality
Select the
key
Map Process
Eliminate
Waste
Make Process
Flow
Establish
Customer
Poll

14. What Is Waste?







Waste of overproduction (largest
waste)
Waste of time on hand (waiting)
Waste of transportation
Waste of processing itself
Waste of stock at hand
Waste of movement
Waste of making defective products

15. Lean Thinking
• Value - what customersarewilling to pay for;
•Value Stream – the steps aredeliveredvalue;
•Flow –organizing ValueStreamto be continuous;
•Polls – respondingto downstreamcustomerdemand;
•Perfection – relentlesscontinuousimprovement (culture);
Key Principals of Lean Thinking


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Lean Thinking, Womack and Jones,1996

16. Conclusion
Lean is:
“A systematic approach to identifying and
eliminating waste (non-value added
activities) through continuous improvement
by flowing the product at the pull of the
customer in pursuit of perfection.”

17. Production System
Two pillars:
 Jidoka
 Just-in-time

18. What is Jidoka?
 “Jidoka” means
autonomous. The
responsibility of
each associate to
deliver Quality to
the customers.
- Intense Motivation
Training;
- Explained Information;

19. Just-in-time
 Aims of zero
inventory;
 Parts are not kept
in warehouse;
 Parts arrive when
needed;

20. Quality system


Quality means
compliance with
specifications- no
less, no more;
No need for
inspections!

21. Quality Assurance
 When we focused
on this we will
consistently deliver
what the customer
expects;
 Trust raises
everyone’s
commitment

22. Thank you!