Lean manufacturing

Lean Foundation (6 of 13)
Lean: 4P Model
www.readysetpresent.com Page 2

 Lean can demonstrate how managers
can dramatically improve their
business processes by:
– Eliminating wasted time and
resources.
– Building quality into workplace
systems.

– Finding low-cost, but reliable
alternatives to expensive new
technology.
– Perfecting business processes.
– Building a learning culture for
continuous improvement.

Eliminating Waste

Eliminating Waste (Muda)
(1 of 13)
 The first step in identifying waste is to
identify those processes or procedures
that add value.
– This is accomplished by creating a
value stream map that shows every
step in a process with details as to
how the step is accomplished and the
time it takes to accomplish the step.

Eliminating Waste (Muda)
(7 of 13)
 To help in finding waste, we want to
map the value stream.
– It is best to walk the actual path to
get the full effect.
– Draw this path on the layout, and
calculate the time and distance
traveled.
– This resulting drawing is called a
spaghetti diagram.

The Lean
House

The Lean House (2 of 6)
 Then there are two outer pillars:
– Just-in-time—probably the most
visible and highly publicized
characteristic of Lean and TPS.
– Jidoka—the ability to stop the
production line by man or machine in
the event of problems.
• Jidoka ensures that a defective part
or product never passes through the
production line to the next station.

The Lean House (3 of 6)
 The house also has foundational
elements like standardized, stable
processes, and heijunka (leveling out
the production schedule).
 Each element house is important, but
more so is the synergy created by all
the elements together.
 At the foundation of the house there is
stability.

14 Principles of
Lean

14 Principles of Lean
Long Term Philosophy (1 of 5)
Principle 1:
Base your management decisions on a
long-term philosophy, even at the expense
of short-term financial goals.
– Do the right thing for the customer.
– Strive to build trust with your
employees.

The Right Process will Produce the Right
Results (1 of 10)
Principle 2:
Create continuous process flow to bring
problems to the surface.
– Redesign work processes to achieve
high value-added, continuous flow.
– Strive to eliminate the amount of time
that any work project is sitting idle or
waiting for someone to work on it.

Results (3 of 10)
– Most business processes are 90%
waste and 10% value-added work.
• Strive to eliminate the waste from
every process. Begin by eliminating
the mass production mindset of batch
& queue.
– Takt time is the heart beat of one-
piece-flow.
• Takt is a German word for rhythm or
meter; it is the rate of customer
demand—the rate at which the
customer is buying product.

Results (7 of 10)
This is an example of a metal machining process
before and after one-piece-flow was
implemented.
Before After

Add Value to the Organization by Developing
Leaders from Within (1 of 9)
Principle 9:
Grow leaders who thoroughly understand
the work, live the philosophy, and teach it
to others.
– Grow leaders from within instead of
buying them from outside the
organization.

– Lean leaders:
• Understand the work
• Have the ability to develop, mentor,
and lead people
• Are respected for their technical
knowledge
• Realize that problems are
opportunities for employee
development
• Seldom give orders
• Ask questions and get employee input

– A company developing its own leaders
and defining the role of leadership as
building a learning organization lays
the groundwork for genuine long-term
success.
– Continually reinforce the company
culture and train exceptional people
and teams to work within the culture
to achieve exceptional results.

Putting First Hand Experience Above All Else
(1 of 4)
Principle 12:
Go and See for Yourself to Thoroughly
Understand the Situation—Genchi
Genbutsu.
• Go to the place where the work is
being done. Solve problems and
improve processes by personally
observing instead of relying or
theorizing based on what others tell
you or what you see on the computer.

Striving for Continuous Improvement
(1 of 12)
Principle 14:
Become a learning organization through
relentless reflection (hansei) and
continuous improvement (kaizen).
• Once you’ve established a working
process, use continuous improvement
tools to address inefficiencies and
apply counter-measures.

Striving for Continuous Improvement (8 of
12)

Download “Lean Manufacturing”
PowerPoint presentation
at ReadySetPresent.com
Slides include: Explanations of lean manufacturing, models and
processes, 13 slides on eliminating waste, 6 slides on the lean house
model, 5 slides on long-term philosophy, 10 slides on creating continuous
process flow, 9 slides on using pull systems to avoid overproduction, 10
slides on leveling out the workload, 13 slides on developing quality
standards to get things right the first time, 9 slides on the standardization
of tasks, 16 slides on using a visual control system to detect problems, 6
slides on using tested and proven technology, 9 slides on growing leaders
from within, 11 slides on developing employees, 5 slides on working with
suppliers, 4 slides on the value of first-hand experience, 9 slides on
careful decision-making, 12 slides on continuous improvement, action
plans and much more.
Royalty Free - Use Them Over and Over Again.
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