1. Lean manufacturing focuses on eliminating waste throughout the production process through techniques like just-in-time production and pull systems. 2. A pull system controls production using signals like kanban cards to produce only what is needed and eliminates waste from long lead times and excess inventory. 3. The Toyota Production System pioneered lean techniques and its goals of continuously eliminating waste and improving processes while respecting people.

1. Lean Manufacturing & Just-in-Time
"The most dangerous kind of waste is
the waste we do not recognize." -
Shigeo Shingo

2. Material Flow
Information Flow
FGI
Customer
Raw
Material
Supplier
Final
Assembly
PUSH
FGI
Customer
Raw
Material
Supplier
Final
Assembly
PULL
Reducing Waste: Push versus Pull System

3. Push System
 Every worker maximizes own output, making
as many products as possible
 Pros and cons:
 Focuses on keeping individual operators and
workstations busy rather than efficient use of
materials
 Volumes of defective work may be produced
 Throughput time will increase as work-in-process
increases (Little’s Law)
 Line bottlenecks and inventories of unfinished
products will occur
 Hard to respond to special orders and order
changes due to long throughput time

4. Pull System
 Production line is controlled by the last
operation, Kanban cards control WIP
 Pros and cons
 Controls maximum WIP and eliminates WIP
accumulating at bottlenecks
 Keeps materials busy, not operators. Operators
work only when there is a signal to produce.
 If a problem arises, there is no slack in the system
 Throughput time and WIP are decreased, faster
reaction to defects and less opportunity to create
defects

5. 5
• Management philosophy
• “Pull” system though the plant
WHAT IT IS
• Employee participation
• Industrial engineering/basics
• Continuing improvement
• Total quality control
• Small lot sizes
WHAT IT REQUIRES
• Attacks waste
• Exposes problems and bottlenecks
• Achieves streamlined production
WHAT IT DOES
• Stable environment
WHAT IT ASSUMES
Features of Lean Production
Kaizen

6. A Little History!
 Ford: Design for manufacturing
 Start with an article that suits and then study to find
some way of eliminating the entirely useless parts.
This applies to everything— a shoe, a dress, a
house, a piece of machinery, a railroad, a
steamship, an airplane. As we cut out useless parts
and simplify necessary ones, we also cut down the
cost of making. ...But also it is to be remembered
that all the parts are designed so that they can be
most easily made."

7. A Little History!
 Ohno – put ideas into practice systematically
 “When bombarded with questions from our group on
what inspired his thinking, Ohno just laughed and said
he learned it all from Henry Ford's book."

8.  A system that continually searches for and
eliminates waste throughout the value chain.
 Views every enterprise activity as an operation and
applies its waste reduction concepts to each activity -
from Customers to the Board of Directors to Support
Staff to Production Plants to Suppliers.
TPS: Toyota Production System

9. Elimination of Waste
 Complexity
 Labor
 Overproduction
 Space
 Energy
 Defects
Muda
 Materials
 Inventory
 Time
 Transportation
Acronym – CLOSED MITT

10. 10
1. 5S
2. Group technology
3. Quality at the source
4. JIT production
5. Kanban production control system
6. Minimized setup times
7. Uniform plant loading
8. Focused factory networks
Elimination of Waste

11. Minimizing Waste – 5S
“Good factories develop beginning with the 5S’s.
Bad factories fall apart beginning with the 5 S’s.”
- Hirouki Hirano
Japanese Translation English
Seiri Proper arrangement Sort
Seiton Orderliness Simplify
Seiso Cleanliness Sweep
Seiketsu Cleanup Standardize
Shitsuke Discipline Sustain

12. Minimizing Waste – 5S
 A place for everything and everything in its place
 Not just a housekeeping issue
 Critical foundation for
 Setup reduction
 Pull systems
 Maintenance
 Inventory management

13. Using Departmental Specialization (Job Shop) for plant layout
can cause a lot of unnecessary material movement
Saw Saw
Lathe Press
Press
Grinder
Lathe
Lathe
Saw
Press
Heat Treat
Grinder
Note how the flow lines are going back and forth
Minimizing Waste: Group Technology

14. Press
Lathe
Grinder
Grinder
A
2
B
Saw
Heat Treat
Lathe
Saw Lathe
Press
Lathe
1
Revising by using Group Technology Cells can reduce
movement and improve product flow
Minimizing Waste: Group Technology

15. Minimizing Waste: JIT
 Only produce what’s needed
 The opposite of “Just In Case” philosophy
 Ideal lot size is one
 Minimize transit time
 Frequent small deliveries
Pro’s
•Minimal inventory
•Less space
•More visual
•Easier to spot quality issues
Con’s
•Requires discipline
•Requires good problem solving
•Suppliers or warehouses must be close
•Requires high quality
???

16. 16
Inventory
Hides Problems
Work in
process
queues
(banks)
Change
orders
Engineering design
redundancies
Vendor
delinquencies
Scrap
Design
backlogs
Machine
downtime
Decision
backlogs
Inspection
backlogs
Paperwork
backlog
Minimizing Waste: JIT

17. Minimizing Waste – Quality at the
Source
 “Do it right the first time”
 Call for help
 Immediately stop the process and correct it vs.
passing it on to inspection or repair
Andon

18. Jidoka

19. Minimizing Waste – Kanban
Signaling device to control flow of material
•Cards
•Empty containers
•Lights
•Colored golf balls
•Etc

20. Minimizing Waste – Setup Times
 Long setup times drive:
 Long production runs
 Large lots
 Long lead times
 JIT requires small lots and minimum kanbans
 Setup reduction
 Focused efforts
 Problem solving
 Flexible equipment

21. 21
Not uniform Jan. Units Feb. Units Mar. Units Total
1,200 3,500 4,300 9,000
Uniform Jan. Units Feb. Units Mar. Units Total
3,000 3,000 3,000 9,000
Suppose we operate a production plant that produces a single
product. The schedule of production for this product could be
accomplished using either of the two plant loading schedules below.
How does the uniform loading help save labor costs?
or
Minimizing Waste – Plant Loading
Heijunka

22. Coordination
System Integration
These are small specialized
plants that limit the range of
products produced
(sometimes only one type of
product for an entire facility)
Minimizing Waste –
Focused Factory
Networks

23.  Level payrolls
 Cooperative employee unions
 Subcontractor networks
 Bottom-up management style
 Quality circles (Small Group Problem Solving)
TPS – Respect for People
Keiretsu

24. 1. All work shall be highly specified as to content, sequence,
timing, and outcome
2. Every customer-supplier connection must be direct, and
there must be an unambiguous yes-or-no way to send
requests and receive responses
3. The pathway for every product and service must be simple
and direct
4. Any improvement must be made in accordance with the
scientific method, under the guidance of a teacher, at the
lowest possible level in the organization
TPS – 4 Rules

25. Lean Implementation
Empowered Workforce
Problem Solving
Performance Measurement
Total Quality
Management
Flow
Process
Stable
Schedule
Kanban
Pull
Involved
Suppliers
Continual Inventory
Reduction
Product
Design

26. Summary and Conclusions…
 Lean Production is the set of activities that achieves
quality production at minimum cost and inventory
 The flow of material is pulled through the process by
downstream operations
 Lean originated with the Toyota Production System
and its two philosophies – elimination of waste, and
respect for people
 CLOSED MITT forms of waste