This document provides a literature review of tools and methods used in Lean Manufacturing. It describes several common Lean tools, including 5S, SMED, Kanban, Jidoka, standardized work, TPM, Poka-Yoke, Heijunka, Hoshin Kanri, Kamishibai and the philosophy of Kaizen. The review aims to introduce both commonly used and less known Lean tools, with descriptions of each tool's objectives and how it can help eliminate different types of waste in production processes.
The document provides an overview of lean manufacturing principles and the concept of waste. It discusses:
1) The history and evolution of lean thinking from early thinkers like Benjamin Franklin and Henry Ford to developments at Toyota including just-in-time production and eliminating overproduction and waste.
2) The seven types of waste targeted in lean which are transportation, inventory, motion, waiting, overproduction, overprocessing, and defects.
3) The scope and objectives of applying lean principles to improve productivity for a manufacturing firm, which include reducing defects and waste, improving cycle times, reducing inventory, and better utilizing space and labor.
The document discusses the history and concepts of lean manufacturing. It originated from Henry Ford's mass production system and was further developed by Japanese engineers like Ohno at Toyota. Lean aims to reduce waste and non-value added activities in production. It identifies seven types of waste like overproduction, waiting, defects. The document also outlines various lean tools used in manufacturing like just-in-time, 5S, standardized work, visual management and value stream mapping to reduce waste and optimize flow. It discusses how lean principles align with FDA's process analytical technology initiative to build quality into pharmaceutical manufacturing processes.
This presentation discusses applying lean manufacturing tools in the garment production industry. It begins with an introduction to lean manufacturing and its principles of value, value stream, flow, pull and perfection. Common wastes in garment manufacturing are identified as overproduction, waiting time, unnecessary transport, excess inventory, incorrect processing, unnecessary movement, and defects. Eight preferred lean tools for the garment industry are highlighted: 5S, visual displays, standardization, quick changeovers, error proofing, Kanban, cellular manufacturing, and Kaizen. Implementation of some lean tools in a Portuguese garment firm showed encouraging results like a 14% increase in productivity and 60% increase in profits within two months.
Lean manufacturing aims to maximize customer value and minimize waste. It involves identifying the value stream and eliminating non-value adding activities. The core principles of lean are specifying value from the customer's perspective, establishing a continuous flow of materials, and having production pulled by customer demand rather than being pushed based on forecasts. Implementing lean seeks to reduce costs, shorten lead times, improve quality, and increase flexibility through techniques like just-in-time production and continuous improvement.
This document provides an introduction to Lean principles and tools. It explains the five key Lean principles as specify value, identify the value stream, create flow, create pull, and seek perfection. Some basic Lean tools are also introduced, including process maps to understand workflow, identifying seven types of waste, and visual management boards. The overall goal of Lean is to retain customers, ensure profitability, and increase competitiveness by removing waste from business processes to optimize workflow and productivity.
Application of Lean Manufacturing tools in Garments Industries Nasif Chowdhury
This presentation summarizes the application of lean manufacturing tools in the garment industry. It introduces lean manufacturing and some key lean tools such as value stream mapping (VSM), Just-in-Time (JIT), and 5S. VSM is discussed in more detail, including its benefits and four-stage implementation process. An example VSM analysis of a garment production line found large inventories, low value-added time, and lack of synchronization between processes. The conclusion is that VSM can help identify waste and opportunities for process improvement.
The 5 Lean Principles are:
1) Specify value from the customer's perspective.
2) Identify value-added, non-value added, and necessary non-value added activities.
3) Eliminate waste, which is the opposite of value, through 7 categories of waste.
4) Create continuous flow without interruption between processes using techniques like single-piece flow.
5) Produce products only when needed by pulling them through the value stream.
The document provides an overview of lean manufacturing principles and the concept of waste. It discusses:
1) The history and evolution of lean thinking from early thinkers like Benjamin Franklin and Henry Ford to developments at Toyota including just-in-time production and eliminating overproduction and waste.
2) The seven types of waste targeted in lean which are transportation, inventory, motion, waiting, overproduction, overprocessing, and defects.
3) The scope and objectives of applying lean principles to improve productivity for a manufacturing firm, which include reducing defects and waste, improving cycle times, reducing inventory, and better utilizing space and labor.
The document discusses the history and concepts of lean manufacturing. It originated from Henry Ford's mass production system and was further developed by Japanese engineers like Ohno at Toyota. Lean aims to reduce waste and non-value added activities in production. It identifies seven types of waste like overproduction, waiting, defects. The document also outlines various lean tools used in manufacturing like just-in-time, 5S, standardized work, visual management and value stream mapping to reduce waste and optimize flow. It discusses how lean principles align with FDA's process analytical technology initiative to build quality into pharmaceutical manufacturing processes.
This presentation discusses applying lean manufacturing tools in the garment production industry. It begins with an introduction to lean manufacturing and its principles of value, value stream, flow, pull and perfection. Common wastes in garment manufacturing are identified as overproduction, waiting time, unnecessary transport, excess inventory, incorrect processing, unnecessary movement, and defects. Eight preferred lean tools for the garment industry are highlighted: 5S, visual displays, standardization, quick changeovers, error proofing, Kanban, cellular manufacturing, and Kaizen. Implementation of some lean tools in a Portuguese garment firm showed encouraging results like a 14% increase in productivity and 60% increase in profits within two months.
Lean manufacturing aims to maximize customer value and minimize waste. It involves identifying the value stream and eliminating non-value adding activities. The core principles of lean are specifying value from the customer's perspective, establishing a continuous flow of materials, and having production pulled by customer demand rather than being pushed based on forecasts. Implementing lean seeks to reduce costs, shorten lead times, improve quality, and increase flexibility through techniques like just-in-time production and continuous improvement.
This document provides an introduction to Lean principles and tools. It explains the five key Lean principles as specify value, identify the value stream, create flow, create pull, and seek perfection. Some basic Lean tools are also introduced, including process maps to understand workflow, identifying seven types of waste, and visual management boards. The overall goal of Lean is to retain customers, ensure profitability, and increase competitiveness by removing waste from business processes to optimize workflow and productivity.
Application of Lean Manufacturing tools in Garments Industries Nasif Chowdhury
This presentation summarizes the application of lean manufacturing tools in the garment industry. It introduces lean manufacturing and some key lean tools such as value stream mapping (VSM), Just-in-Time (JIT), and 5S. VSM is discussed in more detail, including its benefits and four-stage implementation process. An example VSM analysis of a garment production line found large inventories, low value-added time, and lack of synchronization between processes. The conclusion is that VSM can help identify waste and opportunities for process improvement.
The 5 Lean Principles are:
1) Specify value from the customer's perspective.
2) Identify value-added, non-value added, and necessary non-value added activities.
3) Eliminate waste, which is the opposite of value, through 7 categories of waste.
4) Create continuous flow without interruption between processes using techniques like single-piece flow.
5) Produce products only when needed by pulling them through the value stream.
Lean manufacturing aims to eliminate waste in production processes through continuous improvement efforts. It focuses on minimizing inventory levels and non-value adding activities to reduce costs and lead times. Toyota pioneered this approach after World War 2 to rebuild efficiently without large economies of scale. Implementing lean principles like just-in-time production and cellular manufacturing allowed Toyota to dramatically reduce production cycle times and outcompete major automakers. A chemical company also successfully applied lean tools to halve inventory levels and cut order fulfillment times from 20 to 5 minutes. Lean techniques organize work areas, maintain equipment, and pull work through production cells to optimize flow.
This document provides an overview of lean manufacturing. It defines lean manufacturing as a method to minimize waste and improve efficiency in manufacturing without reducing productivity. The objectives of lean manufacturing are outlined as eliminating non-value-added activities, minimizing work-in-process inventory, meeting customer demand on time, and creating flexibility. Key lean principles and methodologies are also summarized, including identifying value, mapping the value stream, establishing flow and pull, and seeking perfection. Common types of waste and tools such as 5S, standard work, and just-in-time production are also briefly described.
Lean manufacturing concepts and tools and quality management1hgalinova
Lean is an operational strategy that focuses on eliminating waste to improve quality, reduce costs and lead times, and increase customer satisfaction. It involves identifying value from the customer's perspective and mapping the workflow to create an uninterrupted flow. Key lean principles include identifying value streams, minimizing waste, and continuously improving through tools like 5S, visual controls, and plan-do-check-act cycles. Lean thinking emphasizes respect for people, continuous improvement, and understanding customer needs.
Presentation made by Anshu Chauhan, Asstt Manager, Colorant India,at All India Seminar on Lean Management Techniques & the application for textile MSME
The document provides an overview of lean principles and tools. It defines lean as eliminating waste to add value for customers. Key points include: the 5 principles of lean - specify value, identify the value stream, create flow, pull from customers, seek perfection; the 7 forms of waste - overproduction, waiting, transportation, inappropriate processing, inventory, motion, defects; and lean tools like 5S, poka yoke, just-in-time. It also outlines steps to achieve lean systems like designing a simple manufacturing system, recognizing room for improvement, and continuous improvement.
Lean manufacturing is a systematic method to eliminate waste from production processes without compromising productivity. It focuses on reducing inventory, improving flow, and basing production on customer demand rather than forecasts. The key principles of lean are specifying value, mapping the value stream, creating flow without interruptions, producing only what is needed based on customer pull, and continuously improving processes. Lean was developed by Toyota and aims to save costs by eliminating non-value added activities through simple visual systems, continuous improvement efforts, and metrics.
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
Applying lean thinking in the food supply chain presentationFayssal AL-KILANI
This Presentation shares the improvement in the manufacturing process by the application of lean thinking that was established by Toyota Production Team and gives a real life example of its application and advantages.
Change creates miracles.
This document provides an overview of lean manufacturing training. It defines lean manufacturing as eliminating waste to improve efficiency. Key aspects include identifying value from the customer's perspective, streamlining processes, and producing only what is needed when it is needed. Lean aims to deliver high quality products with minimal costs and resources. The training teaches lean tools and principles to help organizations achieve continuous process improvement. Attendees learn how to recognize and remove waste to enhance productivity, quality, and profits. The goals of lean are to satisfy customers while running operations profitably.
This document provides an overview of lean manufacturing. It begins with introductions from the presenters and then defines lean manufacturing as aiming to continuously eliminate waste in production processes to lower costs, increase output, and shorten lead times. It lists the 7 types of waste and 6 common lean manufacturing methods. The benefits of lean manufacturing are then outlined, such as reduced costs, improved productivity, and flexibility. Challenges of implementing lean are discussed. Finally, examples of lean techniques applied in different industries are presented.
This document discusses lean manufacturing and its basic elements. Lean manufacturing aims to eliminate waste and reduce costs by focusing on continuous improvement, pull systems that minimize inventory, and reducing lead times. The key elements of lean manufacturing are pull systems that produce only to meet demand, reducing lead times through preventative maintenance and cell manufacturing, and continuous improvement through kaizen. The document outlines the seven types of waste lean aims to eliminate: overproduction, waiting, transportation, inappropriate processing, inventory, motion, and defects.
Lean manufacturing is a systematic method for waste minimization ("Muda") within a manufacturing system without sacrificing productivity.http://www.vpresentationslides.com/lean-manufacturing-ppt/
Lean manufacturing is a production philosophy that aims to eliminate waste and improve efficiency. It focuses on optimizing the flow of materials and value through the manufacturing process. The key principles are to specify value from the customer's perspective, identify all steps in the value stream, ensure the value-creating steps flow continuously, and allow customers to pull value from the process. Lean manufacturing features include supply chain integration, multi-skilled workers, fast response to demand changes, increased product variety, excellent quality, and stable production schedules.
This document discusses Lean Manufacturing. It defines Lean Manufacturing as a systematic approach to identifying and eliminating waste through continuous improvement. The principles of Lean Manufacturing include specifying value from the customer perspective, identifying all value-creating steps, making those steps flow smoothly, and allowing customers to pull value. Lean focuses on eliminating waste and being responsive to customer needs. It allows for lower production costs and faster delivery compared to traditional manufacturing approaches. While Lean reduces costs, initial implementation can be expensive and requires expertise. Overall, Lean aims to maximize value for the customer.
A very simple way to understand Lean Manufacturing and its concepts, with lots of images that makes it more easy.
Lean manufacturing is the concept of the manufacturing which is more about saving time and best quality. Lean is the systematic way of manufacturing to utilize the source and get maximum out of it.
Applications of lean manufacturing toolsIshmam Ahmed
Lean Tools application with powerpoint animation. all processes are easily described with images & animation.
Uploaded by
Ishmam Ahmed
Industrial & Production Engineering (IPE)
Shahjalal university of science & Technology, Sylhet, Bangladesh
This document provides an introduction to Lean manufacturing concepts. It aims to help readers understand Lean, identify types of waste, and learn Lean tools and techniques. The core idea of Lean is maximizing customer value while minimizing waste. It defines seven types of waste including overproduction, waiting times, transportation, processing, inventory, motion, and defects. It also explains Lean tools and techniques for standardizing work, using visual controls, conducting quick changeovers, implementing total productive maintenance, and empowering self-inspection. The overall goal is to eliminate waste and continuously improve processes to provide value to customers.
Lean manufacturing aims to maximize value and minimize waste in production. It focuses on eliminating waste in all areas including customer relations, product design, supplier networks, and factory management. The goal is to incorporate less effort, inventory, time, and space while producing high quality products efficiently. Key aspects of lean include specifying customer value, value stream mapping to identify waste, using a pull system triggered by customer demand, empowering employees, and continuously improving. Techniques like 5S workplace organization, standard work, visual controls, total productive maintenance, and just-in-time production help implement lean principles.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Implementation of 5S Methodology in a Food & Beverage Industry: A Case StudyIRJET Journal
This document discusses the implementation of the 5S methodology in a food and beverage company in Bangladesh. The 5S methodology was applied over several months. Key results included:
1) Over 300 square feet of floor space was saved by removing unnecessary items, allowing additional cost savings.
2) Equipment and tools were reorganized in processing areas, reducing travel distances.
3) Cleaning schedules were established to maintain cleanliness.
4) Standards were put in place to sustain the changes, resulting in increased productivity by 38.65% and lower rejection rates.
Lean manufacturing aims to eliminate waste in production processes through continuous improvement efforts. It focuses on minimizing inventory levels and non-value adding activities to reduce costs and lead times. Toyota pioneered this approach after World War 2 to rebuild efficiently without large economies of scale. Implementing lean principles like just-in-time production and cellular manufacturing allowed Toyota to dramatically reduce production cycle times and outcompete major automakers. A chemical company also successfully applied lean tools to halve inventory levels and cut order fulfillment times from 20 to 5 minutes. Lean techniques organize work areas, maintain equipment, and pull work through production cells to optimize flow.
This document provides an overview of lean manufacturing. It defines lean manufacturing as a method to minimize waste and improve efficiency in manufacturing without reducing productivity. The objectives of lean manufacturing are outlined as eliminating non-value-added activities, minimizing work-in-process inventory, meeting customer demand on time, and creating flexibility. Key lean principles and methodologies are also summarized, including identifying value, mapping the value stream, establishing flow and pull, and seeking perfection. Common types of waste and tools such as 5S, standard work, and just-in-time production are also briefly described.
Lean manufacturing concepts and tools and quality management1hgalinova
Lean is an operational strategy that focuses on eliminating waste to improve quality, reduce costs and lead times, and increase customer satisfaction. It involves identifying value from the customer's perspective and mapping the workflow to create an uninterrupted flow. Key lean principles include identifying value streams, minimizing waste, and continuously improving through tools like 5S, visual controls, and plan-do-check-act cycles. Lean thinking emphasizes respect for people, continuous improvement, and understanding customer needs.
Presentation made by Anshu Chauhan, Asstt Manager, Colorant India,at All India Seminar on Lean Management Techniques & the application for textile MSME
The document provides an overview of lean principles and tools. It defines lean as eliminating waste to add value for customers. Key points include: the 5 principles of lean - specify value, identify the value stream, create flow, pull from customers, seek perfection; the 7 forms of waste - overproduction, waiting, transportation, inappropriate processing, inventory, motion, defects; and lean tools like 5S, poka yoke, just-in-time. It also outlines steps to achieve lean systems like designing a simple manufacturing system, recognizing room for improvement, and continuous improvement.
Lean manufacturing is a systematic method to eliminate waste from production processes without compromising productivity. It focuses on reducing inventory, improving flow, and basing production on customer demand rather than forecasts. The key principles of lean are specifying value, mapping the value stream, creating flow without interruptions, producing only what is needed based on customer pull, and continuously improving processes. Lean was developed by Toyota and aims to save costs by eliminating non-value added activities through simple visual systems, continuous improvement efforts, and metrics.
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
Applying lean thinking in the food supply chain presentationFayssal AL-KILANI
This Presentation shares the improvement in the manufacturing process by the application of lean thinking that was established by Toyota Production Team and gives a real life example of its application and advantages.
Change creates miracles.
This document provides an overview of lean manufacturing training. It defines lean manufacturing as eliminating waste to improve efficiency. Key aspects include identifying value from the customer's perspective, streamlining processes, and producing only what is needed when it is needed. Lean aims to deliver high quality products with minimal costs and resources. The training teaches lean tools and principles to help organizations achieve continuous process improvement. Attendees learn how to recognize and remove waste to enhance productivity, quality, and profits. The goals of lean are to satisfy customers while running operations profitably.
This document provides an overview of lean manufacturing. It begins with introductions from the presenters and then defines lean manufacturing as aiming to continuously eliminate waste in production processes to lower costs, increase output, and shorten lead times. It lists the 7 types of waste and 6 common lean manufacturing methods. The benefits of lean manufacturing are then outlined, such as reduced costs, improved productivity, and flexibility. Challenges of implementing lean are discussed. Finally, examples of lean techniques applied in different industries are presented.
This document discusses lean manufacturing and its basic elements. Lean manufacturing aims to eliminate waste and reduce costs by focusing on continuous improvement, pull systems that minimize inventory, and reducing lead times. The key elements of lean manufacturing are pull systems that produce only to meet demand, reducing lead times through preventative maintenance and cell manufacturing, and continuous improvement through kaizen. The document outlines the seven types of waste lean aims to eliminate: overproduction, waiting, transportation, inappropriate processing, inventory, motion, and defects.
Lean manufacturing is a systematic method for waste minimization ("Muda") within a manufacturing system without sacrificing productivity.http://www.vpresentationslides.com/lean-manufacturing-ppt/
Lean manufacturing is a production philosophy that aims to eliminate waste and improve efficiency. It focuses on optimizing the flow of materials and value through the manufacturing process. The key principles are to specify value from the customer's perspective, identify all steps in the value stream, ensure the value-creating steps flow continuously, and allow customers to pull value from the process. Lean manufacturing features include supply chain integration, multi-skilled workers, fast response to demand changes, increased product variety, excellent quality, and stable production schedules.
This document discusses Lean Manufacturing. It defines Lean Manufacturing as a systematic approach to identifying and eliminating waste through continuous improvement. The principles of Lean Manufacturing include specifying value from the customer perspective, identifying all value-creating steps, making those steps flow smoothly, and allowing customers to pull value. Lean focuses on eliminating waste and being responsive to customer needs. It allows for lower production costs and faster delivery compared to traditional manufacturing approaches. While Lean reduces costs, initial implementation can be expensive and requires expertise. Overall, Lean aims to maximize value for the customer.
A very simple way to understand Lean Manufacturing and its concepts, with lots of images that makes it more easy.
Lean manufacturing is the concept of the manufacturing which is more about saving time and best quality. Lean is the systematic way of manufacturing to utilize the source and get maximum out of it.
Applications of lean manufacturing toolsIshmam Ahmed
Lean Tools application with powerpoint animation. all processes are easily described with images & animation.
Uploaded by
Ishmam Ahmed
Industrial & Production Engineering (IPE)
Shahjalal university of science & Technology, Sylhet, Bangladesh
This document provides an introduction to Lean manufacturing concepts. It aims to help readers understand Lean, identify types of waste, and learn Lean tools and techniques. The core idea of Lean is maximizing customer value while minimizing waste. It defines seven types of waste including overproduction, waiting times, transportation, processing, inventory, motion, and defects. It also explains Lean tools and techniques for standardizing work, using visual controls, conducting quick changeovers, implementing total productive maintenance, and empowering self-inspection. The overall goal is to eliminate waste and continuously improve processes to provide value to customers.
Lean manufacturing aims to maximize value and minimize waste in production. It focuses on eliminating waste in all areas including customer relations, product design, supplier networks, and factory management. The goal is to incorporate less effort, inventory, time, and space while producing high quality products efficiently. Key aspects of lean include specifying customer value, value stream mapping to identify waste, using a pull system triggered by customer demand, empowering employees, and continuously improving. Techniques like 5S workplace organization, standard work, visual controls, total productive maintenance, and just-in-time production help implement lean principles.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Implementation of 5S Methodology in a Food & Beverage Industry: A Case StudyIRJET Journal
This document discusses the implementation of the 5S methodology in a food and beverage company in Bangladesh. The 5S methodology was applied over several months. Key results included:
1) Over 300 square feet of floor space was saved by removing unnecessary items, allowing additional cost savings.
2) Equipment and tools were reorganized in processing areas, reducing travel distances.
3) Cleaning schedules were established to maintain cleanliness.
4) Standards were put in place to sustain the changes, resulting in increased productivity by 38.65% and lower rejection rates.
This document discusses the concepts of Lean Six Sigma and their applications in industry. Lean focuses on eliminating waste to improve efficiency, while Six Sigma aims to reduce variability. The paper reviews Lean and Six Sigma methodologies and tools including 5S, value stream mapping, poka-yoke, and continuous improvement. It explains that Lean Six Sigma combines these approaches to continuously improve processes without increasing costs. The integration of Lean and Six Sigma is presented as a way for organizations to gain competitive advantages through quality improvements and cost reductions.
Manufacturing Lead Time Reduction in Monoblock (SWJ) Pump Industry [irjet-v4 ...PERUMALSAMY M
Manufacturing lead time is the time required to produce product from its raw materials to final product.A company has to fulfill its customer needs to sustain in this competitive world. Lean has served the manufacturing sector with speed and quality. This project aims at lead time reduction in pump manufacturing company. Value Stream Map(VSM) served as an initiative for identifying bottlenecks process and waste in the manufacturing line; current state map is drawn by the observation made on the shop floor. The takt time is calculated for the demand to find out the bottleneck operations. After identifying the bottleneck operations line balancing is done. The Work In Process (WIP) inventory is reduced by balancing the workstation. Future state map is developed in the perspective of reduction of lead time and to match the takt time with bottleneck process. After line balancing implementation, the lead time for assembly of the SWJ pump is reduced 32 percent and work in process inventory is reduced 25 percent.
Manufacturing Lead Time Reduction in Monoblock (SWJ) Pump IndustryIRJET Journal
This document discusses reducing manufacturing lead time in a pump manufacturing company through lean manufacturing techniques. It begins with an introduction to lean manufacturing and value stream mapping. A current state value stream map is created to identify bottlenecks and waste in the production process. A time study is conducted to calculate takt time. Line balancing is then performed to match process times to takt time and reduce work in process inventory. The key findings are that after implementing line balancing, the lead time for pump assembly was reduced by 32% and work in process inventory was reduced by 25%.
MANUFACTURING LEAD TIME REDUCTION IN A SCAFFOLD MAKING INDUSTRY USING LEAN MA...IAEME Publication
The lean manufacturing techniques are used to improve the industrial benefits by reducing the wastages. Wastages mean the non-value adding processes or works. This study focus on how lean manufacturing techniques are used to reduce the manufacturing lead time of a scaffold manufacturing company. To obtain this, there is a wide variety of lean manufacturing techniques used, such as value stream mapping, 5S housekeeping tool, SMED and kaizen. Even though the main objective is to reduce lead time, there are also other objectives like increase in productivity, increase in quality, improvement in meeting the customer demands, improvement in on-time delivery, improvement in customer satisfaction, and machine utilization with reduction in wastages, inventory, huge material handling, and idle time, down time, setup time, space consumption and labor cost. Instead of investing huge amount in new machines to increase the working efficiency, it is much better to adopt these Lean techniques at this demonetized condition of India.
Project Report on Textile Industrial EngineeringAmanuzzaman Aman
Here are the key steps to prepare an assembly line:
1. Identify the major operations required to produce the garment. Break down the manufacturing process into individual steps.
2. Determine the sequence of operations based on material and component flow. Arrange the operations in logical order.
3. Estimate the standard time for each operation using time study data.
4. Calculate the cycle time for each operation based on production target.
5. Select appropriate machines required for each operation considering operation type and cycle time.
6. Arrange the machines along the assembly line in the sequence of operations to ensure smooth material flow.
7. Ensure adequate space and workstations between machines for operator movement and part handling.
A Broad Study on Lead Time Reduction using Value Stream Mapping Techniques in...IRJET Journal
This document summarizes a study on using value stream mapping techniques to reduce lead time in manufacturing industries. Value stream mapping is a lean tool that visually depicts the flow of materials and information currently and in the future state to identify and eliminate waste. The study reviews literature on applications of value stream mapping in various industries like electronics, automotive, and garment manufacturing. Implementing value stream mapping and other lean tools helped industries reduce lead time, work in process inventory, and improve productivity and throughput.
This document discusses simultaneous engineering methods being developed by the Industrial Technology Institute to facilitate integrated product and process design during the conceptual design phase. It describes a five-step method for developing multiple product and process design concepts in parallel. The method begins with defining design goals and reviewing the current design. It then aims to optimize the current design and identify new, easier to manufacture product and process concepts. The goal is to generate alternative integrated product/process designs and select the best options for further development.
Process improvement techniques and its applicability in pharma mfg an overviewVikalpNagori1
The document discusses various process improvement techniques and their applicability in pharmaceutical manufacturing. It describes techniques like Six Sigma, Lean Manufacturing, Lean Six Sigma, Total Quality Management, Toyota Production System/Just-in-Time, Theory of Constraints, and tools like FMEA and PDCA cycle. These techniques aim to reduce defects, waste, variation and improve efficiency in pharmaceutical operations throughout the product lifecycle from development to manufacturing to distribution. The document emphasizes applying these techniques and tools at various stages like development, manufacturing, and lifecycle management to ensure defect-free quality and efficient processes.
IRJET- Productivity Improvement by Implementing Lean Manufacturing Tools ...IRJET Journal
This document discusses implementing lean manufacturing tools in plastic manufacturing industries to improve productivity. It begins with an abstract discussing quality and productivity improvement initiatives using tools like lean manufacturing, TQM, TPS, Six Sigma etc. in Indian SMEs.
The document then reviews lean manufacturing and its principles of minimizing waste to maximize value. It identifies the seven types of waste as overproduction, defects, inventory, transportation, waiting, motion and overprocessing.
The scope of work is to implement applicable lean tools in a plastic industry to reduce waste, reduce cycle time and improve productivity. The tools will be observed and validated against past records. A research framework is presented to identify opportunities from lean tools for plastic industries through implementation and suggestions
Keys to Succeed in Implementing Total Preventive Maintenance (TPM) and Lean S...IJMTST Journal
Competition is global and it continues to get more intense, with changes in technology, introduction of new and differentiated products and techniques. These changes are faster than what can be implemented. Profits are no longer driven by prices but with costs.[1] Customers have access to just about anything at their finger tips. The expectation like quick response, lower prices, flexible orders and quality products, is increasing every day from the customers. Our OEM’s (Original Equipment Manufacturers) are searching for new methods of doing business and they expect their suppliers, like us to do the same. The challenge in front of us is how we respond effectively to these changing trends in the industry for our survival & growth. Change is the only certainty and the above is very much applicable to any business to achieve and sustain competitive edge. It is evident that organizations, which are innovative and visionary, have successfully implemented the change, realizing its business strategies would lead to their long term survival
This study aims to apply lean management tools to identify types of waste existing in Tay Do
University, thereby proposing action plans to save costs and improve working efficiency. The convenience
sampling was used to interview 172 lecturers and employees of Tay Do University. The analysis results have
shown that there are ten types of waste. They are facility and equipment waste, discrete information, not
exploiting the creativity of employees, time waste, defect
The document discusses several Lean manufacturing concepts including PDCA, SMED, Kanban, and Poka-Yoke. It provides descriptions and examples of each concept. PDCA refers to the Plan-Do-Check-Act cycle used for continuous improvement. SMED focuses on reducing changeover times by converting internal setup steps to external steps. Kanban uses visual cards to schedule production. Poka-Yoke uses mechanisms to prevent mistakes from occurring in processes. The document aims to explain these key Lean tools and concepts.
IRJET- Application of Continuous Improvement Process in Manufacturing IndustryIRJET Journal
This document discusses the application of continuous improvement processes in manufacturing industries. It defines continuous improvement as an ongoing effort to improve products, services, or processes through incremental improvements over time. Kaizen is introduced as a Japanese concept that calls for continuous improvement to increase productivity and quality. Some key continuous improvement techniques discussed include 5S, Poka-Yoke, PDCA cycles, value stream mapping, and eliminating types of waste. The implementation of continuous improvement processes involves techniques like total quality management, suggestion systems, JIT production, and empowering employees through small work groups.
Value Chain Analysis, MUDA, Poke Yoke and KaizenHriday Bora
The document discusses Total Quality Management (TQM) concepts including value chain analysis, types of value chains, the value chain model, primary and support activities, uses of value chain analysis, vertical linkages, types of waste (muda), mistake proofing (poka-yoke), and classifications of poka-yoke. It provides details on Porter's value chain definition, the seven types of muda or waste identified by Toyota, principles of mistake proofing, statuses and functions of poka-yoke, and classifications of poka-yoke for servers and customers.
PRODUCTIVITY IMPROVEMENT USING LEAN TOOLS IN PUMP INDUSTRYIRJET Journal
This document discusses improving productivity in the pump industry through the application of lean tools and techniques. It begins with an introduction to lean manufacturing and its goals of eliminating waste. It then discusses various lean tools that were implemented, including takt time analysis, value stream mapping to reduce lead times, SMED to reduce changeover times, and fishbone diagrams for root cause analysis. The results were reduced process lead times, lower inventory levels, improved continuous flow, reduced worker counts, and a 7.7% increase in productivity. Overall, the study shows how lean tools can help identify and reduce waste, leading to productivity improvements in the pump manufacturing industry.
IRJET- Implementing Lean Manufacturing Principle in Fabrication Process- A...IRJET Journal
This document summarizes a case study on implementing lean manufacturing principles to reduce cycle time in a fabrication process. It identifies various wastes in the current welding process, including long setup times, waiting times, and defects. Tools like value stream mapping, 5S, and single minute exchange of dies were used to analyze causes of waste and propose improvements. The changes reduced average welding time from 426 to 325 seconds. Control charts show the reduced process is now stable and in control. A return on investment calculation found the changes would save over 140 hours per year and yield a 252% return, showing the lean improvements are feasible and valid.
Similar to Toolsandmethodsof leanmanufacturing rg (20)
Factory Monthly KPI OF KRC(U-1,2), January to July-2022.pptNittamallik216
The monthly knowledge sharing meeting reviewed the last seven months of performance for Palmal Group of Industries KRC units 1 and 2. Key discussion points included monthly targets versus achievement for production, efficiency, profit/loss and other KPIs. Issues that hampered production were also analyzed, such as delays in input plans, supplies and machine issues. The meeting aimed to understand the current position, identify areas for improvement and set new monthly performance targets.
The document summarizes a knowledge sharing meeting at Palmal Group of Industries. It discusses key performance indicators and production metrics for the previous few months. Key points discussed include monthly target achievement, efficiency rates, profit/loss, defects analysis, and setting new targets. Challenges around style allocation, purchase order delays, and worker absenteeism affecting efficiency are also analyzed.
This document discusses production planning and control. It defines production planning as involving decisions about required resources for manufacturing operations to produce goods at the appropriate time and lowest cost. Production control guides the flow of production so products are made according to plan, schedule, and quality standards. The objectives and techniques of both production planning and control are described, including determining requirements, arranging schedules, implementing plans, and ensuring quality standards are met. The importance of production planning and control for increasing production, coordinating activities, and controlling costs is also highlighted.
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Manual marker making is the oldest method where a pattern maker draws pieces directly onto marker paper laid over fabric. Computerized uses CAD systems to digitally place minimized patterns and automatically generate markers, allowing for higher efficiency but requiring more investment and skilled labor. The document outlines the process, advantages, and types of each marker making method.
1. The document provides monthly summaries of key performance indicators (KPIs) such as targets vs achievement, profit/loss, efficiency, and plans vs results for an apparel factory from January 2022 to May 2022.
2. It analyzes production data by product category, style, and minutes required for different months. The majority of products fall under the "basic" style category requiring 4.51-7.5 minutes to produce.
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This document summarizes the key performance indicators (KPIs) for a factory over the last five months. It reviews production targets and achievements, efficiency rates, profit/loss, machine utilization, defects analysis, and human resources metrics like absenteeism. The meeting objectives are to understand current performance, identify areas for improvement, and set next month's targets. Charts are provided on topics like product category analysis by style/complexity, NPT levels, on-time delivery, and the top five defects. Causes and action plans are outlined for the most common defects.
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This document contains monthly performance summaries for a factory across various key metrics:
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The document contains monthly plan vs achievement status updates for various metrics from June 2021 to August 2021 for a factory. Key metrics reported on include:
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- Profit/loss status excluding abnormal losses for each month
- Revenue achievement against per machine plans for each month
- On-time delivery status for each month
Weekly KPI meeting of Production team .pptNittamallik216
The document contains month-wise plan vs achievement status reports for June-August 2021 of a factory. Key details include:
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- Floor targets vs achievement showed the factory achieving 54.1% efficiency on average against the 75% target.
- Machine utilization rates averaged around 70% while worker absenteeism was around 5%.
- The factory made a small profit each month after accounting for non-productive time (around 0.2%) but lost revenue due to not meeting some machine revenue targets.
- On-time delivery performance was
This document contains month-wise production data for June-August 2021. It includes details on style-wise production quantities compared to plan, non-productive time analysis, machine utilization percentages, worker absenteeism rates, profit/loss figures excluding abnormal losses, and on-time delivery status. Key performance indicators such as efficiency, machine running days, and revenue are reported and compared across the three months.
This document contains monthly KPI reports for planning, production, and efficiency from June 2021 to August 2021. It includes statistics on style analysis, efficiency percentages, non-productive time, machine utilization, worker absenteeism, profit/loss, and on-time delivery. The style analysis shows the quantity and percentage of styles produced within different SMV ranges for each month. Metrics like non-productive minutes, machine utilization, and worker absenteeism are also reported on a monthly basis.
The document summarizes key performance indicators (KPIs) for various departments from monthly knowledge sharing meetings. It includes KPIs such as monthly target vs achievement status, efficiency percentage, product defect rates, revenue, profit/loss, and worker absenteeism. Charts are presented comparing monthly plans to actual results for various metrics. The next steps will be to set performance targets for the next month.
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The document summarizes key performance indicators (KPIs) for Palmal Group of Industries' monthly knowledge sharing meeting. It includes KPIs for planning, production, quality assurance, and human resources. Metrics like target vs achievement, efficiency, defects rates, and financials are provided for the previous months. Areas of underperformance are identified and the next month's targets are to be set.
The document summarizes key performance indicators (KPIs) for Palmal Group of Industries' monthly knowledge sharing meeting. It includes KPIs for planning, production, quality assurance, and human resources. Metrics discussed include target vs actual production quantities, efficiency rates, defect rates, employee absenteeism, and monthly profit/loss. Production data is analyzed by style, including quantities and minutes, and compared to monthly targets.
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- Monthly efficiency percentages achieved versus targets.
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- Machine utilization and worker absenteeism percentages.
- Monthly profit/loss statuses excluding abnormal losses.
- Revenue achievement statuses compared to per machine targets.
- On-time delivery performance.
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Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdfBen Linders
Psychological safety in teams is important; team members must feel safe and able to communicate and collaborate effectively to deliver value. It’s also necessary to build long-lasting teams since things will happen and relationships will be strained.
But, how safe is a team? How can we determine if there are any factors that make the team unsafe or have an impact on the team’s culture?
In this mini-workshop, we’ll play games for psychological safety and team culture utilizing a deck of coaching cards, The Psychological Safety Cards. We will learn how to use gamification to gain a better understanding of what’s going on in teams. Individuals share what they have learned from working in teams, what has impacted the team’s safety and culture, and what has led to positive change.
Different game formats will be played in groups in parallel. Examples are an ice-breaker to get people talking about psychological safety, a constellation where people take positions about aspects of psychological safety in their team or organization, and collaborative card games where people work together to create an environment that fosters psychological safety.
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Katharine Kemp, Associate Professor at the Faculty of Law & Justice at UNSW Sydney, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
1.) Introduction
Our Movement is not new; it is the same as it was for Freedom, Justice, and Equality since we were labeled as slaves. However, this movement at its core must entail economics.
2.) Historical Context
This is the same movement because none of the previous movements, such as boycotts, were ever completed. For some, maybe, but for the most part, it’s just a place to keep your stable until you’re ready to assimilate them into your system. The rest of the crabs are left in the world’s worst parts, begging for scraps.
3.) Economic Empowerment
Our Movement aims to show that it is indeed possible for the less fortunate to establish their economic system. Everyone else – Caucasian, Asian, Mexican, Israeli, Jews, etc. – has their systems, and they all set up and usurp money from the less fortunate. So, the less fortunate buy from every one of them, yet none of them buy from the less fortunate. Moreover, the less fortunate really don’t have anything to sell.
4.) Collaboration with Organizations
Our Movement will demonstrate how organizations such as the National Association for the Advancement of Colored People, National Urban League, Black Lives Matter, and others can assist in creating a much more indestructible Black Wall Street.
5.) Vision for the Future
Our Movement will not settle for less than those who came before us and stopped before the rights were equal. The economy, jobs, healthcare, education, housing, incarceration – everything is unfair, and what isn’t is rigged for the less fortunate to fail, as evidenced in society.
6.) Call to Action
Our movement has started and implemented everything needed for the advancement of the economic system. There are positions for only those who understand the importance of this movement, as failure to address it will continue the degradation of the people deemed less fortunate.
No, this isn’t Noah’s Ark, nor am I a Prophet. I’m just a man who wrote a couple of books, created a magnificent website: http://www.thearkproject.llc, and who truly hopes to try and initiate a truly sustainable economic system for deprived people. We may not all have the same beliefs, but if our methods are tried, tested, and proven, we can come together and help others. My website: http://www.thearkproject.llc is very informative and considerably controversial. Please check it out, and if you are afraid, leave immediately; it’s no place for cowards. The last Prophet said: “Whoever among you sees an evil action, then let him change it with his hand [by taking action]; if he cannot, then with his tongue [by speaking out]; and if he cannot, then, with his heart – and that is the weakest of faith.” [Sahih Muslim] If we all, or even some of us, did this, there would be significant change. We are able to witness it on small and grand scales, for example, from climate control to business partnerships. I encourage, invite, and challenge you all to support me by visiting my website.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Professor Giuseppe Colangelo, Jean Monnet Professor of European Innovation Policy, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
• For a full set of 530+ questions. Go to
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This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
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So many challenges, so little time. While we’re busy developing software and keeping it operational, we also need to sharpen the saw, but how? Gamification can be a way to look at how you’re doing and find out where to improve. It’s a great way to have everyone involved and get the best out of people.
In this presentation, Ben Linders will show how playing games with the DevOps coaching cards can help to explore your current development and deployment (DevOps) practices and decide as a team what to improve or experiment with.
The games that we play are based on an engagement model. Instead of imposing change, the games enable people to pull in ideas for change and apply those in a way that best suits their collective needs.
By playing games, you can learn from each other. Teams can use games, exercises, and coaching cards to discuss values, principles, and practices, and share their experiences and learnings.
Different game formats can be used to share experiences on DevOps principles and practices and explore how they can be applied effectively. This presentation provides an overview of playing formats and will inspire you to come up with your own formats.
This presentation by Tim Capel, Director of the UK Information Commissioner’s Office Legal Service, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
Pro-competitive Industrial Policy – OECD – June 2024 OECD discussion
Toolsandmethodsof leanmanufacturing rg
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Tools and methods of Lean Manufacturing - a literature review
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2. Technological forum 2016
Department of Manufacturing Technology, Faculty of Mechanical Engineering,
Czech Technical University in Prague
Technická 4, 166 07 Praha 6
1
Bibliographic data:
Rewers P., Trojanowska J., Chabowski P., Tools and methods of Lean Manufacturing - a literature
review, proceedings of 7th International Technical Conference TECHNOLOGICAL FORUM 2016,
Czech Republic, 28-30.06.2016, pp.135-139
Tools and methods of Lean Manufacturing - a literature review
Paulina Rewers 1), Justyna Trojanowska 2), Przemysław Chabowski 3)
1) Department of Management and Production Engineering
Piotrowo 3 Str, PL-60-965 Poznan, POLAND
2) Department of Management and Production Engineering
Piotrowo 3 Str, PL-60-965 Poznan, POLAND
3) Department of Management and Production Engineering
Piotrowo 3 Str, PL-60-965 Poznan, POLAND
Abstract in English language: This article presents an overview of methods and tools of Lean
Manufacturing, which are used in enterprises to improve production processes. Article aims to
introduce the reader to both the most commonly used tools as well as those less known. A
description of each method contains an overview of the assumptions, the main objectives and
expected results. The article described tools such as VSM, 5S, SMED, Jidoka, standardization
work, Poka-Yoke, Heijunka, TPM, Hoshin Kanri, Kamishibai, Kanban and the philosophy of Kaizen.
Keywords in English language: Lean Manufacturing, improvement, tools and methods
1. Introduction
The company's situation depends in large part from the a rapid response to changing
customer requirements. Currently, the standard becomes to produce the products exactly on time, in
the desired quantity and quality and with the lowest competitive price. All these activities, of course,
must also generate a certain profit for the company.
Enterprise to achieve its objectives, and most of all to achieve a competitive advantage in the
market must pay special attention to reducing production costs. During the implementation of
subsequent operations arises value of manufactured products thus creating a value stream. It is
important that the individual a value consisting of the price of the product was acceptable by
klienów. That is why more and more importance to improvement of production processes.
Improvement is to identify and eliminate losses occurring in production.
The concept, which allows the improvement of production processes is Lean Manufacturing
(LM). It presumes the elimination of all waste occurring on the production (Japanese. Muda), which
leads to a reduction in the transit time of the material by the process (in English. Lead time). Lean
Manufacturing is derived from the production system TPS (Toyota Production System), whose
creators are Japanese engineers: Sakichi Toyoda, Ki'ichirō Toyoda and Taiichi Ohno [7]. To achieve its
goals manufacturing companies use a variety of tools and methods of Lean Manufacturing. These
include: SMED (ang. Single Minute Exchange of Die), TPM (ang. Total productin Maintenance), 5S,
Poka-Yoke, and other [11].
3. Technological forum 2016
Department of Manufacturing Technology, Faculty of Mechanical Engineering,
Czech Technical University in Prague
Technická 4, 166 07 Praha 6
2
2. Types of waste
The essence of Lean Manufacturing is the elimination of all waste occurring in the enterprise.
This shortens the time between ordering and sending the finished goods to the customer and
increase productivity and reduce manufacturing costs. Taiichi Ohno in his work [11] dedicated to
Lean Manufacturing listed seven types of waste: overproduction, inventory, mistakes and quality
defects, waiting, over-processing, unnecessary transport and unnecessary movement. Currently,
seven types of waste is enriched by yet another - untapped potential employee's [18].
Overproduction is understood as the production of products in advance and in greater
quantities than required by the customer [15]. Overproduction is considered the most dangerous
type of waste, because it translates into significant costs associated eg. Storage, and is the beginning
of other waste. Inventories are keeping more materials, raw materials, work in progress and finished
products than the required minimum. Wastage is the result of overproduction. Can lead to damage
or destruction of products and generates significant transportation and storage costs. Mistakes and
quality defects is understood as work that is not completed with positive results [14]. Waiting for a
product is the time lost due to the expectations of people, material, information, or tool that does
not add value in the manufacturing process. Excessive processing steps are necessary in terms of the
value added, which however must be implemented in order to produce the product. This waste is
understood as well as taking unnecessary time for the implementation of customer demand, as well
as the use of sophisticated and costly technologies without justification. Excess transoprt
unnecessary movement of materials, semi-finished or finished products within the company. This
leads to increased production costs and increase the risk of destruction or damage to the product.
Superfluous movement is not adding any value of physical employee. It results most often from
inadequate organization of the work. The last type waste is underspending the potential employee.
In this context, it is meant ignoring or underspending ideas, competence, talent and time employee
[12].
3. Methods of Lean Manufacturing
In this review article such tools and methods of Lean Manufacturing as: VSM, 5S, SMED,
Kanban, Jidoka, Hoshin Kanri, Heijunka, Standardized Work, Poka-Yoke, Kamishibai, Kanban and
Kaizen philosophy will be presented.
VSM - Value Stream Mapping
A tool widely used in enterprises is VSM – Value Stream Mapping. VSM is a graphical way of
presenting material and information flow in the production system. Map shows all the tasks
undertaken in the process, from the purchase of raw materials and ending with the delivery of
finished products to the customer. This analysis allows the identification of all kinds of waste and
orientation for further action in order to eliminate them [2].
5S method
Another method used for the improvement of production processes is the 5S method. 5S is
the basis for the implementation of Lean Manufacturing. The method name is derived from the first
letters of the Japanese words: Seiri, Seiton, Seiso, Seiketsu, Shitsuke. They are also the names of the
five stages of organization of the work [1]:
Seiri – sorting, selection – the elimination of the workstation of all the items that are
unnecessary to do the job. Step is carried primarily of decreased inventory, and better use
of working space. In accordance with the principle of selection, all unnecessary items
should be marked with a red label and placed in a designated area.
Seiton – systematics – arrangement, designation and selecting a suitable place for all tools
in the workstation at the selection stage. It can help in this instance. board of shadows or
4. Technological forum 2016
Department of Manufacturing Technology, Faculty of Mechanical Engineering,
Czech Technical University in Prague
Technická 4, 166 07 Praha 6
3
color coding each tool. Step is performed to reduce unnecessary traffic employee
performed when searching for tools and elimination of errors the quality of products
resulting from mistakes by properly marking items.
Seiso - cleaning – cleaning and maintenance of the workplace and sets out the standard of
proper cleaning. Stage aims to: maintain positions in good condition, identify and
eliminate the causes of pollution and care of machines.
Seiketsu – standardize – determine the rules for the first three stages of 5S. In this stage,
mainly defines the responsibilities of employees and creates instructions, supporting the
execution of the previous steps. Stage provides a systematic procedure and repeatability
previously entered changes.
Shitsuke – discipline – ratcheting up at the habits of employees to comply with the
previously introduced changes and act in accordance with the standards. It is a difficult
and long stage, because it forces you to change the habits of both production workers and
management.
5S method does not require large financial investment, it allows for the creation and
maintenance of jobs in governance functions and cleanliness shapes and proper organization of the
working environment. It is also the first step in strengthening the employees a sense of ownership in
relation to the workplace.
SMED – Single Minute Exchange of Die
This method allows for shortening to a single minute changeover time is SMED. Developer
methods Shingeo Singo has identified four stages of process improvement changeover equipment
[13]:
analysis of the current state workstation,
separation operations changeover operations internal and external,
transform internal operations in external,
to improve all aspects of the changeover.
The action of bringing the greatest effect in minimizing changeover time is to transform the
operations of internal external. Internal operations, are those whose performance takes place during
the machine downtime. External, are activities that are performed before and after the stoppage.
The more steps will have to move beyond the stop associated with the changeover, the more time
can be spent on production [9].
Standardized work
Standardization work is a tool used Lean Manufacturing for the improvement of work and
improves the sustainability of production processes [1]. Standardization means uniformly operations,
or tasks by all operators. Standardized Work is the best method of operation. This allows the exercise
of all steps in the same way, in the same order and time, at a fixed cost. Standardization also
assumes continuous development of new, better standards, so as to adapt to the constantly
changing customer requirements.
TPM – Total Productive Maintenance
TPM is a tool LM used to eliminate waste associated with technological machines in the
enterprise. TPM is a way of management, integrating all employees to maintain of production
continuity [8]. The main objective of this method is to increase the efficiency and productivity of
machinery and equipment by: a marked decrease the number of failures, reducing the time retooling
5. Technological forum 2016
Department of Manufacturing Technology, Faculty of Mechanical Engineering,
Czech Technical University in Prague
Technická 4, 166 07 Praha 6
4
and adjusting machines and short downtimes and idle (caused frequently absent employee, or
waiting for the tools, material, information, etc.), reducing defects in product quality, decreased time
spent on start-up of production [16].
Kanban
Kanban is a Japanese method of production control, which assumes control not based of the
production schedule, and through events occurring directly on production. The use of Kanban allows
for almost total elimination of pre-magazines (the stock is on the workstation), interoperable, and
finished products. The raw materials are delivered from suppliers with hourly precision, , and thanks
to reserves, production capacity and flexibility of the production process it is possible to produce
almost any product at any time. In contrast, production orders are closely synchronized with orders
received from customers [3].
Kaizen Philosophy
Kaizen philosophy is the concept of continuous improvement, which assumes constant
search for ideas to improve all areas of the organization. It requires the involvement of all the
company's employees, operators, up to the highest level of management. The aim of Kaizen is
permanently replacing waste activities adding value. In practice Kaizen comes to collecting and
implementing ideas of employees, which serve to improve the organization of work, or improving the
production process [5].
Jidoka
The notion of Jidoka refers to the ability to stop the production line or machine by the
operator at the time of the appearance of a malfunction or problems during manufacture. Problems
may be related to the quality of products and delays the manufacturing process due to a lack of
material, tool information. Equipment operators the ability to detect emerging anomalies and
immediately stop the operation, it allows for a more efficient production process. Tools that enable
the implementation of the rules Jidoka are: Poka-Yoke and Andon [19].
Poka-Yoke
Poka-Yoke (jap. Show - any error, Japanese. Yoke - prevention) is a method of preventing
errors coming from mistakes. The main principle in the system Poka- Yoke is that the errors are to
blame processes, not the employees. Poka- Yoke solution is characterized to prevent any errors in
the process. With Poka-Yoke is also possible to obtain reduced time required for training employees,
eliminating many qualility control operations (or its total elimination), reducing the amount of
defects and a 100% control of the process. An example of a Poka-Yoke solution is a SIM card, which
can be put on the phone only one way through the angled corner [4].
Heijunka
Heijunka, or leveling production is mainly aimed at eliminating jumps in production. Leveling
production is known as a method of sequencing products in order to balance the production,
increase productivity and flexibility by eliminating waste and minimizing differences in load
workstations [6]. Balancing production is understood as to avoid sudden jumps in the amount of
manufactured products in the schedule [20]. Production leveling consists in determination of the
sequence and the amount of flow from the process, so that current demand was realized from the
warehouse / supermarket and did not cause sudden changes in the production schedule. Production
schedule should be in a given period of time constant (time largely depends on the seasonality of
products). The aim is to ensure that the products were produced in a particular sequence in batches
of as few pieces. In other words, production leveling is a way of ensuring the availability of products
for customers through a repeatable and uniform flow of products and supplies in the warehouse.
Repeatable flow of products from production also contributes to load balancing workstations.
6. Technological forum 2016
Department of Manufacturing Technology, Faculty of Mechanical Engineering,
Czech Technical University in Prague
Technická 4, 166 07 Praha 6
5
Hoshin Kanri
Hoshin Kanri is a method that allows to focus all the company's ability to improve its
performance through the development of a unified policy and annual management plans based on
the basic concept of the company's management [17]. Hoshin Kanri can have various applications in
the enterprise, starting with strategic planning methods and tools to manage complex projects, the
quality management system (new products are manufactured in the company as a response to
customer demand) up to the operating system, ensuring stable earnings growth. The actions of this
method are carried out in the following stages:
to define the mission and vision in the context of an overall strategy;
defining strategic objectives (3 - 5 years);
defining annual targets;
transferring targets at lower levels;
implementation of the objectives;
inspections objectives;
annual evaluation of the realization of the objectives.
Kamishibai
Kamishibai is a set of simple audits, which are designed to control the work, use of methods
LM, as well as to teach the person controlling find possible improvements to the process or position.
A key element of this system is an array Kamishibai, which is placed directly on the production line.
For the layout prepared a layout line schedule for conducting audits and documentation for the
auditor. Application Kamishibai makes that auditor can be any person working in the company , for
example bodyguards, the production staff, the accounting, personnel and head office. This is possible
thanks to a very simple design of the sheet audit. The sheet contains the most common check list of
areas to check in the form of pictures and images along with the location of the place on the map
layout [10].
Conclusion
In the literature, there are different views and descriptions of the various tools of Lean
Manufacturing. This paper aims to bring all the tools and methods LM, starting from the general 5S,
and ending with the less well-known: Hoshin kanri, leveling production.
Each of the methods of Lean Manufacturing is designed to support the company the
elimination of waste occurring on the production and in achieving the objectives of improving
production. Table 1 is presented a summary of eight types of waste, and sample tools to help
eliminate them.
Table 1. Summary of types of waste and methods of Lean Manufacturing, which help eliminate them,
source: own
Waste Methods of Lean Manufacturing
Overproduction Kanban, Heijunka, VSM
Excessive stocks Kanban, Heijunka, VSM
Mistakes and defects in the quality of products Poka-Yoke, Jidoka, Kamishibai
Unnecessary movement 5S, Standardized work
Unnecessary transport Kanban
Waiting TPM, SMED
Excessive processing Standardized work, Kanban
Untapped potential employee Kaizen
7. Technological forum 2016
Department of Manufacturing Technology, Faculty of Mechanical Engineering,
Czech Technical University in Prague
Technická 4, 166 07 Praha 6
6
The article tools and methods of Lean Manufacturing is only a small fraction of all the
available literature on methods of improving production. The Polish companies have only recently
started to use the basic tools, such as. 5S or SMED. However, over time the company will begin to
implement newer methods LM.
Anknowledgment
The presented results of the research, carried out under the theme No. 02/23/DSMK/7677,
was funded with a grant to science granted by the Ministry of Science and Higher Education.
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