Lean Manufacturing Techniques
Description of the tool
What it is
Lean Manufacturing is a systematic method for waste minimization (“Muda”) within a manufacturing system without sacrificing productivity. Lean also takes into account waste created through overburden (“Muri”) and waste created through unevenness in workload (“Mura”). Working from the perspective of the client who consumes a product or service, “value” is any action or process that a customer would be willing to pay for.
Case Study
Objective of the tool
Outcomes
To improve the Quality/Cost/Responsiveness outcomes of a business with the customer at the centre.
Why Used
Every business can benefit from analysis and improvement of its processes. This is a journey of continual improvement employing a structured, well proven, approach
Scope of the tool
Where Used
This tool can be used in any business that has complex processes to meet its customer requirements
How Used
As a methodology it is best introduced as a “pilot” project to demonstrate and showcase the benefits to a generally sceptical wider business audience.
Deployment
Training
The most successful approach for deploying lean within a business is to identify a “pilot” project within the business that is struggling with Q/C/D issues. Appoint a small cross-functional team to lead the improvement pilot, train the basic techniques of lean in a classroom environment,
Tasks Assigned
1. Identify Pilot Project
2. Select Cross-functional Team
3. Set project contract with team & team leader
4. Team leader train team and engage with pilot simultaneously
5. Complete pilot, publish results, share outcome with wider business
Lean Manufacturing – Value Stream Mapping
Description of the tool
What it is
Understanding process and information flow is key to understanding how to make business improvements. This flow – called the “Value Stream”, can be mapped and is a lean-management method for analysing a current business state and used to design a future, improved state for the series of steps that take a product or service from origination to the end user. At Toyota, it is known as “material and information flow mapping”.
Case Study
Objective of the tool
Outcomes
Detailed process steps of the entire business process being examined – this will include Inputs/Outputs/Methods
Why Used
To understand the detailed workings of the business process in order to apply appropriate business improvement techniques, reducing or eliminating non-value added steps and improving process capability
Scope of the tool
Where Used
In any business process that needs to be improved.
How Used
Improvement team, suitably trained and resourced, following the process flow, capturing information – process steps/inputs/outputs/real data
Deployment
Training
Formal classroom training & practical projects.
Tasks Assigned
1. Define and pick the product or service to be evaluated
2. Create the Current State Value Stream Map (CSVSM)
3. Develop the Future State Value Stream Map (FSVSM)
4. Develop an Action Plan to achieve the FSVSM
Lean Manufacturing – Problem Identification & Resolution
Description of the tool
What it is
Structured approach to problem solving – data driven, relevant team involvement. Stages:
1. DETECTION of the Problem
2. PROTECT the Customer
3. DEFINITION of the Problem
4. ANALYSIS of the Root Cause
5. IMPLEMENTATION of Countermeasure
Case Study
Objective of the tool
Outcomes
Structured approach to problem solving – clear understanding of root causes/data driven and solution identified
Why Used
To provide a clear brief for process improvement, to respond to a detected problem where the root cause is unknown and process for improvement is not agreed or clear.
Scope of the tool
Where Used
Where no obvious or agreed root cause exists to a problem but the symptoms of the problem are evident e.g. Quality, Cost or Responsiveness issues exist.
How Used
Improvement team, suitably trained and resourced, following the process flow, capturing information – process steps/inputs/outputs/real data
Deployment
Training
Formal classroom training & practical projects
Tasks Assigned
1. Define – Define the Problem
2. Measure – Map out the current process
3. Analyse – Identify the root cause of the problem
4. Improve – Implement & verify the solution
5. Control – Maintain the solution
Lean Manufacturing – Lean Foundations – 5S/SOP/VM
Description of the tool
What it is
These are the foundations of the Toyota Production System – organised environment, standardised processes and utilisation of visual management techniques.
Case Study
Objective of the tool
Outcomes
To produce an organised, efficient work environment, using standardised processes that everyone follows and require little or no interpretation.
Why Used
To make visible and then eliminate or minimise non-value added activities
Scope of the tool
Where Used
Throughout the entire value stream where people are engaged in value adding activities.
How Used
Map the business value stream, identify logical groups of activities or “cells” of work and apply the principles to each of these “cells” – these could be product or information process flows
Deployment
Training
Formal classroom training & practical projects
Tasks Assigned
1. Identify the process to be improved
2. Use 5S techniques to create an organised environment
3. Use Visual management to make the process clear, simple and value adding
4. Document the process to ensure conformity
Lean Manufacturing – Pull Systems
Description of the tool
What it is
The principle of a pull system is based on developing all business activities with the customer at the centre. The customer determines the demand for each product or service and the business processes need to be aligned to support that. There are many techniques that can be adopted to facilitate this – Kanban, Flow balancing, TAKT, Visual scheduling
Case Study
Objective of the tool
Outcomes
A business activity that is closely aligned to meeting customer requirements.
Why Used
Improves all the business key metrics of quality, responsiveness, cost.
Scope of the tool
Where Used
In any business that is not meeting or exceeding customer expectations at the lowest possible cost.
How Used
As a methodology is it is best introduced as a “pilot” project to demonstrate and showcase the benefits to a generally sceptical wider business audience.
Deployment
Training
Formal classroom training & practical projects
Tasks Assigned
Value Stream Mapping
Balancing flows
Produce to customer demand
Control processes
Measure