Lean Principles: Click To Proceed

Lean Manufacturing – eLearning Program
SYBEQ
Lean Principles
Click to proceed
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SYBEQ
Lean Principles
• Continuous flow manufacturing

• Takt time
• Non-value added activities
• Cycle time reduction
Click to go back
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Principle 1:
Continuous Flow Manufacturing
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Continuous Flow Manufacturing
• Material should always move one piece at a time

at the rate determined by the customer.
• Flow of product must be smooth and

uninterrupted.
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Batch Production
• Groups similar machines and similarly skilled people
together. Material handling moves material between
these groups.
• Perceived Benefits - Economics of scale, Scheduling Flexibility
• Disadvantages
• Lot of Work in Process (WIP)
• Sitting inventory hides problems on the floor
• Time delay each time the material enters a group
increasing lead times.
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Batch Production Vs Single Piece Flow
An Example
Consider a simple Radio Manufacturing process.
1. One group assembles the radio
2. Second one fits the speaker
3. Last group tests the radio
Material handling moves batches of size 50

radios between the groups at a time.
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Radio Manufacturing Process - Batch
Radio Speaker Testing

Assembl fitting
y
Packing
&
Shipping
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Batch Process
Each group takes about 30 seconds per radio to
complete the tasks assigned.
So it takes 50 x 30 = 1500 sec or 25 min.for a batch

of radios to move between groups.
Ignoring the material handling time, it would take

25 x 3 = 75 min. to make and test the first batch of
50 radios.
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Batch Process
Thus, it takes 75 min. to get the first batch of
radios ready to ship, even though only 1.5minutes
of value-added work is needed to make a radio.
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Single piece flow
For the same example, lets organize the process
into a single-piece flow work cell.
The equipment needed for assembly, fixing the

speaker and testing are put next to each other.
Thus, we have created a cell.
No Inventory is allowed to build up between these
3 operations.
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Single piece flow – Cell layout
Radio Assembly Cell
Radio
Assembly
Packing
&
Shipping
Testing
Speaker
fitting
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Single piece flow

Since there are 3 operations, each taking 30 sec,
The first radio is processed in just…
30 x 3 = 90 sec. or 1.5 minutes.
Thus the single piece flow takes only 1.5min.

to get the first radio ready to ship.
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Continuous Flow : Advantages

• Delivers a flow of products to the customer with
less delay
• Reduces cost of inventory
• Creates real flexibility
• Improves productivity and safety
• Requires less storage and transport
• Lowers the risk of losses through damage,
deterioration or obsolescence
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Continuous Flow Layout
• Production steps arranged in a straight line or U
shaped cell.
• No WIP.
• Use of single piece flow.
• Each operator and station work with complete

reliability.
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Principle 2: Takt time
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Takt Time
• Time needed to produce as per customer

requirements.
• Used to determine pace of production in

continuous flow manufacturing.
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Takt Time
Takt time = Net operating time per period

Customer requirements per period
where
Net operating time = (Time per shift) – (Time for breaks,
lunch)
Customer requirements = Products required per day
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Takt Time - Example
A fastener company called DLK Ltd supplies
Screws to Great Cars Inc.
Great cars needs 50,000 screws each day.
DLK runs 1 shift of 8hours each day for

producing screws for Great cars. They have
30min lunch and 2 breaks each 10min long.
What is DLK’s Takt time?

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Takt Time - Example
Takt time = Net operating time per period
Customer requirements per period
Takt time = (8 x 60) – 30 – (2 x 10)

50,000
Takt time = 480 – 30 – 20 = 430

50,000 50,000
Takt time = 0.0086 minutes/screw

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Principle 3:
Non-value added activities
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What are Non-value added activities?
• Waste that exists in the process.
• Activities not important to the customer.
• Work elements that the customer will not pay for.
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Non-value added activities: Categories
1. Overproduction
2. Inventory
3. Repair / Rejects
4. Motion
5. Processing
6. Waiting
7. Transport
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Overproduction
• Producing too much.
• Occurs because products are made

earlier or faster or more than is needed by
the next process.
• Uses extra space, raw materials, utilities,

transportation, scheduling costs.
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Inventory
• Raw material, parts, WIP, supplies, finished
goods are all inventory.
• Uses extra space, transportation, labor,

interest on materials.
• Inventory sitting around gathers dust,

deteriorates, becomes obsolete, gets
damaged in handling.
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Repair
Process
Repair
- labor
- additional material
Conforming Non conforming - normal continuous
product product flow gets affected.
Repair
Delivered to Inspection
customer OK Not OK
Delivered to Scrap
customer
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Motion
• Extra unneeded movements
like excessive walks, lift heavy
loads, bend awkwardly, reach
too far, etc. are waste.
• Design new tools to help with strenuous and

tiring motions.
• Redesign workplace layout to take advantage

of the ergonomics.
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Processing
• Additional steps in the manufacturing process.
• Examples
a. Removing burr
b. Reshaping a piece due to poor dies
c. Extra handling process due to lack of space
d. Maintaining extra copies of information
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Waiting
• Operator remains idle waiting for the next

operation.
• Some causes for waiting are machine

downtime, lack of parts, line stoppages,
long changeover times, batch flow of
material.
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Transport
• All forms of transportation are waste.
• Some examples are use of forklifts,

conveyors, trucks.
• Transportation waste is caused by poor plant

layout, poor cell design, use of batch
processes, long lead times, large storage
areas, scheduling problems.
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Principle 4: Cycle-time reduction
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Cycle-time reduction
• The amount of time needed to complete
a single task and move it forward in the
process.
• To make the line flow, all operations

must be completed under the takt time.
• Cycle time reductions improve quality,

reduce waste, increase capacity,
simplify the operation.
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Cycle-time and Takt time (Example)
Process
Operation 1 Operation 2 Operation 3
Consider a process that has 3 operations.

Each operation has a pre determined takt time
based on the customer requirements and net
operating time available.
Cycle time is the total of takt times for all three
operations.
To reduce cycle time, each task must be completed

below the takt time. 32
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Cycle-time and Takt time (Example)
Process
Operation 1 Operation 2 Operation 3
Operation Takt time

1 52 sec
2 45 sec
3 65 sec
Total 162 sec Cycle Time
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Cycle-time reduction
• Kaizen teams take up cycle time reduction
projects.
• The project involves..

a. Data collection and analysis.
b. Work sampling, pace studies, line balancing,
elemental analysis, motion studies and takt
time calculations.
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Lean Manufacturing – eLearning Program

• Continuous flow manufacturing

Continuous Flow Manufacturing

• Material should always move one piece at a time

• Flow of product must be smooth and

• Perceived Benefits - Economics of scale, Scheduling Flexibility

Material handling moves batches of size 50

Radio Speaker Testing

So it takes 50 x 30 = 1500 sec or 25 min.for a batch

Ignoring the material handling time, it would take

The equipment needed for assembly, fixing the

Radio Assembly Cell

Single piece flow

Thus the single piece flow takes only 1.5min.

Continuous Flow : Advantages

• Use of single piece flow.

• Each operator and station work with complete

Principle 2: Takt time

• Time needed to produce as per customer

• Used to determine pace of production in

Takt time = Net operating time per period

Customer requirements = Products required per day

DLK runs 1 shift of 8hours each day for

What is DLK’s Takt time?

Takt time = (8 x 60) – 30 – (2 x 10)

Takt time = 480 – 30 – 20 = 430

Takt time = 0.0086 minutes/screw

• Waste that exists in the process.

• Activities not important to the customer.

• Work elements that the customer will not pay for.

• Producing too much.

• Occurs because products are made

• Uses extra space, raw materials, utilities,

• Uses extra space, transportation, labor,

• Inventory sitting around gathers dust,

• Design new tools to help with strenuous and

• Redesign workplace layout to take advantage

• Additional steps in the manufacturing process.

• Operator remains idle waiting for the next

• Some causes for waiting are machine

• Some examples are use of forklifts,

• Transportation waste is caused by poor plant

Principle 4: Cycle-time reduction

• To make the line flow, all operations

• Cycle time reductions improve quality,

Consider a process that has 3 operations.

To reduce cycle time, each task must be completed

Operation Takt time

• The project involves..

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