LECTURE -1

LEAN
MANUFACTURING
BY :
DR. RAJEEV TREHAN
HEAD, DEPARTMENT OF INDUSTRIAL AND PRODUCTION
ENGINEERING
ADVISOR, CENTRE OF TRAINING AND PLACEMENT
DR.B R AMBEDKAR NATIONAL INSTITUTE OF TECHNOLOGY
JALANDHAR
INDEX

• Introduction to Production
• Introduction to lean manufacturing
• Types of manufacturing waste
• Origin of Lean
• Toyota Production System
• TPS Concepts
• Lean and Just-in-time
• Timeline
• Case study
PRODUCTION

• Production can be explained as an act of either manufacturing or mining or growing of

goods (commodities) generally in bulk for trade.
• Production is a method employed for making or providing essential goods and services for
consumers.
• It is a process that puts intangible inputs like ideas, creativity, research, knowledge,
wisdom, etc. in use or action. It is a way that transforms (convert) tangible inputs like raw
materials, semi-finished goods and unassembled goods into finished goods or
commodities.
PRODUCTION SYSTEM

• Production system may be defined as:

• The methods, procedure or arrangement which includes all functions required to
accumulate (gather) the inputs, process or reprocess the inputs, and deliver the marketable
output (goods).
EXAMPLES

• Intangible goods : Consider an example from a service industry that of a software

development firm or company. Here, initially, written program codes are used as an
inputs. These codes are then integrated in some database and are provided with a
user-friendly interface through a conversion process. Finally, an output is made available
in form of an executable application program.
• Tangible goods : Consider an example of a manufacturing industry like a Sugar Industry.
Here, sugarcane is first used as an input, then the juice of sugarcane is processed through
a conversion process, finally to get an output known as a refined sugar (used for mass
consumption)
LEAN MANUFACTURING

• Lean Manufacturing – A way to eliminate waste and improve efficiency in a manufacturing

environment.
• Lean focuses on flow, the value stream and eliminating muda, the Japanese word for waste.
• Lean manufacturing is the production of goods using less of everything compared to traditional
mass production: less waste, human effort, manufacturing space, investment in tools, inventory,
and engineering time to develop a new product.
• Lean production, also known as the Toyota production system, means doing more with less- less
time, less space, less human effort, less machinery, less materials- while giving customers what
they want.
WASTE

• Waste is anything that happens to a product that does not add value from the customer’s
perspective.
• Products being stored, inspected or delayed, products waiting in queues, and defective
products do not add value.
TYPES OF WASTE

• Over-Production- producing more than the customer orders or producing early. Inventory of any kind is
usually waste.
• Queues – idle time, storage, and waiting are wastes.
• Transportation – moving material between plants, between work centers, and handling more than once is
waste.
• Inventory – unnecessary raw material, work-in-process (WIP), finished goods, and excess operating
supplies.
• Motion – movement of equipment or people.
• Overprocessing – work performed on product that adds no value.
• Defective product – returns, warranty claims, rework and scrap
ORIGIN OF LEAN
MANUFACTURING
Lean Manufacturing is sometimes
called the Toyota Production
System (TPS) because Toyota
Motor Company’s Eiji Toyoda and
Taiichui Ohno are given credit for
its approach and innovations
TOYOTA PRODUCTION SYSTEM

• Since the Toyota Production System requires that activities, connections, and flow paths
have built-in tests to signal problems automatically, gaps become immediately evident.
• Results of the TPS are improvements in reliability, flexibility, safety, and efficiency.
• These lead to increase in market share and profitability.
UNDERLYING PRINCIPLES TO TPS

• Work shall be completely specified as to content, sequence, timing, and outcome.

• Every customer-supplier connection, both internal and external, must be direct and specify
personnel, methods, timing, and quantity of goods or services provided.
• Product and service flows must be simple and direct – goods and services are directed to a
specific person or machine.
• Any improvement in the system must be made in accordance with the “scientific method”
at the lowest possible level in the organization.
GOALS

• The main objectives of the TPS are to design out:

1. overburden (muri).
2. inconsistency (mura).
3. waste (muda).
• The most significant effects on process value delivery are achieved by designing a process capable of
delivering the required results smoothly; by designing out "mura" (inconsistency).
• It is also crucial to ensure that the process is as flexible as necessary without stress or "muri" (overburden)
since this generates "muda" (waste).
• Finally the tactical improvements of waste reduction or the elimination of muda are very valuable.
CONTT…

• There are eight kinds of muda that are addressed in the TPS.
• The elimination of waste has come to dominate the thinking of many when they look at
the effects of the TPS because it is the most familiar of the three to implement.
• In the TPS many initiatives are triggered by reduction of inconsistency and over-run, both
of which drive out waste without specific focus on its reduction
 PRINCIPLE OF TPS
Continuous improvement
• Challenge (We form a long-term vision, meeting challenges with courage and creativity to realize
our dreams.)
• Kaizen (We improve our business operations continuously, always driving for innovation and
evolution.)
• Genchi Genbutsu (Go to the source to find the facts to make correct decisions.)
Respect for people
• Respect
• Teamwork
OTHER TOYOTA PRODUCTION CONCEPTS

• Heijunka (Production Smoothing).

• Kaizen (Continuous Improvement).
• Poke-Yoke (to avoid inadvertent errors).
• Andon (Signboard).
• Mura,Muri
HEIJUNKA
(PRODUCTION SMOOTHING)
• Heijunka is Japanese term that refers to a system of production smoothing designed to
achieve a more even and consistent flow of work.
• Heijunka as a concept is closely related to lean production and just in time manufacturing.
• A related visual scheduling board known as a heijunka box is often used in achieving
heijunka style efficiencies.
• The use of heijunka as well as broader lean production techniques helped Toyota
massively reduce vehicle production times as well as inventory levels during the 1980s.
KAIZEN

• Meaning- Continuous Improvement

• Kaizen refers to a workplace 'quality' strategy and related to various quality-control systems.
• It aims to eliminate waste (defined as "activities that add cost but do not add value").
• Kaizen is a daily activity whose purpose goes beyond improvement. It is also a process that,
when done correctly, humanizes the workplace, eliminates overly hard work (both mental and
physical.
• It teaches people how to perform experiments using the scientific method and how to learn to
spot and eliminate waste in business processes.
POKE-YOKE

• Poka-yoke (means "fail-safing" or "mistake-proofing“.

• avoiding (yokeru) inadvertent errors (poka)) is a behavior-shaping constraint, or a method
of preventing errors by putting limits on how an peration can be performed in order to
force the correct completion of the operation.
ANDON (SIGNBOARD)

• Andon is a manufacturing term referring to a signboard incorporating signal lights, audio

alarms, and text or other displays installed at a workstation to notify management and
other workers of a quality or process problem.
• The alert can be activated manually by a worker, or may be activated automatically by the
production equipment itself. Typically, it will incorporate both a visual indicator and an
audible alarm.
• An Andon system is one of the principle elements of the Jidoka quality-control method
pioneered by Toyota and now part of the Lean methodology.
CONTT.

• It gives the worker the ability to stop production when a defect is found, and immediately call
for assistance.
• Work is stopped until a solution has been found out. The alerts may be logged to a database so
that they can be studied as part of a continuous-improvement program.
• The system will typically indicate where the alert was generated, and may also provide a
description of the trouble.
• Modern Andon systems can include text, graphics, or audio elements.
• Audio alerts may be done with coded tones, music with different tunes corresponding to the
various alerts, or pre-recorded verbal messages.
PRODUCTION SYSTEM WITH TPS
LEAN AND JUST-IN-TIME

• Lean was generated from the Just-in-time (JIT) philosophy of continuous and forced
problem solving.
• Just-in-time is supplying customers with exactly what they want when they want it.
• With JIT, supplies and components are “pulled” through a system to arrive where they are
needed when they are needed.
• Produced according to what needed, when needed and how much needed.
CONTT.

• Strategy to improve return on investment by reducing inventory and associated cost.

• The process is driven by Kanban concept.
KANBAN CONCEPT

• Meaning- Sign, Index Card.

• It is the most important Japanese concept opted by Toyota.
• Kanban systems combined with unique scheduling tools, dramatically reduces inventory levels.
• Enhances supplier/customer relationships and improves the accuracy of manufacturing schedules.
• A signal is sent to produce and deliver a new shipment when material is consumed.
• These signals are tracked through the refill cycle and bring extraordinary visibility to suppliers
and buyers.
JUST-IN-TIME --- BENEFITS

• Set up times are significantly reduced in the warehouse.

• The flows of goods from warehouse to shelves are improved.
• Employees who possess multiple skills are utilized more efficiently.
• Better consistency of scheduling and consistency of employee work hours.
• Increased emphasis on supplier relationships.
JIDOKA

• Jidoka (meaning ‘autonomation’)-a term used in Lean manufacturing meaning

"automation with a human touch.“
• It is a quality control process used in the Toyota Production System which applies the
following four principles:
1. Detect the abnormality.
2. Stop.
3. Fix or correct the immediate condition.
4. Investigate the root cause and install a countermeasure.
Category Automation Jidoka (Autonomation)

People Work is easier but people still machine Productivity improves when people are
watching multi-process handlers.

Machines Machine run to end of cycle or until Machine can detect errors and stop
stop button is pushed. autonomously.

Quality Machine crashes and mass production Defects and machine crashes are prevented
of defects can occur by auto-stop.

Response Errors are found later, root cause Errors cause machine to stop and root
correction takes longer. cause can be found quiker.
THE RIGHT PROCESS WILL PRODUCE THE RIGHT
RESULTS
1. Create continuous process flow to bring problems to the surface.
2. Use the "pull" system to avoid overproduction.
3. Level out the workload (heijunka). (Work like the tortoise, not the hare.)
4. Build a culture of stopping to fix problems, to get quality right from the start. (Jidoka)
5. Standardized tasks are the foundation for continuous improvement and employee
empowerment.
6. Use visual control so no problems are hidden.
7. Use only reliable, thoroughly tested technology that serves your people and processes.
TIMELINE
CASE STUDY (JAGUAR EXAMPLE)

• At the Jaguar car production plant in castle Bromwich near Birmingham the production
line has been designed using the principles of lean production.
• In the old days Jaguar production took up more factory space because a lot of stocks and
supplies were kept in factory floor. Nowadays, all stocks are kept in a separate storage
area where they are delivered JIT time to feed the production process.
CONTT…

• Case study focuses on the way in which Jaguar, one of the world’s most prestigious car
manufacturers , has employed lean manufacturing of Jaguar S-Type production line at its
Castle Bromwich factory in Birmingham.
• The existing system included:
A hierarchical approach with one supervisor taking responsibility of 30 production line
workers.
‘Tell and do’ approach
NEW SYSTEM
VISBLE MANAGEMENT / VISUAL FACTORY
CONTROL BOARDS
OPEN INFORMATION CENTERS
MATCHING SUPPLY TO DEMAND JUST IN TIME
BENEFITS OF JIT
CONCLUSION

• Lean production has enabled Jaguar to cut out waste in the production of the Jaguar
S-type at Castle Bromwich.
• This involves working more effectively with TAKT time (the time available to produce
each car).
• It has enabled jaguar to effectively develop cars with less resources, time and wastes.
THANK YOU