Lean

Manufacturing
Presentation-2023
 Table Of
Content

1 3 5
Overview
2 Comparison
4 Tools and methods in
between traditional Lean Manufacturing
The objectives of and lean The 5 principles of
lean manufacturing manufacturing Lean Manufacturing
 1
Overview

1950s
 2
The objectives
of lean
manufacturing
3. Comparison between traditional
and lean manufacturing
Business Strategy Customer Satisfaction

Leadership External Relations

Organization
Production

Cultural Operational capability

Maintenance
 According to Womack and Jones, the five principles of lean
4 manufacturing include defining value, mapping the value stream,
creating flow, using a pull system, and pursuing perfection.
The 5 principles of
Lean Manufacturing
 Define value Map value stream
Value is what the · In this step, the goal is to use the
customer is willing to pay customer’s value as a reference
for. It is paramount to
point and identify all the activities
discover the actual or that contribute to these values.
latent needs of the Activities that do not add value to
customer. the end customer are considered
waste. The waste can be broken
into two categories: non-valued
added but necessary and non-
value & unnecessary.
Create flow
Some strategies for ensuring that
value-adding activities flow smoothly
include: breaking down steps,
reconfiguring the production steps,
leveling out the workload, creating
cross-functional departments, and
training employees to be multi-skilled
and adaptive.
 Establish pull
-The goal of a pull-based system is to
limit inventory and work in process
(WIP) items while ensuring that the
requisite materials and information are
available for a smooth flow of work.
-The pull system makes easier to deliver
products as needed, as in “just in time”
manufacturing or delivery, this means the
customers can “pull” the product from
you as needed..

-> Products don’t need to be built in advance or materials

stockpiled, creating an expensive inventory that needs to be
managed, saving money for both the provider and customer.
 Pursuit perfection

-Accomplishing steps 1-4 is

a great start, but the fifth
step is perhaps the most
important: making lean
thinking and continuous
process improvement a part
of the organizational culture.
All employees should
attempt to strive toward
perfection while delivering
products based on the
customer’s needs.
 5 Manage with intuitive tools
-Visual display boards including charts, measurement tables, process diagrams as a
source of reference information for workers. For example, trend chart, defect rate
Tools and methods in variation chart, monthly shipment progress, etc.
Lean Manufacturing
-Visual control panels, one can use technical indicators to control or signal change.
For example, color or weight control limits indicator palettes help workers quickly
detect when products are out of bounds.
-Visual indications such as the use of lines on the floor of the shop floor to
distinguish the area where products or materials are placed from the flow of
materials in the factory.
 5S
The 5S method includes a number of workplace organization guidelines to organize
workers' work areas and optimize work efficiency.
5S are the first Japanese acronyms for the following phrases:
· Sort (Seiri)
· Set in Order (Seiton)
· Shine (Seiso)
· Standardize (Seiketsu)
· Sustain (Shitsuke)
- Kanban (Workflow management method focusing on optimizing work delivery
across teams and organizational levels)
- Kaizen (Continuous improvement approach)

- Plan-Do-Check-Act (PDCA) (A problem-solving iterative method for improving

processes and products continuously)

- Andon (A production system errors alert system)

7+1 WASTES OF
Lean
Manufacturing
Presentation-2023
Overview of
wastes

The 8 Wastes of
Lean
Manufacturing
Overview of
wastes

=> Wastes : ANYTHING THAT ADDS NO VALUE

 The 8 Wastes of Lean
Manufacturing
DEFECT
D T TRANSPORT

OVER - PRODUCTION O I INVENTORY

WAITING W M MOTION

NON-UTILIZED TALENT
N E EXTRA PROCESSING
 D DEFECT

Daniel Gallego Sebastian Bennett

Jonathan Patterson
Head Of HRD Development Team
Personalia
O OVER - PRODUCTION

W
What: producing more than what is
needed
Causes: batch/push system, keep
producing during idle time
Effects: inventory excess=> money: tied
capital
Solutions: one piece flow, pull system,
JIT, Heijunka
W WAITING

What: where the product is in the

constant position
Causes: machine breakdown,
bad process system: delay, bottleneck
Effect: queue=>waste=>high cost
Solutions: workload balancing, adopting
new technologies, TPM, SMED

N
N NON-UTILIZED TALENT

What: the knowledge, skill, experience,

and other capabilities of an employee are
not fully used.
Causes: less trust, high turnover,
Effects: poor teamwork, missing out on
valuable contributions and improvement
opportunities
Solutions: more training or mentorship
program, company events to connect
employees better
 T TRANSPORT

What: the unnecessary movement of raw

materials, finished goods, work in
process, and tools from one location to
another
Causes: poor process planning, poor
layout
Effects: higher lead time
Solutions: empirial study, spaghetti
diagram, layout optimization
 I INVENTORY

What: excess stock or inventory levels

beyond what is necessary for immediate
use or customer demand
Causes: bottleneck, overproduction
Effects: High inventory cost, tying up
capital, occupying space, and potentially
leading to waste or obsolescence.
Solution: Kanban, just in time, one piece
flow combined with line balancing.
M MOTION

What: The unnecessary movement of the

worker, including lifting, bending down,
or rearranging
Causes: poor , unorganized workplace
Effects: increase lead time, pain for the
worker
Solution: 5S => layout optimization
E EXTRA PROCESSING

What: A process that is far-exceed

expectations or add no further value
Causes: Rework, poor market
understanding, lack of communication
Effects: higher cost
Solutions: Customer Relationship
Management (CRM)
Thank You
For Your Attention