what is lean manufacturing?

Answer 1

It is where they do time tests, cleaning, sorting, and changing things around to get better results out of less people doing a job. The company I work for has been doing this for the last year and a half almost two years. The clean all areas affecting, sorting out all of the stuff you dont need to do a job and get rid of it, they may change machinary or the way you do your job and then time test everything to make it run faster. This is just what I know from my experience with lean manufacturing.

Answer 2

It is a management philosophy focusing on the reduction of the
seven wastes, namely:
Over production
Waiting Time
Transportation
Processing
Inventory
Motion
Scraps in manufactured products or any type of business

Answer 3

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Answer 4

The last step before moving your plant to Mexico.

Answer 5

Lean manufacturing is a management philosophy focusing on reduction of the seven wastes

Over-production
Waiting time
Transportation
Processing
Inventory
Motion
Scrap in manufactured products or any type of business.
By eliminating waste (muda), quality is improved, production time and costs are reduced.

To solve the problem of waste, Lean Manufacturing has several "tools" at its disposal.
Most experts now agree, however, that Lean Manufacturing is not just a toolset. Rather it is a holistic, comprehensive, enterprise-wide program designed to be integrated into the organization's core strategy. In addition, experts in this field believe that philosophy-based Lean Manufacturing strategy is the most effective way to launch and sustain lean activities. The so called "Toyota Way," popularized by Dr. Jeffrey Liker's book of the same name, emphasizes the creation of the right kind of environment in which to grow and support Lean Thinking.

Key lean manufacturing principles include:

Pull processing: products are pulled from the consumer end, not pushed from the production end
Perfect first-time quality - quest for zero defects, revealing & solving problems at the source
Waste minimization – eliminating all activities that do not add value & safety nets, maximize use of scarce resources (capital, people and land)
Continuous improvement – reducing costs, improving quality, increasing productivity and information sharing
Flexibility – producing different mixes or greater diversity of products quickly, without sacrificing efficiency at lower volumes of production
Building and maintaining a long term relationship with suppliers through collaborative risk sharing, cost sharing and information sharing arrangements.
Lean is basically all about getting the right things, to the right place, at the right time, in the right quantity while minimizing waste and being flexible and open to change.

Lean thinking got its name from a 1990’s best seller called "The Machine That Changed the World : The Story of Lean Production". The book chronicles the transitions of automobile manufacturing from craft production to mass production to lean production.

The seminal book "Lean Thinking" by Womack and Jones, introduced five core concepts:

Specify value in the eyes of the customer
Identify the value stream and eliminate waste
Make value flow at the pull of the customer
Involve and empower employees
Continuously improve in the pursuit of perfection.



Finally, there is an understanding that Toyota's mentoring process (loosely called Senpai and Kohai relationship) so strongly supported in Japan is one of the ways to foster Lean Thinking up and down the organizational structure. The closest equivalent to Toyota's mentoring process is the concept of Lean Sensei, which encourages companies, organizations, and teams to seek out outside, third-party "Sensei" that can provide unbiased advice and coaching, as indicated in Jim Womack's Lean Thinking book.

Experienced kaizen members at Toyota, for example, often bring up the concept of "Senpai, Kohai," and "Sensei," because they strongly feel that transferring of Toyota culture down and across the Toyota can only happen when more experienced Toyota Sensei continuously coaches and guides the less experienced lean champions. Unfortunately, most lean practitioners in North America focuses on the tools and methodologies of lean, versus the philosophy and culture of lean. Some exceptions include Shingijitsu Consulting out of Japan, which is made up of ex-Toyota managers, and Lean Sensei International based in North America, which coaches lean through Toyota-style cultural experience.

Most of the basic principles of lean manufacturing date back to at least Benjamin Franklin. Poor Richard's Almanack says of wasted time, "He that idly loses 5s. [shillings] worth of time, loses 5s., and might as prudently throw 5s. into the river." He added that avoiding unnecessary costs could be more profitable than increasing sales: "A penny saved is two pence clear. A pin a-day is a groat a-year. Save and have."

Again Franklin's The Way to Wealth says the following about carrying unnecessary inventory. "You call them goods; but, if you do not take care, they will prove evils to some of you. You expect they will be sold cheap, and, perhaps, they may [be bought] for less than they cost; but, if you have no occasion for them, they must be dear to you. Remember what Poor Richard says, 'Buy what thou hast no need of, and ere long thou shalt sell thy necessaries.' In another place he says, 'Many have been ruined by buying good penny worths'." Henry Ford cited Franklin as a major influence on his own business practices, which included Just-in-time manufacturing.

The concept of waste being built into jobs and then taken for granted was noticed by motion efficiency expert Frank Gilbreth, who saw that masons bent over to pick up bricks from the ground. The bricklayer was therefore lowering and raising his entire upper body to get a 5 pound (2.3 kg) brick but this inefficiency had been built into the job through long practice. Introduction of a non-stooping scaffold, which delivered the bricks at waist level, allowed masons to work about three times as quickly, and with less effort.

Frederick Winslow Taylor, the father of scientific management, introduced what are now called standardization and best practice deployment: "And whenever a workman proposes an improvement, it should be the policy of the management to make a careful analysis of the new method, and if necessary conduct a series of experiments to determine accurately the relative merit of the new suggestion and of the old standard. And whenever the new method is found to be markedly superior to the old, it should be adopted as the standard for the whole establishment" (Principles of Scientific Management, 1911).

Taylor also warned explicitly against cutting piece rates (or, by implication, cutting wages or discharging workers) when efficiency improvements reduce the need for raw labor: "…after a workman has had the price per piece of the work he is doing lowered two or three times as a result of his having worked harder and increased his output, he is likely entirely to lose sight of his employer's side of the case and become imbued with a grim determination to have no more cuts if soldiering [marking time, just doing what he is told] can prevent it." This is now a foundation of lean manufacturing, because it is obvious that workers will not drive improvements they think will put them out of work. Shigeo Shingo, the best-known exponent of single-minute exchange of die (SMED) and error-proofing or poka-yoke, cites Principles of Scientific Management as his inspiration (Andrew Dillon, translator, 1987. The Sayings of Shigeo Shingo: Key Strategies for Plant Improvement).

American industrialists recognized the threat of cheap offshore labor to American workers during the 1910s, and what is now called lean manufacturing was explicitly regarded as a countermeasure. Henry Towne, past President of the American Society of Mechanical Engineers, wrote in the Foreword to Frederick Winslow Taylor's Shop Management (1911), "We are justly proud of the high wage rates which prevail throughout our country, and jealous of any interference with them by the products of the cheaper labor of other countries. To maintain this condition, to strengthen our control of home markets, and, above all, to broaden our opportunities in foreign markets where we must compete with the products of other industrial nations, we should welcome and encourage every influence tending to increase the efficiency of our productive processes."

Henry Ford continued this focus on waste whilst developing his mass assembly manufacturing system. "Ford's success has startled the country, almost the world, financially, industrially, mechanically. It exhibits in higher degree than most persons would have thought possible the seemingly contradictory requirements of true efficiency, which are: constant increase of quality, great increase of pay to the workers, repeated reduction in cost to the consumer. And with these appears, as at once cause and effect, an absolutely incredible enlargement of output reaching something like one hundred fold in less than ten years, and an enormous profit to the manufacturer" (Charles Buxton Going, preface to Arnold and Faurote, Ford Methods and the Ford Shops (1915)).

Ford (1922, My Life and Work) provided a single-paragraph description that encompasses the entire concept of waste. "I believe that the average farmer puts to a really useful purpose only about 5%. of the energy he expends. … Not only is everything done by hand, but seldom is a thought given to a logical arrangement. A farmer doing his chores will walk up and down a rickety ladder a dozen times. He will carry water for years instead of putting in a few lengths of pipe. His whole idea, when there is extra work to do, is to hire extra men. He thinks of putting money into improvements as an expense. … It is waste motion— waste effort— that makes farm prices high and profits low." Poor arrangement of the workplace-- a major focus of the modern kaizen-- and doing a job inefficiently out of habit-- are major forms of waste even in modern workplaces.

Ford also pointed out how easy it was to overlook material waste. As described by Harry Bennett (1951, Ford: We Never Called Him Henry), "One day when Mr. Ford and I were together he spotted some rust in the slag that ballasted the right of way of the D. T. & I [railroad]. This slag had been dumped there from our own furnaces. 'You know,' Mr. Ford said to me, 'there's iron in that slag. You make the crane crews who put it out there sort it over, and take it back to the plant.'" In other words, Ford saw the rust and realized that the steel plant was not recovering all of the iron.

Design for Manufacture (DFM) also is a Ford concept. Per My Life and Work, "Start with an article that suits and then study to find some way of eliminating the entirely useless parts. This applies to everything— a shoe, a dress, a house, a piece of machinery, a railroad, a steamship, an airplane. As we cut out useless parts and simplify necessary ones, we also cut down the cost of making. ...But also it is to be remembered that all the parts are designed so that they can be most easily made." The same reference describes Just in time manufacturing very explicitly.

However Ford's mass production system failed to incorporate the notion of Pull and thus often suffered from over production.

It was with Taiichi Ohno at Toyota that all these themes came together and Lean Production finally took form. Levels of demand in the Post War economy of Japan were low and the focus of mass production on lowest cost per item via economies of scale had little relevance. Having visited and seen supermarkets in the US Taiichi Ohno recognised the scheduling of work should not be driven by sales or production targets but by actual sales. Given the financial situation during this period over production was not an option and thus the notion of Pull (rather than sales target driven Push) came to underpin production scheduling. Norman Bodek wrote the following in his foreword to a reprint of Ford's (1926) Today and Tomorrow: "I was first introduced to the concepts of just-in-time (JIT) and the Toyota production system in 1980. Subsequently I had the opportunity to witness its actual application at Toyota on one of our numerous Japanese study missions. There I met Mr. Taiichi Ohno, the system's creator. When bombarded with questions from our group on what inspired his thinking, he just laughed and said he learned it all from Henry Ford's book."


[edit] Types of waste
Toyota defined seven categories or types of waste.

Overproduction (making more than what is needed, or making it earlier than needed)
Transportation (moving products farther than is minimally required)
Waiting (products waiting on the next production step, or people waiting for work to do)
Inventory (having more inventory than is minimally required)
Motion (people moving or walking more than minimally required)
Processing itself
Defects (the effort involved in inspecting for and fixing defects)

[edit] System engineering
Lean is about more than just cutting costs in the factory. One crucial insight is that most costs are assigned when a product is designed. Often an engineer will specify familiar, safe materials and processes rather than inexpensive, efficient ones. This reduces project risk, that is, the cost to the engineer, while increasing financial risks, and decreasing profits. Good organizations develop and review checklists to review product designs.

Companies must often look beyond the shop-floor to find opportunities for improving overall company cost and performance. At the system engineering level, requirements are reviewed with marketing and customer representatives to eliminate costly requirements. Shared modules may be developed, such as multipurpose power-supplies or shared mechanical components or fasteners. Requirements are assigned to the cheapest discipline. For example, adjustments may be moved into software, and measurements away from a mechanical solution to an electronic solution. Another approach is to choose connection or power-transport methods that are cheap or that used standardized components that become available in a competitive market.


[edit] Lean software engineering
Lean and Toyota Production System (TPS) concepts have also been applied successfully in software development. In software engineering the process begins with a requirement review, to eliminate unnecessary requirements, and substitute mechanical and electrical components with software. Software generally has a lower per-component cost than other disciplines, especially in the large production runs typical of a lean product. The design then attempts to eliminate costly software components, especially those that are purchased. Lean in the Software industry is quite similar to Agile software development - some of which explicitly state TPS as a source of inspiration, including Scrum and Extreme Programming (XP).


[edit] Lean healthcare
One of the recent trends in healthcare has been the application of lean principles to improving patient care and reducing medical errors. The Pittsburgh Regional Health Initiative has been one of the leaders in applying lean and Toyota Production System methods in hospitals. Steve Spear, formerly of Harvard, and now with the Institute for Healthcare Improvement, has written multiple Harvard Business Review articles on applying the "Toyota DNA" to healthcare settings.


[edit] Lean implementation program
In summary, an example of a lean implementation program would be:-

Senior management to agree and discuss their lean vision
Management brainstorm to identify project leader and set objectives
Communicate plan and vision to the workforce
Ask for volunteers to form the Lean Implementation team (5-7 works best, all from different departments)
Appoint members of the Lean Manufacturing Implementation Team
Train the Implementation Team in the various lean tools - make a point of trying to visit other non competing businesses which have implemented lean
Select a Pilot Project – 5S is a good place to start
Run the pilot for 2-3 months - evaluate, review and learn from your mistakes
Roll out pilot to other factory areas
Evaluate results, encourage feedback
Once you are satisfied that you have a habitual program, consider introducing the next lean tool. Select the one which will give you the biggest return for your business.

[edit] Lean Leadership
The role of the leaders within the organisation is the fundamental element of sustaining the progress of lean thinking. Key focus areas for leaders are

PDCA thinking
'go and see' philosophy
Process confirmation

[edit] See also
Agile manufacturing
Industrial engineering
Just In Time
Kaizen
Manufacturing
Process Reengineering
Six Sigma
Theory of constraints
Toyota Production System

[edit] Books on lean production
Carlino, Andy and Flinchbaugh, Jamie (2005), The Hitchhiker's Guide to Lean, Society of Manufacturing Engineers , ISBN 0-87263-831-6
Chalice, Robert W, (2005), Stop Rising Healthcare Costs Using Toyota Lean Production Methods - 38 Steps for Improvement, ISBN 0-87389-657-2
Cooper, Robert G. and Edgett, Scott J. (2005), Lean, Rapid and Profitable New Product Development, ISBN 0-9732827-1-1
Emiliani, M.L., with Stec, D., Grasso, L. and Stodder, J. (2003), Better Thinking, Better Results: Using the Power of Lean as a Total Business Solution, The CLBM, LLC Kensington, Conn., ISBN 0-9722591-0-4
Ford, Henry and Crowther, Samuel (2003), My Life and Work, Kessinger Press, ISBN 0-7661-2774-5
Ford, Henry and Crowther, Samuel (1988), Today and Tomorrow, Productivity Press, ISBN 0-915299-36-4
Ford, Henry and Crowther, Samuel (2003), Moving Forward, Kessinger Press, ISBN 0-7661-4339-2
George, Michael L. (2003), Lean Six Sigma For Service, McGraw-Hill, ISBN 0-07-141821-0
Hirano, Hiroyuki and Furuya, Makuto (2006), "JIT Is Flow: Practice and Principles of Lean Manufacturing", PCS, Inc., ISBN 0-9712436-1-1
Imai, Masaaki (1997), Gemba Kaizen, McGraw-Hill, ISBN 0-07-031446-2
Levinson, William A. (2002), Henry Ford's Lean Vision: Enduring Principles from the First Ford Motor Plant, Productivity Press, ISBN 1-56327-260-1
Levinson, William A. and Rerick, Raymond (2002), Lean Enterprise: A Synergistic Approach to Minimizing Waste, ASQ Quality Press, ISBN 0-87389-532-0
Liker, Jeffrey (2003), The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer, First edition, McGraw-Hill, ISBN 0-07-139231-9.
Norwood, Edwin P. (1931), Ford: Men and Methods, Doubleday, Doran, ASIN B000858158
Ohno, Taiichi (1988), Toyota Production System: Beyond Large-Scale Production, Productivity Press, ISBN 0-915299-14-3
Rother, Mike and Shook, John (2003), Learning to See, Lean Enterprise Institute, ISBN 0-9667843-0-8
Schonberger, Richard J. (1986), World Class Manufacturing, Free Press, ISBN 0-02-929270-0
Womack, James P. and Jones, Daniel T. (1998), Lean Thinking Free Press, ISBN 0-7432-4927-5.
Womack, James P., Jones, Daniel T., and Roos, Daniel (1991), The Machine That Changed the World: The Story of Lean Production, Harper Perennial, ISBN 0-06-097417-6