LEAN MANUFACTURING

Lean manufacturing is a manufacturing philosophy that shortens the time between customer order and
the product by eliminating sources of waste
Waste
Is anything that adds to the time and cost of making a product but does not add value to the product>
Lean= ,

Lean thinking focuses on value added flow and efficiency of the overall system and synchronizing operations so they
are aligned and producing at a steady pace

THE SEVEN WASTES MUDA-

Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef

Factor
1- Overproduction

2- Waiting

3- Overprocessing

4- Transportati
on

5- Motion

Description

Impact

Unnecessarily producing more than

demanded
Producing it too early before it is needed

risk of
obsolescence
risk of
producing
wrong thing
Possibility of
having to sell
those items at a
discount or
discard them as
scrap.
Costs e.g. labor
costs

Waiting is idle time for workers or machines

due to bottlenecks or inefficient production
flow on the factory floor.
Over-processing is unintentionally doing
more processing work than customer
requires in terms of product quality or
features such as polishing or applying finishing
on some areas of a product that wont be seen by a
customer
Transportation includes any movement of
materials between processing stages that
does not add any value to the product, such
as moving materials between workstations.

Motion includes any unnecessary physical

motion or walking by workers which diverts

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Improvement

Equipment and timescales planned ahead

Elimination of
unnecessary steps in
process

production cycle
times
Inefficient labor
and space
Minor production
stoppages
Slow down the
work

Weight/size of pieces to
ease handling

Use effective project

planning to ensure

Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef

6- Defects

7- Inventory

them from actual processing work.

For example
o Include walking around factory floor to look for a
tool
o Difficult physical movements, due to designed
ergonomics which slow down the workers
Physical defects which is directly add to the
costs of goods sold
Examples
o Errors in paperwork
o Late delivery
o Production to incorrect specification
o Use of too much raw materials or generation of
unnecessary scrap
Having unnecessary high levels of raw
materials, work in progress and finished
product

efficient performance

Reworking waste
times and
materials

Computer modeling
minimizes trial failures

inventory
financial costs
storage costs
defect rates

Ensure suitable customer

outlets available to buy
products so no build up
of stock occurs

1. 5S (HOUSE KEEPING)
Its purpose is to create and maintain an organized, clean, safe and higher performance workplace.
Composed of 5 steps:
1. Seiri (Sort)
Clearly distinguish needed items from unneeded items using red tags
2.

Seiton (Set in order / Straighten)

Arrange needed items in a manner which will make them easy for anybody to retrieve when
required

3.

Seiso (Shine)
To remove the dirt and dust from the working areas as a whole.

4.

Seiketsu (Standardize)
To look after a certain area in such a way to prevent it from getting dirty again.

5.

Shitsuki (Sustain)
To ensure these standards remain consistent and effective.

2. KANABAN

Kanaban literally means signboard or billboard, is a concept related to lean and just-in-time (JIT)
production.
According toTaiichi Ohno, the man credited with developing JIT, Kanaban is one mean through
which JIT is achieved.
Kanabans are usually cards, but the can be flags or a space on the floor

Page 3 of 18

Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef

3. PULL SYSTEM

Pull systems control the flow of

resources in a production process
by replacing only what has been
consumed
They are customer order-driven
production schedules based on
actual demand and consumption
rather than forecasting
Implementing Pull system can help
you eliminate waste in handling,
storing and getting your product to
the customer

Push

Pull Customer triggered production-

Page 4 of 18

Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef
Make all just in case

Make whats needed when we need it

1.
2.
3.
4.
5.
6.
7.

Production approximation
Anticipated usages
Large lots
High inventories
Waste
Management by firefighting
Poor communication

1.
2.
3.
4.
5.
6.
7.

Page 5 of 18

Production precision
Actual consumption
Small lots
Low inventories
Waste reduction
Management by sight
Better communication

Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef

4. JIDOKA
It is described as intelligent automation or automation with a human touch
This type of automation implements some supervisory functions rather than production functions
At Toyota this usually means that if an abnormal situation arises the machine stops and the worker
will stop the production line
Autonomation = Autonomous + Automation
Man character is the difference between automation and autonomation
Machine
Man
Can do repetitive tasks
Repetitive tasks errors
No intelligence
Intelligence
Build intelligence into machine
Autonomation prevents the production of defective products, eliminates overproduction and
focuses attention on understanding the problem and ensuring that it never recurs
It is a QC process that 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
The purpose of auatonomation is that it makes possible the rapid or immediate address,
identification and correction of mistakes that occurs in a process
Autonomation relieves the need for the worker to continuousl judge wether the operation of the
machine is normal; their effort are now only engaged when there is a problem alerted by the
machine.

So the difference between automation and jidoka

Category
Automation
People
Work easier but people still machine
watching
Machines
Machines run to end of cycle or until stop
button is pushed
Quality
Machines crashes and mass production of

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Jidoka autonomation
Productivity improves when
people are multi-process handers
Machines can detect errors and
stop autonomously
Defects and machine crashes are

Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef

Response to problems

defects can occurs

Errors are found later, root cause
correction takes longer

prevented by auto-stop
Errors cause machine to stop and
root cause can be found quicker

Jidoka has three components

1- FULL WORK SYSTEM

2- ANDON

Is a manufacturing term referring to a system to notify management, maintenance and other

workers of a quality or process problem
The centerpiece is a signboard incorporating signal lights to indicate which workstation has the
problem

The alert can be activated manually by a worker using a button, or

may be activated automatically by the production equipment itself
Some modern alert systems incorporate audio alarm, text or other
displays
An andon system is one of the principal elements of the Jidoka
Quality-Control method pioneered by Toyota as part of the TPS and therefore now part of the Lean
approach

Page 7 of 18

Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef

Another example of andon system usage is fire fighting system that locate
the places of fire.
Also andon lights are found in a lot of machines to signal its status

3- POKE YOKE

Poke-yoke is a Japanese term for mistake-proofing

Any operation that relied on human element will run into the problem of errors
Even by applying 100% inspection, you will never catch

more than 80% of errors

The success of poka-yoke is to provide some intervention devices or procedures to catch the
mistake before it is translated into non conforming product

The desired outcomes from poka-yoke can be categorized into the

following four perspectives:
1. Personnel Creative
2. Process Right at first time
3. Quality -Zero defects
4. Mistake Zero error

5. ONE PIECE FLOW

One piece flow means production of the product moves

from one stage to the next stage
one piece at a time.
Compare that to lot production where several units are made
at
a given stage and then all are moved to the next stage at the
same
time
Most operational excellence practitioners promote one piece
movement
One piece movement benefits the manufacturer because there is no idle
time between
the units
With lot production the first piece made cannot move to the next step until
the last piece
in the lot is made so that first piece sits idle

Page 8 of 18

Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef

To implement one piece flow, connect and synchronize each individual

activity process to eliminate the seven categories of waste
This requires improved layouts to minimize the travel distance
between successive operations. In addition the company may
implement work cell sot implement one piece work flow
Create and link U-shaped work cells to complete all process activities in
minimal amount of physical space.
The principals of good work cell layout include
arranging the work sequentially, locating
machines and process close together, and locating
the last operation close to the first operation.

the

8. KAIZEN

Kaizen is a Japanese work for continuous improvement Kai change + Zen good
This is usually referred to as incremental improvement but on a continuous basis and involving
everyone
Western management is enthralled with radical innovation, the enjoy seeing breakthroughs

Page 9 of 18

Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef

o
o
o
o
o
o

The Kaizen strategy involves

Kaizen management: maintain and
improves operating standards
Process versus result
Use PDCA cycle: method of improvement
Quality first
Speak with data
The next process is the customer
While most kaizen activities are a long term
nature by numerous individuals, a different
type of kaizen strategy called Kaizen Blitz involves a kaizen activity in a specific area within a
short time period

9. SMED SETUP REDUCTION

It stands for single minute exchange of die

Page 10 of 18

Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef
The concept is to take a long setup change and reduce it to a single digit of time (nine minute or
less)
There are 2 myths regarding setup times:
What is internal setup?

Its the type of setup that

1- The skill for setup changes comes from the practice and long term experience
must be done when the
2- Long run production is more efficient, it saves setup times and uses productive capacity
machine is shut down
SMED is a system that reduce the dependence on longtime experience of operators
What is external setup?
Its the type of setup that
Long run production can lead to excess inventory and extra storage
can be performed while the
machine is running

The first step is to distinguish between internal and external setup

SEQ
Start
Event
Elapse
time
d time
1
0
Shut down machine
0:30
2
0:30
Get machine parts
3:00
3
3:30
Remove change parts
3:30
4
7:00
Place mew change parts on machine
3:30
5
10:30
Return change parts to storage
3:00
6
14:30
Load material onto machine
1:00
7
15:00
Generate test piece
0:30
8
17:00
Measure and inspect
2:00
9
18:00
Adjust dies
1:00
10
18:30
Generate test piece
0:30
11
18:30
Measure and inspect
1:30
12
20:00
Generate first good piece
1:00
Total time of setup

Int.
0:30
3:30
3:30
1:00
0:30
2:00
1:00
0:30
1:30
1:00

Ext.

3:00

3:00

21:00

The second step is to re-examine the existing internal setup elements and try to convert more of those
elements into external setup.

Page 11 of 18

Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef

10. TAKT TIME

It is a term used to define a time element that equals to the demand rate of customer
Takt is a German word for baton used by orchestra conductor
This provides a rhythm to the process, similar for heart bean

Takt Time=

Net operating time per period

Customer demand rate

Example
Total available time / shift = 480 mins/shift
Break = 60 mins/shift
o Net operating time = 480-60=420 mins/shift
o Customer demand/ shift (day) = 300 pieces
Takt time = 420mins/ day / 300 units / day = 1.4 mins/unit
Every step in the production process must now deliver their contribution to the product in about 84
seconds

What if theres a step that cant deliver in 84 seconds?

-

Then we have a bottleneck, well produce and sell less than we could

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Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef
What if theres a step that can deliver in less than 84 seconds?
-

They still deliver every 84 seconds, even if they have to slow down. If they delivered more
frequently wed build up lots of work in process as other steps cant use its output faster than
once every 84 seconds

Slowing down? Isnt that inefficient

-

Yes, but not optimizing the efficiency of a single step. Were optimizing the whole value stream.
If a step has a lot of space capacity, this could be used to work on another product, but only if it
doesnt endanger the delivery of the first product

Operato
r
A line has 5 operators. The times
1
indicated below:
2
If the takt time for the line is 60
3
Observation
4
Operator 4 exceeds the takt time
5
pace
Total
Option 1
Option
2
Case study

Work time (sec)

45
40
60
70
50
265

allocated for each station are

seconds, whats your observation?
and will not be able to maintain the

53
53
53
53
53
265

66.25
66.25
66.25
66.25
-265

Option 3
60
60
60
60
-240

Balance line
7 seconds of slack for each
operator

Reduce number of operators

and redistribute work load

Eliminate non value added time

using kaizen (improvement)

11. TOTAL PRODUCTIVE MAINTENANCE

TPM has the following meanings:

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Six Sigma Black Belt
Dr. Michael Atef
1- Total effectiveness in the pursuit of economic efficiency
and profitability
2- It includes preventive maintenance
3- Total participation of all employees
The objectives of TPM are Zero Breakdowns and Zero
Defects
Six big losses that have negative impact on machine
effectiveness :
1- Equipment failure (down time)
2- Setup and adjustment
3- Minor stoppages
4- Reduces speed
5- Process defects (scrap)
6- Reduced yield (start up losses)

Page 14 of 18

Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef

TPM METRICS
Overall equipment effectiveness is the prime measure used to evaluate TPM
OEE = Availability * Performance * Quality
Availability: it takes into account Down Time Loss, and is calculated as:
Availability= Operating time/planned production time
Performance takes into account speed loss, and is calculated as
Performance = (total pieces/operating time) / ideal run rate
Quality: quality takes into account quality loss and is calculated as
Quality = good pieces / total pieces

EXAMPLE OEE
The data from a process of
determine its OEE and

Solution

Item
Shift length
Short breaks
Meal break
Down time
Ideal run rate

Data
8 hours = 480 min
2 @ 15 min = 30 min
1 @ 30 min = 30 min
47 min
60 pieces per
minutes
19,271 pieces
423 pieces

Planned production time =

=
Total pieces
Operating time = (planned
Reject pieces
=420-47 = 373
Good Pieces = (Total pieces Rejected Pieces)
= 19271-423 = 18848 pieces
Availability
= Operating Time/Planned Production time
= 343 min / 420 min
= 0.8881 (88.81%)
Performance

=
=
=

(Total Pieces/Operating Time)/Ideal Run Rate

(19271 pieces/373 min) / 60 pieces per min
0.8611 (86.11%)

Quality

=
=
=

Good Pieces/Total Pieces

1848/19271 pieces
0.9780 (97.

OEE

=
=
=

Availability * Performance * Quality

0.8881 * 0.8611 * 0.9780
0.7479 (74.79%)

Page 15 of 18

CALCULATION
cream filling was gathered,
evaluate your output

(shift length breaks)

480-60= 420 min
production time down time)
min

Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef

12. VALUE STREAM MAPPING

Technique used to analyze and design the flow of materials and information required to bring a
product or service to a consumer across multiple processes
How to implement it ?
1- Identify the target product
2- Draw while on the shop floor a current state value stream map, which shows the current steps,
delays and information flows required to deliver the target product or service
3- Assess the current state value stream map
4- Draw a future state value stream map
5- Work toward the future state condition
In a build-to-the-standard from Shigeo Shingo suggest that the value-adding steps be drawn across
the centre of the map and the non-value-adding steps be represented in vertical lines at right angles
to the value stream
Thus the activities become easily separated into the value stream which is the focus of one type of
attention and the waste| steps another type. He calls the value stream the process and the nonvalue streams the operations
Information flow moves form right to the left on the top half of the map
Materials flow moves from left to right on the bottom half of the map
In the map there are process boxes, which have a process data box underneath each one of them
which has information such as: yield changeover time (C/O), equipment reliability (Rel), process
time (P/T), uptime percentage of time that the machine is available for processing and lead time
(L/T)

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Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef

The bottom of the map shows a staggered timeline that compares the processing time (cycle time)
for a job to the production lead time of the entire system.

13. THEORY OF CONSTRAINTS

Goldratt authored a book titled The Goal which introduced a system of thought on the theory of
constraints
Constraint management could be described as removing bottlenecks in a process that limits
production or throughput
Some important definitions according to TOC
Bottleneck resources: resources whose capacity is equal or less than the demand places upon it.
Throughput: the rate at which the system generates money though sales (money coming in)
Inventory: all the money that the system has invested in purchasing things which it intends to
sell (money stuck inside)
Operational expenses: all the money that the system spends in order to turn inventory into
throughput (money going out)
The primary TOC mindset for managing a constrained system is called Drum Buffer Rope
Drum: is the physical constraint of the system or the component or operation that limits the
ability of the entire system to produce more the entire system must march to the beat of the
drum.

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Lean Manufacturing Tools

Six Sigma Black Belt
Dr. Michael Atef
Buffer: protects the drum from inactivity, so that it always has work flowing to it.
Rope: is the work release mechanism for the plant to prevent build up of inventory and WIP.

Hence the TOC process seeks to identity the constraint and restructure the rest of the organization
arount it, trying to break the constraint.

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