Introduction: Lean is defined as "doing more and more with less and less-less human effort,

less equipment, less time, and less space while coming closer to providing customers with
exactly what they want". Other, Lean Production can be defined as an adaptation of mass
production in which workers and work cells are made more flexible and efficient by adapting
methods that reduce waste in all forms. Lean manufacturing or lean production is a
manufacturing system performs a systematic method for waste elimination or reduction and also
maintain productivity. Lean takes into account waste (muda), unevenness in work loads (mura ),
and overburden

muda

mura

Muri

Lean production is a production methodology focused on eliminating waste, where waste is

defined as anything that does not add value for the customer. Although Lean's heritage is
manufacturing, it is applicable to all types of organisation and all an organisation's processes.
Lean production aims to cut costs by making the business more efficient and responsive to
market needs. This approach sets out to cut out or minimise activities that do not add value to the
production process, such as holding of stock, repairing faulty product and unnecessary
movement of people and product around the business. Lean production originated in the
manufacturing plants of Japan, but has now been adopted well beyond large and sophisticated
manufacturing activities. While the origins of Lean principles are not clear, Toyota has been
instrumental in the development and application of Lean, and many tools are derived from the
Toyota Production System (TPS). The tools are rooted in "The Toyota Way," which is focused
on improving the flow or smoothness of production by eliminating unevenness in the production
process. Lean methodology is not concerned with workarounds but with getting to grips with the
root causes of waste.

Types of lean waste: Lean defines seven types of waste, called the "Seven Deadly Wastes."
These are:

What is
Waste Lean tool
it?

Overproduct Productio  Kanban:

ion n ahead of "Pull"
demand. system of
 logistical
control.
 SMED:
Single
Minute
Exchange
of Die.
Quicker
setup
enables
shorter
runs.
 Takt:
Matching
the rate of
production
with the
rate of
demand.

Defects The cost  Poka Yoke:

of defect Mistake-
productio proofing.
n and the Any
effort intervention
required that
to monitor prevents
for mistakes
defects. happening
in the first
place.
 Jidoka:
Automation
with a
human
touch, or
"autonomati
on". Line
 stops when
a defect is
detected.
 Kaizen: An
opportunity
to improve
something.
"Having no
problem is
the biggest
problem of
all." –
Taiichi
Ohno.

Productio  Heijunka:
n Production
interruptio levelling.
ns or time  Standardise
spent d work.
waiting
Waiting
for the
next step
of the
productio
n process.

Motion When  5S:

people Optimise
must the
move ergonomics
more than of the place
necessary of work
for their ("gemba").
part of the
productio
n process.
For
 example,
moving
pieces
between a
remote
bin and
machine.

Stocks of  Just-in-time
finished (JIT)
goods or logistics.
work in  Heijunka:
Inventory
progress Production
not being levelling.
processed.

Excessive  Value
movement stream
of mapping.
materials,  Ergonomic
work in design of
Transport
progress production
or line.
finished
goods.

Processin  Kaizen:
g to Customer-
compensa driven
te for poor improveme
Over
design or nts
Processing
productio
n
processes.
Non-Utilized Talent: This type of manufacturing waste occurs when management in a
manufacturing environment fails to ensure that all their potential employee talent is being
utilized. ▪ Examples of Non-Utilized Talent.

➤Poor communication

➤Failure to involve people in workplace design and development

➤Lack of or inappropriate policies

➤Incomplete measures

➤Poor management

➤Lack of team training

Advantages of lean production:
 Eliminates Waste: Lean principles aim to minimize all forms of waste, from
sources as varied as material defects to worker ergonomics. Many sources of
waste are easy to identify and correct, such as a machine that is out of
adjustment, producing a high volume of defects. Other forms of waste include
environmental conditions that impede worker efficiency. Better lighting may
help a worker read production instructions; moving a file cabinet might eliminate
wasted time for a clerk.
 Worker Satisfaction: Implementing lean principles in your company requires input
and participation from your production staff. They are often in the best place to
see where waste and inefficiency occurs. Not only do they serve as a resource for
you, employees usually respond in a positive way to sincere efforts to involve
them in improvement processes. When they see suggestions and ideas
incorporated, a sense of ownership and satisfaction about their contribution is
more likely to follow.
 Just in Time: JIT is a strategy that suggests large inventories are wasteful of
company resources. Business equity tied up in inventories of raw and finished
goods interferes with cash flow. Money is also saved through reduced
warehousing needs. The perfect JIT scenario would have the raw materials
purchased and delivered at the moment production needs them, and the finished
product is sold and delivered the moment it comes off the line. While this
scenario may be impossible, lean philosophy suggests making improvements
toward the ideal.
 Competitive Advantage: Beyond simply reducing costs and improving efficiency,
lean production techniques introduce systems and develop skills with your staff
that support changes in the workplace that new sales create. Space saved on
warehousing may be used to add new product lines. The same is true of time
savings. Your staff can absorb new work and react quickly to changes in client
demand. Producing work quickly, in short iterations, without waste and delivered
on time enhances your advantage over your competition.

 Increased overall productivity

 Reduced amount of floor space required

 Reduced manufacturing lead time

 Improved flexibility to react to changes

  Improved quality

 Reduce taint problems

 Reduced aggression and fighting

 No requirement for boar taint testing of heavier animals for fresh pork

 At heavy carcase weights the poorer efficiency of castrates may be partly offset by
cheaper diets but entires would still be more efficient.

Disadvantages of lean production:

 New Inefficiencies: Lean techniques can be overused. When tracking of
productivity and waste starts to impact the time used for production, the solution
becomes the problem. When lean principles are first applied, you can expect
larger returns than later down the road. It is tempting to push those expectations,
but you must examine the value of improvements. If you refine throughput to
1,000 parts an hour in one section that you can supply with only 500 parts from a
previous stage, you haven't improved your result.
 Low Margin for Error: JIT principles work best with stable system components.
Delivery times for raw and finished goods are known, and the elements of
production can be scheduled accordingly. Being overly aggressive with JIT
scheduling leaves you vulnerable to systemic bottlenecks. Supplier delivery
issues may cut off your raw materials, interrupting your production flow.
Maintenance emergencies can reduce your production throughput. Any
constraint not accounted for in your JIT planning potentially jeopardizes the
entire system. Margin for error and system waste may be difficult to balance.

 Worker Frustration: When a certain level of refinement is met, using lean methods to
squeeze more economy from production can discourage workers, reversing positive
motivation and undermining your leadership. Trends of backsliding in previous
improvements may indicate worker resentment. Striking a balance between stasis and
continuous improvement is a challenge in any lean environment. A small business may
be more prone to reaching such a refinement because of its less complex nature. Be
aware of how incorporated changes affect your staff to gauge how effective further
pushes will be.

 Difficulty involved with changing processes to implement lean principals

 Long term commitment required

 Very risky process - expect supply chain issues while changing over to lean

 Reduced welfare

 Loss of high welfare image

 Stockworker resistance

 Training and labour cost of castration

 Increased mortality

 Slower growth rate

 Fatter carcases

 Higher feed costs per kg lean production

 Higher waste output and pollution per kg lean produced