Introduction to

“Lean”

MSCP CARPARK
What is the purpose of Lean? Guiding principle of Lean

• Lean thrives on simplicity

To serve the customers (ultimately) • Complex systems tend to be expensive, unwieldy,

variation and error-prone
in the best possible way
• In practice: identify the level of technology and
complexity that is appropriate for the need – that
which will only add value

Foundation of Lean CUSTOMERS

• Customer value • Who are the customers?

• What does the customers really want?

• Value-stream analysis
• What does the customer want today, where they are?
• Flow, Pull, Improvement, Perfection
• What will the customer want tomorrow, where they may be?

• (Lifestyle, technology, markets, demographics

change all the time)
Ideal outcome
• From the moment the customer asks for it, products and
services make their journey through a set of only value-
added activities until they reach their destination
• Manufacturing: No excess inventory, no backflows, no
defects and rework, no outages of any type, no equipment
breakdowns
• What about Non-manufacturing / Service?
Foundation of TPS (Toyota Production System)
• Foundation: Operational Stability
• Orders are timely and accurate
• Schedules are stable and leveled
• Equipment is run as planned
• Qualified staff are in place
• Standardized work is documented and implemented
Towards the ideal outcome
• How? Re-organize the environment
• Standard methods with minimal variation… Processes
must be synchronized precisely to the customer’s rate
of consumption
• Flow rather than Batch; Pull rather than Push
• Remove preconceived notions about job boundaries,
departmental organizations, or any other blocks that
could prevent the implementation of Lean
Value-added criteria
• The customer must be willing to pay for it
• The activity must transform the product or
service in some way
• The activity must be done correctly the first
time
Value added: how about non-
manufacturing? Noriaki Kano

Customer value and the Kano

model

• Needs

• Wants

• Delighters
 Practical Issues
Example of Kano’s Model: THE UNIVERSITY EXPERIENCE
Inspiring and
enlightening Realistic and
insights instructive
examples
• Are our customers too varied (The
three Kano categories may not be the
Clear delivery of
course material
same for different customers)?

• Do we have a stable system (cf TPS)?

3M’s in Lean Two types of Muda

• Muda (wastes) • Type I muda: include actions that are non value-
TIMWOOD
added, but are for some other reason deemed
Transport
Inventory necessary: these forms of wasted usually cannot be
Motion
Waiting eliminated immediately
Overprocessing
Overproduction
Defects
• Type II muda are those activities that are non value-

• Mura (unevenness) added and are also not necessary: these are the first

• Muri (overdoing; overburden) targets for elimination