LEAN

LEAN PRODUCTION
PRODUCTION SYSTEMS
SYSTEMS

JITENDRA SHARMA
IMT, NAGPUR
 THE
THE ROAD
ROAD MAP
MAP

• Lean
• Ford vs. Toyota
• Type of Activities
• Waste/Muda
• Core Philosophy of Lean
• Three Enemies
 FORD
FORD AND
AND ITS
ITS PRODUCTION
PRODUCTION SYSTEM
SYSTEM
• FORD interchangeable parts -
standardize the assembly task –
Taylorism
• Reduced variability so improved quality
and utilisation – huge batches, low
variety
• Streamlined production process, which
improved effectiveness, making the
process faster;
• The goal was to utilize expensive
equipments – and to achieve economies
of scale
 TMC
TMC AND
AND ITS
ITS PRODUCITON
PRODUCITON SYSTEM
SYSTEM
• TMC grew out of Toyota industries – manufacturers
of automated looms, prior to WW II – tried to
replicate Ford – failed – no economy of scale – no
domestic market
• Toyota started with trucks being supplied to Army
during the war - One head light and simplistic
minimalist design
• Out of this challenging environment of scarcity,
TPS was developed - it has evolved over the
decades – gold standards in OM – elimination of
waste and system to serve demand
• 2007 TM had gone past in sales to GM and Ford in
20 years
•
WHAT
WHAT ACTUALLY
ACTUALLY IS
IS LEAN?
LEAN?
 LEAN
LEAN OPERATIONS
OPERATIONS -- TPS
TPS

• TPS is not buzzwords like JIT, Kanban, etc.

• Implementing them won’t lead to lean
systems
• It’s much more than that
• TPS is not off the shelf solutions to various
operational problems
• It’s a complex set and configurations of
various routines ranging from HRM to
management of prod processes
 LEAN
LEAN OPERATIONS
OPERATIONS -- TPS
TPS
• Lean is a systematic method originating manufacturing industry for
the minimization of waste (muda) within a manufacturing system
without sacrificing productivity.
• Lean also takes into account waste created through overburden
(muri) and unevenness in work loads (mura).
• The term was first coined by John Krafcik in his 1988 article, "Triumph
of the Lean Production System", based on his master's thesis at the
MIT Sloan School of Management.
• Krafcik's research was continued by James P. Womack, Daniel Jones,
and Daniel Roos called The Machine That Changed the World.
• Lean is the set of "tools" that assist in the identification and steady
elimination of waste. As waste is eliminated quality improves while
production time and cost are reduced.
 TYPES
TYPES OF
OF ACTIVITIES
ACTIVITIES IN
IN ANY
ANY SETUP
SETUP

• Value adding activities

• Non value adding activities
– TRANSPORT
– INVENTORY
– MOTION
– WAITING
– OVERPRODUCTION
– OVERPROCESSING
– DEFECTS

• Required non value adding

activities
 HOW
HOW THESE
THESE ARE
ARE TO
TO TREATED?
TREATED?

• With value added activities, the work is work and

there is not a lot of opportunity to change the
content, short of automating
• With non value adding activity, you have the
opportunity to make the activity go away by re-
designing your processes and procedures
• With required non value adding activity, you
have the opportunity to greatly reduce the cost
through process redesign. Here you still need to
get the activity done, but how you do it is under
your control
 LEAN
LEAN IN
IN NUTSHELL
NUTSHELL

• Lean Manufacturing has evolved over years

• Took Toyota twenty long years to master it (TPS)
• Elimination of waste
• Eliminate uncertainty / volatility in
systems/processes
• Reduction in Variability
• Dynamic - Continuous improvements
• Flexibility
 JUST
JUST IN
IN TIME
TIME

• JIT is the philosophy of manufacturing based on planned

elimination of all waste and on continuous improvement
of productivity.
• JIT is a total manufacturing system encompassing
product design, equipment selection, materials
management, quality assurance, line layout, job design,
and productivity improvement.
• Inventories are reduced as much as possible to increase
productivity, to improve quality, and to reduce
production lead times and hence, customer response
times.
• The production/material control system associated with
JIT is called the Kanban system.
 TPS
TPS -- THE
THE PACKAGE
PACKAGE
• HEIJUNKA: uniform plant loading/leveling prod. schedule
• JIDOKA: quality at source/built-in-quality/autonomation
• KAIZEN: bit by bit improvement
• MUDA, MURI AND MURA: no value/overload/uneven
• ANDON: authority to stop
• GEMBA: place of work
• GENCHI-GENBESTU: go, see and report
• HANSEIKAI: reflection meetings
• HOSHIN KANRI: policy deployment
• KANBAN: card/visual signal based pull-system
• 5S: Seiri (Sort) Seiton(Set in order) Seiso (Shine)
Seiketsu (Standardize) Shitsuke (Sustain)
THANKS
THANKS AA LOT
LOT