Lean

LeanFactory
Factory Management
Management
(Toyota
(The Way)
Toyota Way)

Training at AMA , Ahm

Date:25-26nov-08

Faculties: Mr.N.R.Arora.
Mr.A.Pundit.
Mr.Deepak Shukla.
 Introduction to Lean
Introduction To lean
• Lean means thin , having only muscles no fats.
This same also relates to the factory management
in Toyota Manufacturing System(TMS).

Lean is an concept generated by auto giant

Toyota. There is no book or any certifications
over lean.Toyota’s founder was Toyoda,Japan.

This is the only concept which is keeping Toyota

on numero uno position from last few years and
that too in such an atmosphere in which there is
a global crisis in the auto sector.
 .
• The companies working on lean are known as
WORLD CLASS ORGANISATIONS.

• The biggest draw back of companies like GM

motors for low margins and striving for
existence is ignorance of LEAN.

• Lean concentrates on removing non value

adding activities.
 Focus
Focusof Lean:
of Lean
(Elimination ofMuda)
(Elimination of Muda)
• Muda (Japanese word) means non value adding
activities whether in factory or any where else.

Note:
Whenever we do any process it involves activities
either value adding or non value adding.
Lean emphasize on removal of non value adding
(NVA)activities through out the process.
 Types
TypesofofMuda and examples
Muda with Examples

Sr.No Types of MUDA EXAMPLES

1 Transport Improper plant layout, travel of outsource material & travel
of raw material from source to plant.
2 Motion Travel to other departments for documentation etc.
3 Waiting Material procurement and approval for indent.
4 Defects/Rework Re-machining , inspection
5 Over processing Going in lower tolerance limit in machining & more finished.
6 Inventory Raw material & finished goods piling in FG area
7 Over production Piling up of stock irrespective of weak demand in the market
8 Unused talent supervisors must assess the potential of their sub ordinates
,Extract the positive from all.
Muda Means non Value adding activities
 Building
World Class, Lean, Fit, Competitive
&
Sustainable Organizations
Identify, Reduce & Eliminate Muda (Waste) Continually– across the Value Chain

S C
U U
S
P ADD VALUE
P Through T
Focus Focus
L on
TOTAL Employee Involvement
(TEI) on O
I
Quality, Cost Continual Process Quality, Cost M
& Delivery Improvements & Delivery
E Zero Defects E
Application of Lean Tools
R ( AVCI- 9 steps) R
S S

TFM TPM TQM TSM THM

(TOTAL FLOW MANAGEMENT) (TOTAL PRODUTIVE MAINTENANCE) (TOTAL QUALITY MANAGEMENT) (TOTAL SERVICE MANAGEMENT) (TOTAL HUMAN MANAGEMENT)

Building World Class Organizations = “TOTAL LEAN MANAGEMENT”

Building Lean Foundations through TOP Management Commitment & 5S

Add Value Consulting Inc. (AVCI) is the sole licensee of Value Adding Workshops - VAW™ and Value Adding Counseling – VAC™
www.avci-lean.com
© Add Value Consulting Inc. 2008
 A) Scope for Improvement
A1) As cast chamfer to be provided in castings to avoid
additional work on generating chamfers.
A2) High (M.R.R.) material removal rate should be in
action by using proven methods.
A3) Use of high productive methods, machines and
tooling.
A4) Machining allowance on each product needs to be
checked carefully in each product and necessary
corrections should be introduced based on
observations , to avoid extra work.
A5) The subordinates should be highly
motivated to execute a particular target, by
proper supervision.
A6) In-house capacity should be enhanced for
all processes so that Through put time should
be less i.e. by avoiding transportation of
outsourcing.
A7) Generate same attributes as of low cost
supplier for cost control in all processing
segments.
A8) Utilize full potential / capacity of machines.
 B)Implementation plan
B1) Form quality circle teams to execute 5-S and
Kaizen activities through out the plant properly.
5’S is the base of all improvement tools.
B2) Supervisor must have a compulsory interaction
with all the employees in a month to discuss
targets ,months performance, new developments
and efficient techniques and tools.He should be a
teacher to subordinates.
B3) There should be an interdepartmental audit for 5-S
, to assess monetary effectiveness of 5-s or Kaizen
etc.
 .
B4) Small documentaries should be made to depict the
situation before and after change or implementation
of 5’s.These will be ideal motivator for others.
B5) 5’S campaign should be introduced in all
departments .The campaign must have a good 5’s
logo.
B6) Minimise paper work and use electronic media as
far as possible.
B7) Utilise full potential of machines.(Eg. Hyd press
one more shift running for cones dedicated for
ovality removal)
THANK YOU.