LEAN MANUFACTURING

LEAN
MANUFACTURING
PRESENTED BY:
AHMED
HASHIR
 WHAT IS LEAN MANUFACTURING ?

• Lean manufacturing which has its origin in

Japanese Management Systems such as Toyota
Production System – is centered around one
simple concept.
- ELIMINATION OF WASTE OF ALL FORMS –
TYPES OF WASTES
IMPORTANCE OF LEAN

• Lean Manufacturing is implemented in many companies to increase their productivity and reduces
their wastages such as Toyota, Nike , PepsiCo ,Uniliver etc.
• Here is the example of Nike how they implemented Lean and gets the benefits.
 CONCEPTS AND TOOLS OF LEAN
MANUFACTURING
• The Principles of lean
• 5-S
• Visual factory
• Standardized Factory
• Continuous Improvement (Kaizen)
• Just in Time (JIT)
• Value Stream Mapping
• Balanced Work Flow through cell Manufacturing
• TAKT Control : ( Production Rate based on customer)
• Quick Change Over ( QCE)
• Error – Proofing ( POKA - YOKE)
 HOUSE KEEPING -5S

• 5S is one of the first tools that

can be applied in a company
that is starting down the path
of the continuous
improvement culture.
• A 5S implementation helps to
define the first rules to
eliminate waste and maintain
an efficient, safe, and clean
work environment.
5S- FOUNDATION OF LEAN

• Sort
• Set in Order
• Shine
• Standardize
• Sustainability
 1S- SORT

• Principle
• Strategical Management
• Dealing with Causes

• Meaning
• Distinguish between necessary and
unnecessary
• Get rid of what you don’t need
• “When in doubt, Move it out”.
2 S- SET IN ORDER

• Principle
• Functional Storage
• Search Elimination

• Meaning
• Arrange essential items in order
for easy access.
• A place for everything
• Everything on it’s place.
3S- SHINE

• Principle
• Cleaning as inspection.
• Degree of Cleanliness.

• Meaning
• Elimination the source of dirt and filth.
• Cleanliness as a form of inspection.
• Cleanliness everything, inside out.
• Shine Check Sheet
 3S- SHINE CHECK SHEET

Cleaning schedule Month: March/21

Responsible
Cleaning Duration
Person
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Floor Cleaning Per Hour Cleaner

                                                 

Table,Rack and
Monthly Once Cleaner
shelves Cleaning
                                                 

Dustbin Three Days

Cleaner
Cleaning Once
                                                 

Fans and Light

Monthly Once Maintenance
Cleaning
                                                 

Holiday
Holiday

Holiday

Holiday

Holiday
Doors and
Monthly Once Cleaner

 
Window
                                                 

Wall cleaning Monthly Once Cleaner

                                                 

Machines Daily Once Operator

                                                 

Equipment and
Weekly once Operator
tools
                                                 

Signature
                                                     
4S- STANDARDIZE

• Principles
• 5S Standardization.
• Visual Management

• Meaning
• Establish Guidelines
• Make Standard and Guidelines Visual.
• Make Standards so that any abnormality becomes visible.
• Use Visibility Tools.
5S- SUSTAINABILITY

• Principles
• Habit Formation
• Disciplined Workplace

• Meaning
• Training
• Daily 5S- five minute activities.
• Self Discipline.
• Auditing.
• Before and After Photos.
Before 5S Implementation After 5S implementation
BENEFITS OF 5S

• Increase in Productivity
• Reduced lead times thereby improving product delivery times
• Reduces equipment, downtime, maintenance and cycle time
• Improves daily start up time and reduces changeover time.
• Reduces the amount of time wasted on searching tools and equipment.

• Improve in Quality
• Improves quality by reducing the amount of errors/defects.
• Implements standardization thereby achieving output consistency.

• Reduction in Cost
• Provides cost saving by reducing inventory, storage and space requirements.
• Reduces the amount of scarp thereby reducing production cost.
VISUAL WORKPLACE

• A Visual Workplace is a place that is:

• Self Ordering
• Self Explaining
• Self Regulating
• Self Improving
TOOLS OF VISUAL WORKPLACE

• Posters
• 5S Red Tags
• Instructional Diagram
• Tool Organizer
• Label Systems
• Floor Signs
• Floor tape
BENEFITS OF VISUAL WORKPLACE

• Eliminate waste and information deficits

• Improved Safety
• Improved Trainings
• Boost Productivity
• Identify and eliminate abnormal situations.
STANDARDIZED FACTORY

• Standardization combines processes, procedures, and visual work instructions in such a way that
allows people to perform a task or job to the best of their abilities.
• Standardization generally focuses on consistency, achieved by applying a clear set of guidelines and
best practices.
• Standardization another aspect is predictability. You then know exactly what to expect, what the
results will be, and how long it will take. This is reassuring for staff and managers alike, as managers
can then steer processes more easily and staff know in advance what the outcomes should be.
• Standardization also has benefits for customers, as they then know that the products or services they
buy meet certain quality standards.
 BASIC INGREDIENTS FOR STANDARDIZATION

•There are 3 basic Ingredients for Standardization.

1. Process
•By ‘process’, mean several consecutive activities that create an output from an input. Processes center on ‘what’ – they’re the
strategies that define the key manufacturing components.
2. Procedure
•By ‘procedure’, mean the way in which standardization is implemented so that processes can be performed as effectively as
possible. Procedures divide standardized work into steps and define their inputs and outputs.
•3. Job instructions
•Job instructions are the step-by-step instructions that teams receive on the work floor. Their aim is to ensure everyone follows
procedures as correctly, effectively, and safely as possible. Good job instructions provide your staff with all the information they
need to perform a task successfully. They’re the ‘link’ in manufacturing between standardization as a concept and the human
factor.
KAIZEN-CONTINUAL IMPROVEMENT

• Kaizen is an approach to creating continuous improvement based on the idea that small,
ongoing positive changes can reap significant improvements
KAIZEN UMBRELLA
KAIZEN METHODOLOGY

• PDCA CYCLE
• PDCA is an iterative four-
step management method
used in business for the
control and continuous
improvement of processes
and products.
KAIZEN METHODOLOGY

4M
• Man
• Machine
• Material
• Method
KAIZEN METHODOLOGY

7 W Checklist
• Every Work sequence is
analyze through
channelizing following
questions.
KAIZEN CYCLE FOR CONTINUOUS IMPROVEMENT

• Kaizen can be implemented in a seven-step cycle

to create an environment based on continuous
improvement.
1. Get Employees Involved
2. Gather a list of problems
3. Encourage Solutions then choose an idea.
4. Test the Solution.
5. Regularly measure and analyze the results.
6. If Successful, adopt the Solutions.
7. Repeat on an ongoing Basis.
 JUST IN TIME-JIT

• It is the idea of producing exactly what

the customer wants in the quantities
they want, where they want it without
being delay or held upon inventory.
• JIT helps continuous and forced
problem solving via a focus on
throughput inventory.
 GOALS OF JIT

• The ultimate goal of JIT is a balanced, smooth and rapid flow of materials through the
system. This can be achieved by approaching the supporting goals first.
• Zero Defects
• Zero inventories issues
• Zero Set up time
• Zero Handling issues
• Zero Breakdown.
THE SIX BIG LOSES IN MANUFACTURING

• Availability Losses
• Equipment Failure
• Setup and adjustments

• Performance Loses
• Idling and Minor stop such as bottle necks
• Reduced Speed

• Quality Loses
• Process Defects
• Reduced Yields
HOW TO OVERCOME LOSSES?

• Equipment failure loss can be addressed by total productive maintenance(TPM) and proactive
maintenance(PAM)
• Setup and adjustments losses are mostly losses due to changeover time it can be reduced by single minute
exchange of dies(SMED)
• Idling and Minor stop that are mostly due to unskilled labor or bottle necks it can be addressed by process
improvement and training the labor.
• Reduced speed is usually due to large cycle time(extra no. of process) or unbalanced flow of cycle it can be
reduced by value steam mapping and Line Balancing.
• Process defects is usually caused by unskilled labor or machine defaults (alignment, missing or failure etc.)
it can be addressed by training the labor and proactive maintenance.
• Reduced usually caused by bad material quality it can be addressed by improving material quality of vendor.
Road Map to Lean Manufacturing