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Chapter 15 Lean synchronization Key questions ➤ What is lean synchronization? ➤ How does lean synchronization eliminate waste? ➤ How does lean synchronization apply throughout the supply network? ➤ How does lean synchronization compare with other approaches? Introduction This chapter examines an approach that we call ‘lean synchronization’ or just ‘lean’. It was originally called ‘just-in-time’ (JIT) when it started to be adopted outside its birthplace, Japan. It is both a philosophy and a method of operations planning and control. Lean synchronization aims to meet demand instantaneously, with perfect quality and no waste. This involves supplying products and services in perfect synchronization with the demand for them. These principles were once a radical departure from traditional operations practice, but have now become orthodox in promoting the synchronization of flow through processes, operations and supply networks. Although we will focus on planning and control issues, in practice the ‘lean’ concept has much wider implications for improving operations performance. Figure 15.1 places lean synchronization in the overall model of operations management. Figure 15.1 This chapter covers lean synchronization Check and improve your understanding of this chapter using self assessment questions and a personalised study plan, audio and video downloads, and an eBook – all at www.myomlab.com.
430 Part Three Planning and control Operations in practice Toyota Seen as the leading practitioner and the main originator of the lean approach, the Toyota Motor Company has progressively synchronized all its processes simultaneously to give high-quality, fast throughput and exceptional productivity. It has done this by developing a set of practices that has largely shaped what we now call ‘lean’ or ‘just-in-time’ but which Toyota calls the Toyota Production System (TPS). The TPS has two themes, ‘just-in-time’ and ‘jidoka’. Just-in-time is defined as the rapid and coordinated movement of parts throughout the production system and supply network to meet customer demand. It is operationalized by means of heijunka (levelling and smoothing the flow of items), kanban (signalling to the preceding process that more parts are needed) and nagare (laying out processes to achieve smoother flow of parts throughout the production process). Jidoka is described as ‘humanizing the interface between operator and machine’. Toyota’s philosophy is that the machine is there to serve the operator’s purpose. The operator should be left free to exercise his or her judgement. Jidoka is operationalized by means of fail-safeing (or machine jidoka), line-stop authority (or human jidoka) and visual control (at-a-glance status of production processes and visibility of process standards). Toyota believes that both just-in-time and jidoka should be applied ruthlessly to the elimination of waste, where waste is defined as ‘anything other than the minimum amount of equipment, items, parts and workers that are absolutely essential to production’. Fujio Cho of Toyota identified seven types of waste that must be eliminated from all operations processes. They are: waste from over-production, waste from waiting time, transportation waste, inventory waste, processing waste, waste of motion and waste from product defects. Beyond this, authorities on Toyota claim that its strength lies in understanding the differences between the tools and practices used with Toyota operations and the overall philosophy of their approach to lean synchronization. This is what some have called the apparent paradox of the Toyota production system: ‘namely, that activities, connections and production flows in a Toyota factory are rigidly scripted, yet at the same time Toyota’s operations are enormously flexible and adaptable. Activities and processes are constantly being challenged and pushed to a higher level of performance, enabling the company to continually innovate and improve.’ One influential study of Toyota identified four rules that guide the design, delivery, and development activities within the company. 1 ● Rule one – all work shall be highly specified as to content, sequence, timing, and outcome. ● Rule two – every customer–supplier connection must be direct and there must be an unambiguous yes or no method of sending requests and receiving responses. ● Rule three – the route for every product and service must be simple and direct. ● Rule four – any improvement must be made in accordance with the scientific method, under the guidance of a teacher, and at the lowest possible level in the organization. Source: Corbis/Denis Balihouse
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sixth edition OperatiOns ManageMent
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Further reading in Operations Manag
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Pearson Education Limited Edinburgh
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Contents Guide to ‘operations in
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Contents ix Chapter 12 Inventory pl
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Guide to ‘operations in practice
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Guide to ‘operations in practice
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Making the most of this book and My
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Making the most of this book and My
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Preface xix Illustrations-based Ope
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To the Student . . . Making the mos
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About the authors Nigel Slack is th
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Publisher’s acknowledgements We a
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Part One INTRODUCTION This part of
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Chapter 4 Process design Key questi
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88 Part Two Design Figure 4.2 The d
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90 Part Two Design Environmentally
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92 Part Two Design Figure 4.3 Diffe
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94 Part Two Design Professional ser
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96 Part Two Design Figure 4.4 Devia
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98 Part Two Design Figure 4.6 Proce
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100 Part Two Design Figure 4.8 Flow
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102 Part Two Design Given that an i
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104 Part Two Design From Little’s
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106 Part Two Design The relationshi
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108 Part Two Design Summary answers
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110 Part Two Design the grant appli
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Chapter 5 The design of products an
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114 Part Two Design hopeless lack o
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116 Part Two Design Core products a
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118 Part Two Design Figure 5.3 The
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120 Part Two Design Short case Squa
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122 Part Two Design Critical commen
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124 Part Two Design Reducing design
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126 Part Two Design Figure 5.7 A QF
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128 Part Two Design Purpose Basic f
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130 Part Two Design Interactive des
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132 Part Two Design Early conflict
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134 Part Two Design Summary answers
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136 Part Two Design similar. It was
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Chapter 6 Supply network design Key
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140 Part Two Design The supply netw
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142 Part Two Design a particularly
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144 Part Two Design and expanding o
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146 Part Two Design Figure 6.4 Offs
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148 Part Two Design Controversially
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150 Part Two Design Energy costs. O
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152 Part Two Design product and fas
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154 Part Two Design Figure 6.7 Cent
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156 Part Two Design The blue dotted
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158 Part Two Design Table 6.4 The a
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160 Part Two Design Figure 6.11 Rep
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162 Part Two Design Case study Disn
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164 Part Two Design plastic, and ap
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166 Part Two Design of a failing Di
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170 Part Two Design Figure S6.2 Som
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172 Part Two Design Figure S6.3 Tim
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174 Part Two Design Table S6.3 Expo
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176 Part Two Design a comparative s
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178 Part Two Design Operations in p
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180 Part Two Design The basic layou
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184 Part Two Design Figure 7.5 The
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186 Part Two Design shown with thre
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188 Part Two Design Table 7.2 The a
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190 Part Two Design Combinatorial c
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192 Part Two Design The general fun
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194 Part Two Design Heuristic proce
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196 Part Two Design Figure 7.16 (a)
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198 Part Two Design the total work
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200 Part Two Design Working from th
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204 Part Two Design Table 7.4 Stand
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208 Part Two Design What is process
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210 Part Two Design be used where c
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212 Part Two Design Here we will ex
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214 Part Two Design E-business E-co
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216 Part Two Design Table 8.2 Examp
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218 Part Two Design Customer-proces
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220 Part Two Design ‘drive’ it.
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222 Part Two Design Figure 8.6 Diff
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224 Part Two Design Short case SVT
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226 Part Two Design Table 8.5 Prese
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228 Part Two Design Anticipating im
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230 Part Two Design Case study Roch
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234 Part Two Design Operations in p
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236 Part Two Design Human resource
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238 Part Two Design Table 9.2 Cause
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240 Part Two Design ● Group resou
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242 Part Two Design Job design Job
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244 Part Two Design ● ● ● ●
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246 Part Two Design Figure 9.7 A ty
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248 Part Two Design asked to contri
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250 Part Two Design ● ● ● Eff
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252 Part Two Design Table 9.3 Examp
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254 Part Two Design Qualified worke
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256 Part Two Design Case study Serv
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258 Part Two Design 3 4 5 Step 1 -
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260 Part Two Design them. This mean
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262 Part Two Design Work measuremen
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264 Part Two Design Figure S9.1 Tim
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Chapter 10 The nature of planning a
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Part Four IMPROVEMENT Even the best
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Risk mitigation actions Chapter 19
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Notes on chapters 653 3 Sources inc
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Glossary 659 Breakthrough improveme
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Glossary 667 Reliability: when appl
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Glossary 669 Transformation process
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cumulative representation 317-22 cu
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failures (continued) estimates of o
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inventories (continued) de-coupling
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mitigation of ethical practice brea
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precedence diagrams 197-9, 481 prec
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esources 7-8 business continuity 59
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supply chains (continued) meaning 3
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