Lean QuickStart Guide_ The Simplified Beginner’s Guide to Lean - PDF Room

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Introduction The Lean model for production and manufacturing is a collection of business practices, strategies, and methods that focus on waste elimination and continuous improvement within an organization. Often referred to simply as “Lean,” this business model has applications in every industry, not just the world of manufacturing. All businesses, and many organizations outside the business world, can benefit from Lean’s rigorous and vigilant approach to waste reduction and efficiency. Lean is a management philosophy with a holistic approach that was interpreted from the Toyota Production System, an operations and corporate culture system developed by the popular and highly successful automobile manufacturer, Toyota. At the center of the Lean business concept is the effort to eliminate three types of manufacturing variation and waste: muda, mura, and muri. Muda represents waste in its most physical form, and it directly translates from Japanese as “futility” or “uselessness.” The objective with waste reduction and elimination is to clearly separate the value-added activities from the activities that are identified as wasteful or non-value-added. Muda is the easiest form of waste to understand. It is what many organizations would traditionally classify as waste: defective production, time spent performing non-value-added activities, unnecessary inventory, etc. These specific forms of waste, as well as several other sources of muda, are identified and outlined in detail in the next section. Mura is waste in the sense of unevenness. Distinct from muda and muri, mura is less easily quantified, though no less impactful on operations. Unevenness in workflow can result in unnecessary downtimes or periods of unnecessary stress on equipment, systems, and workforce. From a management stance, unevenness creates another element that all business practitioners seek to eliminate: uncertainty. Irregular intervals are difficult to predict, and therefore, forecasting becomes difficult. A high degree of uncertainty can greatly reduce the responsiveness of an organization’s supply chain. Mindfulness of mura is essential when determining facility layout or assembly protocol as well as understanding and improving the long-term forecasting abilities and short-term
processes for an organization and the ability to respond to fluctuating demand. Muri is a failure to understand capabilities or to succumb to the effects of overburden. This is a tangible concept when applied to facility layout and assembly and manufacturing processes; too much of a workload on a system can cause failure or increase rates of defective production. Overburden in conjunction with unevenness can also create expensive bottlenecking within an organization. Wear and tear on machines or repetitive strain injuries among the workforce can be reduced or alleviated through ensuring that only value-added activities are being performed, as well as through reduction of waste in other areas.
Page 3: LEAN
Page 7 and 8: Contents ACCESS YOUR FREE DIGITAL A
Page 9: BEFORE YOU START READING, DOWNLOAD
Page 14 and 15: | 1 | Six Components of Lean Philos
Page 17 and 18: Defective Production Defects equal
Page 19 and 20: incur costs. Transportation is inev
Page 21 and 22: materials can also be disrupted, ca
Page 28 and 29: 3. Simplicity Simplicity is a golde
Page 30: Restart the cycle with the newly st
Page 33 and 34: 1. Initial Perceptions This is a de
Page 35: fig. 7 : A sample A3 master sheet.
Page 39 and 40: 5. Visibility Visibility within an
Page 41: 6. Flexibility Flexibility is an es
Page 44 and 45: prescribes five other pillars: the
Page 46 and 47: | 2 | Lean Production In This Chapt
Page 49 and 50: But if the pull production system i
Page 51: —raw materials to the delivery of
Page 54: distance moved, and time taken are
Page 57: from specific components. The compo
Page 61 and 62:
The above graphic is an example of
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What decision makers can learn from
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Kanban Kanban, translated from Japa
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5. Under no circumstances should de
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Takt Time Takt time is yet another
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The result, 400 minutes, is the net
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Just-in-Time Just-in-Time (JIT) is
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possible, and line changes are sche
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ut on-time delivery, service, and v
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Facility Layout & Uniform Plant Loa
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Process Layout Process facility lay
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Production Leveling
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Leveling by Product Mix Though in p
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Other Tools : Six Sigma Though not
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To evaluate the current state of sy
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Key Questions (Answers on pg. 137)
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| 3 | The Lean Toolkit The Lean Too
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Manpower Manpower encompasses every
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The 4 S’s of Service (not to be c
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Poka-Yoke While many of the Lean ma
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for business activities: High Criti
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additional set of criteria by which
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focusing steps is always to improve
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evaluation, or production method, a
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Sort The sort portion of the 5S met
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A clean work environment is also th
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entire industry of Lean consultants
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Implementation Concerns The Lean bu
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Page 142 and 143:
Appendix Value Stream Mapping Sampl
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the process where inputs (raw mater
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Step 3 : Add the Flow of Materials
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Step 5 : Add Relevant Process Data
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Due to some confusion over the sawt
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Glossary 5M—The 5 M’s of manufa
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Kanban—A flow-oriented method of
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generally assumed to be homogeneous
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Answers
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Chapter Two 1c, 2b, 3b, 4a, 5d, 6b,
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Chapter Four 1b, 2c, 3a, 4b, 5d
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About ClydeBank Media We are a mult
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Explore the World of BUSINESS TO EX
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ClydeBank Media is a Proud Sponsor
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Copyright © 2016 by ClydeBank Medi
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Copyright © 2016
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All Rights Reserved ISBN-13 : 978-1
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