Manufacturing

This system was adopted from

Toyota Production System
(TPS)
Lean
Methodology:

 Lean Manufacturing originated

from the Toyota Production
System (TPS)

 This system is widely adopted

across various industries to
enhance operational efficiency
and competitiveness.
Lean Methodology:

 Lean Manufacturing is a production methodology aimed at optimizing

efficiency and minimizing waste within manufacturing systems.

 It focuses on delivering maximum value to customers by eliminating

non-value-adding activities and streamlining processes.

Key Principles of Lean Manufacturing:

1. Value:
Identify what the customer values and focus on delivering that.
2. Value Stream:
Map out all the steps in the production process and eliminate those that do not add value.
3. Flow:
Ensure that the production process flows smoothly without interruptions.
4. Pull:
Produce only what is needed when it is needed, reducing excess inventory.
5. Perfection:
Continuously improve processes to achieve perfection and eliminate waste.
Lean Manufacturing

- Reduced Waste:
Minimizes waste in materials, time, and effort.
- Increased Efficiency:
Streamlines processes to improve productivity.
- Cost Savings:
Reduces costs by eliminating unnecessary steps and optimizing resource use.
- Improved Quality:
Enhances product quality by focusing on value and continuous improvement.
- Customer Satisfaction:
Delivers products that meet customer needs more effectively.
Tools and Techniques:

GEMBA KAIZEN
JIDOKA POKAYOKE JUST IN TIME (JIT)
VALUE STREAM MAPPING ANDON KANBAN
Sort (Seiri):
•Goal: Eliminate unnecessary items from the workplace. 5’s
•Action: Identify what is needed and what is not. Remove or dispose of items that are not used frequently.
Set in Order (Seiton):
•Goal: Arrange essential items so they are easy to access and use.
•Action: Organize tools, equipment, and materials in a manner that promotes workflow. Label everything clearly.
Shine (Seiso):
•Goal: Keep the workplace clean and tidy.
•Action: Clean the workspace regularly. This includes equipment, tools, and work areas. Create a cleaning schedule
and assign responsibilities.
Standardize (Seiketsu):
•Goal: Establish standards for maintaining organization and cleanliness.
•Action: Develop procedures and routines to maintain the first three S's. Implement best practices and standard
operating procedures.
Sustain (Shitsuke):
•Goal: Maintain and review standards over time.
•Action: Foster a culture of continuous improvement and discipline. Conduct regular audits and training sessions to
ensure the 5S principles are being followed.
KAIZEN
•Continuous Improvement:
Kaizen emphasizes ongoing, incremental improvements rather than large-scale changes.

•Employee Involvement:
All employees, from management to front-line workers, are encouraged to contribute ideas for
improvement.

•Focus on Process:
The main goal is to improve processes by eliminating waste and inefficiencies.

•Standardization:
Once an improvement is made, it becomes the new standard and is documented for consistency.
 Just-In-Time (JIT)

Just-In-Time (JIT) is an inventory management strategy that Key Elements of JIT

ensures raw materials are ordered from suppliers precisely when 1.Reduced Inventory Costs
they are needed for production. The key goal is to increase efficiency
and decrease waste by minimizing inventory holding costs. This 2.Efficient Production

approach requires accurate demand forecasting and close 3.Quality Improvement

coordination with suppliers.
4.Supplier Relationships
Kanban is a visual workflow management method used to
optimize the flow of tasks and improve efficiency in a project
or process. Originating from the Japanese automotive industry,
Kanban helps teams visualize work, limit work in progress
(WIP), and maximize efficiency.

Key Elements of Kanban:

1. Visual Board
2.Work In Progress (WIP) Limits
3.Continuous Delivery
4.Pull System
 Gemba is a Japanese term meaning "the real place." In business, it refers to the
practice of going to the shop floor or actual place where work is done to
observe processes, identify issues, and find opportunities for improvement.
This practice is known as a Gemba Walk.
Simple Outline of a Gemba Walk:
1. Go to the Gemba:
Visit the actual place where work is performed.
2. See and Observe:
Watch the process without interrupting. Take notes and gather data.
3. Ask Questions:
Engage with employees to understand their challenges and gather insights.
4. Think and Analyze:
Reflect on what you've observed and identify potential improvements.
5. Do and Implement:
Plan and implement changes based on your observations and analysis.
 1. Contact Method - Prevents errors by identifying differences in shape,
size, or other physical attributes.
• Example: A connector that only fits one way to ensure proper
connection.
2. Fixed Value Method - Ensures the correct number of movements or
actions are performed.
• Example: A dispenser that releases a fixed amount of material each
time.
3. Motion-Step Method - Verifies that the right sequence of steps is
followed.
• Example: A machine that will not start unless a safety guard is in place.
4. Visual Indicators - Uses color coding, lights, or labels to guide the
user.
• Example: Traffic lights to control the flow of pedestrian and vehicle
movement.
Poka-Yoke is a Japanese term that means 5. Sensors and Alarms - Uses sensors to detect anomalies and alarms to
alert users.
"mistake-proofing" or "error-proofing." It's a
• Example: A beeping sound when a car's seatbelt is not fastened.
technique used to prevent errors by designing 6. Checklists - Ensures all necessary steps are completed.
• Example: A pre-flight checklist for pilots to ensure all safety protocols
processes and systems in such a way that are followed.
7. Design Features - Incorporates features into the product design to
mistakes are either impossible or immediately prevent incorrect use.
• Example: A SIM card tray that can only fit the SIM card in one
detectable. orientation.
Andon
A visual feedback system that
alerts operators to problems in the
production process:
• Allows for quick response and
resolution of issues.
• Improves communication and
problem-solving.
Automation with a human touch:
•Machines stop automatically when an error is detected.
•Enables immediate intervention to correct issues.
Value stream mapping (VSM) is a lean manufacturing technique that helps companies visualize the flow of
materials and information in their business. It's a tool that can help companies identify problem areas and pinpoint
what needs to be fixed.
• What it is Types of VSM maps - There are three types of VSM maps:
VSM is a flowchart that shows the steps involved in producing a Current state - Ongoing value delivery process steps
product or delivering a service. It's a key technique in Lean and Six
Sigma methodologies. Ideal state - Efficient use of resources, including materials, time, and labor
• What it helps with Future state - Perfect conditions where there are no constraints or
VSM helps companies analyze their current state of work and bottlenecks
develop a more efficient future state. It can help companies identify Components of VSM - A VSM includes three types of flow:
areas that don't add value to the process and reduce them.
• How it works The flow of information,
VSM helps companies visualize their workflow, which can help them The flow of materials,
uncover problems they might not have noticed before. The flow of time
Any Questions?