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Lean Thinking

The document outlines the Lean Thinking/Manufacturing approach, emphasizing the identification and elimination of waste (Muda), unevenness (Mura), and overburden (Muri) to create value. It details the original seven wastes of Muda as defined by Taiichi Ohno and presents Toyota's 14 principles for effective production, focusing on long-term philosophy, continuous flow, and standardization. The principles encourage a culture of respect, teamwork, and continuous improvement within the production system.

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20 views6 pages

Lean Thinking

The document outlines the Lean Thinking/Manufacturing approach, emphasizing the identification and elimination of waste (Muda), unevenness (Mura), and overburden (Muri) to create value. It details the original seven wastes of Muda as defined by Taiichi Ohno and presents Toyota's 14 principles for effective production, focusing on long-term philosophy, continuous flow, and standardization. The principles encourage a culture of respect, teamwork, and continuous improvement within the production system.

Uploaded by

vpurohit311
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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LEAN THINKING / MANUFACTURING

Lean approach is to identify waste, find the cause, eliminate the


cause, make improvements and standardize until further
improvements are found. “Becoming lean is a process of
eliminating waste with the goal of creating value”.
The 3 Ms of Lean:
 Muda
 Mura
 Muri

I. MUDA (non value adding activities)

The original 7 wastes (Muda)


developed by Taiichi Ohno, Chief
Engineer at Toyota, as part of TPS.
1. Overproduction
Occurs when manufacturing a product or an element of
the product before it is required.
Might be tempted to produce more looking at idle
worker/equipment time rather than following the Just In
Time philosophy.

2. Waiting
Includes people waiting on material & equipment & idle
equipment.
Caused due to unevenness in the production stations &
can result in overproduction & excess inventory.

3. Transportation
Waste in transportation includes movement of people,
tools, inventory, equipment or products further than
necessary.
4. Inventory
Having more inventory can lead to product defects,
damaged material, greater lead time in production
process inefficient allocation of capital etc.
Caused by – over-purchasing & over-producing.

5. Motion
Waste in motion includes any unnecessary movement
of people, equipment or machinery which includes
walking, lifting, reaching, bending & stretching.

6. Over-processing
Includes doing more work, adding more components or having
more steps in a product or a service than what is required.

7. Defects
When the product is not fit for use.
Results in either reworking or scrapping the product.
II. MURA (unevenness)

Mura is unevenness or inconsistency; it is the uneven demand


levels that we often see in our companies from day to day or
even month to month. We fail to smooth out production and try
to rush as fast as we can from one large batch to the next with
little thought as to what the customers actually need.
Mura drives Muda.
Can be reduced by creating openness in the supply chain, change
product design & create standard work for all operators.

II. MURI (overburden)

Muri is to Overburden your employees or machines, it can also Examples of Muri are:
be seen as “unreasonableness”. It is placing operators and  Working on processes you are not trained in
 Poorly laid out work places
machines under unnecessary stress by making demands on them  Unclear instructions
that are unreasonable and often very unnecessary  Lack of proper tools and equipment
 Fluctuating demand (Mura)
 Lack of proper maintenance / unreliable equipment
 Unreliable processes
 Poor communication routes
TOYOTA PRODUCTION SYSTEM – 14 PRINCIPLES
Toyota has based its efficient and effective production system on 14 management principles as described in ‘The Toyota Way’ book by Jeffrey K
Liker.

1. Apply a long-term philosophy


Always go for the long-term instead of short-term. Even if your immediate future might suffer, you’ll have better chances of surviving and growing as
a company if you look decades into the future. Making money is actually a short term goal, look to generate value for years down the road.

2. Create continuous flow


This means that from the moment the part leaves the inventory to the point of sale, there should be little to no delay. Although a single issue can
shut a whole process down, it’s easier to identify and address.

3. Use pull and avoid overproduction


Again, we love how they want to achieve that balance between what’s actually selling and what they’re making. Eliminating wastage and excess
stock keeps their capital huge and their profits clean.

4. Heijunka
Consistency is more important than meeting demands. You have to maintain a pace that does not over exert the company. If there is a great
demand, your customers simply have to wait. Don’t think of the clients who turn away as lost business, it’s simply good practice not to overtax your
machines and your people.

5. Build the right culture


The lean processes of Toyota Production System shouldn’t be contained to the production line. It should show up even in customer relations and
company meetings.

6. Standardize tasks.
Standard worksheets leave little room for defects and are a perfect guide for a person right there in the production line.
7. Use visual control
Visual cues like cards and sign in the factories are the easiest ways for people to read signals. Always go with what’s easy and familiar to your
workers.

8. Use only tested technology


Keep in mind that tech should only support your production line. You didn’t train your team just to hand them a smartphone with a paid app.

9. Grow leaders who live the philosophy


Egos have no place in the Toyota Production System. Decisions are made by higher-ups with customer and employee feedback since these are the
stakeholders.

10. Develop people and teams


Teamwork can only flourish and help your company if you respect one another. Toyota respects even their competition.

11. Respect your outside forces


Toyota honours its suppliers and strives to better them. They demand strictly and often heavily, but only because they want their suppliers to achieve
excellence as well.

12. Observe and reflect


Managers never stop looking at the process. They repeat the design and implementation again and again searching for ways to improve.

13. Decide slowly, implement fast


Take the time to think and analyse the data. When you’ve made a decision, do not hold back. The time for doubt had already passed.

14. Practice reflection all the time


Toyota Production System leans on the fact that they are a learning organization. There’s always something more to do and develop.

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