BMFP 3423 Lean P1 - Dec2022

Introduction to Lean Manufacturing
Introduction to Lean Manufacturing

- OUTLINE -
1.1 History of Lean Manufacturing

1.2 The Principles of Lean Thinking
1.3 Production Wastes
What is Lean Manufacturing?
The core idea is to maximize customer value while
minimizing waste.
Simply, lean means creating more value for

customers with fewer resources.
"value" is defined as any action or process

that a customer would be willing to pay for.
LOWER PRODUCTION COSTS
A $1 $1 $1
B $1 $2 $3
C $1 $1 $0.8
Which one is lean?
HISTORY OF LEAN MANUFACTURING
TOYOTA
PRODUCTION
SYSTEM
T. Ohno S. Shingo
1912 - 1990 1909 - 1990
At Toyota Motor Company, Taichii Ohno and Shigeo

Shingo, began to incorporate Ford production and
other techniques into an approach called Toyota
Production System (TPS) or Just In Time (JIT).
HISTORY LEAN MANUFACTURING
TPS discovered some weaknesses from the Ford

production:
Job structure Product variety
Quality Set-up/
movement changeover time
Continuous flow
All of this took place between about 1949 and

1975. To some extent it spread to other Japanese
companies. When the productivity and quality
gains became evident to the outside world,
American executives travelled to Japan to study it.
Norman Bodek first published the

works of Shingo and Ohno in English.
He did much to transfer this
knowledge and build awareness in
the Western world.
In 1990 James Womack wrote a book called

”The Machine That Changed The World".
Womack's book was a straightforward account

of the history of automobile manufacturing
combined with a comparative study of Japanese,
American, and European automotive assembly
plants.
What was new was a phrase -- "Lean

Manufacturing."
John Krafcik
Former collaborator of James Womack and
reputed originator of the term "Lean
Manufacturing”
…got d idea…
The Principles of
Lean Thinking
1. Customer Value
4. Pull System
2. Value Stream
5. Perfection
3. Continuous Flow
The Principles of
Lean Thinking
1. Customer Value
Value is what the customer wants and only what

the customer wants.
The Principles of
Lean Thinking
2. Value Stream
The value stream are those activities that, when

done correctly and in the right order, produce the
product or service that the customer values.
The Principles of
Lean Thinking
3. Continuous Flow
Quality
problems
In a lean organisation work should flow steadily and

without interruption from one value adding or
supporting activity to the next
bottleneck Mc
breakdown
stoppage
The Principles of
Lean Thinking
4. Pull System
The system should react to customer demand.
In non-lean organisations, work is pushed though

the system at the convenience of the operators
and so you produce outputs that are not required.
The Principles of
Lean Thinking
5. Perfection
As the first four principles are implemented you should get to

understand the system ever better and from this
understanding you should generate ideas for more
improvement.
A lean system becomes yet more leaner and faster and waste
is ever easier to identify and eliminate. A perfect process
delivers just the right amount of value to the customer.
How to practice the
Principles of Lean
Thinking?
1.
Over-
production
2.
7.
Inventory
Over-processing
SEVEN (7)
Production
6. Wastes
3. Waiting
Defects
5. 4.
Transportation Motion
7 Wastes
1. Over-production
Producing more than is needed

hides a multitude of problems.
Excessive set-up times

Machine faults
Risk of producing obsolete stock.
7 Wastes
2. Inventory
Carrying stock attracts cost & storage problems.

Storage leads to stacking, racking, sophisticated
computers, bar coding & automation, all for an
activity that adds no value to the product.
7 Wastes
3. Waiting
Typically, waiting for products & services from

preceding operations, waiting for work from their
previous set-up or waiting for cycles to finish, or
meetings to start.
7 Wastes
4. Unnecessary Motion
Typically, single handed operations where both should

be used, stretching unnecessarily or awkwardly and
walking between things. All of these take time or use
time poorly, none add value.
7 Wastes
5. Transporting
This may appear

unnecessary but does add
value. Large transport is
easily identified but small
transport such as manual
labour may not be so
noticeable. These can be
improved by changes to the
work environment.
7 Wastes
6. Defects (Bad Quality)
Rejects are always produced by

systems and procedures created
by management.
If operators fail it is because the

process allowed them to fail
through inadequate training or
because the process was not
REWORK
capable in the first place.
ONLY
7 Wastes
7. Inappropriate Processing
Adds cost but no value!

e.g. trimming & moulding to a level that is beyond the
required standard adds extra time that customers
do not want to pay for.
7 Wastes – The Elimination of Waste
So, now we understand why must eliminate/reduce the

7 production wastes. In this way, we can;
Produce only what is needed...
Carry only essential stock...
Use transportation more wisely...
Produce work to the standard required...
Plan our production processes...
Put our efforts to the best possible use...
Train to make quality work every time!
…Oooooooo…

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Introduction to Lean Manufacturing

Introduction to Lean Manufacturing

1.1 History of Lean Manufacturing

Simply, lean means creating more value for

"value" is defined as any action or process

At Toyota Motor Company, Taichii Ohno and Shigeo

TPS discovered some weaknesses from the Ford

Job structure Product variety

All of this took place between about 1949 and

Norman Bodek first published the

In 1990 James Womack wrote a book called

Womack's book was a straightforward account

What was new was a phrase -- "Lean

Value is what the customer wants and only what

The value stream are those activities that, when

In a lean organisation work should flow steadily and

The system should react to customer demand.

In non-lean organisations, work is pushed though

As the first four principles are implemented you should get to

Producing more than is needed

Excessive set-up times

Carrying stock attracts cost & storage problems.

Typically, waiting for products & services from

Typically, single handed operations where both should

This may appear

Rejects are always produced by

If operators fail it is because the

Adds cost but no value!

So, now we understand why must eliminate/reduce the

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