LEAN MANUFACTURING

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LEAN MANUFACTURING
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Introduction

• Modern business model impact on business
• Business growth New technologies
• - Cross border
  markets
• Increasing business cost Lean manufacturing

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Definition

• No conclusive definition
• Principles
• Efficiency Increased value of organization
• Identify and eliminate wasteful processes
• Increased innovation and development

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Research objectives and Approach

• Objective Examine and explore how lean
  manufacturing instruments can be tailored from
  discreet to continuous manufacturing setting and
  assess their impact on business interest
• Hypothesis There are immense prospects and
  opportunities for greater efficiency,
  improvement, and performance of manufacturing
  companys production process in lean
  manufacturing instruments are used
• Approach Methodically establish importance of
  lean manufacturing tool in production

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Background and scope

• Originated from Japan Scarcity of raw materials
  and human labor
• Taiichi Ohno Eiji Toyoda Toyota Motor Group
  Executives
• Toyota Production System - LM
• Principle Reduce waster, produce what customer
  wants at right time and quantity

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Mass Production to Lean Production

• Mass production utilize economies of scale
• Lean Production Functional efficiency and
  effectiveness of production system
• Areas of enquiry
• Staff skills
• Company resources
• Company system and procedures
• Audit role, relationships and responsibilities

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Value Chain Analysis

• Closely linked to value chain analysis (VCA)
• VCA as a Prerequisite for LM identify functions
  not structures of a company
• Identify processes that add value to customers.
• VCA enable manager to identify
• Activities close to organizational objectives
• Cost-intensive activities
• Activities that create value to customers

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Lean Tools and Techniques

• Main instruments include
• Continuous improvement
• Cellular manufacturing
• Waste recognition and elimination
• Production smoothing
• Standardization
• Just-In-Time (JIT) production

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Continuous improvement

• In Japan Kaizen or quest for perfection and
  excellence
• 5Ss
• Sort
• Straighten
• Sweep Clean
• Systemize
• Standardize

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Cellular manufacturing

• The greatest foundation of LM
• Cell production tools and stations
• Enable one-piece flow model
• Product mix extension
• Space utilization
• Reduce transport and communication
• Teamwork and communication
• Visibility and flexibility
• Improved productivity
• Lead time reduction

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Waste recognition and elimination

• Key identifying customer preferences
• Seven subheadings
• Excess production
• Producing faulty or substandard merchandise
• Idle inventories
• Transportation
• Invisible processing
• Waiting

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Production Smoothing

• Derived from Japanese Heijunka - keeping levels
  of production consistent each day
• TPS cost minimized by manufacturing parts that
  could be sold
• Production plan and timetable must be smooth

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Standardization

• Work standardization corollary of waste
  elimination
• Ensure each duty is performed
• Standardization for a specific job, regardless
  of who is performing it, produce same results.

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Just-In-Time Production

• Administrative concept seeks to abolish wastes
• Rely on relationship between sales and purchasing
  department
• Three aspects
• JIT production
• JIT distribution
• JIT purchasing
• All elements integrated and synchronized

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Opportunities for lean

• Not all LM instrument can be applied
  homogeneously
• LM is beneficial to manufacturing companies
• Flexibility Indicates the LM tool to be employed

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Conclusion

• Objective elaborate the broad philosophy of
  lean manufacturing and its relevance to
  production process
• Discrete industries share common attributes
  facilitating implementation of LM tools
• Identification and elimination of wastes
• Implementation of LM hampered by some barriers
• Confirmation of the hypothesis

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Future direction

• Emerging trends in production higher prospects
  of LM
• Conversion of production system to purely pull
  system
• Future design - assimilate push and pull system

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Bibliography of authors

• Prof. Fawaz Abdullah
• Jeffery K. Liker and Thomas Lamb
• Prof. Lerman Crookes
• Cook Robert

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END