Lean Manufacturing Vijay Kapoor – Principal Consultant Naresh K Chawla - Sr. Consultant 1850 Eli Whitney (Interchangeable parts) American Civil War Drawing conventions, Tolerances Modern machine tool development Fredrick Taylor (Standardized work, time study & work standards) 1900
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Vijay Kapoor – Principal ConsultantNaresh K Chawla - Sr. Consultant
Eli Whitney (Interchangeable parts)
Drawing conventions, Tolerances
Modern machine tool development
Fredrick Taylor (Standardized work, time study & work standards)
Frank Gilbreth (Process charts, motion study)
World War I
Henry Ford (Assembly lines, flow lines,
World War II
Deming & Juran (SPC, TQM)
Eiji Toyoda, Taiichi Ohno, Shigeo Shingo
Toyota production system, JIT
Stockless production, World class manufacture
History & Evolution
Before 1850 Craft manufacturing
Rising Cost of Input
(Raw material, Energy)
Competency of employees
Accountability to shareholders & financers
Above all SUSTAINABLE Improvement
- goods and services with higher quality and fewer defects
– with less human effort, less space, less capital, and less time than the traditional system of mass production.
An 8th waste
is the wasted
is the Japanese word for WASTE.
To produce sooner,faster
or in greater quantities
than customer demand.
Seek it out and get rid!
required by the
work in progress
or finished goods
which is not having
value added to it.
of a process.
People or parts
that wait for
a work cycle to
of people, parts or
Unnecessary movement of people
or parts between processes.
1. Reduce lead time
2. Cut operations costs
3. Improve business performance visibility
4. Speed time to market
5. Exceed customer expectations
6. Streamline outsourcing processes
7. Manage global operations
- Running Today’s Factory: A Proven Strategy for Lean Manufacturing, Charles Standard.
Lean manufacturing is a systems approach
Business as Usual
Quality Flexibility Service Variety
- - - - V A L U E - - - -
Variability Response-Time Cost
The critical starting point for Lean Thinking is valueas defined by the ultimate customer.
Typical value-add to lead-time ratio ~ 1%
Value-add activityLean Thinking Principle #2 ……‘Identify the Value Stream’
All the actions required to bring a specific product or service through the three critical transformation processes:
#3: Make the work flow
#4: Respond only when the customer pulls work
#5: Strive to seek perfection
Value stream mapping
Takt time – rate of customer demand
5Ws & 1H
Any communication device used in the work
environment that tells us at a glance how work
should be done and whether it is deviating from the standard
1. Increase productivity
2. Improve quality
3. On-time delivery
4. Reduce inventory
5. Increase equipment reliability
6. Boosts bottom-line profits
Where items belong?
How many items belong there?
What is the standard procedure for doing something?
Status of work in process.
Many other types of information critical to the flow of work activities.
Visual management maintains an orderly work environment.
Employees have quicker and safer access to items that are needed.
Colour-coding is often used to remind employees of where items belong.
If order is not continually stressed, disorder will result and create an unfriendly work atmosphere.
Kaizen & Total Productive Maintenance