LEAN CULTURE:

To implement and practicing the method of lean manufacturing techniques

in the more effective way.
The method of lean manufacturing is based on the principle of continuous
finding and removal of wastes

The Lean Principle:

_ Eliminate Waste

_ precisely specify Value from the perspective of the ultimate customer

_ clearly identify the process that delivers what the customer values (the Value
Stream) and eliminate all non value adding steps

_ Make the remaining value adding steps Flow without interruption by

Managing the interfaces between different steps.

_ Let the Customer Pull - don’t make anything until its needed, then make it
quickly.

LEAN THINKING:

The lean thinking is the process of implementing the basic formulation of

policy making of the lean culture it very well starts with the brainstorming sessions
with the following questions..

1) Why should be the change?

 What is the change?
 What happens if we don’t change?

2) Where do we want to be?

 What is the vision?

3) Who will be involved?

 What capacity can be committed to support?

4) Is this change program?

 How can we involve our people?

5) What should we do now?

 Is there a strategy for change?
 Do we have a objective for the business and plans to achieve them?
TOOLS IN IMPLEMENTATION OF LEAN MAINTENANCE:

There are four steps in implementing lean manufacturing…

1. Identifying the fact that there are wastes to be removed

2. Analyzing the wastes and finding the root causes for these wastes

3. Finding the solution for these root causes

4. Application of these solutions and achieving the objectives.

The above processes are termed as the process map.

PROCESS MAP:

It maps all the processes and activities to convert a product into reality. And
it can be drawn by connecting all departments and their interconnectivity with the
standard symbols.

When you map the process, you will start to see the;

1. Value added and

2. Non value added activities

It is to differentiate the avoidable, non value added activities from what are non
value added unavoidable activities. This process mapping will lead to the
PARETO ANALYSIS.

The Pareto analysis will be able to tackle the problems easily according to their
importance or their priority. After finding the priority of problems such as

 Machine breakdown

 Raw material problems

 People makes mistake in manufacturing

 Wrong information

 Damages in stores
 After finding out the order of talking of the problems, you have to find out
the root causes for these problems in order to avoid these problems. For an
example if you have frequent machine breakdowns, you will find the cause for
this problem is untrained workers, poor maintenance, poor quality machinery
used etc. then you will be able to analyze these causes again find out the causes for
them as well.

For an example why the staff is not trained properly is because most of them
are new and have not had enough time to be trained. Then you will be able to
come up with a way of training people when they just join in so that you will avoid
this problem. It is generally advised that not to go than three steps down the line in
finding root causes.
 One tool which is extremely important in understanding the root causes of
the problems is brain storming. Also various data collection techniques and
analyzing techniques will help in finding out these root causes.

Representing these root causes and their relevance to the immediate

problem can be achieved with a cause effect diagram or a “Ishikawa Diagram”.

LEAN MAINTENACE THROUGH PROACTIVE MAINTENANCE:

It involves,

 Planned and scheduled maintenance activities through Total

Productive Maintenance (TPM).
  Using the maintenance strategies developed through the application of
Reliability Centered Maintenance (RCM) decision logic.

 Empowered actions using 5S

 Through Kaizen

 Autonomous maintenance

 Computer Managed Maintenance system (CMMS).

 Enterprise Asset Management (EAM).

 Just In Time (JIT).

 Root Cause and Failure Analysis (RCFA)

 Failed part analysis

 Predictive Maintenance (PDM).

 Trend analysis through condition monitoring results.

LEAN TRAINING:

It is to use the lean culture in the more efficient the effective way.

 Mentoring:

1) Powerful tool when trying to change the organizations culture.

2) The opportunity to train, coach and explaining about the desired attitude
and behavior.

 Training by example:

This involves inviting peoples from outside firms who is well known about
the various tactics in the lean culture and by telling the principles through
the examples (i.e. By telling the real world applications related to the
principles and their advantages)

 Metrics for measurement of cultural change:

1) Existing number of machines.

 2) Number of root causes analyses completed.

3) Number of machines where overall equipment effectiveness is evaluated.

4) Number of persons trained in operations group for autonomous

maintenance.

IMPLEMENTATION STRATEGY OF LEAN CULTURE:

 Training to the entire organization.

 Training on any new revised process

 All employees should know about the vision.

 Any change in organizational structure should be presented in vision

statement.

 Consistency of message is very vital element in successful implementation.

 Person who delivers the message is very important.

 Large segment of senior management should be present at the each session.

CHARACTERISTICS OF JUST IN TIME (JIT):

The various characteristics governing with the principle of the JIT are,

 Low manufacturing and distribution cost

 Reduced labor

 Higher degree of product quality and less defects

 Effective use of working capital

 Decrease in production lead time

 Reduced investments for in-process inventory

 Increased productivity

 Faster reaction to demand

 Reduced space requirements

 Reduced overloads
  Uninterrupted work flow

 Total quality control

 Supplier relation

 Employee empowerment

 Customer participation in quality improvement

PULL METHOD:

The idea of Lean in the real world is every time an item which comes out of the
production line, there will be a customer paying for it and ready to take it off our
hands. It is this same customer who creates a pull across the value stream of the
production line. The idea of Lean is simply to bring the real world as close as
possible to that ideal world, and the concept of Pull in lean thinking is a primary
key in becoming “lean.” (Womack et al., 2003).

Pull - letting our customers “pull” product through your production system
as they need it, rather than “pushing” product through your production pipeline
and accumulating it in inventories against forecast future sales — is such a simple
concept with such obvious benefits, we’d think that every manufacturer on the
planet would be doing it, but they aren’t. Why not? Because designing and
implementing a Pull system can be very complex, both physically and politically,
especially if you’re heavily invested in a more traditional (Albeit, more wasteful
and costly) Push system.
 It’s hard to know where to start, and what to change first. (Hinter, 2004)
And is simply to bring the real world as close as possible to that ideal world and
the concept of Pull in lean thinking is a primary key in becoming “lean.”
.

Push: make all we can just in case

Pull : make what’s needed and when we need it

In pull method

 Value is not able to flow throughout the value stream

 Production or withdraw of the parts occurs only when customer
requirements are communicated up the value stream processes
 The flow of the process is through the visual communication media
called Kanban

CHARACTERISTICS OF SUCCESS:

 Matrix approach to continuous improvement

 5s
 Preventive and predictive maintenance programs
 Last piece inspection system
 All production line uses the statistical process control(SFC)
 Quality circles

The actual logic of introducing the pull system in the warehousing that responds
faithfully to the customer demand was introduced by the Toyota’s American
executives. Getting this system in place took it couple of years though Toyota was
a lean organization.
Some of the steps taken by the organization to implement the pull system of lean
in
1989 were:
 The first step along this path was to reducing the bin sizes.
 Relocation of the pasts by size

BEFORE PULL:

There is no logical flow of materials and other vital elements in the

shop floor because of unsequenced arrangement of the factory work area.
AFTER PULL METHOD:

After implementing the pull method there is logical movements of

parts between the bins because of separation of parts according to their demand
and sizes. This will help to locate them easily and it will reduce the clustered flow.