Lean Manufacturing

It is a management model focused on creating flow to deliver maximum value to clients,

using minimal resources.
Creating flow focuses on the reduction of the eight types of "waste" in manufactured
products:

Overproduction

Timeout

Transportation

Over-processed

Inventory

Movements

Defects

Overused human potential

When we eliminate waste, improve quality and production time and cost are reduced.
The lean tools include continuous analysis process called kaizen, pull production
(kanban), and elements and processes "failsafe" (poka yoke), all from the genba or
value area.
A crucial aspect is that most costs are calculated in the design stage of a product. Good
organizations develop and review checklists to validate product design.
The principles of lean manufacturing are:

Perfect quality from the beginning: pursuit of zero defect detection and solving

problems at their source.

Minimization of waste: elimination of all activities that do not add value and

safety nets, optimizing the use of scarce resources (capital, people and space).
Continuous improvement: reducing costs, improving quality, increasing
productivity and information sharing.

Processes "pull ": products are requested by the customer, not pushed by the

end of production.
Flexibility: produce different products quickly, without sacrificing efficiency due

to lower production volumes.

Building and maintaining a long term relationship with suppliers taking
agreements to share the risk, costs and information.

Lean is basically everything about getting the right things at the right place at the right
time, in the right quantity, minimizing waste, being flexible and open to change.
Origin
Lean manufacturing or lean production, often simply "lean", is a systemic method for the
elimination of waste ("Muda") within a manufacturing process. Lean also takes into
account waste created through overburden ("Muri") and waste created through
unevenness in workloads ("Mura"). Working from the perspective of the client who
consumes a product or service, "value" is any action or process that a customer would
be willing to pay for.
Essentially, lean is centered on making obvious what adds value by reducing everything
else. Lean manufacturing is a management philosophy derived mostly from the Toyota
Production System (TPS) and identified as "lean" only in the 1990s. TPS is renowned
for its focus on reduction of the original Toyota seven wastes to improve overall
customer value.

Lean goals and strategy

Some commonly mentioned goals are:

Improve quality: To stay competitive in today's marketplace, a company must

understand its customers' wants and needs and design processes to meet their

expectations and requirements.

Eliminate waste: Waste is any activity that consumes time, resources, or space
but does not add any value to the product or service.

Reduce time: Reducing the time it takes to finish an activity from start to finish is

one of the most effective ways to eliminate waste and reduce costs.
Reduce total costs: To minimize cost, a company must produce only to
customer demand. Overproduction increases a companys inventory costs
because of storage needs.

The strategic elements of lean can be quite complex, and comprise multiple elements.
Four different notions of lean have been identified.
1.
2.
3.
4.

Lean as a fixed state or goal (being lean)

Lean as a continuous change process (becoming lean)
Lean as a set of tools or methods (doing lean/toolbox lean)
Lean as a philosophy (lean thinking)

Areas of application
Continuous improvements

Management
Planning and implementation
Reduce non-value added activities
Excess production or early production
Delays
Transport to and from the place of the process
Inventories
Processes
Defects
Displacement

Types of waste
As tools and techniques of lean production are used, eliminating eight types of waste
will be checked:

Movement: Waste motion has two elements, human movement and the
movement of machines, these movements are related to the ergonomics of the
place where you work, thus affecting the quality and safety.

Overproduction: is what occurs when we make more products that customers

demanded.

Timeout: A term applied in periods of inactivity of a process as this action does

not add value and sometimes results in an additional cost of the product.

Transport: Refers to unnecessary movement of materials from one operation to

another without being required.

Over-processing: This refers to extra operations such as rework, reprocess,

unnecessary handling and storage materials due to a defect, overproduction or
insufficient inventory.

Defects: relates to the need to correct defective products. It consists of all

materials, time and energy involved in repair defects.

Inventory: conditions when the flow is restricted in a plant and when production
is not going to beat. When we produce inventories wasted space and stimulate
product damage.

The offline knowledge: there when you have a disconnect between the
company and its customers and / or suppliers.

The application of techniques and concepts associated with this line of thinking is called
Lean techniques and are:

5S
SMED (Single Minute Exchange of Die )
JIT (Just in Time)
TPM (Total Productive Maintenance)
Poka Yoke
Kamban
Process maps
Jidoka
Andon
Kaisen
OEE (Overall Equipment Effectiveness)

These improvement techniques enable organizations to eliminate their wastes in a

simple manner and thereby achieve significant benefits in terms of delivery, inventory,
productivity, space utilization, product quality, maintenance, etc.
Benefits of implementing Lean Manufacturing

1.
2.
3.
4.
5.
6.
7.
8.
9.

Reduction of production costs.

Reduction of inventories.
Reduction of delivery times.
Best quality.
May lower labor.
Greater efficiency of equipment.
Reduction of waste.
Decreased overproduction.
Optimizing transport and movements