UMEC205

Lean Manufacturing

Dr.B.CHOKKALINGAM , ME, Ph.D

Associate Professor,
Department of Mechanical Engineering,
Sri Ramakrishna Institute of Technology,
Coimbatore-641010.
 UMEC205 Lean Manufacturing

• Course Objectives
• To understand the important tools in lean
Manufacturing
• To acquire knowledge on lean
manufacturing system adopted in an
Organization

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UMEC205 Lean Manufacturing
• Lean production processes, approaches
and techniques. Importance of focusing
upon flow. Tools include: Workplace
organization – 5S, Stability,
• Just-In-Time – One piece flow – Pull,
Cellular systems, Quick change and set-
up reduction methods, Total productive
maintenance

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UMEC205 Lean Manufacturing
• Poka-Yoke – mistake proofing.
• Employee involvement, communication,
Start-up of lean processes and examples
of applications.
• Sustaining improvement and change,
auditing, follow-up actions

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UMEC205 Lean Manufacturing
• Introduction, background, and lean
thinking. Importance of philosophy,
strategy, culture, alignment, focuses and
systems view.
• Discussion of Toyota Production System.
Lean production preparation – System
assessment, process and value-stream
mapping – Sources of waste.

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TYPES OF MANUFACTURING

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 Craft Manufacturing
• Late 1800’s

• Car built on blocks in the barn as workers

walked around the car.

• Built by craftsmen with pride

• Components hand-crafted, hand-fitted

• Excellent quality

• Very expensive

• Few produced
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 Mass Manufacturing
• Assembly line - Henry Ford 1920s
• Low skilled labor, simplistic jobs,
no pride in work
• Interchangeable parts
• Lower quality
• Affordably priced for the average family
• Billions produced - identical

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 Lean Manufacturing
• Cells or flexible assembly lines
• Broader jobs, highly skilled
workers, proud of product
• Interchangeable parts,
even more variety
• Excellent quality mandatory
• Costs being decreased through process
improvements.
• Global markets and competition.

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Goals of Lean Manufacturing

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Goals of Lean Manufacturing

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Definition of Lean Manufacturing

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 Lean = Eliminating Waste

Typically 95% of Total Lead Time is

Non-Value Added!!!

Customer Raw Material RM Storage Machine

RM Production Inspection Rework Shipping
Order Procurement Setup
Receiving
Processing

Total Lead Time

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 What is Lean?
• Lean production focuses on eliminating waste in
processes (i.e. the waste of work in progress and
finished good inventories)

• Lean production is not about eliminating people

• Lean production is about expanding capacity by

reducing costs and shortening cycle times between
order and ship date

• Lean is about understanding what is important to the

customer

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 What is Lean?
Definition:
A systematic approach to identifying and
eliminating waste (non-value-added
activities) through continuous
improvement by flowing the product or
service at the pull of the customer.

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 What is Lean?

• Toyota’s goal:

“Give customers what they want,

deliver it instantly, with no waste.”

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 What is Lean?

“Increasing customer value by eliminating waste

throughout the process”

We Spend 75-95% of Our Time

Doing Things That Increase Our
Costs and Create No Value for the
Customer!

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 LEAN Operational Definitions

• Value added activities

• Value added activities are those that

increase the market form or function of
the product or service – what the
customer wants.

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 LEAN Operational Definitions

• Non-value added activities

• Non-value added activities are those that

do not add market form or function for
the customer – those that should be
eliminated.

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 LEAN Operational Definitions

• Non-value added but necessary

• those that add no value to the customer

but must be done.

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 Lean Production
• Doing more with less inventory, fewer
workers, less space
• Just-in-time (JIT)
– smoothing the flow of material to arrive
just as it is needed
– “JIT” and “Lean Production” are used
interchangeably
• Muda
– waste, anything other than that which
adds value to the product or service

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 Basic Elements
1. Flexible resources
2. Cellular layouts
3. Pull production system
4. Kanban production
control
5. Small lot production
6. Quick setups
7. Uniform production
levels
8. Total productive
maintenance
9. Supplier networks
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 Waste
• Waste is also known as “Non-Value-Added
activity” or “MUDA” in Japanese

• Activities that do not contribute to adding

knowledge to the organization about the
needs of the customer/marketplace
– Internal as well as External Customers
“The customer is next.”

• Many different kinds of wastes exist

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 Dr. Shigeo Shingo quotes

• “When you buy bananas all you want is

the fruit not the skin, but you have to pay
for the skin also. It is a waste. And you the
customer should not have to pay for the
waste.”
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 Value

Total weight = 2.60 Kgs

White Inner part =1.58 Kgs 26

 Dr. Shigeo Shingo quotes
• “Improvement usually means doing
something that we have never done
before.”
• “The most dangerous kind of waste is the
waste we do not recognize.
• “Lean is a way of thinking- not a list of
things to do.”

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 Identification of Waste

Input
(Resources)
Energy Output
People Products
Capital Services
Water
Materials
Tools

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Using the Value Stream Map to Eliminate Waste
Non-Value-Added: Hold
all waste in a “CLOSED
Value-Added MITT”
• Complexity
• Labor
• Overproduction
• Space
• Energy
• Defects

• Materials
• Idle Materials
•Transportation
•Time
Typically 95% of all lead time is non-value-added
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 Lean = Eliminating Waste

Typically 95% of Total Lead Time is

Non-Value Added!!!

Customer Raw Material RM Storage Machine

RM Production Inspection Rework Shipping
Order Procurement Setup
Receiving
Processing

Total Lead Time

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 Lean - A Strategy Based
on Lead Time Compression
Adding Value

Waste

Total Time

A strategic focus to economically make drastic

reductions in lead time to better serve the customer.
Think No Cost/Low Cost.
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 Lean - A Strategy Based
on Lead Time Compression

Lean Tools to $
$ $ $ $
identify and $
eliminate waste $ $ $

Same Value-Add
Result: Shorter Reduced lead time
lead times, reduced
costs, better Reduced costs
quality.

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Viewing Processes Differently

PROCESS

Y N
PROCESS DECISION PROCESS

PROCESS

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A Lean Eye
Hmmmm….

“Wasteologist”
PROCESS

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Analyzing Processes Differently
Communication ?
Labor ?
PROCESS Over-processing ?
Space ?
Energy ?
Y
?
PROCESS DECISION
N
PROCESS Data ?
Management/Supervision ?
Intelligence ?
PROCESS
Time ?
Technology ?

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 Purpose of Waste

•Educate supplier of the evils of waste

•What
•Where
•Why
•Steps to reduce and/or eliminate

•Show improvement potential that exists

•Improve the processes, value added content

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Defining Waste

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 Definition of Waste

• Anything that doesn’t add value to the

process
• Anything that doesn’t help create
conformance to the customer’s
specifications
• Anything your customer would be unwilling
to pay you to do

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 Understanding Waste
• Identification and elimination of waste is the
central focus of a lean system.
• It is dependent on the understanding and
involvement of all employees.
• Successful implementation requires all
employees be trained to identify and
eliminate waste from their work areas.

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Understanding Waste

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 Understanding Waste
• Waste: Anything other than the minimum
resources
– Equipment and tooling
– Direct and indirect labor
– Material
– Floor space
– Energy
• Absolutely necessary to add value to the
product !!

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 Identification of Waste

• Types of Waste
• Inventory
• Overproduction
• Correction
• Material & Information Movement
• Processing
• Waiting
• Motion
• Under Utilization of Labour

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Waste is Often Built Into Jobs

Pre-Gilbreth Bricklaying
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 This is a Real Example
• Top: "The usual method of
providing the bricklayer with
material" (Gilbreth, Motion
Study, 1911).
• Bottom: "Non-stooping
scaffold designed so that
uprights are out of the
bricklayer's way whenever
reaching for brick and
mortar at the same time."

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Post-Gilbreth Brick Laying

The solution is obvious (in retrospect), but

first we have to know that we have a problem!
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 Another Example: Fabric Folding
• Redesign of this job to eliminate the need to
walk doubled its productivity. We will see that
material waste also hides in plain sight.

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 What is Value?
• What the customer is actually willing to
PAY for (USEFULNESS/COST)
• Includes Functions, Features, Time &
Price
• Relates to the whole product or service
Received
•Is the opposite of WASTE.

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 Adding Value
• What does the customer pay for ?

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 Value is Eroded by Waste
VALUE ADD
NON-VALUE ADD - Raw Process Time
- Queuing 5%
- Set-up/Changeover
- Inspection
NVA Business Need
- Movement
95%
- Imposed by a
- Storage Regulatory Authority
- Etc . . . or Customer
. . . or ourselves

“TYPICALLY . . . 95% PLUS OF MANUFACTURING

LEAD TIME IS NON-VALUE ADDED”

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 Approaches to Productivity
TRADITIONAL APPROACH
LEAN APPROACH
Focus on Value Added
Resources through . .
Focus on the 95%
Non-Value Added  Time study
5% Work study
Resources Through . . . 

95%  Piecework
 Waste Elimination  Utilisation
 Quality at Source  Automation
 Implementation of
Lean tools and
techniques

Accept Imposed
Requirements

Challenge / Reduce the Need for

Imposed Requirements

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 Examples of Waste in Manufacturing
Counting Machine breakdown
Inventory Temporary storage
Looking
Carrying
for tools

Moving inventory Watching machines run

over long distances
Accumulating Inventory Waiting for raw material

Double handling Parts Shortages

Overproduction
Rework
Key Punching
Transactions Defects

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Portal of Lean Production

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Kiichiro Toyoda

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Features of TPS and the Portal to Lean
Production

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SUCCESSFUL LEAN MANUFACTURING

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• Figure 1-6 illustrates some obstacles to beware of as an operation
• is converted to one-piece flow. In this “sea of inventory,” the
• manufacturing process is the ship. The inventory is represented
• by the water level. As inventory is reduced, the water level drops,
• exposing the rocks of the seven wastes. Each reduction in the
inventory
• level exposes another rock. Each rock must be broken up
• prior to the next reduction in inventory. When all the rocks are
• gone, effective one-piece flow is achieved.

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SUCCESSFUL LEAN MANUFACTURING

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