Lean Manufacturing

Superfactory Lean Enterprise Series

Contents
Introduction Background and History Components and Implementation
5S & Visual Factory Cellular Manufacturing Jidoka Kaizen Poka Yoke & Mistake Proofing Quick Changeover & SMED Production Preparation Process (3P) Pull Manufacturing & Just In Time Standard Work Theory of Constraints Total Productive Maintenance Training Within Industry (TWI) Value Streams

Knowledge Check

2007 Superfactory. All Rights Reserved.

Lean vs. Traditional Processes

Half the hours of engineering effort Half the product development time Half the investment in machinery, tools and equipment Half the hours of human effort in the factory Half the defects in the finished product Half the factory space for the same output A tenth or less of in-process inventories Smaller lot sizes Increased capacity / throughput Higher inventory turns More available floor space Improved workplace organization Improved quality : reduced scrap / re-work Reduced inventories : raw, WIP, FG Reduced lead times Greater gross margin Improved participation & morale

Source: The Machine that Changed the World, Womack, Jones, and Roos, 1990.
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Background and History

1574: King Henry III watches the Venice Arsenal produce finished galley ships every hour using continuous flow processes 1799: Whitney perfects the concept of interchangeable parts
1902: Sakichi Toyoda establishes the jidoka concept 1910: Ford moves into Highland Park, the birthplace of lean manufacturing, with continuous flow of parts 1911: Sakichi Toyoda visits the U.S. and see the Model T line for the first time 1938: JIT concept established at Toyota 1940: Consolidated Aircraft builds one B-24 bomber per day, witnessed by Fords Charles Sorensen, who later improves production to one B-24 per hour 1949: Taiichi Ohno promoted to shop manager at Toyota, develops elimination of waste concept 1951: Ohno refines TPS to include visual control, employee suggestions, TWI, batch size reduction, and kanban 1965: Toyota receives Deming Prize for Quality 1975: First English translations of TPS are drafted 1980-83: First books on TPS by American authors: Kanban and Zero Inventories 1990: Womack and Jones publish The Machine That Changed the World, becoming the definitive text creating the term lean, followed by Lean Thinking in 1996
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A very detailed historical timeline is available at www.superfactory.com

Key figures in lean history

Henry Ford
Founder of the Ford Motor Company and father of modern assembly lines used in mass production.

Taiichi Ohno
Long-time employee of Toyota, and author of several books about the Toyota Production System.

Shigeo Shingo
A Japanese industrial engineer who became a leading expert on the Toyota Production System. More than a dozen of his books were translated into English, resulting in him being better known in the West than in Japan.

James Womack
Author of The Machine That Changed the World and Lean Thinking, which jump-started the lean movement in North America
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Components and Implementation

5S & Visual Factory Cellular Manufacturing Jidoka Kaizen Poka Yoke & Mistake Proofing Quick Changeover & SMED Production Preparation Process (3P) Pull Manufacturing & Just In Time Standard Work Theory of Constraints Total Productive Maintenance Training Within Industry (TWI) Value Streams
2007 Superfactory. All Rights Reserved. 6

5S and Visual Factory

5S
A method of workplace organization Reduces wastes due to clutter, time to find materials and equipment, duplication of equipment, floorspace, inconsistency

Components of 5S
Sort Straighten Shine Standardize Sustain

5S +1 or 6S
Some companies add a sixth S for Safety

2007 Superfactory. All Rights Reserved.

Training Within Industry (TWI)

An often forgotton core component of lean TWI provides a systematic approach to sustain changes and continuously improve by
Indoctrinating people into an improvement frame of mind. Teaching people how to identify opportunities for improving their jobs. Training people how to generate ideas to take advantage of these opportunities. Showing people how to get these ideas into practice right away. Creating ownership for people to maintain standard work.
2007 Superfactory. All Rights Reserved. 8