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Introduction to Lean Manufacturing Principles

The methodology for lean manufacturing is to minimize waste in production systems and maximize production at the same time. Waste is considered anything that does not give customers value-added and is unwilling to pay for. Slower leading times, lower running costs, as well as improved product quality have been some of the advantages of lean production.

Lean manufacturing is indeed a process that organizations in various fields could even enable, as well recognized as lean production. Toyota, John Deere, Intel, as well as Nike, among other well-known companies that use Lean. The framework is focused on it and continues to be used in the Toyota Production System and numerous others. The use of a Lean Production System also allows companies to use Planning of Enterprise Resource.

Lean production builds on a set of specific principles, including such as Kaizen or ongoing improvement.

The 1990 publication The Machine which Changed the World, predicated on an MIT study mostly on the future of the automobile even though also described by the system of lean production, tried to introduce lean manufacturing throughout the Western world. Lean principles had influenced manufacturing concepts around the world and also non-manufacturing industries such as the software development, healthcare, and service sectors profoundly.

Lean Manufacturing Principles 

Lean Thinking: Banish waste, and create more wealth throughout your organization; an extensively mentioned book published in 1996 established five lean principles, some of which are core principles mostly on the ground. Those who are valued, the stream, the Pull, as well as the magnificence of value. It also has become the basis for lean implementation.

1. Identify Customer’s Perspective Value

The producer produces significance; however, the customer defines it. The price of customer services and products, which can help clients determine how often money customers are willing to pay, should be understood by companies.

In order to achieve the optimal price of its customer—for the most considerable profit for the company, the company should strive to remove waste and costs in its business processes.

2. Outline the Value of Stream 

This principle includes the recording as well as analysis of the materials or data needed to produce a specific service or product to recognize waste and improve methodologies. Value stream mapping includes the whole lifecycle of the product, from raw resources to disposal.

Companies have to review every step of its waste cycle. Everything not adding value should be removed. As part of these efforts, Lean thinking recommends alignment of the supply chain.

3. Build Flow

Clear functional barriers as well as to detect how lead time can be improved. This ensures that the procedures were also smooth, from the receipt of an order to just the delivery. Flow is essential for waste disposal. Lean manufacturing depends on trying to prevent production interruptions and allowing a harmonized, as well as integrated set of procedures wherein activities are constantly underway.

4. Install the Pull System

It means that you begin new work only if it is requested. In Lean production, instead of a push system, a pull system is used.

In the production of resource planning systems, push systems have been used. With a push system, inventory requirements are pre-determined as well as the product is produced to meet this forecast. However, the forecast is usually inaccurate and may cause changes between excessive inventory & insufficient, as well as poor customer service and disruptive schedules.

Unlike MRP, lean production is based on a pull system that buys or manufactures everything until demand has arisen. Communication and flexibility are the basis for Pull.

5. Have Perfection in Work

Lean production is based on an ongoing quest for perfection, which involves the focus on the root causes of quality problems, the fencing out, and the elimination of waste from across streams of values.

Lean Production Wastes

Seven wastes, resources, and processes have been designed by the system of Toyota production, which don’t add value to the customer. The seven waste materials are:

  • Unnecessary movement of machinery, persons, or equipment
  • Inventory overflow
  • Unnecessary Transportation
  • Product over-production
  • Whether waiting for idle equipment
  • Faults were requiring effort as well as correction costs
  • Over-process or placed the most time into the product than just a customer needs, including such designs for unnecessary high-tech machinery

Even if the System of Toyota Production does not initially often include lean practitioners, they point to either an eighth waste – waste of untouched naivety and talent.

Lean manufacturing Concepts and Tools

Lean manufacture requires an unceasing effort to reduce something that does not create value, meaning waste, to a product. It is a continued growth that is central to lean production.

The following are also important elements as well as processes:

  • Heijunka: production leveling as well as softening to generate a consistent production flow, release tasks only at necessary rate, and prevent interruptions.
  • 5S: a collection of working areas organization practices to produce safe, meaningful, and effective workplace areas that prevent effort and time being wasted. 5S stresses organization and cleanliness.
  • Kanban: a signal that simplifies procedures and makes delivery just in time. Signs, including a tag or vacant bin, could be either electronic or physical.
  • Jidoka: a method to define a contour to detect an abnormality, to stop working until rectified, to solve the problem, and then to investigate the root cause.
  • Andon: A visual aid that warns employees of the problem like a flashing light.
  • Poka-yoke: a mechanism that protects against human error, such as a signal light that switches about when a necessary step has been missed and a sign whenever a bolt has been tightened the appropriate number of times.
  • Cycling Time: How lengthy an aspect or process takes.

Six Sigma vs. Lean 

Six Sigma is a data-driven management approach that would be similar in many ways to lean, aimed at improving the quality by measuring the number as well as eliminating defects in such a procedure unless there are as few as possible.

Both Six Sigma & Lean try to dispose of waste. But the two use various attitudes, as they deal differently with the root cause of trash.

Six Sigma maintains that it ends up wasting results from the variation of its processes throughout the simplest possible terms if it is lean that this really comes from additional steps, processes as well as characteristics that a customer does not feel added value and will not pay for. However, both strategies are complementary, combined with Lean Six Sigma, a data-driven method.

So these are all the details regarding principles of Lean Manufacturing that you should be aware of.


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