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Lean Manufacturing

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on 18 May 2015

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Transcript of Lean Manufacturing

Lean Manufacturing
Lean Principles
What is Lean Manufacturing?
Lean History
Seven Types of Waste
excessive process (WIP) inventories
excessive raw material inventories and supplies
unnecessary movement and motion of worker
Producing more than required
Producing at a faster rate than required
processing due to the production of defects and rework or repair of defects
materials used to defect and rework
non value added man processing
non value added machine processing
idle machines
Eliminating WASTE
Over processing
Doing more with less
Henry Ford
Eiji Toyoda and Taichi Ohno
Identify Value
Identify Map Value Stream
Create Flow
Establish Pull
Seek Perfection
unnecessary material, tools and equipment movement
poor route planning
distant suppliers
complex material flow
poor layout
imbalanced line
big batch sizes
large minimum order quantities
JIT-incapable suppliers
poor layout and housekeeping
disorganized workplace and storage locations
unclear, non-standardized work instructions
unclear process and material flow
unsynchronized processes; line imbalance
over staff
unscheduled machined downtime
material and manpower shortage or delay
Unclear customer specifications
Excessive quality refinements
Unclear work instructions
Volume incentives
High capacity equipment
Line imbalance; poor scheduling/shifting
Poor production planning
unclear customer specifications
incapable processes
lack of process control
unskilled personnel
"A place for everything and everything in its place"
Organization and identification
Items that are frequently used should be stored closed to the work place.

5S System
It contributes into making the workplace more clean, safe and organized.
Examination of the work place and storage areas
Removing any unwanted items
Labelling - Red tag
Set in Order
Cleanliness and maintenance
Cleanliness raises the spirit of the employers therefore increases workflow
Carried out on a daily basis

Ensures that the cleanliness and order becomes a daily routine.
Its goal is to correct anything that is not abiding to the 5S methodology that could have not been noted before

Final stage to ensure that the work environment does not fall back to its prior conditions

"A place for everything and everything in its place"
Organization and identification
Items that are frequently used should be stored closed to the work place.

To ensure that the system is maintained, the management conducts frequent inspections on the work floor.
"A place for everything and everything in its place"
Organization and identification
Items that are frequently used should be stored closed to the work place.

Organization and identification
Workspace could end up with plenty of items obstructing the workflow
Items that are frequently used should be stored closed to the work place

"A place for everything and everything in its place"
the need for continuous small improvements and changes for the better within an industry in all of its sectors, by all workers and in every day of the week

According to Masaaki Imai, the three pillars that make the Kaizen process so successful are the following.

10 Kaizen Principles
Never stop practising the Kaizen strategy.

Trying to improve should never cease.
Excuses are not accepted - the company strives to make things happen.
Status quo, which is the act of keeping things as they are, is not accepted.
If something goes wrong, it gets corrected.
Improvement should be done continuously at small steps.
Old, traditional concepts should be eliminated.
Decisions should only be taken after asking “Why?” for five times
Knowledge and opinions are gathered from multiple sources.
Perfection is not the aim. 50% improvement now is still significant improvement.
How can the Kaizen process be implemented?
The problem is defined.
The current situation is taken note of.
The ideal aim or state is visualized.
Quantitative aims are set and defined.
Multiple solutions are discussed and presented.
The Kaizen plan is developed.
The Kaizen plan is implemented.
The different results are then recorded as data and compared with the expectations.
Documents describing whether the aims were reached or not are produced.
A sustaining plan is introduced based on the knowledge acquired.

Benefits of Lean Manufacturing
Quality of products increases
Safer workplace due to visual management
Efficiency due to leveled workload at every station
Involvement of all the employees
More space in plant
Risks of Lean Manufacturing
Workers not accustomed to the ideas of lean manufacturing may resist the change in the beginning
Introduction of lean manufacturing is expensive
Lean Manufacturing leads to more advantageous competition in the world market
Thank You!
Yesenia Aquilna
Lisa Asciak
Matthias Debono
Michael Grech

Link to website:

Poka yoke
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