Introduction

Lean manufacturing is the systematic elimination of waste from every facet of an organization’s operations, where waste is seen as any use or resource loss that does not directly lead to making the product or service for a consumer. Companies of all sizes within the manufacturing and service sectors are implementing lean production systems. You may choose to engage in lean manufacturing to cut production resource requirements and cost, increase customer responsiveness, improve product quality, and refine environmental processes. All of these enhance company profits and competitiveness. This Fact File briefly explains the eight core lean methods to help you decide which, if any, are right for your business.

Background

Lean production was coined in 1990 in the book The Machine that Changed the World. It described how in the 1950’s the Toyota Motor Company founded a set of advanced manufacturing methods to lower resources needed for a single product to flow through the whole production line. Lean production today represents that same shift from conventional “batch and queue” mass production to “one-piece flow” pull production. There are eight main methods that organizations may use to implement lean production systems:

1. Kaizen Rapid Improvement Process
2. 5S
3. Total Productive Maintenance (TPM)
4. Cellular Manufacturing / One-piece Flow Production Systems
5. Just-in-time Production (JIT)
6. Six Sigma
7. Pre-Production Planning (3P)
8. Lean Enterprise Supplier Networks

Kaizen Rapid Improvement Process

Kaizen is usually thought of as the building block of all lean production methods. This strategy involves workers from various functions and levels in the organization working together to tackle an issue or improve a process. The team uses analytical techniques to rapidly pinpoint prospects to eliminate waste in a targeted process. The team works to implement chosen improvements usually within 72 hours of initiating the kaizen event. They will focus on ways that do not involve hefty expenses. Periodic follow-up events certify that the improvements from the kaizen “blitz” are sustained throughout time.

5S

5S is a system designed to decrease waste and improve productivity through maintaining an orderly workplace, using visual cues to attain more steady operational results. This method cleans up and organizes the workplace in essentially its existing configuration. The five pillars are Sort, Set in Order, Shine, Standardize, and Sustain. An implementation example result includes organization of tools and materials into labeled and color-coded storage areas.

TPM

TPM engages all levels and functions of an organization to maximize the general success of production equipment. This method fine tunes current processes and equipment by lowering mistakes and accidents. Autonomous maintenance trains and focuses workers to take care of the equipment and machines they work on. The end goal is no equipment breakdowns and no product defects.

Cellular Manufacturing / One-piece Flow Production Systems

Cellular manufacturing methods have production workstations and equipment arranged in a product-aligned sequence that supports a smooth flow of materials and components through the production process with little transport or delay. Instead of processing multiple parts before sending them on to the next machine or process step, cellular manufacturing moves products through the manufacturing process one-piece at a time, at a rate set by customer demand.

JIT

JIT and cellular manufacturing are closely related. Generally, a cellular production layout is a prerequisite for accomplishing JIT. These techniques level production, spreading it consistently over time to create a smooth flow between processes. JIT often relies on the use of physical inventory control cues to signal the need to move or produce new raw materials or components from the prior process. This is typically in the form of reusable containers.

Six Sigma

Six Sigma consists of a set of structured, data-driven methods for systemically examining processes to lessen process variation. This is occasionally used to support and guide frequent organizational improvement actions. The tools used are meant to assist an organization in properly diagnosing the root causes of performance gaps and variability. They can then apply the best suitable solutions to address these gaps.

3P

3P focuses on eliminating waste through greenfield product and process redesign. Normally this method engages an assorted group of employees in a week-long creative process to find several alternative ways to meet the customer’s needs using different product or process designs. This method is mainly used by organizations with experience applying other lean methods.

Lean Enterprise Supplier Networks

Lean enterprise supplier networks deliver products of the correct design and quantity at the correct place and time. This results in shared cost, quality, and waste reduction benefits. Techniques can include training, technical assistance, annual supply chain meetings, site visits, employee exchanges, and joint projects.

Applicable laws & regulations

None

Related definitions

“Batch and queue” mean the mass production process of creating great lots of a part and then sending the batch to wait in the queue until the following operation in the production process starts.

“Kaizen” means continual improvement in Japanese.

“One-piece flow” means a situation in which products proceed, one complete product at a time, through numerous operations in design, order-taking, and production, without interruptions, backflows, or scrap.

“Point-of-use” means a system in which all essential supplies, chemicals, etc. are within arm’s reach of the worker, and situated in a rational sequence of use.

“Visual controls” mean showing the status of an activity so every worker can see it and take applicable action.

Key to remember

Lean production systems have been proven to reduce production cost, increase customer awareness, and improve product quality. However, it can be difficult for some companies to identify how lean methods can assist with improving environmental processes. Environmental wastes can be found in nearly any process. Processes that require environmental permits—like painting, metal finishing, and hazardous waste management—are regularly a decent place to look for environmental improvement opportunities. There are seven categories of wastes that lean methods target:

1. Overproduction
2. Inventory
3. Transportation
4. Motion
5. Defects
6. Over Processing
7. Waiting

Real world example

An Air Force base that houses a major depot for repairing aircraft and making spare parts for the U.S. Air Force, implemented point-of-use cabinet systems through kaizen events, six sigma, and visual controls. This lowered the time and distance that workers traveled to get hazardous materials and the amount of waste produced. The base also reorganized its hazardous waste management facility using six sigma and visual controls to better monitor waste management processes and lower the risk of accidents and spills. They improved their paint system which led to more productivity, better worker safety, and less volatile organic compound emissions and chemical use. This is just one example of a facility that used diverse lean methods to achieve waste reduction. You may use a different method and experience positive results like this Air Force base.