Which Of The Following Is Not A Change Associated With A Lean Production System?

Lean manufacturing is a methodology that focuses on minimizing waste product within manufacturing systems while simultaneously maximizing productivity. Waste material is seen as anything that customers do not believe adds value and are non willing to pay for. Some of the benefits of lean manufacturing tin include reduced lead times, reduced operating costs and improved product quality.

Lean manufacturing, also known every bit lean production, or lean, is a practice that organizations from numerous fields can enable. Some well-known companies that utilize lean include Toyota, Intel, John Deere and Nike. The approach is based on the Toyota Production System and is still used by that company, also as myriad others. Companies that employ enterprise resource planning (ERP) can besides benefit from using a lean production organization.

Lean manufacturing is based on a number of specific principles, such as Kaizen, or continuous improvement.

Lean manufacturing was introduced to the Western world via the 1990 publication ofThe Machine That Changed the World, which was based on an MIT study into the future of the automobile detailed by Toyota'due south lean production arrangement. Since that time, lean principles have profoundly influenced manufacturing concepts throughout the world, as well equally industries exterior of manufacturing, including healthcare, software development and service industries.

Five principles of lean manufacturing

A widely referenced book,Lean Thinking: Banish Waste and Create Wealth in Your Corporation, which was published in 1996, laid out five principles of lean, which many in the field reference as cadre principles. They are value, the value stream, flow, pull and perfection. These are now used as the basis for lean implementation.

1. Place value from the customer'southward perspective.Value is created by the producer, just information technology is defined by the client. Companies demand to empathize the value the customer places on their products and services, which, in turn, can help them determine how much money the customer is willing to pay.

The company must strive to eliminate waste and price from its business organisation processes and so that the customer's optimal price can be achieved -- at the highest profit to the company.

two. Map the value stream.This principle involves recording and analyzing the flow of data or materials required to produce a specific production or service with the intent of identifying waste and methods of comeback. Value stream mapping encompasses the product's entire lifecycle, from raw materials through to disposal.

Companies must examine each stage of the cycle for waste. Annihilation that does not add value must be eliminated. Lean thinking recommends supply concatenation alignment equally part of this effort.

three. Create menstruation.Eliminate functional barriers and identify ways to improve lead time. This aids in ensuring the processes are smoothen from the time an order is received through to commitment. Flow is critical to the elimination of waste. Lean manufacturing relies on preventing interruptions in the production process and enabling a harmonized and integrated set of processes in which activities move in a abiding stream.

4. Establish a pull arrangement.This ways y'all simply kickoff new work when there is demand for information technology. Lean manufacturing uses a pull system instead of a push organisation.

Push systems are used in manufacturing resource planning (MRP) systems. With a push system, inventory needs are determined in accelerate, and the product is manufactured to meet that forecast. Nonetheless, forecasts are typically inaccurate, which can result in swings betwixt too much inventory and not plenty, also as subsequent disrupted schedules and poor customer service.

In contrast to MRP, lean manufacturing is based on a pull system in which nothing is bought or fabricated until there is need. Pull relies on flexibility and communication.

5. Pursue perfection with continual process improvement, or Kaizen.Lean manufacturing rests on the concept of continually striving for perfection, which entails targeting the root causes of quality issues and ferreting out and eliminating waste matter across the value stream.

The viii wastes of lean production

The Toyota Product Arrangement laid out 7 wastes, or processes and resources, that don't add value for the customer. These 7 wastes are:

unnecessary transportation;
excess inventory;
unnecessary move of people, equipment or machinery;
waiting, whether information technology is people waiting or idle equipment;
over-product of a production;
over-processing or putting more time into a product than a client needs, such equally designs that require high-tech mechanism for unnecessary features; and
defects, which crave effort and cost for corrections.

Although non originally included in the Toyota Production Organisation, many lean practitioners point to an eighth waste: waste matter of unused talent and ingenuity.

Seven lean manufacturing tools and concepts

Lean manufacturing requires a relentless pursuit of reducing anything that does not add value to a production, significant waste. This makes continuous improvement, which lies at the eye of lean manufacturing, a must.

Other of import concepts and processes lean relies on include:

Heijunka: production leveling or smoothing that seeks to produce a continuous flow of production, releasing work to the plant at the required charge per unit and fugitive interruptions.
5S: A set of practices for organizing workspaces to create efficient, effective and rubber areas for workers and which prevent wasted try and time. 5S emphasizes organization and cleanliness.
Kanban: a bespeak used to streamline processes and create only-in-time commitment. Signals tin either exist physical, such as a tag or empty bin, or electronically sent through a system.
Jidoka: A method that defines an outline for detecting an abnormality, stopping work until it can be corrected, solving the problem, then investigating the root cause.
Andon: A visual assistance, such as a flashing low-cal, that alerts workers to a problem.
Poka-yoke: A machinery that safeguards against human error, such as an indicator low-cal that turns on if a necessary step was missed, a sign given when a bolt was tightened the correct number of times or a arrangement that blocks a next step until all the previous steps are completed.
Cycle fourth dimension: How long it takes to produce a part or complete a procedure.

Lean vs. Six Sigma

Six Sigma is an approach to data-driven management, similar in nature to lean, which seeks to improve quality past measuring how many defects there are in a process and eliminating them until there are as little defects as possible.

Both lean and Six Sigma seek to eliminate waste. However, the two use different approaches since they address the root cause of waste matter differently.

In the simplest terms, where lean holds that waste is caused by additional steps, processes and features that a customer doesn't believe adds value and won't pay for, 6 Sigma holds that waste product results from procedure variation. Notwithstanding, the two approaches are complementary and have been combined into a data-driven approach, chosen Lean 6 Sigma.

This was concluding updated in April 2020