Principles of Lean manufacturing is a set of guidelines for improving the manufacturing processes to eliminate waste, improve efficiency and effectiveness in production lines. It may be achieved by reducing lead time, improving quality, and increasing customer satisfaction.
List of Principles of Lean manufacturing:
- Eliminate Waste
- Flow
- Build quality in
- Create a pull-based system
- Level out production workload
- Try for perfection
- Use visual management
- Standardized work procedures
- Empower the workforce
- Use simple and sustainable processes
- Lean supply chain
- Self-reflection and Present in the Place
These Principles are extremely helpful to manufacturing systems to increase the rhythm by implementing it in processes. Because the goal of these guidelines is to create a culture for continuous improvement, where issues must be solved on a regular basis. Here I trying to describe the details of each principle with simple and readable language:
Eliminate Waste
The aim of this principle is to eliminate waste, which all non-value adding activities from the manufacturing processes. This step helps to improve efficiency, reduce costs, and increase customer satisfaction with processes. Actually, this “Seven Muda” of lean manufacturing refers to any activity that consumes resources, but does not add value to the product / service being delivered.
It is obvious that the key purpose of this principle is to minimize the waste, and maximize the value of product. And it may easier to achieve by conducting some activities such as continuously analysis, improving processes, reducing waste as well inefficiencies, and delivering higher quality products to customers faster as possible.
Actually there are eight types of wastes that typically identify in manufacturing processes are: (1) Overproduction, (2) Waiting, (3) Defects, (4) Overprocessing, (5) Unused talent, (6) Excess Inventory, (7) Unnecessary Motion, and (8) Transportation.
To eliminate waste from the manufacturing process needs to identify non-value adding activities. There are some ways that make this work easier, such as standardizing processes – where all the work instructions and procedures are required to make as standards to reduce variability and improve consistency.
Flow
If you wish to create a smooth and uninterrupted process flow of material as well for information through the production processes, you need to implement “Flow” concept of the Lean manufacturing. In this principle you can focus on the important activities such as: minimizing waiting time, changeover time, reducing bottlenecks etc., as well you can also focus on maximizing the speed and efficiency of the manufacturing processes.
The key purpose of the principle is to create a seamless flow for material that can be: Raw materials to Finish Goods. In this stage we all need to continuous analysis and improvement of processes.
To implement an emphasis on flow in lean manufacturing, there are several techniques that may help to achieve the goal.
The first is value stream mapping – Which represents the processes to make it easier for identify the area of waste.
Second is the Kanban System – We can implement pull-based inventory management, that will be helpful for control on inventory.
Third is Setup reduction – This technique will help to reduce the changeover time at production lines.
Fourth is continuous improvement and standard work – These may be easy to achieve by regular review and improvement in manufacturing processes and all the improved processes can be established as standards. The step will be reducing the mistakes by humans or even machine processes.
Build quality in
The main objective of this principle is to incorporate quality into every aspect of the production process. Even also by using this, we can reduce the requirements of inspections and reduce rework. The improve product and process quality by eliminating defects, specializes in preventing quality problems from occurring. We can achieve this by continuously improving processes, training employees, using visual management and error-proofing techniques. As well as implementing a culture of continuous improvement. This can result in higher quality products, improved customer satisfaction and reduced costs.
Quality is manufactured, not tested. Inspection is only an afterthought, which is costly and cannot guarantee error-free. Therefore, quality should be built into the design, process and manufacturing, and a quality assurance system that cannot be mistakenly established is done right the first time. Lean production requires low inventory, uninterrupted process, imagine if there is a problem in which link, the rest will all stop, so lean production must be based on the high quality of the whole process, otherwise, lean production can only be an empty word.
Within this principle are several techniques, through which build quality can be achieved in a product. such as standardization, continuous improvement, employee involvement, statistical process control, visual management, mistake-proofing, root cause analysis, and supplier management.
First is to establish clear procedures and standards for production processes to ensure consistent quality. Then regularly review and improve manufacturing processes to identify and eliminate sources of defects. Employee involvement is essential to identify and resolve quality issues and make suggestions for improvement. Investigations must be conducted to find the root causes of quality problems and implement corrective actions.
Create a pull-based system
The original meaning of JIT is when needed, only produce in the required quantity, production and sales are synchronized. That is, production is carried out at the speed of sales, so that the logistics can be balanced, and any production too early or too late will cause losses. In the past, Toyota used the “Kanban” system to pull, but now it is easier to achieve material pull outside the enterprise with ERP or MRP information system.
To implement a pull-based system in lean manufacturing, the following steps can be taken:
- Map the value stream. Identify the steps in the production process and the flow of materials, information, and products.
- Establish a takt time. Determine the pace of customer demand and set a target production rate to match.
- Implement Kanban. Use visual signals, such as cards or bins, to communicate when to produce and when to stop production.
- Implement downstream pull. Allow downstream processes to signal upstream processes when they need more materials or products.
- Limit work in progress. Set limits on the number of products or materials that can be in production at any given time to reduce inventory and improve flow.
- Monitor and adjust. Continuously monitor the system, identify bottlenecks, and make adjustments as needed to ensure a smooth and efficient flow of materials, information, and products.
- Foster a culture of continuous improvement. Encourage all employees to identify and implement improvements that enhance the pull-based system.
The “pull-based system” in lean manufacturing is a production control system. Where production is conducted on the basis of actual customer demands, rather than on forecasts or production schedules. The goal of this system is to eliminate waste and overproduction, while improving responsiveness and flexibility.
Level out production workload
This is an important principle of lean manufacturing, which goal is to create a balanced and consistent workload in the manufacturing process. Especially it is useful where require to eliminate fluctuations in production volume, reduce overtime, control stock placement, and speed up the entire process.
There are several options by which to implement a level production workload in lean manufacturing. (1) in which it is possible to identify the steps in the production process and the flow of materials, information and products in particular by creating a value stream map. (2) We can understand fluctuations in production workload by analyzing demand patterns. (3) To balance the production line keeping equal workload to prevent bottlenecks and overload in certain processes in all production steps. (4) Flow of materials and products can be control by applying pull systems.
Try for perfection
In this theory of lean manufacturing, efforts are made to continuously improve processes and eliminate waste. Emphasis is place on empowering employees at all levels to identify and eliminate inefficiencies and waste to install a habit of continuous improvement.
The principle is based on the Kaizen philosophy, which strives for continuous improvement and perfection in production.
For that the following steps can be taken: Firstly, a culture of continuous improvement should be establish in the manufacturing sector.
For that all employees should be encouraged to identify and implement improvements in the production process. Employees are more closely connected with production processes, so it is very important that employees should be involved in problem solving. Participate in root cause analysis of problems, find solutions, and contribute to implementation. Make improvement processes routine to prevent process bottlenecks and encourage employees to implement them.
Activities should be organized as part of employee motivation – fostering a learning environment, celebrating successes, etc.
Also, the production process should be regularly reviewed and monitored continuously. The Kaizen is useful in production processes to eliminate waste, improve quality, reduce lead time, and increase customer satisfaction.
Use visual management
Using visual management can help to eliminate waste, improve quality, reduce lead time and increase customer satisfaction. The use of visual aids is important for communicating information and monitoring processes.
To implement this principle in production processes, first we have to identify what the key inputs are. Then such information and necessary communication systems have to be develop. Such as boards, charts and displays, which enable clear communication of the desired information. Visual controls can be use by managers to quickly communicate product status and progress. Along with this, it is necessary to display the progress achieved by the production areas, regular review, motivate the employees etc.
Standardized work procedures
The role of standardization is self-evident, but standardization is not a restriction and constraint, but to fix the best practices in the enterprise, so that different people can do their best, maximize effectiveness and efficiency. Moreover, standardization is not rigid and static, and standards need to be constantly innovate and improve.
To implement this principle in lean manufacturing, the following steps are required:
- Very first we all need to identify, and standardize, all activities that are required for production operations in production areas.
- Identify inefficiencies in production area, and describe what steps are require to correct them.
- Tools and techniques should be used as needed to develop standard procedures.
- It is very important that all employees are clearly informed about the standardized work procedures.
- Provide training to personnel in areas where necessary so that they can implement standardized work procedures.
- Encourage all employees to identify and implement improvements to standardized procedures.
This principle describes the activity of standardizing and implementing a process. When a process is acceptable to be as standard, the daily work processes become very easier through these processes. Such as eliminating waste, improving quality, reducing lead time and increasing customer satisfaction etc. Even, It enables employees to focus on their tasks, as well as reduces the need for supervision and rework.
Empower the workforce
Respecting employees is to respect their wisdom and ability, provide them with a stage to give full play to their wisdom and talents, and do better for the enterprise and themselves. At Toyota, employees manage themselves and act on their own within the organization’s responsibilities, so they don’t have to worry about being punish for mistakes at work, and mistakes must have intrinsic causes, and if you find the cause and take countermeasures, it will not appear next time. Therefore, lean enterprises employ “a whole person”, and non-lean enterprises only employ “a pair of hands” of employees.
Employee empowerment emphasizes giving employees power, resources, and training. This is to ensure that employees at all levels of the manufacturing sector are encourage to identify and solve problems themselves. It also helps in creating a sense of ownership and responsibility among the employees.
To empower employees in lean manufacturing, they must first be train. Creating training and development opportunities for employees to enhance their skills and abilities, timely training is essential. A free environment requires a place where employees can express their ideas, suggestions and concerns against to management and other employees without hesitation.
Trying to assign responsibilities to employees, rewarding good work, instilling a sense of teamwork, providing leadership and support, etc. should be complete according to this principle.
Use simple and sustainable processes
To implement simple and sustainable processes in lean manufacturing following steps are require:
- First, using various analysis methods, you can easily identify the processes that generating wastes.
- Try to improve the processes to make them as simple and efficient as possible.
- Implement standardized work procedures to ensure consistency and repeatability in the production process.
Sustainable and simple processes are always playing an important role in maintaining effective production processes. Hence, it is much important to identify & eliminate complex & inefficient processes from the processes. For eliminate very complex and inefficient processes from the manufacturing system, it is necessary to understand the way that you can identify these processes. Because it can have a direct impact on the product quality, it can be economically expensive as well.
Lean supply chain
In a lean enterprise, suppliers are valuable assets for long-term operation of the enterprise, and they are external partners, who share information, risk and benefit, and both prosper and loss. Unfortunately, many domestic enterprises implement lean production, contrary to this lean concept, in order to achieve the goal of “zero inventory”, all inventory is push to suppliers, causing suppliers to complain: Your inventory has decrease, but my inventory has increased sharply. The goal of lean manufacturing is to reduce inventory throughout the supply chain. Doing process transformation without effort, simply moving inventory from one place to another, is not a solution.
Any questions. When you keep squeezing and exploiting your suppliers, can you still expect them to be willing to provide any quality support and service? In the end, it is you who suffers. If you are a strong player in the supply chain, you should be like Toyota and take on the role of a leader and integrate a lean supply chain that benefits everyone.
Self-reflection and Present in the Place
There are two outstanding characteristics of how to implement lean production culture: “self-reflection” and “local things”.
The purpose of “self-reflection” is to identify one’s own mistakes and constantly improve oneself. Toyota believes that “problems are opportunities,” and when mistakes occur, it does not punish individuals, but takes corrective action and disseminates the knowledge learned from each experience throughout the company.
This is completely different from the practice of many domestic companies to impose fines at every turn – most of the problems are cause by the system itself, and punishing individuals will only make everyone try to cover up the problem in every possible way, and will not help solve the problem.
“Presence on the spot” advocates that regardless of position, everyone should go deep into the scene, thoroughly understand the real situation of what happened, and manage based on facts. This style of work “on the spot” can effectively avoid “bureaucracy”.
Among the more than a dozen factories under it, the factory in area has been doing the best, one of the important reasons is that the leadership of business follows the idea of “local things”, and senior leaders must take time out every day to go to the production line to check the situation and solve problems.
All 12 Principles of Lean manufacturing in Picture
Conclusion
The principles of lean manufacturing focus on optimizing the production process. Usually it helps to eliminating waste, improving efficiency, and creating a culture of continuous improvement in manufacturing processes.
These principles are based on the belief that by streamlining processes, reducing lead times, and empowering employees, organizations can increase productivity and provide a better customer experience.
To implement these principles, organizations can use tools such as visual management, standard work procedures, and the PDCA cycle. By embracing these principles and making continuous improvements a key part of their strategy, organizations can achieve long-term success in a rapidly changing market.
Lean manufacturing is easier says than complete. Lean also requires learning and practicing some useful tools and methods under the guidance of these lean ideas, principles, and guidelines, such as industrial engineering (IE), value stream mapping, flexible production line establishment, shortening job conversion time, pull continuous “one flow” production, 5S, QC seven tools, statistical quality control, error-proof technology, TPM and so on. Learning and practicing based on knowledge of the characteristics of your country and your company is a long process and you have to be patient.