LEAN

TOOLS

What is lean?
Elimination of waste

- Toyota production system(tps)

Philosophy

waste

- Produce only what is needed, when it is needed with no

Methodology

- Determination of value added in process

Tools

- 5s, kaizen, standardization of work etc

Lean Tools
5S
8 W(Wastes)
Kanban
SingleMinute Exchange of Die(SMED)
Takt Time
Throughput Time
Poka Yoke
Kaizen Blitz/events
TPM

Value stream mapping

Jidoka & Andon

Five S
Seiri(Sort)
Separate necessary from unnecessary including tools, parts, paper work

and remove un-neccesary items

Seiton(Straighten)

- Arrange the necessary items neatly and provide visual ques to where
items should be placed
Seiso(Sweep)
Clean the work area

Seiketsu(Standardise)
Standardise the first 3 S so that cleanliness is mintained

Shitsuke(Sustain)
Ensure that the first 4 S continued to be performed on regular basis

8 W-wastes(muda) types
Transportation

Over production

Inventory

Over processing

Motion

Defects

Waiting

Standard lacking

Common causes of waste

Long set up time
Lack of training
Layout(distance)
Poor maintenance
Poor works methods
Incapable processes

Inconsistent performance

measures
Ineffective production
planning
Lack of workplace
organization
Poor supply
quality/reliability

Jidoka & Andon

Jidoka is the ability of machines to be self dependent and error

proof without any human interaction

- Prevents defects from passing from one stepin the system to
next
- Enables swift defection and correction of errors
Andon is a visual or audible signaling device used to indicate
there is a problem in the line.

Poka-Yoke(Mistake Proofing)
An approach for mistake proofing processes using automatic

devices or methods to avoid simple human or machine

errors, such as forgetfulness, misunderstanding, errors in
identification, lack of experience, delays, malfunctions etc

Single minute exchange of die(SMED)

Used to reduce changeover or set up time, which is the time

needed between the completion of one procedure and the

start of the next procedure
Steps:
- Separate internal activities from external activities
- Convert internal set-up activities to external activities
- Streamline all set-up activities

Standardized work
Written documentation of the way in which each step in a

process should be performed

Not a rigid system of compliance, but a means of

communicating and codifying current best practices

Takt Time
The speed with which customers must be served to satisfy

demand for service is Takt Time

Calculation:
It is how many minutes or seconds are needed to make one part
when considering the daily volumes, to be produced in that work
cell and the total time available to perform the job.
It is not the time it takes to manufacture the product. It is based
on customer demand.

Through put time

Time for an item to complete the entire process, which

includes:
Queue time
Waiting time
Transport time
Actual processing time

Value stream mapping

Process map of the value stream
Includes information & transformational processing
Value added steps: would the customer be willing to pay for

this activity
Non value added steps:
- Necessary (required for business operation)
- Unneccessary

Total Preventive Manitenance(TPM)

Idle workers use their time more effectively and maintain

workstations to help in the prevention of various problems

that would halt production
Advantages of flexible workers
- Quality inspections
- Operation of several machines

Cellular Manufacturing
Work cells are central to the idea of one piece flow
Ideally these work cells focus on a low range of similar

products
Product continually moves around the cell to each operation
until complete at the end of the u- this optimizes flow from
one station to the next

HEIJUNKA
Heijunka- make flat and level; eliminate variation in volume

and variety of production

- Level customer demand

PERFECTION IS ACHIEVED, NOT WHEN THERE IS NOTHING MORE TO ADD, BUT

WHEN THERE IS NOTHING LEFT TO TAKE AWAY
- ANTOINE DE SAINT EXUPERY