lean thinking - manu melwin joy
TRANSCRIPT
Lean Thinking
Prepared By Manu Melwin Joy
Assistant ProfessorSCMS School of Technology and Management
Kerala, India.Phone – 9744551114
Mail – [email protected]
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Lean Thinking
• Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste.
Lean Thinking
• The term lean thinking was coined by James P. Womack and Daniel T. Jones to capture the essence of their in-depth study of Toyota’s fabled Toyota Production System.
Lean Thinking
• Lean thinking is a new way of thinking any activity and seeing the waste inadvertently generated by the way the process is organized by focusing on the concepts of:– Value,– Value streams,– Flow,– Pull,– Perfection.
Lean Thinking
• The aim of lean thinking is to create a lean enterprise, one that sustains growth by aligning customer satisfaction with employee satisfaction, and that offers innovative products or services profitably while minimizing unnecessary over-costs to customers, suppliers and the environment.
Lean Thinking• The basic insight of lean thinking
is that if you train every person to identify wasted time and effort in their own job and to better work together to improve processes by eliminating such waste, the resulting enterprise will deliver more value at less expense while developing every employee’s confidence, competence and ability to work with others.
Lean Thinking• The basic insight of lean thinking
is that if you train every person to identify wasted time and effort in their own job and to better work together to improve processes by eliminating such waste, the resulting enterprise will deliver more value at less expense while developing every employee’s confidence, competence and ability to work with others.
Lean Thinking
• The masters in lean thinking would challenge line managers to look differently at their own jobs by focusing on:– Work place.– Value through built in quality.– Value streams through
understanding takt time
The workplace
• Going and seeing firsthand work conditions in practice, right now, and finding out the facts for oneself rather than relying on reports and boardroom meeting.
• The management revolution brought by lean thinking can be summed up by describing jobs in terms of Job = Work + Kaizen
Value through built-in quality
• Built-in quality means to stop at every doubtful part and to train yourself and others not to pass on defective work, not to do defective work and not to accept defective work by stopping the process and reacting immediately whenever things go wrong.
Value streams through understanding "takt" time:
• By calculating the ratio of open production time to averaged customer demand one can have a clear idea of the capacity needed to offer a steady flow of products. This “takt” rhythm, be it a minute for cars, two months for software projects or two years for a new book leads to creating stable value streams.
