STM Quality
Limited
Introduction to
Lean Manufacturing
TOTAL QUALITY MANAGEMENT
Lean Manufacturing
©©ABSL
Power Solutions
STM Quality
Limited 2007
Definition of Lean Manufacturing
STM Quality
Limited
“The production of goods using less of
everything by reducing ‘waste’ and increasing
value added activity”
If it doesn’t add value, it adds cost!
© STM Quality Limited
Preparing for Lean Manufacturing
STM Quality
Limited
 Five Lean Principles
Specify Value
Identify the
Value Stream
Make product
flow
Let the
customer pull
Continuous
Improvement
Identify what the
customer actually wants
• Would you pay for
something you didn’t
Identify the whole process
want?
(mapping)
• If it’s not adding value,
• What are the facts about
it’s adding cost!
our process capability?
• Eliminate bottlenecks or
• What ‘waste’ is there in
manage them better
the process?
• Reduce or avoid ‘batch &
queue’
•Only
Get make
the maintenance
what the
right
customer requires, when
the customer wants it.
Increasing personal &
company knowledge to
pursue the complete
elimination of waste.
© STM Quality Limited
Preparing for Lean Manufacturing
STM Quality
Limited
 Reduction & elimination of ‘waste’ elements in the process
 Equipment reliability – Planned Preventative Maintenance (P.P.M.)
 Autonomous Maintenance & Condition Monitoring
 Continuous flow - one part at a time (JIT) & pull ‘Kanban’ systems
 Inventory (WIP) reduction throughout the process
 Defect reduction - right first time, error proofing & training
 Visual management – simple measures (KPI’s) & drumbeat
 Quick machine changeovers (SMED)
 Teamwork & communication
 Point of use storage but not ‘nests’
 Bottleneck management
So what does ‘best’ look like?
© STM Quality Limited
Preparing for Lean Manufacturing
 Disorganised
STM Quality
Limited
 Organised
© STM Quality Limited
Process Mapping
STM Quality
Limited
A process is…
 A set of activities which convert inputs to outputs to
meet agreed customer requirements.
 “Draw a flow chart of what you do. Until you do, you do
not fully understand what you are doing, you just have
a job”
Dr W.E.Deming
© STM Quality Limited
Process Mapping
STM Quality
Limited
 Characteristics of an ideal process…
– Each step adds value
– Each step is carried out only once
– Steps are carried out in the best sequence
– Uses the optimum level of resource
– Meets customer needs consistently
– Minimum space requirements
© STM Quality Limited
Why Process Map?
STM Quality
Limited
 Biggest tool in lean – all others are deployed from mapping
output
 Big picture – detail comes later
 Establishes real priorities by those who do the work – action
plans with names & dates
 Dramatic short & medium-term results
 Idea generation & team involvement in decision making
© STM Quality Limited
STM Quality
Limited
Process Atlas
MANAGEMENT PROCESSES
STRATEGY
Customer needs
DATA
KPI’s
CORE PROCESSES
Satisfied Customer
RESOURCES
SUPPORT PROCESSES
© STM Quality Limited
Boundaries and Scope
STM Quality
Limited
 Start to finish… order enquiry to receipt of payment or tighter
definition we can influence?
 All possible products or ‘runners’ only? Think flow & volume
 What functions do we need involved beyond this room both
internal & external?
 Is there an obvious need for more information at this stage?
© STM Quality Limited
Lean Wastes
STM Quality
Limited
The ‘8 Lean Wastes’ (7 + 1)
Introduction to ‘TIM WOODS’
© STM Quality Limited
TIM WOODS
T –
I
–
M –
W –
O –
O –
D S -
STM Quality
Limited
Transport
Inventory
Movement
Waiting
Over-processing
Over-production
Defects
Skill
© STM Quality Limited