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Abstract
The purpose of this report is to study the main principles behind lean concepts and tools
applicable to manufacturing and services sectors. Literature reviews were carried out to find
principles and tools of lean. According to the analysts’ lean principles and tools started in
manufacturing environment especially in Japan after Second World War, they have
penetrated to other sectors like health care and banking. Toyota production system is based
on fourteen principles and the main methods used are Just-in-time, one piece flow, Jodoka,
and Heijunka. Lean concept started in Motorola is called lean six sigma. The main difference
of these two principles are rigid control focus of Motorola and employee commitment focus
of Toyota. After studying these Womack and Jones’ latter has formulated five principles of
lean applicable to manufacturing sector and six additional principles applicable to services
sector. Any organization has a social and technical system. If a company wants to become a
lean one they should start a technical change in line with lean principles suited to the
organization depending upon whether company concern is a discrete manufacturing,
continuous manufacturing or service organization. The best way a company can develop this
is through action to improve the company’s value stream, supported by committed leaders
who reinforce culture change.
Key words: Lean, TPS, Just-in-time, Tools, Principles
i
Acknowledgement
We owe a great many thanks to many people who helped and supported us during the study.
Our sincere gratitude to Professor Chandana Perera and Senior Lecturer, Mr.Sanjeewa De
Silva for valuable guidance and assistance extended towards us.
ii
Contents
Abstract………………………………………………………………..I
Acknowledgement.....................................................…………………ii
Contents………………………………………………………………iii
1. Introduction ………………………………………………………1
2. Objectives ………………………………………………………...1
3. Methodology……………………………………………………...1
4. Origin, Diffusion and adoption of lean…………………………...2
5. Lean Principles……………………………………………………3
5.1. Womack and Jones’ 5 Principles of lean…………………..3-4
5.2. Lean Six Sigma Principles…………………………………4-6
5.3. Toyota Production System…………………………………6-7
6. Lean Tools……………………………………………………….7-12
7. Approaches to Implementation of lean…………………………..13
8. Conclusions………………………………………………………14
9. Bibliography…….………………………………………………..15
iii
1. Introduction
Today, many large manufacturers are demanding that suppliers adopt lean practices. Lean
organizations are able to be more responsive to market trends, deliver products and services
faster, and provide products and services less expensively than their non-lean counterparts.
Lean crosses all industry boundaries, addresses all organizational functions. Before
discussing the concept of lean it is important to look at the definition of the term lean.
Definition of lean, as developed by national institute of standards and technology
manufacturing extension partnership’s lean network of United States of America(cited in
Jerry Kilpatric,2003), “ A systematic approach to identifying waste through continuous
improvement, flowing the product at the pull of the customer in pursuit of perfection.
Lean is about developing principles that are right for your organization and diligently
practicing them to achieve high performance that continue to add value to customers and
society (Jeffrey K.Liker, 2004)
Purpose of this report is to explore the principles and application of lean concepts in different
sectors. Extensive literature reviews were carried out to find out the origin of the concept and
tools and techniques used to achieve the objectives of the principles.
2. Objectives
Objective of this paper is to study the evolution of lean concepts in manufacturing and service sector and its implication for future successes. Following objectives could be broadly classified.
o To identify the main principles of this concept applicable to all industries.
o To identify the application of lean tools in manufacturing industry
o To identify the application of lean tools in services sector.
o To discuss the future implications of these principles
3. Methodology
Method adapted to study was mainly the literature reviews.
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4. Origin, Diffusion and adoption of lean
According to analyst of lean application history it is a concept popularized in 1980’s and
1990 ‘s with number of approaches to managing manufacturing companies that included an
emphasis on systems producing exactly what the customer wants at the lowest cost and with
no waste. Researchers have found that many lean ideas were developed after Second World
War by Toyota. Their main focus had been on producing cars of best quality, at the lowest
cost and with the shortest lead time through the systematic elimination of waste. The other
organization which developed the lean ideas was the Motorola. Their concept is called lean
six sigma which is a combination of the lean concepts of speed and elimination of waste with
quality focus of six sigma concept. These two companies are discrete manufacturing
companies and therefore the subsequent evolution and development of these two
methodologies has focused mostly on improvements in discrete manufacturing. Each
methodology has a central focus that has been the basis for its structure and tools. According
to Toyota way finding’s discrete manufacturing has identified seven deadly wastes of
logistics of which over production, inventory, and transportation are special to discrete
manufacturing because in case of process manufacturing these wastes are naturally avoided.
Process manufacturing is fundamentally different from discrete manufacturing in the way
material flows. Material flows in a continuous stream in process manufacturing, while parts
move in discrete batches in discrete. Since there has been so much work done in developing
these methodologies in discrete manufacturing and very little in process, it might seem
logical to apply them “as-is” to process-manufacturing industries. However, in latter
developments analyst had found that process manufacturing firms have also adopted these
concepts by identifying various forms of waste in process manufacturing value stream, and
have managed the wastes with the appropriate concepts and tools.
Very recent research findings have shown that lean principles have developed to suit the
services sector like health care industry and banking industry. Identifying what customer
value in service industry is important in developing lean concepts and tools for the sector.
Researchers have found that time, timeliness, completeness, courtesy, accessibility and
convenience, accuracy, and responsiveness are the main factors to be considered in
developing these concepts and tools.
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5. Lean Principles
5.1. Womack and Jones’ 5 Principles of lean
According to Womack and Jones’ the basic idea of lean is attractively simple, it is that the
organization should be obsessively focused on the most effective means of producing value
for their customers. An organization using lean will approach this challenge by: applying 5
basic lean principles; focusing on understanding waste and value in its work and; training
staff who go and manage the work to act as improvement teams to bring about change.
As made popularized by Womack & Jones (1996) Lean manufacturing is underpinned by 5
principles mention below.
Specify what creates value from the customers perspective
Value is what customer wants and only what the customer wants. This requires a
precise understanding of the specific needs of the customer. It is said that most of the
process activities are non-value adding.
Identify all the steps along the process chain
The steam are thouse activities that, when done correctly and right order, produce the
product or service that the customer values. Lean organization traces and manages all
activities in the organization that deliver value wherever they are and whichever
department they are in. activities add value to customer could be improved while the
activities that are partly or wholly unnecessary could be eliminated and supporting
activities to value adding activities has to be minimized.
Make those processes flow
In a lean organization work should flow steadily and without interruption from one
value adding or supporting activity to the next.
Make only what is pulled by the customer
The system should react to customer demand, in other words, customers pull the work
through the system. In non lean organizations work is pushed through the system at
the convenience of operators and produced the outputs that are not required. Most
service organizations are naturally operated on pull systems.
Strive for perfection by continually removing wastes
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As the first four principles are implemented organizations should get to understand
the system ever better and from this understanding more ideas should be generated for
more improvement. By doing so leaner systems become more leaner and faster and
waste identification and elimination becomes more and more easier.
The same authors in a recent article for the Harvard business Review on lean consumption
have set out six additional principles of what they call lean consumption that correspond
closely with thouse of lean production.(cited in Brendan MccCarron,2006)
1. Solve the customers problem completely by ensuring that all the goods and services
work, and work together
2. Don’t waste the customer’s time
3. Provide exactly what customer wants
4. Provide what’s wanted exactly where it’s wanted
5. Provide what’s wanted where it’s wanted exactly when it’s wanted
6. Continuously aggregate solutions to reduce the customer’s time and hassle.
These principles reshape the traditional lean principles to suit the service sector organizations
taking customer eyed-view of services.
5.2. Lean Six Sigma Principles
Review of six sigma literature shows that Lean Six Sigma (LSS) combines the Lean emphasis
on speed and eliminating waste with the process quality focus of Six Sigma. It incorporates
the concepts, principles and tools of both methodologies to provide businesses with a
powerful data-driven system to satisfy customers, reduce costs, make best use of resources
and create quality products and services.
Delight the Customer
All businesses want to satisfy their customers, but LSS aims to go beyond customer
satisfaction. Its driving principle is to delight the customer. This means giving customers the
right products and services at the right time, for the right price and at the right quality.
Customers have a few requirements that are critical to quality and a successful LSS project
must identify and address those vital few requirements. Customers have requirements for the
final process output and for service, which reflect how the customer expects to be treated.
Identify Value
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The steps in a process may be value adding, value enabling or non-value adding. Value-
adding steps are those steps the customer cares about that help produce the final process
output. Value-enabling steps are those that must be done but do not necessarily add value for
the customer. For example, steps added for financial, administrative or compliance reasons
are necessary but unimportant to the customer.
Understand the Process
Before a process can be improved, it must be understood by those working to improve it. In
LSS, understanding the process flow involves identifying the customers, the work flow and
who is responsible for each step in the process. It also involves collecting and analyzing data
about the process. The goal is to identify disconnects--points in a process where hand-offs or
communications may break down; bottlenecks where work backs up; redundancies--repeated
steps; and re-work where work must be re-done because of missing or defective parts or
information.
Eliminate Waste
Waste is an activity that uses resources but does not add value to the process. LSS identifies
several types of waste that must be eliminated from a process in order to delight the
customer. These include overproduction, waiting, over-processing (non-value-added steps),
excess inventory, defects and errors. Unused employee creativity is also a form of waste. This
includes lost time, ideas, skills, improvements and learning opportunities lost by not
involving or listening to employees regarding process work flow and improvement.
Reduce Process Variation
Variation is a change that affects the expected outcome of a process. It is the gap between the
operating standard and the actual end result of the process. There will always be some
variation in a process and the key issue is how and to what extent that variation affects the
final outcome. A process can be improved by reducing its variation so that it produces
consistent end results that delight the customer.
5.3. Toyota Production System
According to Jeffrey K.Liker Toyota’s distinctive approach to manufacturing is the basis of “lean production” revolution it helped spawn. Author has further highlighted that though Toyota is using such tools and quality improvement methods as Just-in- time, One piece flow, Jidoka and Heijunka its continued success at implementing these tools comes from its
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philosophy “ the Toyota way” which is base on an understanding of people and what motives them.
The Toyota way 14 principles
Section I: Long-Term Philosophy
Principle 1: Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
Section II: The Right Process Will Produce the Right Results
Principle 2: Create a continuous process flow to bring problems to the surface.
Principle 3: Use “pull” systems to avoid overproduction.
Principle 4: Level out the workload (heijunka). (Work like the tortoise, not the hare.)
Principle 5: Build a culture of stopping to fix problems, to get quality right the first time.
Principle 6: Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.
Principle 7: Use visual control so no problems are hidden.
Principle 8: Use only reliable, thoroughly tested technology that serves your people and processes.
Section III: Add Value to the Organization by Developing Your People
Principle 9: Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
Principle 10: Develop exceptional people and teams who follow your company’s philosophy.
Principle 11: Respect your extended network of partners and suppliers by challenging them and helping them improve.
Section IV: Continuously Solving Root Problems Drives Organizational Learning
Principle 12: Go and see for yourself to thoroughly understand the situation(genchi
genbutsu).
Principle 13: Make decisions slowly by consensus, thoroughly considering all options;
implement decisions rapidly (nemawashi).
Principle 14: Become a learning organization through relentless reflection (hansei) and
continuous improvement (kaizen).
6
Seven deadly wastes of logistics identified in TPS
1. Over production: Delivering products before they are needed.
2. Delay/Waiting: Any delay between the end of one activity and the start of the next
activity.
3. Transportation/Conveyance: Unnecessary transport that results in added cost.
4. Motion: Unnecessary movement of people.
5. Inventory: Any logistics activity that results in more inventories being positioned
than needed or in a location other than where needed.
6. Space: Use of space that is less than optimal.
7. Errors: Any activity that causes rework, unnecessary adjustments or returns.
6. Lean Tools
In order to reduce or eliminate the above wastes, Lean practitioners utilize many tools or
Lean Building Blocks. Successful practitioners recognize that, although most of these may be
implemented as stand-alone programs, few have significant impact when used alone.
Additionally, the sequence of implementation affects the overall impact, and implementing
some out of order may actually produce negative results (for example, you should address
quick changeover and quality before reducing batch sizes). The more common building
blocks are listed below. Some are used only in manufacturing organizations, but most apply
equally to service industries.
Pull System – The technique for producing parts at customer demand. Service
organizations operate this way by their very nature. Manufacturers, on the other hand,
have historically operated by a Push System, building products to stock (per sales
forecast), without firm customer orders.
Quality at the Source: To eliminate product defects, they must be discovered and
corrected as soon as possible. Since workers are at the best position to discover a
defect and to immediately fix it, they are assigned this responsibility. If a defect
cannot be readily fixed, any worker can halt the entire line by pulling a cord (called
Jidoka).
Kanban – A method for maintaining an orderly flow of material. Kanban cards are
used to indicate material order points, how much material is needed, from where the
material is ordered, and to where it should be delivered. Kanban stands for Kan –
card, Ban – signal. The essence of the kanban concept is that a supplier, the
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warehouse or manufacturing should only deliver components as and when they are
needed, so that there is no excess inventory. Within this system, work stations are
located along production lines only produce/deliver desired components when they
receive a card and a empty container, indicating that more parts are needed in
production. In case of line interruptions, each workstation will only produce enough
components to fill the container and then stop. In addition, kanban limits the amount
of inventory in the process by acting as an authorization to produce more inventories.
Since kanban is a chain process in which orders flow from one process to another, the
production or delivery of components are pulled to the production line, in contrast to
the traditional forecast oriented push systems.
Work Cells – The technique of arranging operations and/or people in a cell (U-
shaped, etc.) rather than in a traditional straight assembly line. Cellular, or flow,
manufacturing is when all of the resources required to complete the product are
grouped together. Cellular manufacturing is the opposite of the traditional
departmentalized layout, in which all machines of the same type are grouped together.
In a cellular arrangement, a company may have equipment such as CNC lathes,
milling machines, grinders, vibratory finishing machines and parts washers all located
in the same area. Furthermore, assembly operations are often completed within a cell.
Manufacturing cells are frequently organized in a U-shape so that operators can
manage different machines. A cellular layout can more easily accommodate a single
piece flow by eliminating the handling and queue times inherent to a traditional
departmentalized layout. The cellular concept allows for better utilization of people
and improves communication.
Total Productive Maintenance – TPM capitalizes on proactive and progressive
maintenance methodologies and calls upon the knowledge and cooperation of
operators, equipment vendors, engineering, and support personnel to optimize
machine performance. Results of this optimized performance include; elimination of
breakdowns, reduction of unscheduled and scheduled downtime, improved utilization,
higher throughput, and better product quality. Bottom-line results include; lower
operating costs, longer equipment life, and lower overall maintenance costs.
Total Quality Management – Total Quality Management is a management system
used to continuously improve all areas of a company's operation. TQM is applicable
to every operation in the company and recognizes the strength of employee
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involvement. It is defined as a mutual way of doing business that focuses on relying
on the knowledge, skills and abilities (KSAs) of the laborers as well as the
management in order to bring a continuous improvement in the quality and
productivity of the organization by working in the form of teams (Drucker, 1996,
1994, 1993 cited by Tiffany L. Jordan, 2001). There are seven statistical tools which
help to improve quality; Course and effect diagram ( Fishbone diagram), Run chart,
Scatter diagram, Flow chart, Control chart, Histogram, pareto chart
Point-Of-Use-Storage – Point-of-use storage of parts means that every part needed to
do a job is stored in the area that uses it. This will require some management
discipline, especially when inventory items are involved, but the storage of parts at
their point of use offers reduced search time, minimal travel and material handling,
and simplified storage.
Quick Changeover – The technique of reducing the amount of time to change a
process from running one specific type of product to another. The purpose for
reducing changeover time is not for increasing production capacity, but to allow for
more frequent changeovers in order to increase production flexibility. Quicker
changeovers allow for smaller batch sizes.
Batch Size Reduction – Historically, manufacturing companies have operated with
large batch sizes in order to maximize machine utilization, assuming that changeover
times were “fixed” and could not be reduced. Because Lean calls for the production of
parts to customer demand, the ideal batch size is ONE.
However, a batch size of one is not always practical, so the goal is to practice
continuous improvement to reduce the batch size as low as possible. Reducing batch
sizes reduces the amount of work-in-process inventory (WIP). Not only does this
reduce inventory-carrying costs, but also production lead-time or cycle time is
approximately directly proportional to the amount of WIP. Therefore, smaller batch
sizes shorten the overall production cycle, enabling companies to deliver more
quickly and to invoice sooner (for improved cash flow). Shorter production cycles
increases inventory turns and allows the company to operate profitably at lower
margins, which enables price reductions, which increases sales and market share.
5S or Workplace Organization – This tool is a systematic method for organizing
and standardizing the workplace. It’s one of the simplest Lean tools to implement,
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provides immediate return on investment, crosses all industry boundaries, and is
applicable to every function with an organization. Because of these attributes, it’s
usually the first recommendation for a company implementing Lean.
Visual Controls – These are simple signals that provide an immediate and readily
apparent understanding of a condition or situation. Visual controls enable someone to
walk into the workplace and know within a short period of time (usually thirty
seconds) what’s happening with regards to production schedule, backlog, workflow,
inventory levels, resource utilization, and quality. These controls should be efficient,
self regulating, and worker managed, and includes kanban cards, lights, color-coded
tools, lines delineating work areas and product flow, etc.
Concurrent Engineering – This is a technique of using cross-functional teams
(rather than sequential departmental assignments) to develop and bring new products
to market. In many instances, researchers have found that implementing concurrent
engineering has reduced time-to-market by 50%; the automotive and computer
industries are good examples. Time-to-market is one of the most important tools for
capturing and maintaining market share.
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Value Steam mapping
Value stream mapping is a lean manufacturing technique used to analyze and design
the flow of materials and information required to bring a product or service to a
consumer. At Toyota, where the technique originated, it is known as "material and
information flow mapping" It can be applied to nearly any value chain.
1. Identify the target product, product family, or service.
2. Draw while on the shop floor a current state value stream map, which shows the
current steps, delays, and information flows required to deliver the target product or
service. This may be a production flow (raw materials to consumer) or a design flow
(concept to launch). There are 'standard' symbols for representing supply chain
entities.
3. Assess the current state value stream map in terms of creating flow by eliminating
waste.
4. Draw a future state value stream map.
5. Work toward the future state condition.
Where is it used?
Value stream mapping is two supporting methods that are often used in Lean
environments to analyze and design flows at the system level (across multiple
processes). A key metric associated with value stream mapping is lead time.
Although value stream mapping is often associated with manufacturing, it is also used
in logistics, supply chain, service related industries, healthcare, software development,
and product development.
In a build-to-the-standard form Shigeo Shingo (cited in Wikipedia for value
stream mapping) suggests that the value-adding steps be drawn across the centre
of the map and the non-value-adding steps be represented in vertical lines at right
angles to the value stream. Thus the activities become easily separated into the value
stream which is the focus of one type of attention and the 'waste' steps another type.
He calls the value stream the process and the non-value streams the operations. The
thinking here is that the non-value-adding steps are often preparatory or tidying up to
11
the value-adding step and are closely associated with the person or
machine/workstation that executes that value-adding step. Therefore each vertical line
is the 'story' of a person or workstation whilst the horizontal line represents the 'story'
of the product being created.
Figure 6.1: Value steam mapping Example,
Source: http://en.wikipedia.org/wiki/File:Vsm-epa.gif
Techniques used in six sigma
In brief, three techniques are used in Six Sigma:
1. DMAIC, which stands for Define, Measure, Analyze, Improve and Control;
2. DMADV, which stands for Define, Measure, Analyze, Design and Verify;
3. Lean.
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7. Approaches to Implementation of lean
The success of an improvement initiative depends to a large extent on the initial choice of what to improve and how to improve and how to go about it. Researchers have found that in implementing lean concepts five stages of Preparation, Plan, Do, Check, and Act cycle for it to be successful.
Figure 7.1: Stage of implementation of lean concepts and tools, Source: Brendan MaCarron,2006
According to researchers Implementation of lean has failed in many organizations and
anticipated benefits were not achieved. Some companies fail to get the support needed to the
efforts due to not communicating it properly to the employees. Some other companies start to
implement the lean tools and techniques in wrong sequence. For example, if batch sizes are
reduced prior to reducing changeover time, and changeover times are lengthy, equipment
utilization will drop, and the ability to serve customers will be reduced. On the other hand out
comes are not significant for some manufacturing environments. For example continuous
process manufacturers like high volume chemical manufacturers do not have big impact of
implementing lean on their environments.
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Plan
Preparation
DoCheck
Act
8. Conclusions
Even though the lean principles and tools started in manufacturing environment especially in
Japan after Second World War, they have penetrated to other sectors like health care and
banking. Any organization that is looking forward to implement lean concepts should first
study their work place activities and identify the areas where improvements are necessary.
Then select the tools that mostly relevant to their environment. In this situation the important
thing to remember is that lean six sigma is concentrating on quality through rigid controls and
lean concepts originated in Japan concentrate quality through commitment building. The five
principles of lean presented by Womack and Jones for manufacturing environment and their
recent introduction of additional six principles applicable to production environment has
widely accepted by the organizations. The Toyota production system is basically build on
four main lean concepts which is Just in-time, One piece flow, Jidoka and heijunka. The
other important tools developed by Toyota is pull systems, cellular work cell concept, quality
at source, kanban, 5S, TQM, total productive maintenance, quick change over, and batch size
reduction etc.
Any organization has a social and technical system. If a company wants to become a lean one
they should start a technical change in line with lean principles suited to the organization
depending upon whether company concern is a discrete manufacturing, continuous
manufacturing or service organization. The best way a company can develop this is through
action to improve the company’s value stream, supported by committed leaders who
reinforce culture change.
14
9. Bibliography
Chandana Perera, 2011. Operations Management concepts & applications. 2nd ed. Ethul
Kotte. Institute of Operations management (Pvt) Ltd, Sri Lanka.
Joel Sutherland and Bob Bennett, The seven Deadly wastes of logistics, 2007, Lehigh
University, [online] Available at:
http://www.distributiongroup.com/articles/SevenWastesofLogistics.pdf [15th September
2011]
Jeffrey K Liker, “The Toyota way” Tata-Mcgraw-Hill, 2004, [online] Available at:
http://www.learnership.co.uk/archive/38.pdf
The 14 Principles of the Toyota way, 2001, [online] Available at:
http://icos.groups.si.umich.edu/Liker04.pdf [accessed 14th September 2011]
The Toyota way, 2004, [online] Available at: http://en.wikipedia.org/wiki/The_Toyota_Way
[14th September 2011]
Silva, M.W.S.S., 2011. Lecture notes on Operations Management. PDBA/MBA 108. University of Ruhuna, unpublished
Tiffany A. Jordan, 2001, Total quality management and the Japanese Poka-Yoke style, [online] Available at: http;//www.decpoint.com/tqmelem.htm/poka-yoka.pdf
Value stream mapping, [online] Available at: http://en.wikipedia.org/wiki/File:Vsm-epa.gif
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