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INTRODUCTION In
1900's U.S. manufacturers like Henry ford brought the concept of mass production.
U.S. manufacturers have always searched for efficiency strategies that help reduce
costs, improve output, establish competitive position, and increase market share.
Early process oriented mass production manufacturing methods common before World
War II shifted afterwards to the results-oriented, output-focused, production
systems that control most of today's manufacturing businesses. Japanese
manufacturers re-building after the Second World War were facing declining human,
material, and financial resources. The problems they faced in manufacturing were
vastly different from their Western counterparts. These circumstances led to the
development of new, lower cost, manufacturing practices. Early Japanese leaders
such as the Toyota Motor Company's Eiji Toyoda, Taiichi Ohno, and Shingeo Shingo
developed a disciplined, process-focused production system now known as the "lean
production." The objective of this system was to minimize the consumption
of resources that added no value to a product. The
"lean manufacturing" concept was popularized in American factories in
large part by the Massachusetts Institute of Technology study of the movement
from mass production toward production as described in The Machine That Changed
the World, (Womack, Jones & Roos, 1990), which discussed the significant performance
gap between Western and Japanese automotive industries. This book described the
important elements accounting for superior performance as lean production. The
term "lean" was used because Japanese business methods used less human
effort, capital investment, floor space, materials, and time in all aspects of
operations. The resulting competition among U.S. and Japanese automakers over
the last 25 years has lead to the adoption of these principles within all U.S.
manufacturing businesses. Now it has got global acceptance and is adopted by industries
world over to keep up with the fast moving and competing industrial field.
WHAT
IS LEAN MANUFACTURING?
Lean manufacturing is a manufacturing system and
philosophy that was originally developed by Toyota, Japan and is now used by many
manufacturers throughout the world.
Lean
Manufacturing can be defined as:
"A systematic approach to identifying
and eliminating waste (non-value-added activities) through continuous improvement
by flowing the product at the pull of the customer in pursuit of perfection." The
term lean manufacturing is a more generic term and refers to the general principles
and further developments of becoming lean.The term lean is very apt because in
lean manufacturing the emphasis is on cutting out "FAT" or wastes in
manufacturing process. Waste is defined as anything that does not add any value
to the product. It could be defined as anything the customer is not willing to
pay for. Manufacturing
philosophy is pivoted on designing a manufacturing system that perfectly blends
together the fundamentals of minimizing costs and maximizing profit. These fundamentals
are Man (labour), Materials and Machines (equipments) called the 3 M's of manufacturing.
A well-balanced 3M is resulted through lean manufacturing.
WASTES
IN MANUFACTURING
The aim of Lean Manufacturing is the elimination of waste
in every area of production including customer relations, product design, supplier
networks, and factory management. Its goal is to incorporate less human effort,
less inventory, less time to develop products, and less space to become highly
responsive to customer demand while producing top quality products in the most
efficient and economical manner possible.
Essentially,
a "waste" is anything that the customer is not willing to pay for.
Typically
the types of waste considered in a lean manufacturing system include: Overproduction
To produce more than demanded or produce it before it is needed. It is
visible as storage of material. It is the result of producing to speculative demand.
Overproduction means making more than is required by the next process, making
earlier than is required by the next process, or making faster than is required
by the next process.
Causes for overproduction waste include:
" Just-in-case
logic
" Misuse of automation
" Long process setup
"
Unleveled scheduling
" Unbalanced work load
" Over engineered
" Redundant inspections
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