Ahmedabad, Gujarat Dec 1, 2022 (Issuewire.com) - Lean Six sigma Manufacturing describes a holistic and sustainable approach that uses less of everything to give you more. Lean Manufacturing is a business strategy based on satisfying the customer by delivering quality products and services that are just what the customer needs, when the customer needs them, in the amount required, at the right price, while using the minimum of materials, equipment, space, labor, and time.
Lean Manufacturing practices enable an organization to reduce its development cycles, produce higher-quality products and services at lower costs, and use resources more efficiently. Although the term Lean Manufacturing has been most directly associated with manufacturing and production processes, Lean Manufacturing practices cover the total enterprise, embracing all aspects of operations, including internal functions, supplier networks, and customer value chains.
Lean Manufacturing means less of many things — less waste, shorter cycle times, fewer suppliers, and less bureaucracy. But Lean Manufacturing also means more — more employee knowledge and empowerment, more organizational agility and capability, more productivity, more satisfied customers, and more long-term success.
The core idea of Lean Manufacturing is actually quite simple…Relentlessly work on eliminating waste from the manufacturing process.
Why Lean manufacturing is important?
Day by day customer demand Is increasing. Labor cost material costs keep increasing. Other side customers keep asking for better quality at a lower price. This situation creates building pressure on every business to reduce cost and improve delivery with better quality.
So you need to reduce waste and improve the process. One of the ways to implement cost reduction is to Implement Lean tools.
- Cost Reduced
- Reduce lead time
- Waste reduction
- Improved productivity
- Reducing work in progress
- Reduce defects
- Reducing waiting Time
- Reducing change over time
- Better utilization of space and equipment
How lean manufacturing can help you?
Waste is defined as any activity that does not add value from the customer’s perspective. If you look forward to improving any of the scenes given below lean is the right thing for your company.
- Using more raw material than necessary: Not only are you buying, transporting, and storing the extra raw material in the first place, but you then have to pay to transport and dispose of damaged or obsolete goods.
- Spending more time to develop and produce your products and services: You’re not just making the customer wait — you’re also consuming energy, wasting people’s time, and using facilities to store and move around materials and work. And there’s the opportunity cost of delayed payment.
- Making mistakes: Not only mistakes frustrating to you, your coworkers, and your management, as well as the customer, but you have to spend more time and use more materials doing it over.
- Overproducing and carrying excess inventory: Excess inventory directly wastes space. Plus, it has to be handled and maintained. And what’s the sense in making more than you’re selling?
- Using more space than necessary: Space is facility and capital cost, as well as the energy and labor to maintain it.
- Spending more money than necessary: It doesn’t take an accountant to know that spending more money than you should get something done is wasteful!
- Using more equipment and tools than necessary: Not only are those extra tools and equipment expensive, but they also have to be stored, repaired, and maintained.
- Involving more people than necessary: People are extremely valuable and expensive, and they should be engaged in doing only what’s most important.
- Having incorrect or incomplete information or instructions: It results in mistakes, rework, scrap, lost time, and missed deadlines — plus, it can be hazardous.
- Having people work improperly: This is the most wasteful of all. Not only is it a direct waste of time and effort, but it’s damaging to the psyche and to morale. It’s also potentially physically harmful and dangerous.
7 waste of Lean Manufacturing.
The following are 7 wastes of Lean Manufacturing. Lean Manufacturing helps you to eliminate 7 waste.
Waste is all around you, every day, and everywhere. You waste your time waiting in line, waiting in traffic, or waiting because of poor service. In your home, you may have experienced walking into a room looking for something that wasn’t where it was supposed to be — wasted time and effort. In your kitchen, you may have had to throw out science experiments from your refrigerator — again, waste. Taiichi Ohno identified seven forms of waste. These seven forms are:
- Transport – The movement of products or materials between transformational operations is waste. The more you move, the more opportunity you have for damage or injury. Poor layouts and disorganization are also common causes of transport waste. Conveyors in a Lean Manufacturing environment are not used unless there is a safety reason; even then, they’re non-value-added. They take up floor space, cause inventory accumulation, disconnect operators from other parts of the value stream, and interrupt process flow.
- Waiting – Waiting in all forms is a waste. In a production environment, any time an operator’s hands are idle is a waste of that resource, whether the operator is idle due to shortages, unbalanced workloads, need for instructions, or by design (when operators watch machines cycle).
- Overproduction – Producing more than the customer requires is waste. It causes other wastes like inventory costs, manpower, and conveyance to deal with excess products, consumption of raw materials, installation of excess capacity, and so on.
- Defects – Any process, product, or service that fails to meet specifications is waste. Any processing that does not transform the product is considered non-value-added. It does not meet the criteria of being done right the first time.
- Inventory – Inventory anywhere in the value stream is non-value-added. Inventory may be needed, but it is still non-value-added. It ties up financial resources. It is at risk of damage, obsolescence, spoilage, and quality issues. It takes up floor space and other resources to manage and track it. In addition, large inventories can cover up other sins in the process like imbalances, equipment issues, or poor work practices.
- Motion – Any movement of people’s bodies that does not add value to the process is waste. This includes walking, bending, lifting, twisting, and reaching. It also includes any adjustments or alignments made before the product can be transformed.
- Excess processing – Any processing that does not add value to the product or is the result of inadequate technology, sensitive materials, or quality prevention is waste. Examples include in-process protective packaging, alignment processing like basting in garment manufacturing or the removal of sprues in castings and molded part.
What is Mura?
Mura (Unevenness) Mura is a variation in operation — when activities don’t go smoothly or consistently. This is waste caused by variation in quality, cost, or delivery. Mura consists of all the resources that are wasted when quality cannot be predicted. This is the cost of testing, inspection, containment, rework, returns, overtime, and unscheduled travel to the customer.
What is Muri?
Muri (Overdoing) Muri is the unnecessary or unreasonable overburdening of people, equipment, or systems by demands that exceed capacity. Muri is the Japanese word for unreasonable, impossible, or overdoing. From a Lean perspective, muri apply to how work and tasks are designed. One of the core tenets of Lean is respect for people. If a company is asking its people to repeatedly do movements that are harmful, wasteful, or unnecessary, then the company is not respecting the people and, therefore, is not respecting the foundation of Lean. You perform ergonomic evaluations of operations to identify movements that are either harmful or unnecessary.
Where lean can be implemented?
Lean can be implemented can be done in any type of organization. We did the lean implementation in many sectors including Manufacturing, Construction, Health care, and service organization. Industries can be divided into 3 types of patterns.
1) Continuous flow pattern – Low variety high volume production is considered a continuous flow pattern.
- Ensuring continuous flow
- Work/Capacity Balancing
- Importance of Maintenance Management
- Good Quality Assurance System
2) Intermittent flow pattern – Intermittent flow is Characterized by mid-volume, mid-variety products/services. Intermittent flow complexities are more than continuous flow. In Intermittent flow capacity, balancing & flow are difficult but important. Intermittent flow Batch Processing – Alternative methods of work organization • Intermittent flow Capacity Estimation is hard & Production Planning & Control is complex
The issue in continuous flow pattern is,
- Excess inventory
- High overhead cost
- Enormous Supervision
- Excess coordination
- Capacity Mapping is difficult
- Long lead times
- Too much paperwork
- Poor delivery Reliability
3) Jumbled flow pattern– Jumbled flow is a Non-standard, complex flow pattern (Highly customized items, customer orders for one or a few). In Jumbled flow, you will find Very High Variety, Low volumes. The jumbled flow will not offer any benefits arising out of volume or scale of operations. In this type of flow Large uncertainty, and Too many entities are involved Jumbled flow will take a longer time span to complete projects. Jumbled flow is Difficult to dedicate resources exclusively for requirements – The sharing of common resources is a reality.
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