Lean Manufacturing: Converting to Collaborative Lean Flow

Lean manufacturing, thought of as only referring to manufacturing, should now be thought of as lean thinking meaning the combination and application of the best overall business processes and practices. However, the emphasis on manufacturing is high and very understandable because “lean” evolved from the Toyota Production System.

Lean manufacturing techniques, specifically lean flow manufacturing techniques, eliminate the many burdensome problems resulting from trying to run the supply chain, including manufacturing, using traditional planning and execution processes, especially push scheduling, which only result in unpredictable results. Lean methodology provides a clear mission for performance improvement, which gives companies a way to become more competitive in the marketplace.

Successful manufacturers today have become extremely aware of how customers requirements drive overall operations not for just lean manufacturing. The demands themselves have grown to include not only the traditional demands for quality products with the right features at a good price, but also flawless on-time delivery and quick response to their changing needs.

As a result, more and more companies are turning to lean manufacturing techniques to meet those customer requirements and to gain a competitive advantage in the marketplace. Those companies that can successfully transform all of their operations and convert them to highly effective lean manufacturing processes have been able to dramatically improve overall business performance.

Good “lean thinking” recognizes that manufacturing operations are often besieged with constantly changing priorities, demands for product that don’t match forecasts, late deliveries from suppliers, product specification problems, capacity imbalances, interruptions in material flow, horrid new product introduction practices, long cycle times, and outmoded support systems.

All these variables constrain operational capabilities and make performance unpredictable. Lean manufacturing and, better yet, lean thinking recognize the need to correct processes external to manufacturing as well as those that are internal to manufacturing.

Lean thinking is in the relentless elimination of waste. Waste of almost incalculable cost exists throughout most manufacturing companies. (See Figure LM-1)

Ten Common Forms of Waste

1. Inaccurate information on product and process documentation
2. Waiting in queue
3. Inventory
4. Bad computer-generated information for decision making
5. Mistakes that require fixing
6. Unnecessary overproduction
7. Changeover/set-up time
8. Unnecessary processing
9. Unnecessary movement of materials
10. Product that doesn’t meet the customer’s needs

Figure LM-1

Lean Manufacturing Techniques

The companies that can benefit most from the effective application of lean flow techniques are easy to spot. Their manufacturing areas have quality, information, and material flow problems. Long cycle times, excessive inventory, and poor customer service are the norm, as are long work-in-process queues, frequent process problems, and manifold production bottlenecks. In this kind of environment, scheduling becomes a nightmare. What’s more, there are higher overall costs that result from trying to manage “operations in chaos.” Effective execution of any competitive strategy, especially one involving flawless delivery and quick response, is impossible. For a list of Lean Techniques (See Figure LM-2).

Lean Techniques
 

 Figure LM-2