c Lean

c Just-in-Time manufacturing JIT

c Lean Six Sigma
c Muda (Non-Value-Added)
c Gemba Kaizen

Ê

c A team based approach to identifying and 



(non-value-adding activities) through  
  
by   the   at the   of the customer in pursuit of
perfection .
Maryland Technology Extension Service MTES
c A manufacturing philosophy that shortens the time line between
the customer order and the shipment by eliminating waste (non-
value-adding activities.(
John Shook, who introduced the TPS to the USA in 1980's
c Lean production is aimed at the 
 

 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     

 

  demand while producing top quality products in the
most efficient and economical manner possible.
http://www.isixsigma.com/dictionary/Lean_Manufacturing-
116.htm

c The Lean Enterprise is an organization that 



 

 through a process that systematically 

 

of

 .
orms of waste include: wasted capital)   ,(wasted
material)

 ,(wasted time)   ,(wasted human effort
)   ,  ,(wasted energy)      ,(and
wasted environmental resources)  .(
http://www.moresteam.com/lean/l610.cfm?userid=null

¯
 
 
 ¯ 
)also known as lean production or stockless production(
c A philosophy developed by Toyoda in Japan that emphasizes
delivery when needed of small lot sizes .
c The philosophy includes an emphasis on:
d
 
   ,
d

 

,
 d   systems ,
d      ,and
d 
 of

 ) muda.(

c An integrated set of activities designed to achieve   

 
 
  
of raw materials, work-in-
process, and finished goods. Parts arrive at the next workstation
´just-in-time ³and move through the operation quickly .

c ¯  is a management philosophy that strives to eliminate sources

of manufacturing waste by producing  
 

 
  .Waste results from any activity that adds
cost without adding value, such as moving and storing.

c JIT should improve profits and return on investment by   

  levels (increasing the inventory turnover rate ,(
 product 
 ,   production and delivery

 
,and    other 

) such as those associated
with 

  and    
  

c In a JIT system, underutilized (excess) capacity is used instead of

buffer inventories to hedge against problems that may arise.

c ¯ 


   
 
 processes in
which the same products andcomponents are produced in high
volumes. The general idea is to establish flow processes (even
when the facility uses a jobbing or batch process layout) by linking
work centres so that there is
  

  

 

      





 


 .

c To accomplish this, an attempt is made to reach the goals of


 
toward   and achieving the 
 

of one unit .
http://www.ashland.edu/~rjacobs/m503jit.html.

c A highly coordinated processing system in which 


  

  ,and services are performed ,


 

   

×

¯ 
c The ultimate ×
 of JIT is to achieve:
d a 

 

  .
d a
 ,
   
 

through the system

c Ú  ×


d ½
 
 

d 


   
 d ½


 ,
 
 

 

½  
¯ 
c Smooth flow of work (the ultimate goal(
c Elimination of waste
c Continuous improvement
c Eliminating anything that does not add value
c Simple systems that are easy to manage
c Use of product layouts to minimize moving materials and parts
c Quality at the source
c Poka-yoke ± fail safe tools and methods
c Preventative maintenance
c Good housekeeping
c Set-up time reduction
c Cross-trained employees
c A pull system

 

c Standard parts
c Modular design
c Highly capable production systems
c Concurrent engineering





c Small lot sizes
 c Setup time reduction
c Manufacturing cells
c Limited work in process
c Quality improvement
c Production flexibility
c Little inventory storage

  
c Reduce downtime by reducing changeover time
c Use preventive maintenance to reduce
breakdowns
c Cross-train workers to help clear bottlenecks
c Use many small units of capacity
c Use off-line buffers
c Reserve capacity for important customers

 
!"
c Level loading
c Pull systems
c Visual systems
c Close vendor relationships
c Reduced transaction processing
c Preventive maintenance
JIT and Lean Operations, William J. Stevenson,
Operations Management , 8th edition

¯ Ú 
c The basic goal of the demand flow technology in the service
organization is to provide optimum response to the customer with
the highest quality service and lowest possible cost.
d Eliminate disruptions
d Make system flexible
d Reduce setup and lead times
d Eliminate waste
d Minimize WIP
d Simplify the process
JIT and Lean Operations, William J. Stevenson,
Operations Management , 8th edition
{
 # 
c Any activity that increases the market form or function of the
product or service. (These are 
 
  
 

 (.
Maryland Technology Extension Service MTES

M{
 # $%


c Any activity that does not add market form or function or is not
necessary. (These activities should be eliminated, simplified,
reduced or integrated(.
Maryland Technology Extension Service MTES

 
 
 
c Japanese word for´ waste ³.Any activity that 

 
 ,
"
"
 

" 


 to pay for.
c Originally part of a "
:

 



 ,   
 or 

 
&  

in the
system (in productivity and/or quality(

 
' 
 ,   

 Ú
'   of
machines, managers, and production associates
d Bend to work
d Push hard
d Lift weight
d Repeat tiring action
d Wasteful walk

 
(
M-
 -
 

d 
  

  

  
  

 
 ""

d à 



"

gy , 




 

 .
www.tpi-europe.ltd.uk/nowaste.htm ,and Professor Art
Hill, updated August 29, 2000 (
c In most companies we still see the  
of trying
to "make the numbers" at the end of reporting
 periods. (Which are themselves completely
arbitrary batches of time (.
c This causes sales to write too many orders
toward the end of the period and production
mangers to go too fast in trying to fill them,
leaving undone the routine tasks necessary to
sustain long-term performance .
c This wave of orders  
-- causing equipment
and employees to work too hard as the finish line
approaches -- creates the "overburden" of   .
c This in turn leads to downtime, mistakes, and
backflows - the  
of waiting, correction, and
conveyance .
c The inevitable result is that  
creates  
that undercuts previous efforts to eliminate  
.

c Take a careful look at your  
and your  

as you start to tackle your  
.
 c #
   
  
 

 in
your activities than called for by customer
behavior.
c Then

   





  

 
  internally
to stabilize your operations .
c inally

    
on your equipment
and people -from whatever cause -- 
 


 
 .

Jim Womack E-letter, Muar, Muri, Muda, 7 Jully 2007

  & #  & #

c    

Activities that create no value but are required in
the current environment

c    

Activities that create no value and can be
eliminated immediately

(Womack & Jones, 1997)

× 

× 
- Real place - (in our context % 
 (
 × 

  {

# ) .The Managers cabin
is not a Gemba (!

×  

Tangible objects found at the Gemba


 
KAIZEN is a Commonsense Approach to Ê "



   .It focuses on & # 


× 

 )

*
1. When an abnormality occurs, go to × 
first
2. Check with ×  
) machine, material,
failures, rejects, unsafe conditions etc (.
3. Take Temporary Counter Measures on the spot
4. ind root cause & kill
5. Standardize to Prevent Recurrence

o  
+Ê   
Toyota uses the term heijunka it means two different, but
related, things .
1. Leveling of production by   .
2. Leveling production by product   

¯  
A practice of having supplier representatives work at a
customer location in order to better facilitate product
design and/or production coordination activities. The term
and concept were developed by Lance Dixon at Bose
Corporation .
JIT II is essentially vendor managed inventory, early
supplier involvement, and co-location of personnel .
The Encyclopedia of Operations Management Terms,
Professor. Arthur V. Hill


  
 
 *More Details

TPM seeks to maximize the performance of an overall
production system by providing a systematic way for
managing equipment over its complete life cycle. TPM
combines preventive maintenance concepts with the
Kaizen philosophy of continuous improvement.
 Maintenance takes on its proper meaning to maintain ±
not just repair. TPM includes the concept of improvement
of equipment ,processes, and plants through the
elimination of losses. A TPM system creates work orders
for regular scheduled maintenance and maintains a repair
history for each piece of equipment .
The Encyclopedia of Operations Management Terms,
Professor. Arthur