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Lean Production  Lean Thinking   Ken Rader May 2, 2002
Production Evolution
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
CHARACTERISTICS  OF  LEAN PRODUCTION
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Five Principles of  Lean Production Specification of Value Value Stream Analysis Flow Management (Lean Manufacturing*) Pull Perfection
Specify Value 1.   Specific Products  the firm expects to produce for the 2. Specific Customers  who want the products at the  3. Specific Price  they are willing to pay with the 4. Specific Product Performance and Quality  needed to maintain a competitive advantage.
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Flow Management 1. Focus on the Specific Products  the firm will produce and never let it out of sight! 2. Ignore All Boundaries  (career, organizational, etc.) to remove impediments to the flow.  3. Redesign   Work Practices and Tooling   to eliminate waste (scrap, rework, backflows) so that  flow is continuous. 4 .  Reduce  Cycle Time 5 .  Synchronize  Production Rate to Sales Rate (JIT)
Pull 1. No good or service  is produced or activity initiated until the  customer requests  it (DRB) . 2 . Eliminate  Lead Times  and non-constraint  Inventories
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Advantages of Lean Production
 
 
 
 
METRICS – COST VERSUS PROCESS ACCOUNTING An Exercise
 
 
 
 
 
The Lean Enterprise
Organizational Design Business  Discipline Process Control A Design for Lean Thinking Company Policies and  Practices
Reading List Womack, James P., Jones, Daniel T., Roos, Daniel,  The Machine That Changed The World,  New York: Harper Perennial, 1991 Womack, James P., Jones, Daniel T.,  Lean Thinking , New York: Simon & Schuster, 1996 Feld, William M.,  Lean Manufacturing,  Boca Raton: St. Lucie Press/APICS, 2001. Goldratt, Eliyahu M. and Cox, Jeff,  The Goal: A Process of Ongoing Improvement , Great Barrington, MA: North River Press, 2 nd  Rev, 1992 Hammer, Michael and Champy, James A.,  Reengineering the Corporation : A Manifesto for Business Revolution,  New York: Harper Business, 2001 Treacy, Michael and Wiersema, Fred,  The Discipline of Market Leaders : Choose Your Customers, Narrow Your Focus, Dominate Your Market,  Cambridge, MA:   PERSEUS PUBLISHING, 1997

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Ken Rader - Lean Thinking

  • 1. Lean Production Lean Thinking Ken Rader May 2, 2002
  • 3.
  • 4.
  • 5.
  • 6. CHARACTERISTICS OF LEAN PRODUCTION
  • 7.
  • 8. Five Principles of Lean Production Specification of Value Value Stream Analysis Flow Management (Lean Manufacturing*) Pull Perfection
  • 9. Specify Value 1. Specific Products the firm expects to produce for the 2. Specific Customers who want the products at the 3. Specific Price they are willing to pay with the 4. Specific Product Performance and Quality needed to maintain a competitive advantage.
  • 10.
  • 11. Flow Management 1. Focus on the Specific Products the firm will produce and never let it out of sight! 2. Ignore All Boundaries (career, organizational, etc.) to remove impediments to the flow. 3. Redesign Work Practices and Tooling to eliminate waste (scrap, rework, backflows) so that flow is continuous. 4 . Reduce Cycle Time 5 . Synchronize Production Rate to Sales Rate (JIT)
  • 12. Pull 1. No good or service is produced or activity initiated until the customer requests it (DRB) . 2 . Eliminate Lead Times and non-constraint Inventories
  • 13.
  • 14. Advantages of Lean Production
  • 15.  
  • 16.  
  • 17.  
  • 18.  
  • 19. METRICS – COST VERSUS PROCESS ACCOUNTING An Exercise
  • 20.  
  • 21.  
  • 22.  
  • 23.  
  • 24.  
  • 26. Organizational Design Business Discipline Process Control A Design for Lean Thinking Company Policies and Practices
  • 27. Reading List Womack, James P., Jones, Daniel T., Roos, Daniel, The Machine That Changed The World, New York: Harper Perennial, 1991 Womack, James P., Jones, Daniel T., Lean Thinking , New York: Simon & Schuster, 1996 Feld, William M., Lean Manufacturing, Boca Raton: St. Lucie Press/APICS, 2001. Goldratt, Eliyahu M. and Cox, Jeff, The Goal: A Process of Ongoing Improvement , Great Barrington, MA: North River Press, 2 nd Rev, 1992 Hammer, Michael and Champy, James A., Reengineering the Corporation : A Manifesto for Business Revolution, New York: Harper Business, 2001 Treacy, Michael and Wiersema, Fred, The Discipline of Market Leaders : Choose Your Customers, Narrow Your Focus, Dominate Your Market, Cambridge, MA: PERSEUS PUBLISHING, 1997