2. WHY LEAN MANAGEMENT?
Economic slowdown
Mounting costs of crude oil and competition
Need to improve productivity, response time and cut costs
So Japanese manufacturers developed a set of tools and techniques
that addressed many of these requirements- collectively known as
Lean Management techniques.
3. WHAT IS LEAN MANAGEMENT?
It is the process by which the continuous efforts of all concerned
parties enable an organization to create a value stream by
eliminating waste from the system.
JIT (waste elimination)
Highly effective in reducing
inventory levels. Improves
cash flow and reduces
space requirements.
KANBAN
method of regulating the flow
of goods based on automatic
replenishment through signal
cards that indicate when more
goods are needed.
4. WASTE ELIMINATION AS A CORE LOGIC OF JIT
WATER-FLOW ANALOGY OF A MANUFACTURING SYSTEM
BEHAVIOURAL DEFECTIVE MATERIAL CONSTRAINTS
UNREALISTIC SCHEDULES
LACK OF TRAINING
MACHINE BREAKDOWN
POOR QUALITY
BOTTLENECKS
INADEQUATE INFORMATION
5. PULL LOGIC OF LEAN MANAGEMENT
Pull-type manufacturing means “make to order”.
Actual demand is a trigger for pull manufacturing.
It works with the supermarket logic, as
Nothing will be produced until it is needed
Need is created by an actual demand
When an item is sold the market pulls a replacement from the last
position in the system
This triggers an order to the production line
Hence production starts.
6. KANBAN
In the traditional Kanban method, operators use visual signals to determine
how much they run, and when to stop or change over, informs staff of problems
and who they can help.
The process replaces forecasted usage with actual usage so that there is very
little work-in-progress (WIP) material.
TWO TYPES OF CARDS:
1. P-KANBAN-serves
as the authorization for production of the no. of item indicated in the
kanban.
2. C-KANBAN-serves
as the authorization to move from one process to another.
8. INTRODUCTION
Case study focuses on the way in which Jaguar(ford),
one of the world’s most prestigious car manufacturers ,
has employed lean manufacturing of Jaguar S-Type production line
at its Castle Bromwich factory in Birmingham.
The existing system included:
A hierarchical approach with one supervisor taking responsibility
of 30 production line workers.
‘Tell and do’ approach
10. VISBLE MANAGEMENT / VISUAL FACTORY
A system of ‘visible management’ has been introduced at Castle Bromwich to
enable everyone involved in the process to understand how individual parts
of the plant are performing so they can contribute to meeting
performance requirements.
11. CONTROL BOARDS
reveals the daily production target
for each production line and the
performance against this target
At any one time anyone on the
production line can see where
they are in relation to target
each line worker completes their
specialist tasks to the highest quality
before the car moves to the next
position on the line.
If a worker is having a problem they
pull a cord which alerts their team
leader who will provide assistance
However, if the problem cannot be
immediately solved the whole line
will halt and then wait while the
problem is solved.
The running total is recorded on
Control boards indicating the
performance of each line.
13. OWNERSHIP OF
WORK
The responsibility of each worker is outlined in a series of work elements which are
Shown in a vertical column on a Yamazumi board which is a flat white screen
The value added activities of each employee are shown in green and non-value
added activities in red
The height of each vertical element represents the amount of time needed to carry
out the element e.g. nine seconds.
14. Matching supply to demand
JUST IN TIME
Traditional way
groups of employees
had focused on set
processes in the
production of Jaguar
cars using batches of
components.
cramped working environment and
less floor space.
New way
cut down stocks of
components in the
workspace to the
numbers required to
keep production
flowing smoothly
Teams press a signal
button to call for
fresh stocks when
they are required.
A quick response from a
central store enables new
parts to arrive at work
stations ‘just-in-time’ for
them to be used
16. CONCLUSION
Lean production has enabled Jaguar to cut out waste in the
production of the Jaguar S-type at Castle Bromwich.
This involves working more effectively with TAKT time (the time
available to produce each car).
It has enabled jaguar to effectively develop cars with less resources,
time and wastes.
