Lean manufacturing is a method of manufacturing goods aimed primarily at reducing times within the production system as well as response times from suppliers and customers. It is closely related to another concept called just-in-time manufacturing. Just-in-time manufacturing tries to match production to demand by only supplying goods that have been ordered and focus on efficiency, productivity, and reduction of "wastes" for the producer and supplier of goods. Lean manufacturing adopts the just-in-time approach and additionally focuses on reducing cycle, flow, and throughput times by further eliminating activities that do not add any value for the customer. Lean manufacturing also involves people who work outside of the manufacturing process, such as in marketing and customer service.
A chemical plant is an industrial process plant that manufactures chemicals, usually on a large scale. The general objective of a chemical plant is to create new material wealth via the chemical or biological transformation and or separation of materials. Chemical plants use specialized equipment, units, and technology in the manufacturing process. Other kinds of plants, such as polymer, pharmaceutical, food, and some beverage production facilities, power plants, oil refineries or other refineries, natural gas processing and biochemical plants, water and wastewater treatment, and pollution control equipment use many technologies that have similarities to chemical plant technology such as fluid systems and chemical reactor systems. Some would consider an oil refinery or a pharmaceutical or polymer manufacturer to be effectively a chemical plant.
A job shop is a manufacturing system that handles custom/bespoke or semi-custom/bespoke manufacturing processes, such as small to medium-size customer orders or batch jobs. Such a process is called "job production." Job shops typically move on to different jobs when each job is completed. Job shops machines are aggregated in shops by the nature of skills and technological processes involved, each shop therefore may contain different machines, which gives this production system processing flexibility, since jobs are not necessarily constrained to a single machine. In computer science the problem of job shop scheduling is considered strongly NP-hard.
Lean software development is a translation of lean manufacturing principles and practices to the software development domain. Adapted from the Toyota Production System, it is emerging with the support of a pro-lean subculture within the agile community. Lean offers a solid conceptual framework, values and principles, as well as good practices, derived from experience, that support agile organizations.
Operations management is concerned with designing and controlling the production of goods and services, ensuring that businesses are efficient in using resources to meet customer requirements.
Muda is a Japanese word meaning "futility", "uselessness", or "wastefulness", and is a key concept in lean process thinking such as in the Toyota Production System (TPS), denoting one of three types of deviation from optimal allocation of resources. The other types are known by the Japanese terms mura ("unevenness") and muri ("overload"). Waste in this context refers to the wasting of time or resources rather than wasteful by-products and should not be confused with waste reduction.
Single-minute digit exchange of die (SMED) is one of the many lean production methods for reducing inefficiencies in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. This is key to reducing production lot sizes, and reducing uneven flow (Mura), production loss, and output variability.
Takt time, or simply takt, is a manufacturing term to describe the required product assembly duration that is needed to match the demand. Often confused with cycle time, takt time is a tool used to design work and it measures the average time interval between the start of production of one unit and the start of production of the next unit when items are produced sequentially. For calculations, it is the time to produce parts divided by the number of parts demanded in that time interval. The takt time is based on customer demand; if a process or a production line are unable to produce at takt time, either demand leveling, additional resources, or process re-engineering is needed to ensure on-time delivery.
Value-stream mapping, also known as material- and information-flow mapping, is a lean-management method for analyzing the current state and designing a future state for the series of events that take a product or service from the beginning of the specific process until it reaches the customer. A value stream map is a visual tool that displays all critical steps in a specific process and easily quantifies the time and volume taken at each stage. Value stream maps show the flow of both materials and information as they progress through the process.
Cellular manufacturing is a process of manufacturing which is a subsection of just-in-time manufacturing and lean manufacturing encompassing group technology. The goal of cellular manufacturing is to move as quickly as possible, make a wide variety of similar products, while making as little waste as possible. Cellular manufacturing involves the use of multiple "cells" in an assembly line fashion. Each of these cells is composed of one or multiple different machines which accomplish a certain task. The product moves from one cell to the next, each station completing part of the manufacturing process. Often the cells are arranged in a "U-shape" design because this allows for the overseer to move less and have the ability to more readily watch over the entire process. One of the biggest advantages of cellular manufacturing is the amount of flexibility that it has. Since most of the machines are automatic, simple changes can be made very rapidly. This allows for a variety of scaling for a product, minor changes to the overall design, and in extreme cases, entirely changing the overall design. These changes, although tedious, can be accomplished extremely quickly and precisely.
Production leveling, also known as production smoothing or – by its Japanese original term – heijunka (平準化), is a technique for reducing the mura (unevenness) which in turn reduces muda (waste). It was vital to the development of production efficiency in the Toyota Production System and lean manufacturing. The goal is to produce intermediate goods at a constant rate so that further processing may also be carried out at a constant and predictable rate.
Process manufacturing is a branch of manufacturing that is associated with formulas and manufacturing recipes, and can be contrasted with discrete manufacturing, which is concerned with discrete units, bills of materials and the assembly of components. Process manufacturing is also referred to as a 'process industry' which is defined as an industry, such as the chemical or petrochemical industry, that is concerned with the processing of bulk resources into other products.
A lean laboratory is one which is focused on processes, procedures, and infrastructure that deliver results in the most efficient way in terms of cost, speed, or both. Lean laboratory is a management and organization process derived from the concept of lean manufacturing and the Toyota Production System (TPS). The goal of a lean laboratory is to reduce resource usage and costs while improving productivity, staff morale, and laboratory-driven outcomes.
Quick response manufacturing (QRM) is an approach to manufacturing which emphasizes the beneficial effect of reducing internal and external lead times.
Demand flow technology (DFT) is a strategy for defining and deploying business processes in a flow, driven in response to customer demand. DFT is based on a set of applied mathematical tools that are used to connect processes in a flow and link it to daily changes in demand. DFT represents a scientific approach to flow manufacturing for discrete production. It is built on principles of demand pull where customer demand is the central signal to guide factory and office activity in the daily operation. DFT is intended to provide an alternative to schedule-push manufacturing which primarily uses a sales plan and forecast to determine a production schedule.
Lean IT is the extension of lean manufacturing and lean services principles to the development and management of information technology (IT) products and services. Its central concern, applied in the context of IT, is the elimination of waste, where waste is work that adds no value to a product or service.
In queueing theory, a discipline within the mathematical theory of probability, a bulk queue is a general queueing model where jobs arrive in and/or are served in groups of random size. Batch arrivals have been used to describe large deliveries and batch services to model a hospital out-patient department holding a clinic once a week, a transport link with fixed capacity and an elevator.
In production and project management, a bottleneck is a process in a chain of processes, such that its limited capacity reduces the capacity of the whole chain. The result of having a bottleneck are stalls in production, supply overstock, pressure from customers, and low employee morale. There are both short and long-term bottlenecks. Short-term bottlenecks are temporary and are not normally a significant problem. An example of a short-term bottleneck would be a skilled employee taking a few days off. Long-term bottlenecks occur all the time and can cumulatively significantly slow down production. An example of a long-term bottleneck is when a machine is not efficient enough and as a result has a long queue.
Operations management for services has the functional responsibility for producing the services of an organization and providing them directly to its customers. It specifically deals with decisions required by operations managers for simultaneous production and consumption of an intangible product. These decisions concern the process, people, information and the system that produces and delivers the service. It differs from operations management in general, since the processes of service organizations differ from those of manufacturing organizations.
The Hayes-Wheelwright Matrix, also known as the product-process matrix, is a tool to analyze the fit between a chosen product positioning and manufacturing process.
