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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.
The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices. The TPS is a management system that organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The system is a major precursor of the more generic "lean manufacturing". Taiichi Ohno and Eiji Toyoda, Japanese industrial engineers, developed the system between 1948 and 1975.
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.
Craft production is manufacturing by hand, with or without the aid of tools. The term "craft production" describes manufacturing techniques that are used in handicraft trades. These were the common methods of manufacture in the pre-industrialized world.
Genba is a term used in business for the location where value is created, such as a factory floor, construction site, or sales floor.
Fremont Assembly was a General Motors automobile factory in Fremont, California, in the San Francisco area, replacing the older Oakland Assembly. Groundbreaking for the plant occurred in September 1961, and the plant produced its first vehicle on May 1, 1963. Production continued through March 1, 1982, when the plant was closed after production problems. After closure, the plant was refurbished and reopened as the more successful NUMMI joint-venture between GM and Toyota between 1984 and 2010, and later became the Tesla Factory in 2010.
A workcell is an arrangement of resources in a manufacturing environment to improve the quality, speed and cost of the process. Workcells are designed to improve these by improving process flow and eliminating waste. They are based on the principles of Lean Manufacturing as described in The Machine That Changed the World by Womack, Jones and Roos.
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.
Lean consumption is based on lean manufacturing, also known as lean production. Lean Manufacturing was pioneered by Toyota founder Taiichi Ohno, and revolutionized and streamlined the manufacturing industry. Whereas lean manufacturing set out ways to streamline manufacturing processes, lean consumption "minimizes customers' time and effort by delivering exactly what they want when and where they want it". Processes are focused on eliminating waste, while increasing productivity, speed of operation and improving customer interaction.
The Machine that Changed the World may refer to:
Lean dynamics is a business management practice that emphasizes the same primary outcome as lean manufacturing or lean production of eliminating wasteful expenditure of resources. However, it is distinguished by its different focus of creating a structure for accommodating the dynamic business conditions that cause these wastes to accumulate in the first place.
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.
The Program on Vehicle and Mobility Innovation (PVMI) is the oldest and largest international research consortium aimed at analyzing the global automotive industry.
James P. Womack was the research director of the International Motor Vehicle Program (IMVP) at the Massachusetts Institute of Technology (MIT) in Cambridge, Massachusetts and is the founder and chairman of the Lean Enterprise Institute, a nonprofit institution for the dissemination and exploration of the Lean thinking with the aim of his further development of the Lean Enterprise.
Lean startup is a methodology for developing businesses and products that aims to shorten product development cycles and rapidly discover if a proposed business model is viable; this is achieved by adopting a combination of business-hypothesis-driven experimentation, iterative product releases, and validated learning. Lean startup emphasizes customer feedback over intuition and flexibility over planning. This methodology enables recovery from failures more often than traditional ways of product development.
Lean enterprise is a practice focused on value creation for the end customer with minimal waste and processes. Principals derive from lean manufacturing and Six Sigma. The lean principles were popularized by Toyota in the automobile manufacturing industry, and subsequently the electronics and internet software industries.
Kanban is a lean method to manage and improve work across human systems. This approach aims to manage work by balancing demands with available capacity, and by improving the handling of system-level bottlenecks.
Lean product development (LPD) is an approach to product development that specializes in minimizing waste. Other core principles include putting people over the product and creating new values in services and physical products. This method of product development has been adopted by companies such as Toyota
Design for lean manufacturing is a process for applying lean concepts to the design phase of a system, such as a complex product or process. The term describes methods of design in lean manufacturing companies as part of the study of Japanese industry by the Massachusetts Institute of Technology. At the time of the study, the Japanese automakers were outperforming the American counterparts in speed, resources used in design, and design quality. Conventional mass-production design focuses primarily on product functions and manufacturing costs; however, design for lean manufacturing systematically widens the design equation to include all factors that will determine a product's success across its entire value stream and life-cycle. One goal is to reduce waste and maximize value, and other goals include improving the quality of the design and the reducing the time to achieve the final solution. The method has been used in architecture, healthcare, product development, processes design, information technology systems, and even to create lean business models. It relies on the definition and optimization of values coupled with the prevention of wastes before they enter the system. Design for lean manufacturing is system design.
Daniel T. Jones is an English author and researcher. He won the Shingo Prize for Operational Excellence in the Research and Professional Publication category multiple times for his books The Machine that Changed the World, Lean Thinking: Banish Waste and Create Wealth in Your Organization and Seeing the Whole: Mapping the Extended Value Stream.
References
- ↑ Harvey, Fred Walker (Spring 1994). "The Machine That Changed the World". Journal of Technology Education. 5 (2). doi:10.21061/jte.v5i2.a.7. hdl: 10919/8562 .
- ↑ "The Machine that Changed the World". Lean Enterprise Institute.
- ↑ Berggren, Christian (June 1993). "Lean Production—The End of History?". Work, Employment and Society. 7 (2): 163–188. doi:10.1177/095001709372001. S2CID 153396180 . Retrieved 2023-06-30.
- ↑ Bryan, Will (2021-12-08). "Book Review — The Machine That Changed The World" . Retrieved 2023-06-30.
- ↑ Delos Santos, Jose Maria (2022-08-18). "The Machine That Changed the World".
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