Combination of quality operating system, just in time, teamwork, continuous improvement, zero defect, total quality control. This new system was developed by

toyota motor company after world war ii

LEAN PRODUCTION SYSTEM

lean production compared to mass production –

less human effort, less inventory, less time to develop product, less space, few defects in products

integrates customer needs, product design, supplier network and manages factory process

Advantages of lean production system—

flexibility, quick response to customer and to change in the market place

factory efforts reduced by 50%. Defects reduced by 75% in process inventory reduced by 75% product life reduced by 60%

faster new technology introduction

Key theme – LPS3 key-underlying principles stability,

continuous improvement,

people

stability- -goal to reduce the uncertainty regarding quality and

quantity of products

Advantages

–Minimum finished goods inventory to avoid the daily distortions.

Every step must add value- less unscheduled production losses

Daily management through - 5s principle,

visual controls and waste elimination techniques.

Objective is to reduce the instability and unpredictability from the system & create standardization,

Continuous improvement

commitment to continuous improvement results in many small rapidly executed steps, problem solving searches for root causes .Problem resolution based on data collection

& analysis.Stability and continuous improvements are achieved by

emotional involvement of people in manufacturing

Process design

Is fundamentals of lean production systemevaluate the present methods and implement the

changes. The need for stable and reliable

process calls for decision regarding equipment,floor

layout,process,tool design & gauging every activity should add value to the product..

The seven key principles

1.Value added work 2.Product flow

3.Single piece flow through sequential operations4.Multi process/multi machine handling5.Work place/ work cell arrangement

6.Pokayoke- quality at source7.Quick set up and change

Value added work when any change is being done to the production process ask ?

“does this step add value to the final product”

value added work is the work that actually transforms material, changing either their form or

quality ex. Assembly, milling, welding heat-treating, or

painting add value by changing form. Heat treating and painting

add value by improving quality

Non -value adding activity-

waiting, accumulating semi-processed parts, reloading material, unpacking supplier’s parts, transporting long distances

double and triple handling of parts ,inspection .

in typical factory only 5% of an operator's time adds value

balance 95% only adds the cost.

Adding value must always be a major consideration in designing and improving the production process.

Ask 3 questions 1.Are the activities absolutely necessary for the

production activities?2. Are the activities adding value or cost to the product?3.Do the activities added to the items will be seen and

cared by customer?Non value added activity can be avoided by product flow ( material should flow as per natural logic and

sequence)

A product flow layout results in superior factory performances.

Simple and avoids lot non-value adding activities. Travel of

the parts to and fro avoided. In product oriented lay out the machines are arranged / grouped on the basis of the product group. Operators are trained on all operations involved in the product. It adds flexibility and has direct bearing on the product

quality due the ownership of problems.

Benefits of product flow

simplified coordination better interaction between successor and predecessor

operatorreduced transportation cost

less W. I .Preduced double and triple handling of material

easy identification of defectsstandardization of flow of material and operator work

reduction in mfg. Lead time

reduction in floor space.Utilization of operator for indirect activities in the cell

opportunity for continuous improvementgreater autonomy.

Steps for product lay outSteps for product lay out

1.Identify and chart the product flow path 2.Set the equipments to match the flow

3. Finalize the equipment after considering the capacities and takt time

Single piece flow processing method.

One part is processed at each operation with no duplicate operation , no intermediate

inventory is held between the machine/ operationsquick set up change- workplace organization,

multi machine/multi process operation,

process improvement and quick product changes. Aids in elimination of waste in transportation of material

the same part is not machined completely in two or more machine in the cell to facilitate identification of the machine in the event of any quality problem with

the part.

Design of cell the shape of a cell is normally U,l or straight lines. Raw material enters the shop and finished parts

exit from other end material and other wasteful

operations are eliminated, in designing the process the no, of machines required is determined by process design,the capacity and the

customer requirement . total customer requirement is converted to need rate to

no of seconds available to produce the part or assembly. This is called the takt time .

Takt time

Tact Timea target cycle time for the line (this includes the normal line production interruption like tool change, gauging

time etc.)Given the tact time target each operation is analyzed for cycle time, manual time and walking time.

Bottlenecks operation is identified and work content between each machine types number of machines are

adjusted to achieve the takt time multi process handling by takt time control results in balancing the

work content at each operation stage below the machine capacity . this drives to simplify the operation

and the tooling the no. Of machines& operator can be reduced if

operating rate of machine is reduced.

The lean production system will always allow the machine-operating rate to drop, instead of experiencing an increase in the operator waiting time if the line has several people it can be re -manned with fewer operator to adjust out put to lower requirementBenefits

improved flow of processraises operator productivity through multi process handling

multi machine handling results in 30- 50% improvement

eliminates temporary storage between processeliminates wasteful motion filtering of defective parts in past operation

reduce scrap automatic machine processing can be used.

Multi-skill multi machine development operator become owner of product

not one operation standard work procedure development leads to

improvement.Prepares operator for future changes

prepares operators for larger responsibility an operator is in charge of several machines without

relation to the product flow.

A. Work place arrangementthe operator should be involved with work place and work cell arrangement and understand the operating

environment. Various documents are . standard operation

sheets – to explain the operation being performedone point lesson – special instruction to carry out a

process for operation at work placepokayoke sheet -- explain , the operation of the

pokayoke devices found at the operation indicator lights on machine – gives visual control to the

status of machining operation tools location - for sharp and used tool replacement

part handling chutes - part automatically unloaded from the machine

checklist for machine and gaugesoffsets tool setting data – for setting cnc machines

operator log-- production quantity and down time record.

Tool counters,- to plan tool changes to achieve stability machine platform - for cleanliness and quick detection

of machine leakages. Oil & coolant management– requirement for the

machinesafety warning--alert operators to safety concerns

Cell arrangement checksheetall the above items required for the operation are to be

located in the cell.In addition to the following . material location-specified place for raw and finish

goods with proper identification

b. Organized tool setting work place tool setting station -tools required for presetting

with specific holders and locationstool setting procedure

tool racks- with identification for sharp and dull toolstooling kaban delivery system for supply of tools to tool crib by attendant.To prevent the operator to walk to the

tool crib

In process inspection records Andon board –to display occurance of the problems

so that quick corrective action can be takenstandard work charts -explaining the standard work

patterns scrap table and scrap tally chart

first/middle/last part inspection display and check sheethourly check –100% inspection hourly inspection

result.Pokoyoke map- summary of all pokayoke located in the

work cellproduction records

cleanliness control boardsreturnable containersteam meeting area

work place to be so designed so that the operator know what to do&when to do

Pokayoke - quality at the source

pokayoke means fool – proofing. Its purpose is to ensure that the defects will be identified or corrected

before the part is produced.It is very vital for the lean production system

control type pokayoke

1. One way is to shut down the machine when an improper condition exists ( improper insertion of part or

improper torque applied when tightening a bolt.)Is the best corrective device because it shuts down the machine until the problem is resolved. There are three

types of when defects happen more frequently or impossible to correct usually control pokayoke used. the

device and feature of product’s shape or dimension.

Contact method – detection is by the contact between Fixed value method.- Detection by confirmation of

number of movement.Motion step method. - Detection by conformation of

stipulated steps or motion of procedure . warning type pokayoke

sounds an alarm or flash light to alert the operator of the problem but allows defective processing to continue if

the worker does not respond to warning.

Quick set ups

this can be only achieved by reduction in the set up time and reduction of lot size

reduction lead-time will be reduced so that the factory will become flexible enough to respond to the changes

in the market demand

Easy to respond to changing work priorities Reduction in material handling and Transportation cost

increase in capacityelements of quick set up

set up time comprise of the following elementspreparation of material, die, jigs and fixtures

removal of clamping dies and toolsmeasuring dimension

centering of tool trial and adjustments

Reducing set up time

.Separate internal from external setups operations – the first step is to separate the work that must be done when machine is stopped. (Internal set up)

from work that can be done while the machine is running (external set up)

preparation of Jigs and Fixtures set up and transporting them to and fro from

the machine can be done while the machine is running. Internal set up should

include only removing the old tool or fixture and attaching new one.

M/c down time can be reduced by 30-50% by separating and organizing the internal and external

operation.Ideal set up time as per Toyota is 9.99minutes.

• T

Convert internal to external set up- then step is to reduce the internal set up by doing

more

standardize function, not shape-- shape standardization is often wasteful because dies, jigs, as fixtures have to confirm to the largest size used.

Function standardization requires uniformity in the parts necessary for set– up operation.

Ex. Adding a base plate to a fixture standardizes the dimension of those

parts only and makes it possible to use the same fixture in different set up.

Use functional clamps or eliminate fasteners. Securing a bolt can be time consuming .A bolt

with twenty threads must be turned nineteen times before it actually fastened or loosened on the last run. . The other eighteen turns are wasted motion.

Use clamps, springs, wedges to drastically bring down the set up time.

Interlocking process that joins two parts together can also aid in set up reduction.

Adopt parallel; Operation- set up sometimes involves working from both sides of a machine. If only one worker performs the set up time and motion is wasted going from side to side. Time is normally reduced by more than half when two persons

do the set up.

Tool counters used when tool change is predictable. They provide

stability to the line, tools may break due to

unpredictable reasons, machine malfunction, fixture problem,

.Supports uninterrupted production during change of shift, or breaks. And for a standard pattern of work to

be followed in the work cell. Knowing the tools life establishes the base line for improvement .

tool counter is also a visual control device for the operator as well as for the person

changing the tool .If tool life decorates or fluctuates, potentially significant problem might be the root cause. The operator can indicate through visual device to aid .

unloading the machine.attempt to eliminate work that adds no value. Machine

arranged into work cell each operation must be synchronized.

With the use of in line inspection and 100 % visual check these seconds can be put to greater use

a switch is much more efficient than a push button because switches reduce non –value added time .With the switch located on the

sides of the machine in the direction of the next operation and same height ,the switch can be engaged

as the operator is moving to load the next machine. The switch can be glanced rather than having to look

intently to make contact. machine - less chance of injury. The operator has moved away from the front of

the work piece, the start switch and the machine begins its cycle.

Indicator light(Andon) used on most machine to indicate the status (operating.,Stop, abnormal )of the machine operating condition. These are visual control device to detect the

abnormal condition of the machine..

Operator walking vs. Stationary

work cell development need require efficient walking norm to achieve the best results question

-do all steps in the process add value?- Is all the waste eliminated?

-Do we have a product oriented product flow?-Is their one part processing through sequential

operation?-Are work processes and machines linked by the

sequence of production?-Are there pokayoke device in place?

-Have steps to ensure quick set up has been taken?-Do the work place or work cell arrangement support or

hinder process?

1. Control techniques;-

After design of the production process the process is to be managed and controlled. This

is the management dimension to the factory system.

There are four key elements.Production leveling

kanbanmanagement –by –sight

line stop conceptother techniques

– production leveling is one of the defining goals of lean production system and build stability. Leveling of the production for a given

period develops a steady material flow and consequently eliminates the waste.

The following are the advantages of leveled production1.High and lows of the production will be smoothed out

2.Reduction in inventory3.Reduction in transportation and handling cost

4.Increase in plant efficiency due to waste reduction and increase in direct labor hours

5. Even loads for component suppliers redesign of jigs and fixture to accommodate multi usequality system to be enhanced with successive checks and pokayoke device s implemented to prevent defects until and unless arrangement is geared up to adopt the

new system it can lead to major losses.

Volume constant operation for a certain period of time, will expose the problems to be rectified. Due to frequent set up change it is advisable to lay the

foundation by implementing other elements of lean production system to avoid set backs to production

schedulingex, - reduce set ups, initiate management of visual

control, rearrange layout to match the product flow

stable cycle time reduce scrap

design pokayoke device into the process.Train operators in the principles,techniques and tool of

lps orient the approach to look for problems and expose them good foundation is a must for

implementation

Kanban

Japanese term for signal board/instruction card.) Is used to tie the processes together.

The term refers to the cards which tells workers how many and when to manufacture new parts like a work order. Kanban works like two-bin system.. The biggest

difference is that kanban quantity are fewer and re ordering more frequently.

Kanban is a pull system . kanban cards help control

production by linking operation so that parts will arrive at the required time and quantity throughout the plant.

Kanban is usually associated with a card providing part no, part quantity, part origin, part destination . the cards

are removed from a parts container and placed in kanban post when the first parts container is used, a material handler returns the cards to the upstream

process to replenish it at scheduled interval.

Basic rules of kanban the basic rules required for implementation of the

kabana approach.1. The down stream operation collects the part from up

stream operation 2.Up stream operation produces only the quantity

consumed by the down stream operation3. No production and transfer without any kanban card

its4.Kanban card is always attached to the parts

container ( unless it is in transit for ordering more parts) to ensure visual control

5.Defective parts are never sent to next operation.6. The no of kanban is dependant on the factory and

can be reduced over a period of time by trial and errors for determining the correct quantity. The gradual reduction of cards will only expose waste and force

problem solving

8. Additional kanban concept

there are other kanban concepts in addition to the cards. For example, a kanban square function the

someway as a kanban card. The square is an area in the factory designated to store work in process

inventory .When inventory is in the square, the upstream process will stop production. The production begins again when the square is empty and continues

until the square is full .

Notes of cautiona kanban system has considerable value in

continuous improvement environment . how ever it is best applied in the plants involved in

a) repetitive production b) production common processes. Kanban system is

not effective for one off production and unpredictable order conditions.

Kanban implementation works best when the lean production system has been adopted successfully.

Premature implementation of kanban system can lead to losses without understanding importance of other

functions

Visual control the objective of management by

visual control is to proveide an easy method to exercise control of the plant and provide quick feedback by

simply using your eyes to view the status of operation. Two types

management by sight. 1. Information on display

2. Work place origination through the shop.

2.Work place organization through the shop visual control at standard operation gauges , meters can be marked

with color coding, and valves with normal position. Name and contact person details displayed to inform in

the event of any problem. When equipment moved from one plant to another visual preparation to facilitate easy installation at the point of destination

essential.

Visual control for house keeping and work place

items like tools are to be placed at the designated place. Tools location should be clearly displayed. Color

coding helps better visual control.If this is effective controlled it can be monitored by just walking in the

plan

visual control for storage areasthe same principle applies with identification of any area where inventory, machine equipment containers ands scrap bins are kept. The areas are taped or painted in

order to identify the problem area.The idea is “ a place for everything, and everything

in it/s place “ variation in the inventory in thedesignated

location should be identified by a flag arrangement . indicating that there may be a problem.. Fork lift location.Work in progress, inventory , scrap are clearly

identified by color coding

mode of display of information this area focuses on items that convey information

either by their mechanical of electrical function

Andon board- used by an operator to signal the occurrence of abnormality. The andon board lights to

signal that assistance is needed

scrap bins-          red metal bins divided into days of the week. An

attached scrap tally sheet keeps one-month history of the reasons and quantity of the scrap.

Clean stands- yellow stands designed to clean the product indicate when the cleaning solution is to be

changed.Sample standard is kept indicate the level of uncleanliness.

Sample at start, middle, finish of shift,-   samples of each machined parts are taken at the start, middle and finish of each shift. The parts are displayed

to show the quality status

.

line stop concept a fundamental lean production factory control

technique. It refers to stopping the production line when a problem occurs so as to respond quickly to the

problem. It applies to machines and the line operations. With machines indicator lights help the operator to

detect abnormal occurrences to get attention of team leader; A yellow light for request on assistance with a

problem, red light for stopping the line.

Other control techniqueshourly check –

in addition the pokayoke devices to spot and prevent defects hourly checks of the products further

eliminate the possibility off passing defective work to the next process. The buzzer sound once per hour to trigger

100% inspection on critical process dimensions

First, middle and last inspection displayat the beginning, middle and at the end of each shift a part is taken from the line and inspected to ensure that

the specifications are met

.

Control sheets, check sheets and process documentations.

Control sheet assures that specification will be met by detailing the particular operation and at the same

time gives the operator the indication of the trend in the process calling for necessary machine adjustment.

.

. Check sheet a tool used in lean production. The most common is the machine checklist, which aids operator

in the correct start up procedure for the machines

a process sheet or standard operation sheet is most common control tool. It provides all

necessary

Information’s for the actual machining or assembly of a part.

It outline the feed, speed, material, sequence of operation, operator safety, tooling fixtures, gauging

information, part name number, a drawing of the part and operation. It is displayed above each operation and provides stability and standardizes the process so that

specification can be met consistently. They are used for training the new operators.

Support Routines

these routines enable workers to continually improve stable and reliable production process

1.Standardization 2.Preventive maintenance

3.Five –s4.Kaizen activities/ suggestion system

Standardisation. Objective is to develop stability to facilitate

continuous improvement. Standards are to be set and followed. More jobs standardized training and the jobs will become easier. Elements of standardization are –

standard work, standard work combination tables, standard work charts

Standard work---standard operation is a tool to achieve maximum performance with minimum waste.

Composed of 3 elements cycle time – time between completion of the last

product and completion of the next productwork sequence - sequence of work performed by the

operatorwork in process – standard amount of work that is

necessary to conduct smooth operation.Standard work implementation calls for involvement of the management, and the operator in the development

process.

Standard work combination table. It is used to display the information at each work

center in such a way that every body can follow the instruction. So that every body can follow the

instructions main purpose is to further improvement.Standard work charts it allocates the operator the areas of responsibility

and helps to develop the standard work based on cycle time

Steps to standardization standard work can be perused through following steps.1. Standardize current work practice with assistance of

1.engineer’s team leader and operators2.Locate problem areas

3.Solve the problem and develop new improved methods

4. Implement the new methods5.If the new method proves satisfactory, develop new

standards work6. Operator to write the standard work combination

table with help of team leader.7.Start the process all over again

Preventive maintenance-- -preventive maintenance is an important support

system to lean production system- objective is to eliminate all machine breakdown leading to zero

down,100% on demand utilization time .It necessitates effort of entire organization – operators, management,

maintenance operator and other support people

Factors leading to machine breakdown

machine factorsdirty and oily machine

filled oil pansleaks around the machine

overheated motorvibration of motorsvibration of machine

lack of routine inspection

Operator factorlack of concern for dirty machines

lack of training to conduct simple maintenancelack of knowledge of the machine

not seeking help when problem is anticipatedpriority to production than maintenance of the

machinelack of knowledge about when or how inspection to be

done

Repairs cost factor not questioning why& when problems occur to

find root causefailure to train operator on simple maintenance

concern only for urgent, major machine troubleattitude that machine will eventually breakdown approach that improvement possible only in new

machines

Total preventive maintenance (tpm) goal of tpm is to achieve preventive maintenance

through employee participation in maintenance activities.

Adequate training is needed to bring in the attitude to help as support the people operator should learn to perform routine maintenance,. Normally lps operates in 2 shifts and the 3rd shift is dedicated for the preventive maintenance.. Preventive maintenance should be accepted through out the organization as a way of thinking./ It calls for

continual skill development and training.

Five – s principles the principles that govern the proper house keeping

and have profound effect on organization culture. There are 5 basic principles seiri ( shifting ) ,seiton (shorting)

.Seiso (sweeping ), seiketsu( spic-and span),

shitsuke ( discipline)

Seiri ( shifting ) – organization keep only the minimum of what is needed for a task and discard anything else ex. - Extra tools, materials,

pencils, paper, are waste and should be eliminatedseiton ( sorting) arrangement

assign a location for all essential items. Make the work place self-explanatory so everyone knows what goes

there

seiso (sweeping)- cleaningeverything should be clean .Once the work site is

organized as arrangements are completed. Items must be kept clean so they cane easily obtained and used

with lost time

Seiketsu ( spic-and span )- hygienethe working environment should be as clean as

possible hygiene usually complement s the other aspect of details housekeeping.Shisuke ( strict discipline)

the other four must be perused with strict discipline.We must follow rules and make them as habit. From experience the 5th s is the hardest to follow daily

discipline will greatly enhance the 5s tools.And the organization effectiveness.

situation involving all functions of the factory in lean production the team is a key vehicle

through which continuous improvement can be achieved. Usually

the team leader in respective area is the moderator and can veto a proposal if found not suitable.

The manufacturing engineers along with the production team make the presentation of the problems

through the application of seven tools to the management team. Group presents the solution

during subsequent month meting it involves every one in the factory and sends the message that all should contribute ideas along with the physical efforts. The

suggestions can be through a team or through the cost reduction program.

Analytical tools and techniques it is used for trouble shooting in lean

production. These tools help to organize , to analyze and reveal the root causes of the problems. And leading to the

solutions. 1.        Seven tools of quality

2.        5 why 3.        Eight wastes

4.        Plan – do --check –act

seven tools of qualityonce the problems are exposed seven tools can be used as means for solving them. These tools can be

used separately or in combination graphs ---graph is the most common and

familiar tool .It is a graphic representation of characteristics of importance

pareto diagram --- it classifies the observations into categories, which are expressed in bar form. The totals are shown by a cumulative line graph. The

diagram shows what percentage of total each category contains.It can used to plot distributions like machine

downtime,

check sheet -- is a familiar, simple but powerful tool. It makes easier to organize data and to discover

problems early .Histo gram

histogram is a bar graph that presents a picture of the way a number of observation is distributed. It divides a

range of data into categories and shows the amount collected in each category. This makes it easier to

determine distribution and median values.

• Control chartsa control chart is one of the most used charts on the shop floor. By viewing this chart it is easy to determine if a process is functioning normally or malfunctioning has occurred. It is useful for early detection of malfunctioning .On control chart the upper and lower control limits are set and data plotted on the chart.Scatter diagrama scatter diagram is useful when dealing with two variables or two sets of data. It helps to verify correlation or relationship between two variables; Here for example the scatter diagram helps answer the question how the temperature and output are related?

Five why -repeating key tool used for investigating a problem in lean

production system is 5 -why method. Simply asking why a problem has occurred at least 5 times each answer

forcing deeper question until the root cause of the problem is answered.

Ex. Suppose the tool life is decorating in a machine and breaks

the detective process will be as given below.

1. Why did the tool break - the coolant was not getting to the

tool.

2.Why was coolant not reaching the tool ? the coolant pumps malfunctioning

occasionally.3 why does the pump malfunction?

The strainer has not been cleaned so metal scrap got in

• 4.Why the strainer was not cleaned ? the maintenance procedure was not followed5.Why the maintenance procedure was not followed ? new operator was not aware of proper maintenance procedures.6. Why was the new employee not instructed about the proper maintenance procedure? It was assumed that the team leader that the operator received the training in pre employment training classes

solution train the operator and ensure that the new operator received always the training in there employment

training .If the search is not done properly you may settle for an intermediate solution. Not the final one.

Eight wastescontinuous improvement is centered on waste

elimination. In lean production system all process design, machine design and plant layout are centered

on reducing waste. Different types of wastes are- over production- producing too much or ahead of time.

Waiting on parts- waiting for a m/c to finish cycle etc,transportation- any transportation is a waste and

should be kept to the minimumprocessing --- over processing

inventory- inventory more than the minimum required to get the job done

motion --any motion that does not add value. Rework—any repair is considered as a waste.

People utilization— wastage of people's time and talent. Produce only what the internal customer in next

operation needs i.e. quality, cost and the time.

The practical ways of eliminating the wastes are dispose obsolete material- house keeping and work place organization can assist in identifying the waste.

Balance lines - so that exact amount of item needed by next operation is produced balance production line - work with the suppliers to bring in items in smaller sizes. Larger lot size are

more attractive due to higher volumes but in reality the cost of inventory wastages can be offsetting the savings

reduce set- up time- reducing set up time and doing more setups will allow for small size lots manufacturing,

as inventories are lowered the problems will be uncovered and can be solved so .

motion waste-any motion that does not add value to the

product should be eliminated. Operator can be very busy looking for tools but does not add any worth to the product.Keep tools and fixtures and materials close to

the operation .Normally walking is big waste. Especially when the operator is manning several machines.

To eliminate the wastes ask the following . how can this task for process can be simplified

can it be combined?Can it be eliminated ?

Plan – do – check – act— the management method to have better control over

factory environment by planning well , executing, analyzing the root cause of the problems and

undertaking course correction.1.        Plan – develop a plan

2.        Do – conduct work as planned3.        Check – result with reference to standards set.

4.        Action -- analyze and take action when there is need for further correction.

People. People are the foundation of the lean

production system 3-key points are

1.        Satisfying customers2.        Providing quality in every facet of the activities

3.        Striving to be the best by reduction of waste, and continuous improvement,

needs the employees involvement. The people working directly on the process (product or service) know the

best about the problem and they only can find the best solution

Core values of a lean organizationhard work –

respect earned through hard work and sacrificediscipline

-quest for stability creates standard operating procedures .A foundation for making orderly

improvements. Emphasis on stability, order and discipline becomes the basis for creativity and

intellectual involvement in the work.Attention to details - small things also count.Sensitivity to it

is importantdata based decision -

making analytical course of action based on data is vital personally observed data carry most weight age

consensus/ collaboration probing with the collective mind. The decisions

emerging out of consensus are easily adoptable and effective.

Problem identification and /continuous improvement Chinese proverb- a trip of a thousand miles

begins with the first step”. Lean organization delights in

problem and encourages experimentation to make improvements. And believes in

step changes not leaps.

Selection and training recruiting and training are critical activities

increasing a lean organization. During recruitment member is a part of potential team. When a new

candidate joins he should finds people are rooting for his success. The new recruit will have a deeper

commitment to the organization’s objective.Training- training builds on existing skill and behavior.

After the job begins training continues to be central part of a quest for continuous improvement

Structure of lean organization. The values , and the responsibilities of members the

are different from the traditional organizationteam leader

the catalyst in the employee involvement process. His role is to coach the members-

to care for daily problems -

support the team incase of problem including operating in the absence of the operator

training the new operator and to develop new skills. Helps job rotation within the group.

Encourages continuous improvement

technician individuals give good control over his work, they are empowered to stop the machine , change their work

place. Encouraged to rotate through the various works. Typically can start work in the assembly line and

progress through various department and be a team player.

Flexible to undertake various works. They are exposed to the business and financial condition for

better ownership

Manufacturing engineermanufacturing engineer role is expanded in the lean

system and includes the functions of industrial engineers, tool room, metallurgy, tolling, fixture, gauges,

design. Typical tasks are1.Process design of components

2. Running of equipment 3.Tooling - design drawing, purchase, maintaining min/max quantities for tool crib machine fixtures-

design, drawing purchase, and spare parts, implement action of pokayoke 4.Support items

material handling ,conveyors un loaders, pre-set tables scrap tables

5.Change over methods 6.Tooling cost per parts piece as implement cost

reduction 7.Process fmea

8.Contact point analysis9.Standard work combination chart

10. Scrap analysis and to develop countermeasures 11. Downtime analysis and improvement of cycle time

12.Operate basis tool room equipment13.Cnc programming

14.Computer skill 15.Engage in continuous improvement activities to

improve line performance

Managementsupervisor and manager coach and support level of

management is few hence the managers have to provide both responsibility and authority to the

employees.Managers by keeping communication open, fostering involvement based on trust flexibility and

training .So that they are educated about the job and business.Open parking, open office, uniform dress

code can avoid the irritants between the operators and the mangers.Managers are to participate as member of

the teams and continue to manage, land lead people.And encourage creative thinking.

Compensation

requires continuous attention and reinforcement. It is not so robust to be self-sustaining till well established it needs attention. Re-enforcement comes from appraisal and reward system. Requires constant coaching .

tangible rewards for success through special recognition. rewards are fertilizer to a garden. It is the ultimate nurturing of the members that incurvatures continued effort on the

collective quest.