Lean Manufacturing Report

CHAPTER: - 1

INTRODUCTION

1.1 INTRODUCTION

Lean manufacturing derives it name from the manufacturing systems and processes of the Toyota production system that are so effective at producing at low cost, and short cycle times. These systems are highly flexible and responsive to customer requirements. Lean manufacturing is a multi-dimensional approach that encompasses a wide variety of organization practice, including just-in-time, quality systems, work team, cellular mechanized, trader management, etc. in an incorporated organization. The core power of lean manufacture is that these practices can work synergistically to create a flow lined, high quality system that produce finished products at the pace of customer demand with little or no waste

The main profits of this are minor production costs; increased output and shorter manufacture lead times. More specially, some of the goal

Any material, course or attribute, which isn’t required for creating value from the customer’s point of view, is abuse and should Be eliminated. For example, transporting materials between workstations is waste because it can strongly be eliminated.

b) Standard processes - Lean require the implementation of very detailed production guidelines, called Standard Work, which clearly states the satisfied, chain timing and outcome of all actions by employees. This eliminates disparity in the way that workers perform their tasks.

c) Continuous flow - Lean usually aims for the implementation of a continuous production flow free of bottleneck, disruption, detour, reverse flows or waiting. When this is fruitfully implementing the production cycle time can be minimized by as much as 90%.

d) Pull-production - Also called Just-in-Time (JIT), Pull-production aim to produce only what is desirable, when it is desirable. Production is pulled by the downstream workstation so that each workstation should only produce what is requested by the next