Sunday, November 10, 2013

Lean Tools - Categorization and Industrial Engineering



Lean tools covered in books of Womack&Jones, Liker, Bicheno, Dennis, Feld, Ohno, Monden, Schonberger, Shingo

Kaizen/Continuous improvement

Setup time reduction

Just in time production

Kanban/Pull system

Poka yoke

Production leveling (Heijunka)

Standardized work

Visual control and management

5S/Housekeeping

Andon

Small lot production

Time/Work studies

Waste elimination

Inventory reduction

Supplier involvement

Takted Production

TPM/Preventive mainenance

Autonomation (Jidoka)

Statistical quality control (SQC)

Teamwork

Work force reduction

100% inspection

Layout adjustments

Policy deployment (Hoshin kanri)

Improvement circles

Root cause analysis (5 why)

Value stream mapping/flowcharting

Education/Cross training (OJT)

Employee involvement

Lead time reduction

Multi manning

Process synchronization

Cellular manufacturing


Books - References

Nicholas, J., & Soni, A. (2006). The portal to lean production: Principles and practices for doing more with less CRC Press.

Bicheno, J. (2004). The new lean toolbox: Towards fast, flexible flow (3rd ed.). Buckingham: PICSIE Books.
Liker, J. K. (2004). The toyota way: 14 management principles from the World’s greatest manufacturer. New York: McGraw-Hill.
Smalley, A. (2004). Creating level pull. Brookline: Lean Enterprise Institute.

Womack, J. P., & Jones, D. T. (2003). Lean thinking: Banish waste and create wealth in your corporation New York: Free Press.


Jones, D. T., & Womack, J. P. (2002). Seeing the whole Lean Enterprise Inst Brookline, MA.

Dennis, P. (2002). Lean production simplified: A plain language guide to the world's most powerful production system. New York: Productivity Press.
Feld, W. M. (2001). Lean manufacturing: Tools, techniques, and how to use them. Boca Raton: St. Lucie Press.

Liker, J. K. (1998). Becoming Lean: Inside Stories of U.S. Manufacturers. New York: Productivity Press
Monden, Y. (1998) . Toyota production system: An integrated approach to just-in-time (2nd ed.). London: Chapman & Hall.
Rother, M., & Shook, J. (1998). Learning to see: Value stream mapping to create value and eliminate muda. Brookline: Lean Enterprise Institute.,

Sörqvist, L. (1998). Poor quality costing. Stockholm: Royal Institute of Technology

*Womack, J. P., & Jones, D. T. (1994). From lean production to the lean enterprise. Harvard Business Review, 72(2), 93-103.

Womack, J. P., Jones, D. T., & Roos, D. (1990). The machine that changed the world: The story of lean production. New York: Rawson Associates.

Ohno, T. (1988). Toyota production system: Beyond large-scale production. Portland: Productivity Press.
Rother, M., & Shook, J. (1998). Learning to see: Value stream mapping to create value and eliminate muda. Brookline: Lean Enterprise Institute.,


Deming, W. E. (1986). Out of the Crisis, Cambridge: The MIT Press
Shingo, S. (1984). A study of the toyota production system from an industrial engineering viewpoint. Tokyo: Japan Management Association.






Jostein Pettersen groups these characteristics into the following groups.

Collective term                                   Specific tools characteristics
Just in Time practices                           Production leveling (heijunka)
(100 %)                                             Pull system (kanban)
                                                        Takted production
                                                        Process synchronization


Resource reduction                             Small lot production
(100 %)                                           Waste elimination
                                                       Setup time reduction
                                                       Lead time reduction
                                                       Inventory reduction


Human relations                                   Team organization
management                                   Cross training
(78 %)                                           Employee involvement


Improvement strategies                           Improvement circles
(100 %)                                           Continuous improvement (kaizen)
                                                  Root cause analysis (5 why)


Defects control                                  Autonomation (jidoka)
(100 %)                                          Failure prevention (poka yoke)
                                                 100% inspection
                                                 Line stop (Andon)


Supply chain management              Value stream mapping/flowcharting
(78 %)                                          Supplier involvement


Standardization                                  Housekeeping (5S)
(100 %)                                          Standardized work
                                                Visual control and management


Scientific management                      Policy deployment (hoshin kanri)
(100 %)                                         Time/Work studies
                                                     Multi manning
                                                    Work force reduction
                                                    Layout adjustments
                                                   Cellular manufacturing


Bundled techniques                          Statistical quality control (SQC)
(56%, 67%)                                   TPM/preventive maintenance

Ref: Jostein Pettersen, "Defining Lean Production: Some conceptual and practical issues"


Industrial Engineering is a discipline established in 1907 as an academic discipline. Number of techniques are part of industrial engineering. Lean systems use those IE techniques and researchers in lean systems

The IE techniques in the above list are

Waste elimination (Basic idea of IE)
Inventory reduction
Lead time reduction/ cylce time reduction/task time reduction
Setup time reduction
Standardized work
Time/Work studies
Layout adjustment

These IE tools have application lean systems and lean systems are further improved in the area of productivity, efficiency and waste elimination through the use of these techniques throughout their life cycle.

Rapid response to undesirable events is an important feature of lean systems.


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