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For many, Lean is the set of "tools" that assist in the identification and steady elimination of waste (muda). As waste is eliminated quality improved while production time and cost is reduced. The "tools" consist of value stream mapping, 5-S, Kan-ban (pull systems), and poka-yoke (error-proofing).
There is a second approach to Lean Manufacturing, which is promoted by Toyota, in which the focus is upon improving the "flow" or smoothness of work (thereby steadily eliminating mura; "unevenness") through the system and not upon “waste reduction” per se. Techniques to improve flow include production levelling, “pull” production (by means of kanban) and the Heijunka box. This is a fundamentally different approach to most improvement methodologies which may partially account for its lack of popularity.
The difference between these two approaches is not the goal but the prime approach to achieving it. The implementation of smooth flow exposes quality problems which already existed and thus waste reduction naturally happens as a consequence. The advantage claimed for this approach is that it naturally takes a system-wide perspective whereas a waste focus has this perspective, sometimes wrongly, assumed. Some Toyota staff have expressed some surprise at the tool-based approach as they see the tools as work-arounds made necessary where flow could not be fully implemented and not as aims in themselves.
Both Lean and TPS can be seen as a loosely connected set of potentially competing principles whose goal is cost reduction by the elimination of waste.[2] These principles include: Pull processing, Perfect first-time quality, Waste minimization, Continuous improvement, Flexibility, Building and maintaining a long term relationship with suppliers, Autonomation, Load levelling and Production flow and Visual control. The disconnected nature of some of these principles perhaps springs from the fact that the TPS has grown pragmatically since 1948 as it responded to the problems it saw within its own production facilities. Thus what one sees today is the result of a “need” driven learning to improve where each step has built on previous ideas and not something based upon a theoretical framework. Toyota’s view is that the main method of Lean is not the tools, but the reduction of three types of waste: muda "non-value-adding work", muri "overburden", and mura "unevenness", to expose problems systematically and to use the tools where the ideal cannot be achieved. Thus the tools are, in their view, workarounds adapted to different situations, which explains any apparent incoherence of the principles above.
The TPS has two pillar concepts: Just-in-Time (JIT) or "flow", and "autonomation" (smart automation).[3] Adherents of the Toyota approach would say that the smooth flowing delivery of value achieves all these improvements as a side-effect. If production flows perfectly then there is no inventory, if customer valued features are the only ones produced then product design is simplified and effort is only expended on features the customer values. The other of the two TPS pillars is the very human aspect of autonomation, whereby automation is achieved with a human touch.[4] This aims to give the machines enough intelligence to recognise when they are working abnormally and flag this for human attention. Thus humans do not have to monitor normal production and only have to focus on abnormal, or fault, conditions. A reduction in human workload that is probably much desired by all involved since it removes much routine and repetitive activity that humans often do not enjoy and where they are therefore not at their most effective.
Lean implementation is therefore focused on getting the right things, to the right place, at the right time, in the right quantity to achieve perfect work flow while minimizing waste and being flexible and able to change. These concepts of flexibility and change are principally required to allow production levelling, using tools like SMED, but have their analogues in other processes such as research and development (R&D). The flexibility and ability to change are not open-ended, and therefore often not expensive capability requirements. More importantly, all of these concepts have to be understood, appreciated, and embraced by the actual employees who build the products and therefore own the processes that deliver the value. The cultural and managerial aspects of Lean are just as, and possibly more, important than the actual tools or methodologies of production itself. There are many examples of Lean tool implementation without sustained benefit and these are often blamed on weak understanding of Lean in the organization.
Lean aims to make the work simple enough to understand, to do and to manage. To achieve these three at once there is a belief held by some that Toyota’s mentoring process (loosely called Senpai and Kohai), is one of the best ways to foster Lean Thinking up and down the organizational structure. This is the process undertaken by Toyota as it helps its suppliers to improve their own production. The closest equivalent to Toyotas mentoring process is the concept of "Lean Sensei", which encourages companies, organizations, and teams to seek out outside, third-party experts, who can provide unbiased advice and coaching, (see Womack et al, Lean Thinking, 1998). | |
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BOOKS ON LEAN
Carlino, Andy and Flinchbaugh, Jamie (2005), The Hitchhiker’s Guide to Lean, Society of Manufacturing Engineers , ISBN 0-87263-831-6
Chalice, Robert W, (2007), Improving Healthcare Using Toyota Lean Production Methods - 46 Steps for Improvement, ISBN 0873897137 or # ISBN-13: 978-0873897136
Cooper, Robert G. and Edgett, Scott J. (2005), Lean, Rapid and Profitable New Product Development, ISBN 0-9732827-1-1
Emiliani, B., with Stec, D., Grasso, L. and Stodder, J. (2007), Better Thinking, Better Results: Case Study and Analysis of an Enterprise-Wide Lean Transformation, second edition, The CLBM, LLC Kensington, Conn., ISBN 978-0-9722591-2-5
Ford, Henry and Crowther, Samuel (2003), My Life and Work, Kessinger Press, ISBN 0-7661-2774-5
Ford, Henry and Crowther, Samuel (1988), Today and Tomorrow, Productivity Press, ISBN 0-915299-36-4
Ford, Henry and Crowther, Samuel (2003), Moving Forward, Kessinger Press, ISBN 0-7661-4339-2
George, Michael L. (2003), Lean Six Sigma For Service, McGraw-Hill, ISBN 0-07-141821-0
Hirano, Hiroyuki and Furuya, Makuto (2006), "JIT Is Flow: Practice and Principles of Lean Manufacturing", PCS, Inc., ISBN 0-9712436-1-1
Imai, Masaaki (1997), Gemba Kaizen, McGraw-Hill, ISBN 0-07-031446-2
Levinson, William A. (2002), Henry Ford’s Lean Vision: Enduring Principles from the First Ford Motor Plant, Productivity Press, ISBN 1-56327-260-1
Levinson, William A. and Rerick, Raymond (2002), Lean Enterprise: A Synergistic Approach to Minimizing Waste, ASQ Quality Press, ISBN 0-87389-532-0
Liker, Jeffrey (2003), The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer, First edition, McGraw-Hill, ISBN 0-07-139231-9.
Norwood, Edwin P. (1931), Ford: Men and Methods, Doubleday, Doran, ASIN B000858158
Ohno, Taiichi (1988), Toyota Production System: Beyond Large-Scale Production, Productivity Press, ISBN 0-915299-14-3
Rother, Mike and Shook, John (2003), Learning to See, Lean Enterprise Institute, ISBN 0-9667843-0-8
Schonberger, Richard J. (1986), World Class Manufacturing, Free Press, ISBN 0-02-929270-0
Womack, James P. and Jones, Daniel T. (1998), Lean Thinking Free Press, ISBN 0-7432-4927-5.
Womack, James P., Jones, Daniel T., and Roos, Daniel (1991), The Machine That Changed the World: The Story of Lean Production, Harper Perennial, ISBN 0-06-097417-6 | |
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On-line Lean Green Belt Certification Programs
The on-line ‘Lean Green Belt’ Programs provide participants with a comprehensive overview of Lean Thinking and its application. They also outline and demonstrate the essential Lean tools and practices that can be applied to your business in order to achieve significant savings to your bottom line. The certification content is accessed on-line and students will be provided with auxiliary resources, discussion forum access, and expert mentoring support. All Lean Green Belt programs are fully certified by the Irish Institute of Industrial Engineers.
Lean Green Belt - Certification
Lean Healthcare Green Belt - Certification
Lean Green Belt Supply Chain Management – Certification
Lean Green Belt: Financial Services - Certification
Features of Lean Green Belt Certification Programs
• Structured study program designed by Senior Instructional Designers and Lean experts
• Nine in-depth lessons in Lean available to the student
• Email contact with a Lean Mentor throughout the study period
• On-line forum available to discuss Lean issues with fellow learners and Lean experts
• Articles and auxiliary resources to complement lessons summarized by our Lean practitioners and provided to students
• Access to relevant case studies to reinforce learning provided
• Six on-site supplementary classroom days also available
• Assessment based on a practical assignment and final on-line exam
Return on Investment
To attain certification, participants need to complete a workplace assignment and a final on-line exam. The assignment is worth 50% of the overall certification mark and has a customized or in-house focus, whereby participants target an area within their organization and leverage the Lean tools and practices covered in the program to implement physical improvements.
Organizations ask - what is the return on investment if participants undertake a Lean Green Belt Program? The results to date are impressive and are achieved via the Green Belt assignment which forms an integral part of the overall program. The return in terms of actual savings equates to an average of €30,000 per assignment.
Benefits
• Ability to apply Lean practices whilst achieving a global and professionally recognized Lean accreditation
• Certification that provides third-party professional and academic validation of achievements
• Recognition and career enhancement for new found knowledge and skills that are relevant within the organization and beyond
• Immediate entry to a flexible self-paced program that can be completed over a time period suitable to specific requirements
• Ability to achieve/drive process improvements leading to long-term sustainability
• Organizations gain a common language and standard for ‘Lean’ throughout the company
Who should participate?
Individuals interested in learning about Lean philosophies and in applying Lean analysis tools, including:
• Middle and Senior Management: Operations, Quality, Engineering, R&D, Service functions
• Industrial, Quality, and Manufacturing Engineers
• Process Improvement Professionals
• Supply Chain and Logistics Managers& Staff
• Third Party Supply Chain Providers
• Healthcare Professionals - Hospital Executives, Departmental Directors, Healthcare Staff
• Healthcare Services - Transportation, Administration, Nutritional Services, Laboratories, etc.
• Financial Services Professionals – Banking, Insurance, etc.
Please email info@leanscm.com or call +353 (0)21 4855863 or visit our websites - www.leanscm.com & www.leanhealthcareservices.com for more details.
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Clients & Testimonials
Irish-based Lean Clients
The following companies have recently registered students for our Lean programs -
Kerry Group; Alcon Laboratories; Architectural & Metal Systems; Bord Gais; GSK; Novartis; Pfizer; Flextronics; Schering Plough; O’Sullivan Brothers; John A Wood; Abbott; Musgrave; Boston Scientific; Cascade Designs; Moog;
DePuy; Millipore; PM; James Daly & Sons; Stryker Orthopaedics; McKesson; FCI Connect; Tyco; Sanmina; SerCom Solutions; Teleflex; Centocor; Lake Region; Mac B; Vhi; IBTS; HSE
"When embarking on our Lean transformation initiative, we not only needed to educate ourselves on Lean principles, but also on the application of those principles. The in-house Green Belt, provided by the Leading Edge Group, was just what we needed. The classroom work educated us on the basics of Lean Thinking and the in-house projects provided us with the experience in the application of those principles."
Colm Rochford, Plant Manager, American Power Conversion
“We are currently putting over 12 of our professional staff through the Lean Green Belt Certification program to gain increased technical and functional knowledge, and to further enhance our reputation with our customers, suppliers, and the corporation at large.”
Joe Dore, HR Services Manager, Stryker Orthopaedics
“I have found the Lean Green Belt Certification extremely beneficial. The principles of each module are clearly identified. The reviews, summaries, exams, and assignments ensure that you have grasped and understood the philosophy and tools of Lean Thinking and know when to implement them.“
Pat Regan, Lean Co-ordinator, Reagecon Alkem
“Having recently completed the Lean Green Belt certification, I can only compliment the entire program. The material was clear, relatively concise given its complexity, and very well presented. The interspersal of graphs, pictures, tables made it much easier to assimilate than other distance learning programs, and indeed "Lean" courses I have undertaken. Now that I have "proven the concept", the rest of my business is clamouring for my time to "Lean" their resource hungry processes. Suddenly, I am Mr. Popular!”
Keith Ambrose, Project Delivery Director, Experian UK Ltd.
“I personally would like to thank you for your great support and for your responsiveness. Your Lean Healthcare Green Belt is an outstanding program and I very much benefit from it on a daily basis. You and your team have done an amazing job, taking out the mystic of Lean and Six Sigma and also the complexity. You managed to convey Lean Thinking and tools in an easy and understandable way. It has also helped me to be a better facilitator and communicator, a better trouble-shooter, a better Project Manager/Coordinator and a better co-worker.”
Christian Buchsteiner, Process Design Coordinator, Center for Healthcare Improvement, PeaceHealth
“The Leading Edge Group is part of our vision of empowering our employees to support and improve business outcomes. We selected Leading Edge as ‘best-in-class’ supply chain experts to equip our users with an easy-to-use, interactive, and rich environment for exchanging best practices and building relevant knowledge and skills around Lean Supply Chain Management.”
Michael Bleyhl, Director of Global Learning, Invensys
Please email info@leanscm.com or call +353 (0)21 4855863 or visit our websites - www.leanscm.com & www.leanhealthcareservices.com for more details.
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Module 2 Examinations will be held in
Cork Institute of Technology
on
Monday 30th
+ Tuesday 31st August 2010 |
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