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Supporting implementation of Lean Manufacturing concepts

Supplier: Trilogiq Australia
02 February, 2010

Ever since 1992, Trilogiq has been advising and supporting manufacturing companies committed to Lean Manufacturing.

Priding itself on being innovative and subject to continual development, LeanTek incorporates all the experience and requirements of its users.

Trilogiq also offers a range of local services ranging from a basic introduction to LeanTek assemnly through to courses in Lean Manufacturing.

Whichever industry you work in, Lean Manufacturing is the proven path to improved quality, lower costs and shorter delivery times.?

At the end of 1890, Frederick W Taylor became the first to study work management scientifically and distribute the results. ??

His work led to the formalisation of time and motion studies and the setting of common standards. Frank Gilbreth then added the concept of breaking work down into elementary time blocks.

It was around this time that the first notions of eliminating waste and studying movement began to emerge. In 1910, Henry Ford invented the assembly line for his standardised Ford Model T.

Alfred P. Sloan improved on Ford’s system when he introduced the concept of assembly line diversity at GM. ??

After the Second World War, Taiichi Ohno and Shingeo Shingo created the 'Just-In-Time', 'Waste Reduction' and 'Pull System' concepts for Toyota, which, together with other flow management techniques, resulted in the Toyota Production System (TPS).

The TPS has been evolved and improved ever since.

In 1990, James Womack summarised these concepts to create Lean Manufacturing at a time when Japanese expertise was spreading to the West and the success achieved by companies applying these principles and techniques became undeniable.

Lean Manufacturing identifies seven areas of waste or "Muda" -?the Lean Manufacturing house can only grow if its foundations are built first.

Without using a highly flexible and modular system that allows muda to be eliminated and Kaizen (link) attitudes to be introduced into the plant, it is impossible to proceed to the later steps of Lean Manufacturing, which are work standardisation, sequencing (Heijunka) JIT and JIDOKA.?

Here are the seven areas of waste to be taken into account:

  • Muda caused by overproduction?
  • Muda caused by unnecessary stock
  • Muda caused by defects/rejects
  • Muda caused by unnecessary movements
  • Muda caused by inappropriate processing?
  • Muda caused by waiting

The systematic use of LeanTek acts as a catalyst for the policy of waste reduction and as a tool for implementing the Kaizen attitudes of continuous improvement. ??

Why give priority to line side productivity?

The assembly line is the place where value is created. It is also the place with the highest labour density. Finally, the line is the most expensive place in terms of production costs, labour density and plant investment.

So priority must be given to line side production because the line is where added value is created.

One of the golden rules of Lean is that Mudas must be eliminated as much as possible from the point of added value, i.e. assembly points.