Name: What is Lean & why we need lean
Uploaded: 2024-12-15
Duration: 2 min 34 s
Description: Jayantha Premasingha. What Is Lean & Why Its Needed For Manufacturing.

Jayantha Premasingha. What Is Lean & Why Its Needed For Manufacturing. 

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What Is Lean  & Why Its  Needed For  Manufacturing

Lean History The history of Lean can be traced back to early 20th-century industrial practices, with its formal development taking place primarily in Japan at Toyota Motor Corporation. The term "Lean" was coined much later, but the principles behind it have evolved over time. Here's a timeline of key developments in the history of Lean. 

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Lean History 

 The history of Lean can be traced back to early 20th-century industrial practices, with its formal development taking place primarily in Japan at Toyota Motor Corporation. The term "Lean" was coined much later, but the principles behind it have evolved over time. Here's a timeline of key developments in the history of Lean

Early Foundations Lean's origins are based on earlier industrial practices and concepts aimed at improving efficiency and reducing waste. Some notable precursors include: Frederick Winslow Taylor’s Scientific Management (1911): Taylor's work focused on improving labor productivity by scientifically analyzing workflows. He introduced time studies and standardized work methods to improve efficiency. Henry Ford and the Moving Assembly Line (1913): Henry Ford revolutionized mass production by introducing the moving assembly line. By standardizing parts and simplifying tasks, Ford greatly reduced manufacturing time and costs in his automobile factories. His system was based on producing high volumes of standardized products with minimal variation. However, Ford’s system lacked flexibility—his famous quote "You can have any color as long as it’s black" illustrates this. It couldn’t easily accommodate customizations or changes in customer demand.. 

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Early Foundations
 Lean's origins are based on earlier industrial practices and concepts aimed at improving efficiency and reducing waste. Some notable precursors include:
 Frederick Winslow Taylor’s Scientific Management (1911): Taylor's work focused on improving labor productivity by scientifically analyzing workflows. He introduced time studies and standardized work methods to improve efficiency.
 Henry Ford and the Moving Assembly Line (1913): Henry Ford revolutionized mass production by introducing the moving assembly line. By standardizing parts and simplifying tasks, Ford greatly reduced manufacturing time and costs in his automobile factories. His system was based on producing high volumes of standardized products with minimal variation.
 However, Ford’s system lacked flexibility—his famous quote "You can have any color as long as it’s black" illustrates this. It couldn’t easily accommodate customizations or changes in customer demand.

Toyota and the Toyota Production System (1940s–1950s) The true origins of Lean began in Japan, where Toyota developed what would later be called the Toyota Production System (TPS), which is the foundation of Lean. Kiichiro Toyoda, Taiichi Ohno, and Shigeo Shingo: These Toyota leaders played a critical role in developing the TPS after World War II. Faced with limited resources and a small domestic market, they sought ways to improve efficiency and reduce waste without compromising quality. Just-in-Time (JIT) Production: One of the key components of TPS, Just-in-Time, was designed to reduce excess inventory by producing only what was needed, when it was needed, and in the quantity needed. This principle minimized waste and ensured efficient use of resources. Jidoka (Autonomation): Another important aspect of TPS, Jidoka refers to the concept of "automation with a human touch," where machines are equipped to stop automatically when a defect is detected. This allowed workers to identify and address problems immediately, improving quality and reducing rework.. 

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Toyota and the Toyota Production System (1940s–1950s)
 The true origins of Lean began in Japan, where Toyota developed what would later be called the Toyota Production System (TPS), which is the foundation of Lean.
 Kiichiro Toyoda, Taiichi Ohno, and Shigeo Shingo: These Toyota leaders played a critical role in developing the TPS after World War II. Faced with limited resources and a small domestic market, they sought ways to improve efficiency and reduce waste without compromising quality.
 Just-in-Time (JIT) Production: One of the key components of TPS, Just-in-Time, was designed to reduce excess inventory by producing only what was needed, when it was needed, and in the quantity needed. This principle minimized waste and ensured efficient use of resources.
 Jidoka (Autonomation): Another important aspect of TPS, Jidoka refers to the concept of "automation with a human touch," where machines are equipped to stop automatically when a defect is detected. This allowed workers to identify and address problems immediately, improving quality and reducing rework.

Kaizen (Continuous Improvement): TPS placed a strong emphasis on continuous improvement, where every employee—from factory workers to management—was encouraged to participate in identifying problems and finding solutions to improve processes. Eliminating Waste (Muda): The central tenet of TPS was the identification and elimination of waste (known as Muda in Japanese). Toyota identified eight types of waste that exist in manufacturing. Defects Overproduction Waiting Unused talent Transportation Inventory Motion Extra processing. 

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Kaizen (Continuous Improvement): TPS placed a strong emphasis on continuous improvement, where every employee—from factory workers to management—was encouraged to participate in identifying problems and finding solutions to improve processes.
 Eliminating Waste (Muda): The central tenet of TPS was the identification and elimination of waste (known as Muda in Japanese). Toyota identified eight types of waste that exist in manufacturing.
 Defects Overproduction Waiting	 Unused talent Transportation Inventory Motion Extra processing

[image] DEFECTS
Waste from a product or
service failure to meet
customer expectations
TRANSPORTATION
Wasted time, resources,
and costs when
unnecessarily moving
products and materials
OVERPRODUCTION
Waste from making
mote product than
customers demand
INVENTORY
Wastes resulting from
excess products and
materials that aren't
WAITING
Waste from time spent
waiting fcN the next
process step to occur
MOTION
Wasted time and effort
related to untwcessary
movanents by people
UNUSED TALENT
Wastes due to
inderutilization Of
peoplés talents. skills,
and knowledge
EXTRA-PROCESSING
Wastes related to more
work or higher quality
than is required

Toyota’s focus on reducing these wastes allowed it to produce high-quality cars with fewer resources and less time compared to Western competitors.