Lean production
• Lean production refers to the use of resources as efficiently as possible to minimise
waste and improve quality.
• It involves the introduction of new processes and technology to reduce waste and
inefficiency in production.
• The overall objective of lean production is to produce quality output with fewer
resources. This means less waste, less duplication and elimination of unnecessary non-
added-value activities
• Lean means cutting out anything in the production process that adds complexity, cost
and time, and that does not add value to the customer.
Lean production focuses on the following:
1. Quality – continuous quality assurance using total quality management
2. Employees’ roles – highly skilled, teamwork, flexible in roles etc
3. Efficiency – lower costs, lower waste, planned movements of materials
4. Capacity management – capacity must not be underutilised or overutilized
5. Time factor – machines and workers must not be unnecessarily moved. Movement is a
waste of time
6. Zero mistakes (no defects)
Advantages of lean production
• Less storage costs of raw material, components and finished goods. The firm will only
keep the required stock
• No defects or need for replacement. All goods produced will be defect free. This will
increase customer satisfaction
• Less money is tied in inventory. Only few stocks will be held, hence only less money
is kept in stock
• Time is saved. This is because unnecessary processes have been removed. All processes
that do not add value are removed.
• Few accidents at work place. This result in improved worker health and safety. This is
because of few movement in machinery and workers in the factory
• Quality is improved
Disadvantages of lean production
• Employees may require training which can be costly to the business
• The business may not be able to increase the supply of goods when demand increases
in the near future
• Lean production can lead to job loses which can make the business unpopular
Lean production methods or approaches
Lean production techniques include the following:
• Just-in-time (JIT)
• Total quality management
• Quality circles
• Kaizen
Just-in-time
• JIT production involves managing the flow of raw materials, work-in-progress, finished
products and production systems so that these items are available exactly when they are
needed and not before.
• An effective lean production will minimise inventories and flows throughout the
process by ensuring purchases, production and deliveries to customers have as much
co-ordination of flows as possible.
• There is less likelihood of products becoming obsolete or out of date
• Avoids the build-up of unsold finished products that can occur with sudden changes in
demand
Kaizen
• It suggests that very often workers actually know more than managers about how a job
should be done or how productivity could be improved. Someone who works at a task
every day might know how to change it to improve either quality or productivity better
than a manager with no hands-on experience of production.
• The Kaizen idea is that employees should be given the responsibility of working out
how their jobs can be changed so that efficiency and quality can be improved. It is
achieved through new processing ideas from workers.
• Another feature of kaizen is that improvements in productivity do not just result from
big one-off investments in new technology. A series of small improvements suggested
by employees, can, over time, result in as big an improvement in efficiency as a major
new investment
Quality circles
• refers to groups of employees who meet regularly to discuss work-related issues and
problems and to identify potential improvements.
• They usually meet to discuss ways in which they can improve the quality of their work
and cut out waste.
• Teamworking and participation can both improve quality and increase worker
participation.
• The overall aim of quality circles is to investigate quality problems and present
solutions to management – or, if a group is fully empowered, to put the improvements
into effect itself.
Advantages of quality circles
• They improve quality through joint discussion of ideas and solutions.
• They improve motivation through participation.
However, quality circles are dependent in the following conditions:
• Members must be given training in holding meetings and problem-solving.
• They need full support from management.
• Circle members must be committed to improving quality.
Total quality management
• Total quality management (TQM) is based on the principle that everyone within a
business has a contribution to make to the overall quality of the finished product or
service.
• It is the continuous improvement of a product through involving all workers in quality
control focusing on quality at each production stage.
• TQM recognises that all employees are of equal importance, including the factory floor,
the office staff, the cleaners, the maintenance staff and the delivery drivers.
• TQM approach considers that employees should always aim to improve the quality of
what they do.
• People should be committed to zero defects principle. Zero defect principle seeks to
achieve perfect products every time.
The main points of TQM are
• Gee it right first time consistently.
• All staff must be committed to continuous improvement in quality.
• Build partnerships with suppliers.
• All staff are educated and trained in responsibility for quality.
• Supervisors should encourage, not find fault.
• Problem solving to be shared.
• Clear achievable goals for each employee and cask.
• Workers to take pride in their work.
• An organisation structure and culture to support the above.
Benefits of TQM
• Improved customer satisfaction
• Repeated sales due to brand loyalty
• High profits – due to a higher price charged. Quality products are associated with high
prices
• The firm will gain a competitive advantage over its rivals
• Avoiding heavy penalties when customers complain
• Cut on costs of remaking the product
• Promotes team work
Disadvantages of TQM
• Training of staff which may be expensive
• Inspection costs may increase
• Stopping production to trace and correct quality problems will disrupt output
• Market research to establish expected customer requirement needs to be done.
