Lean manufacturing, lean enterprise, or lean production, often simply, "Lean," is a production practice that considers the expenditure

of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Working from the perspective of the customer who consumes a product or service, "value" is defined as any action or process that a customer would be willing to pay for.

Lean manufacturing is a management philosophy derived mostly from the Toyota Production System (TPS) (hence the term Toyotism is also prevalent) and identified as "Lean" only in the 1990s.[

Lean manufacturing is a variation on the theme of efficiency based on optimizing flow; it is a presentday instance of the recurring theme in human history toward increasing efficiency, decreasing waste, and using empirical methods to decide what matters, rather than uncritically accepting pre-existing ideas. As such, it is a chapter in the larger narrative that also includes such ideas as the folk wisdom of thrift, time and motion study, Taylorism, the Efficiency Movement, and Fordism. Lean manufacturing is often seen as a more refined version of earlier efficiency efforts, building upon the work of earlier leaders such as Taylor or Ford, and learning from their mistakes.

Senior management to agree and discuss their lean vision Management brainstorm to identify project leader and set objectives Communicate plan and vision to the workforce Ask for volunteers to form the Lean Implementation team (5-7 works best, all from different departments) Appoint members of the Lean Manufacturing Implementation Team Train the Implementation Team in the various lean tools - make a point of trying to visit other non competing businesses that have implemented lean Select a Pilot Project to implement 5S is a good place to start Run the pilot for 23 months - evaluate, review and learn from your mistakes Roll out pilot to other factory areas Evaluate results, encourage feedback Stabilize the positive results by teaching supervisors how to train the new standards you've developed with TWI methodology (Training Within Industry) Once you are satisfied that you have a habitual program, consider introducing the next lean tool. Select the one that gives you the biggest return for your business.

The concept of Lean was developed by the Toyota executive, TAIICHI OHNO (1912-1990). Mr. Ohno first identified the seven types of MUDA (waste).

1. Identify and Optimize Enterprise Flow 2. Assure Seamless Information Flow 3. Optimize Capability and Utilization of People 4. Make Decisions at the Lowest Possible Level 5. Implement Integrated Product and Process Development 6. Develop Relationships Based on Mutual Trust and Commitment 7. Continuously Focus on the Customer 8. Promote Lean Leadership at All Levels 9. Maintain Challenge of Existing Processes 10. Nurture a Learning Environment 11. Ensure Process Capability and Maturation 12. Maximize Stability in a Changing Environment 1. Provide a fundamental framework of lean and its application to product development 2. Identify the impacts of lean organizational changes to product development 3. Create a clear connection between the "processes" of product development and lean 4. Applying lean thinking to program planning and execution 5. Understanding the environment as a key to effective product development 6. Applicable tools for Lean product development Value and the Value Stream Identifying the value of a product and the most effective process (in terms of cost and schedule) to achieve that value is the one of the major goals of lean. Womack describes value as "a capability provided to a customer at the right time at an appropriate price, as defined in each case by the customer." 2 The most effective process is achieved by performing the minimum number of value-added steps and no non-value-added steps. The method to maximize value-added steps in lean practice is through value stream mapping. The value stream is "the specific activities required to design, order, and provide a specific product, from concept to launch, order to delivery, raw materials into the hands of the customer." Waste Waste is often referred in the lean context as muda. There are two types of waste defined in the lean context, Type I Muda and Type II Muda. Type I Muda is found in activities that add no value to the customer, but are necessary, in the current development framework, to deliver the product. Type II Muda is found in activities that don't create value and can be eliminated immediately, such as waiting and unnecessary transport. Flow Flow is described as "the progressive achievement of tasks along the value stream so that a product proceeds from design to launch, order to delivery, and raw materials into the hands of the customer with no stoppages, scrap or backflows." Pull Pull is defined as "a system of cascading production and delivery instructions from downstream to upstream activities in which nothing is produced by the upstream supplier until the

downstream customer signals a need." The following three characteristics are necessary conditions for pull. Synchronization (Timing) Synchronization refers to aligning takt times of interconnected processes such that proper timing is in place, thus enabling flow and allowing for pull to be successful.\ Alignment (Position) Alignment describes proper positioning that is necessary for pull to occur. In a manufacturing sense this could mean physical position, in a development point of view, this could mean proper file format and location. Transparency Transparency describes the ability to see the process totally and without obstruction as a means for identifying problems quickly and efficiently. Perfection Perfection is the continuous improvement aspect of Lean. Understanding that a process today is imperfect and that there is a need for continuous reexamination of the process/product is necessary to remain competitive and lean.

The concept of Lean Manufacturing was developed by Henry Ford in 1920s. Toyota was the first company to introduce lean manufacturing concept in its production system. Lean manufacturing focuses on reducing waste. TYPES OF WASTE OVERPRODUCTION INVENTORY WAITING MOTION TRANSPORTATION RE-WORK OVER-PROCESSING

BENEFITS OF LEANMANUFACTURING Productivity Improvement Total manufacturing time saved Less scrap Low inventory Quality improvement Plant space saved Better labor utilization Safety of operations