Achieving a Balanced Lean Product System

Achieving a Balanced Lean Product System

The lean operation manufacturing system began in the mid 1900’s and is based on the idea that manufacturing systems are most effective when the concepts of cost minimization and profit maximization are balanced. The ultimate goal of lean is a balanced system that promotes a smooth, rapid flow of materials and/or work throughout the entire system. In order to achieve this, four main goals need to be utilized:

1. Product design (standard parts, modular design, highly capable transformation systems with quality already built in, and concurrent engineering).

2. Process design (small lots sizes, reduced setup time, cellular manufacturing, constant quality improvement, flexibility in production, balanced system, minimal inventory storage and utilization of fail-safe methods, aka Poka-yoke).

3. Personal/organizational elements (workers as assets, cross training, continuous improvement, cost accounting and leadership).

4. Manufacturing planning and control- MPC (level-loading, pull and visual systems, limited WIP, close vendor relationships, reduced transaction processing and preventative maintenance).

These four main factors need to be balanced in order to succeed in a lean system; however, many factors can throw off this balance (and therefore, its success) in an “engineered to order” environment. In order to be effective, disruptions and waste need to be kept ask low as possible, as well as using space and labor to the highest possible potential. Major attention has to be paid to identifying and correcting potential problems that could lead to any form of waste. Additionally, operations need to be continuously improved and highly accurate in order to further eliminate waste (which results in an increase in both productivity and turnover).

In addition to these main goals there are also 3 supporting goals that form the backbone of the lean process:

I. Elimination of waste

II. Making the system flexible

III....