2. Lean Thinking ‘’ A small Professional Approach ‘’
Sohail Akbar (34 )
B. Sc (Hons). Food Science and Technology
Semester 8th (Regular)
FST-609. Quality Management
Institute of Food Science and Nutrition (IFSN)
University of Sargodha, Sargodha

3. Focussing Points What is Lean ? What is Lean Thinking Appraoch.
Major Focus of Lean Concept.
Purpose of Lean Thinking.
Major Principles of Lean Thinking.

4. Focussing Points ( Continue..)
Waste Finding Tools.
How Possible Lean Thinking Approach.
Lean Thinking Practices.
Advantages of Lean Thinking.
References .

5. What is Lean ?
The term lean thinking was coined by James P. Womack and Daniel T. Jones.
Maximize Customer Value.
Minimizing Waste.
More Value Products.
Mininmum Resources.

6. Lean Thinking Approach
“Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste.”

7. Major Focus of Lean Concept
Concept of lean thinking approach focussing on 3p’s.
Purpose : to solve customer problems.
Process : to make each step valueable, adequate, flexible & linked by flow.
Peoples : to make them active & responsibles.

8. Purpose of Lean Thinking
Customer & employee satisfaction.
To minimize waste .
To use less human effort , less space & less time.
To make quality of products high.
To make management more simpler and accurate.
Increase profit & decrease cost.

9. Major Principles of Lean Thinking
There are five major principles ;

10. Major Principles of Lean Thinking (continue..)
Identify Value :
It is this value that determines how much money the customer is willing to pay for the product and services.
It helps to set target cost of the product.

11. Major Principles of Lean Thinking (continue..)
2) Map the Value Stream :
To determine flow of a product’s life-cycle from the origin of the raw materials used to make the product and ultimately disposing of the product.
To understand the associated waste with product and eliminate them.

12. Major Principles of Lean Thinking (continue..)
Value Stream Mapping Tools :
Overproduction.
Defects checking.
Excessive transportation.
Inapropriate processing.
Surplus storage .
Excessive waiting.

13. Major Principles of Lean Thinking (continue..)
3 ) Create Flow :
To make each step :
Valueable.
Flexible .
Adequate.
Capable .
Linked .

14. Major Principles of Lean Thinking (continue..)
4 ) Establish Pull :
A pull approach states that we do not make anything until the customer orders it.
To achieve this requires preplanning and design of time, production, and delivery of the products and services.

15. Major Principles of Lean Thinking (continue..)
5 ) Perfection :
It is the satisfaction & assurance that :
Value stream are identified.
Waste step are removed.
Flow and pull is created for product.
Product is perfect in all aspects.

16. Waste Findings Tools Process activity mappnig.
Supply chain response matrix.
Production- variety funnel.
Quality filter mapping.
Demand amplification mapping.

17. Waste Findings Tools ( Continue..,)
1 ) Process activity mapping :
It identify
Production flow.
Lead time information.

18. Waste Findings Tools ( Continue..,)
2 ) Supply chain response matrix : It evaluate the un necessary storage of raw material and lead time to maintain customer level of service.

19. Waste Findings Tools ( Continue..,)
3 ) production- variety funnel :
It is the visual map of number of product varients at each stage of manufacturing.
X-axis shows process path.
Y-axis shows number of products.

20. Waste Findings Tools ( Continue..,)
4 ) Quality filter mappning :
This can be used to integrate quality and logistics performance measures.
X-axis represents stages of value stream.
Y-axis represents number of defects.

21. Waste Findings Tools ( Continue..,)
5 ) Demand amplification mapping :
It is a graph of quantity against time that shows the batch sizes of a product at various stages of the production process.
Examine scheduling,batch-sizing policies, and inventory decisions.

22. How Possible Lean Approach
By Focussing on :
Workplace.
Value through built-in quality.
Value streams through understanding "takt" time.
Flow through reducing batch sizes.
Seeking perfection through kaizen.

23. How Possible Lean Approach (Continue…)
Workplace: Going and seeing firsthand work conditions in practice, right now, and finding out the facts for oneself rather than relying on reports and boardroom meeting.

24. How Possible Lean Approach (Continue…)
Value through built-in quality:
Built-in quality means
Stop at every doubtful part.
Train yourself .
Pass no defective work.
Accept no defective work.

25. How Possible Lean Approach (Continue…)
Value streams through understanding "takt" time:
It is calculation of ratio of open production time to averaged customer demand.
takt time = Production time / customer demand

26. How Possible Lean Approach (Continue…)
Flow through reducing batch sizes:
Trying to optimize the flow of work in order to satisfy real demand now, not imaginary demand next month.

27. How Possible Lean Approach (Continue…)
Seeking perfection through kaizen:
Kaizen literally means change for the better.
Practicing kaizen together builds self-confidence and the collective confidence that we can face our larger challenges and solve our problems together.

28. Lean Thinking Practices
Modelling the enterprise as value streams.
eliminating any barrier between departments.
Identifying and eliminating the waste .
Ensuring a continuous flow in the production of products, services and the related information.

29. Lean Thinking Practices ( Continue..)
Continuous improvement.
Make the operations visible
Quickly react and bring the proper corrective actions as may be required by a given situation.

30. Advantages of Lean Approach
The following main advantages are obtained by adopting lean approach.
Waste step are minimized in the process.
Customer & employee satisfaction obtained.
Just in time (JIT ) stretagy is applied to reduce inventory and save money.
Competative advantages are obtained.

31. References ^ Womack, James P., Daniel, T. Jones (1996) Lean Thinking
^ Womack, James P., Daniel T. Jones, Daniel Roos (1990) The Machine That Changed The World
Lean Manufacturing Japan: Broadcasting the Latest Lean Manufacturing Know-how from Japan

32. References
Hines, P., M. Howeg, N. Piercy, and N. Rich “From Production Toolkit to Strategic Value Creation—A Review of the Evolution of Contemporary Lean Thinking.” In Integrating Supply Chains and Internal Operations Through Journal of Food Distribution Research 36(3)
Hines, P. and D. Taylor Going Lean: A Guide to Implementation. Lean Enterprise Research Centre, Cardiff Business School, The Lean Processing Programme.