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Lean Manufacturing Training Manual

Some lean practitioners include an 8th type of waste: unutilized talent. While the first 7 wastes are directly related to manufacturing processes, the waste of unutilized talent is specific to manufacturing management. Remember that lean is focused on humans; without humans, there is no lean culture.

Lean Manufacturing Training Manual

Lean manufacturing is a continuously evolving effort that requires understanding and participation from all levels of an organization. Just as important to achieving a lean operation as the technical implementation is lean thinking. There are a variety of strategies for reducing waste in a production process, but it is also important to understand and internalize the underlying philosophies in order to sustain a lean operation and continue to strive toward a perfect, zero-waste operation.

Root cause analysis is a method of problem-solving aimed at getting to the root cause of the issue. Methodologies used in lean manufacturing include the fishbone diagram (also known as the Ishikawa Diagram) and the 5 Whys.

As an added benefit to the entire Six Sigma industry, we help force training providers to add more value beyond just a textbook. By offering FREE self-study six sigma training manuals, they are pressured to offer additional supplemental materials and instructor support in return for the prices they charge.

Some believe that Safety is already integral to the classic 5S methodology; why then should it be incorporated as a separate step? One reason lean improvement professionals say is that adding Safety helps provide further focus on safety issues, especially for industries that involve high-risk jobs, such as construction and food manufacturing. The extra attention given can help ensure that no hazardous items or conditions are overlooked after going through the five stages of 6s lean.

6S manufacturing is an approach to production processes that integrates the 5S principles with safety. It helps implement methodologies to solve critical manufacturing issues. For example, operators who practice 6S in manufacturing and implement 6S lean programs support the safety of their employees including the working environment and operational equipment to improve efficiency on the factory floor.

Safety in manufacturing plays an essential role in determining overall employee productivity. Conducting 6S audits and implementing 6S lean programs can help manufacturing industries to achieve the following:

A core principle in lean methodology is the removal of waste within an operation. And in any business, one of the heaviest drains on profitability is waste. Lean waste can come in the form of time, material, and labor. But it may also be related to the utilization of skill-sets as well as poor planning. In lean manufacturing, waste is any expense or effort that is expended but which does not transform raw materials into an item the customer is willing to pay for. By optimizing process steps and eliminating waste, only true value is added at each phase of production.

The eighth waste is the only lean manufacturing waste that is not manufacturing-process specific. This type of manufacturing waste occurs when management in a manufacturing environment fails to ensure that all their potential employee talent is being utilized. This waste was added to allow organizations to include the development of staff into the lean ecosystem. As a waste, it may result in assigning employees the wrong tasks or tasks for which they were never properly trained. It may also be the result of poor management of communication.

Eliminating the 8 wastes of lean manufacturing is much easier when the production process is completely visible, and MachineMetrics offers that transparency. Cloud computing, deep analytics and machine learning work in conjunction with devices, sensors and software adaptors to connect a factory and allow it to leverage hidden capacity for improved efficiency.

5S is a systematic form of visual management utilizing everything from floor tape to operations manuals. It is not just about cleanliness or organization; it is also about maximizing efficiency and profit. 5S is a framework that emphasizes the use of a specific mindset and tools to create efficiency and value. It involves observing, analyzing, collaborating, and searching for waste and also involves the practice of removing waste.

The 5S methodology is a systematic approach to workplace organization. This method includes the five steps of Sort, Set in Order, Shine, Standardize, and Sustain. Generally speaking, the steps of 5S involve going through items in a workspace, removing what's unnecessary, organizing items, cleaning, performing maintenance, and making sure these things become habits. These steps should occur in this order, and there must be a plan in place for performing the tasks associated with these steps on a regular basis. At the end of of a 5S implementation you will see characteristic things such as policy manuals, glow-in-the-dark tape or photoluminescent tape on the floor, colored bins, red tags, and 5S walks taking place. In the end, it should all add up to efficiency.

In a manufacturing facility where employees routinely need to use tools and obtain materials, 5S plays a significant role. Visual markings make it easier to obtain those tools/materials and return them to their storage locations after use. Visual cues such as floor markings (floor tape, floor shapes, signs, etc.) can also create boundaries around different areas such as those used for storing cleaning supplies, finished products, machinery, etc. In a fast-paced work environment, these markings can mean the difference between a messy workplace and an efficient one.

Lean management is a component of lean manufacturing, which has the overall goal of eliminating waste from the workplace. That includes wasted time, wasted products, and wasted services. Even small improvements that eliminate waste from a process can end up amounting to quite a bit over time. With that being said, Lean management specifically looks at how companies can operate better and what the management team can do to help.

Toyota Motor Corporation's vehicle production system is a way of making things that is sometimes referred to as a "lean manufacturing system," or a "Just-in-Time (JIT) system," and has come to be well known and studied worldwide.

The work done by hand in this process is the bedrock of engineering skill. Machines and robots do not think for themselves or evolve on their own. Rather, they evolve as we transfer our skills and craftsmanship to them. In other words, craftsmanship is achieved by learning the basic principles of manufacturing through manual work, then applying them on the factory floor to steadily make improvements. This cycle of improvement in both human skills and technologies is the essence of Toyota's jidoka. Advancing jidoka in this way helps to reinforce both our manufacturing competitiveness and human resource development.

Our customers are very interested in being more efficient. That's why they come to us looking for help with their training programs. But of course training isn't the only solution they look at to increase efficiency. As a result, many are interested in lean manufacturing principles, and so we've recently been running a series of articles on some basic lean concepts. For example, we've had articles introducing 5s/lean 6s, kaizen, and kaizen events, and we've even listed some ways you can use these lean tools to create a safer workplace.

In this article, we're going to look at another aspect of lean manufacturing--Training Within Industry (TWI). Training Within Industry is the lean approach to training, has been used by Toyota and other manufacturers throughout the world for decades, and still has valuable lessons that can be put to use in training today.

If you're familiar with lean manufacturing but not with Training Within Industry, you may find this an interesting addition to the knowledge base. Plus something you can use to improve training at your workplace. If you're familiar with modern instructional design or training theory, you'll probably notice some interesting connections with TWI. For example, note the similarity between an ID's task analysis and the TWI job breakdown, or note the similarity between Mayer's multimedia principle and TWI's take on showing and telling in training.

Dinero suggests a few reasons why the wide-scale use of TWI did not continue in America in his book. First, he notes that the US was the world's economic powerhouse at the time (with the manufacturing base of many other countries destroyed by the way) and so simply wasn't focused on increasing efficiency after WWII. Second, he suggests that at individual American companies where TWI had already been installed, changes were made here and there to the TWI training methods after the government TWI agency had been disbanded at the war's end, leading to less effective results.

No (and this goes for lean, too). Although TWI and lean are most commonly thought of in the context of manufacturing, they can be used in other work places as well. Even when the US government was running the TWI program in the US, and even though they were working to help defense contractors, they worked with companies in other industries, including transportation, hospitals, laundries, and more. The methods in TWI (and lean in general) can be applied in many different workplaces. (See note 13.)

"Lean manufacturing" is a term that was coined by and made popular by the authors of the 1991 book The Machine that Changed the World (James Womack, Daniel Jones, and Daniel Roos). The book was an attempt to explain the methods of Toyota and TPS. Over time, the meaning of the phrase shifts a bit, and in addition, forerunners of "lean" have been identified from before Toyota's time (Eli Whitney, Deming, Ford, etc.).

One of the learnings from Toyota was that automation for its own sake was wasteful, with plant technology having little effect on operating performance. Instead, lean manufacturing emphasizes a well-trained workforce, good product design, and a supportive performing supplier network. Such thinking prevents unnecessary capital outlay in machinery and equipment until such automation becomes essential. 041b061a72


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