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Lean
and
Change
By
Laurenda
Whisenhunt
(TNU
2008)
Lean
Lean is
a
systematic
approach
to
improving
the
organization
and
management
of
product
development,
operations,
and
customer
development.
The lean
management
approach
is an
attempt
to
identify
and
eliminate
waste
through
improved
techniques
to
produce
a higher
quality
of goods
and
services
while
attempting
to
create
increased
value
for the
customer.
The
concept
of lean
cannot
be
limited
to one
department
or one
segment
of a
company
corporation.
The
principles
of Lean
are
intended
to
benefit
the
entire
system
of mass
production.
The
components
and
building
blocks
of lean
can be
used
together
or
applied
cross
functionally
in the
system
or
process.
Eight
Major
Wastes
in the
Lean
Process
-
Overproduction-
Overproduction
occurs
when
companies
produce
more
than
the
market
demands.
-
Waiting-
The
time
spent
waiting
for
supplies,
resources,
equipment,
personnel,
etc.
-
Transportation-
Lean
requires
materials
be
shipped
to
the
direct
point
of
issue.
-
Non-Value-Added-Processing-
Make
sure
the
service
and
products
have
been
done
correctly
the
first
time.
Make
sure
inspections
are
done
effectively
and
efficiently.
-
Excessive
Inventory-
Reduce
overproduction.
-
Defects-Resources
are
wasted
because
of
production
errors
and
defects.
-
Excessive
Motion-
Reduce
Unnecessary
activity.
-
Underutilized
People-
Use
staffing
resources
wisely.
Implement
the
mental,
creative,
and
physical
skills
and
abilities
of
employees.
Rewards
of
Applying
Lean
Principles
Operational,
administrative,
and
strategic
improvements
will
result
from
applying
the lean
principles
to a
management
system.
Operational
improvements:
1) An
average
of 75%
more
space
2)
Quality
Improvements
by 80%
3) Work
in
Process
reduced
by 80%
4) 50%
Increase
in
Productivity
5) 90%
Reduction
in Lead
Time
Administrative
Improvement
-
Less paperwork
-
Less processing mistakes
-
Work functions are streamlined to improved customer service skills
-
Greater distribution of employee responsibilities
-
Reduction in unnecessary company functions.
-
Increase ability to match employees with skill appropriate positions.
Strategic
Improvements
1)
Ability
to
market
benefits
to
ensure
return
of
profits
2) Sales
volume
increases.
3)
Decrease
labor
costs.
4)
Reduce
overhead
feeds.
Jerry
Kilpatrick,
Manufacturing
Extension
Partnership,
2003
Utah
Manufacturing
Extension
Partnership
9
Sept.
2008
History
of Lean
The
lineage
of lean
manufacturing
can be
traced
back to
the
cotton
gin in
the late
1700’s.
Eli
Whitney,
one of
them
famous
inventors
to ever
live
made a
huge
accomplishment
in
manufacturing
when he
developed
the
concept
of
interchangeable
machinery
parts.
For more
than 100
years
following
his
invention,
manufacturers
have
endlessly
sought
ways to
continually
improve
the
manufacturing
process.
During
the
beginning
of the
1900’s,
Henry
Ford and
one of
his
associates
took a
deep
look
into the
system
of
processing
and
developed
their
concepts.
Henry
Ford is
considered
in the
manufacturing
world as
the most
famous
manufacturing
guru
using
the lean
principles
and
concepts.
In the
1930’s
another
manufacturer
surfaced
at
General
Motors,
Alfred
P.
Sloan,
took a
different
approach
at
manufacturing
the
automobile.
Where
Ford was
extremely
conservative,
Sloan
wanted
to offer
the
consumer
more
variety
while
still
producing
a strong
product
for the
market.
By the
end of
the
1930’s,
General
Motors
more
pragmatic
approach
to
manufacturing
surpassed
the work
of Henry
Ford.
When the
1980’s
approached,
more and
more
manufacturers
were
achieving
great
success
using
the lean
principles.
The
knowledge
of lean
and all
the
benefits
of
applying
its
principles
have led
to the
success
of many
companies.
Lean
Manufacturing
History,
9 Sept,
2008
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