Lean Manufacturing

Lean Manufacturing Consulting

About Lean

Lean Manufacturing is attributed as one of the management methodologies that added more value to the society than many of the interventions. Lean tries to improve the ‘flow’ in a business chain. So, Lean initiatives generally impact and improve the entire business chain. It enhances the efficiencies of the processes multiple times. Lean is achieving more and more with less and less of resources. Lean Manufacturing is considered the single most important reason behind the success of Japanese industries – especially of Toyota Motor Corporation.

Lean Transformation

Companies across the world follow the Mass Production system. Though the mass production system is having its merits, it has its own flaws. Becoming Lean organisation is a transformation that is bigger than improving the existing system. We at CSense follow the globally proven and effective transformation methodology.

The Journey

We follow 5 step approach to Lean

1. Diagnosis study

  • The objective of this study is to define the value and identify the opportunities.
  • This will provide a clear roadmap for the organisation for 2 to 3 year period and a clear plan of action for next one year (first wave).
  • Identification of product family

2. Value stream exercise

  • Project Planning,
  • Project Team Formation
  • Training to Project team on the required tools and techniques,

3. Debottlenecking & Creating initial flow

  • Project identification & charter
  • Action Plan
  • Coaching and Execution Support

4. Pull System

  • Inventory control
  • Production planning and control
  • Supermarket-Kanban / CONWIP system

5. Support System

Sustenance and improvement program with

  • Kaizen improvements
  • 5S – improving workplace productivity
  • SMED – reducing changeover times
  • TPM – improving machine reliability
  • Quality Problem Solving
  • Visual controls

Expected benefits

Typically, the company can expect

  • Improved flow and velocity
  • Reduced Lead times
  • Reduced Operational expense
  • Improved Process Quality
  • Reduced inventory levels and improved inventory turnover ratio
  • Coaching and Execution Support

4. General Roadmap and Timeline (for wave 1)

Deliverable

No. Of Days of Engagement

Target Completion Wk#

Diagnosis Study (with Product Family Identification & Value Stream Study)

3

1

Presentation to Management, Project Identification & Team Formation

1

2

Champions Workshop (Lean Awareness) to Top Management

1

2

2 Days Lean Basic Training to identified Teams

2 to 3

4

Value Stream Exercise and Gemba Observation on Bottleneck with Team

3 to 5

6

Action Plan for Debottlenecking (create flow wherever possible)

3

8 – 10

Action plan for sustenance and fine-tuning & review support

2 days per fortnight

Wk 12 to 20

Creation of Support Systems – Flow lines, Supermarket-Kanban or CONWIP – Pitch and Order Processing system

2

22

Action Plan

1

22

Review Support & Support Systems – SMED, TPM initiatives, 5S, Poka-Yoke, Visual Controls and tools as required

2 days in a month for next 4 months

24-40

Specific Problem Solving – Quality, Cost & Time (advanced tools – training and improvement)

Recognising unforeseen bottlenecks and debottlenecking

Identification of new product family, value stream exercise and bottleneck study for next wave

2

42

Total

31 to 35 days

42 wks (~10 months)