Tiwari-Lean - Transition from Lean Manufacturing to Lean...

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Transition from Lean Manufacturing to Lean Supply Chain Saurabh Tiwari, Lecturer, University of Petroleum & Energy Studies H enry Ford in the early 1900 invented the assembly line, so that to provide cheap & quality cars for everyone. This motivated the industrial innovators to constantly think & focus on how to further improve & develop new & variety of different manufacturing strategies. This led to development or rather in other words the inception of new manufacturing strategy known as Lean manufacturing or Lean production. Lean Manufacturing (LM) is a manufacturing strategy that seeks to produce a high level of throughput with a minimum of inventory & producing without creating any waste. Other says that Lean Manufacturing is nothing but the Americanized version of Toyota Production System (TPS). In the starting of 1990 a five year study on TPS by a team of researchers of Massachusetts Institute of Technology has coined the term Lean Manufacturing. The result of five year study on TPS has encouraged the team to rename & reposition the TPS as Lean Manufacturing. But this term got its importance in midst of 1990, when James Womack wrote a book called " The Machine That Changed the World ". Womack's book was a straightforward account of the history of automobile manufacturing combined with a study of Japanese, American, and European automotive assembly plants. Toyota Production System TPS is originally a Japanese methodology known as the Toyota Production System designed & developed by Saki chi Toyoda & Taichii Ohno. The Toyota Production System (TPS) is an integrated socio- technical system, developed by Toyota that comprises its management philosophy and practices. The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The main objectives of the TPS are to design out overburden ( Muri ) and inconsistency ( Mura ), and to eliminate waste ( Muda ). The most significant effects on process value delivery are achieved by designing a process capable of delivering the required results smoothly; by designing out "Mura" (inconsistency). It is also crucial to ensure that the process is as flexible as necessary without stress or "Muri" (overburden) since this generates "Muda" (waste). So Fig. 1 clearly depicts that how Muri, Mura & Muda are linked to one another & creates wastes The tactical improvements of waste reduction or the elimination of Muda are very valuable. TPS is based on five core principles that, if consistently applied could improve production quality and most importantly reduce or eliminate Muda (waste). They are 1. Muda: A Japanese word referring to anything that is wasteful & doesn’t add value 2. Process Focus: Managers works
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