Production & Manufacturing

Lean Manufacturing and Lean Thinking

After the rapid spread of Japanese management concepts in the countries of the world, represented in continuous improvement, collective participation of workers, quality industry at the source, and waste reduction in all its forms and forms, which are the concepts employed by the Japanese company Toyota, the expression of lean manufacturing appeared in the nineties, which includes achieving all previous goals through Re-examining the entire course of the manufacturing process, starting from the initial idea, then planning, then designing, then supplying, then manufacturing, then supplying to customers, with the aim of completely eliminating every part that does not achieve any added value for the customer as the main axis for directing any manufacturing or service activity, and the balanced employment of all the facility’s resources to achieve This goal.

Then, the thought of lean manufacturing was soon transformed into a comprehensive general thought that is applied in all areas and activities of business, medical fields, and even educational fields, bearing the same content, which is achieving the best performance and best outputs for customers, with the total disposal, if possible, of every activity or part that does not represent an added value for the customer, so that a concept arises. Added value culture.

There were many researches and studies to determine the elements and activities necessary to achieve the concept of lean manufacturing as it achieves great gains for all stakeholders in any activity, namely the community, suppliers, customers, workers and owners. With the concept of small work groups, project teams, and other teamwork mechanisms, the concept of (knowledgeable labor) appeared, which is multi-skilled labor, which is educated, specialized, and trained labor capable of studying and understanding the current reality in each activity and capable of solving its problems and even developing it for the better, unlike traditional manufacturing that Depends on experienced workers.

ultimate goals

The goal of Al-Rasheeq is ignited in its final vision from the goals of the goal, including:

Reaching a zero loss ratio in all areas such as these faults, the shoes are broken.
Reducing supply time and speed of response to customer requests.
Increase and improve quality and maximize profitability.
Maximizing existing competitiveness and striving to build new ones.
Institutional change

The idea of lean manufacturing is based on an institutional change that includes many mechanisms and techniques that contribute to making activities simple, fast, and streamlined, such as

Job site improvement.

Improving the psychological work climate (work relations and workers).
Production by unit system unit image than quantitative production.
Applying teamwork systems (multi-skilled work teams) to a small, small business
Employ error minimization techniques.
Manufacture of visible products and transverse lines.

Comprehensive maintenance.

Building quality at the source, for example (the concept of self-stopping equipment and human intervention – in Japanese JIDOKA – the technique of using the illuminated signboard – in Japanese ANDON).
The use of high-precision materials, components and product technologies such as the Japanese CAN system.
Reducing the time of changing molds on injection and forming.
Apply the concepts of individual activity movement.
Production planning with formed cell system
Some of the distinctive elements, industrial engineering takes a leading role in supporting more of these elements.

Major loss components

Samples of some of the loss components of more interest:

lost due to overproduction.
Lost due to waiting times (lost organization).
It has repeat business of transportation and circulation.
It was lost due to poorly planned running business.
Lost due to unnecessary stock.
Lost due to production defects (product defects).
Lost due to traffic hunting.
It is lost as a result of improper planning of the work site.

Agile aims to reduce waste through very good training by discovering waste and striving to get rid of it, through discoveries and finding solutions to it, or through improvement work or various activities of industrial engineering, and not discovering loss does not indicate the presence of a symbol indicating inefficiency of training.


Loss and added value

Value analysis for all process or service manufacturing links


Title-based analysis based on a good study of each restaurant chain and restaurant chain
Activities that add value to the customer should be focused on and any waste should be eliminated.
It should be less valuable.
Unrelated activities that have no value and are permanently linked in terms of length and preservation.
For example, please return to the party you have directed to what casts a service and check the data for the face and then wait to receive the service
Service registration procedures are accountable and acceptable method.
A period that is not 2004, and has no additional value, make it from 2009.
Providing service to the customer is the only part of M’s value to the customer.


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