Lean operations

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Related topics
• Lean Consumption
• Lean Manufacturing
• Lean Six Sigma
Description

Lean Operations is both a methodology and philosophy that focuses on eliminating waste and reducing the time between a customer's order and delivery. By trimming waste, companies?manufacturers of goods and providers of services alike?canachieve higher quality, increased productivity, improved customer interactions and speed. The goal of Lean Operations is to get the right things to the right place, at the right time, in the right quantities, while minimizing waste. The Lean concept was pioneered by Toyota founder, Taiichi Ohno, as a much faster, better and less-expensive way of producing vehicles. Lean Operations redefines waste asanything the customer won't pay for?everything from clerical errors to idle machine operators.

The process identifies seven types of waste:
• Waiting?for products, personnel, parts, the availability of machines;
• Transportation time?for equipment and parts needed for repairs;
• Processes?duplicate data entry, inefficient stocking;
• Excessive inventory;
• Unnecessarymotion by people and machines;
• Overproduction;
• Correction of defects or service errors.

Methodology

There are three key elements in Lean Operations: ensuring that the product flows through production without interruption; systems that replenish supplies and products in response to customer demand; and a culture that strives for both excellence and continuous improvement. Fivebasic steps are used to improve the process flow:
• Identify activities that create value;
• Determine the major steps to deliver that value;
• Eliminate activities that do not add value;
• Ensure that products are available when consumers want them;
• Continuously improve processes.

Common uses

While the Lean approach originally was designed for manufacturers, a broadrange of industries now use the Lean concept to improve both operations and customers' experience by:
• Spending less on equipment;
• Redesigning factories, stores and processes to increase efficiency of workers and machines;
• Reducing the number of workers needed to accomplish a task;
• Increasing efficiency of inventory stocking and replenishing;
• Improving customerservice;
• Creating varied store formats;
• Developing branding?win customers by having cheaper prices, faster service or wider product selection.

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Fuente: http://www.bain.com/management_tools/tools_lean_operations.asp?groupCode=2

Redalyc resumenes:

Estudios Gerenciales. Lean Manufacturing measurement: The relationships between Lean activities and Lean metrics (Relevancia:5%) Estudios Gerenciales Universidad ICESI estgerencial@icesi.edu.co ISSN (Versión impresa): 0123-5923 COLOMBIA 2007 Diego Fernando Manotas Duque / Leonardo Rivera Cadavid LEAN MANUFACTURING...
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Resumen Español
Medición en Lean Manufacturing: Relaciones entre Actividades Lean y Métricas Lean Lean Manufacturing fue desarrollada por Toyota para satisfacersus necesidades específicas en un mercado restringido y en tiempos de estrechez económica. Estos conceptos han sido estudiados y se ha comprobado su aplicabilidad en una amplia variedad de industrias. El objetivo de este artículo es el de integrar un conjunto de métricas que han sido propuestas por diferentes autores, de tal manera que sean consistentes con las etapas y elementos deimplementaciones de Lean Manufacturing. Para lograrlo se presentan dos marcos de referencia para implementaciones Lean y los principales factores de éxito se utilizan como base para proponer métricas que identifiquen el avance en estos factores. Posteriormente se propone una tabla que cruza el impacto de las “Actividades Lean” sobre las métricas, postulando que muchos de los supuestos a priori sobre estos...