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Lean is a systematic approach to identifying and eliminating waste Identified non-value added activities are eliminated using continuous improvement by flowing the product at the pull of the consumer Lean grew out of the efforts of James Womack, Daniel Jones, and others in evaluating the Toyota Production System. It is just as applicable to service processes as it is to manufacturing processes.
Some Lean Tools: • Value Stream Mapping—Usually employed to evaluate processes for improvement potential and define projects needed for realizing that potential. • 5S— A systematic approached to organizing the workplace through Sorting, Setting in Order, Shining, Standardizing, and Sustaining a clean, efficient work area • Visual Controls – Simple signs that provide an immediate understanding of a situation or condition such as special graphics, lights, color codes, and Kanban cards • Quick Changeover - The ability to rapidly change critical equipment and processes to achieve one piece flow with minimal loss of productivity • Standardized Work - All tasks are organized in the best sequence with all possible wastes eliminated. • Plant Layout and Cell Design—The processes are laid out in such a manner to fully support flow and buffers and supermarkets are added as needed • Pull - The process is driven by the customers needs not by a forced production schedule. • TAKT Time—The amount of time required to produce at the customers demand rate
Using the appropriate lean tools, DRS will evaluate your service or process to achieve optimum savings, at the highest quality level to satisfy your customers
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