Assignment Training
Basic Lean Manufacturing
for Engineering
Tegar Aryoseno
May 2025
What are the main principles
of Lean Manufacturing?
Minimize or even eliminate all forms of waste
that do not add value from the customer's
perspective, while continuously improving and
optimizing production processes to increase
efficiency, quality, and responsiveness.
Name and explain the eight types of waste (8 Wastes) in Lean
Manufacturing and give examples?
Defects Waiting Transportation Motion
D O W N T I M E
Overproduction Non-Utilized talent Inventory Extra Processing
DOWNTIME
Defects Overproduction Waiting
A product or service that Producing more than is Idle time when people,
does not work properly needed or before the machines, or materials
the first time, requiring customer needs it. This wait for the next step in a
rework, repair, or disposal. results in excess inventory process. This slows down
and carrying costs. the overall workflow.
Example
Components that failed Manufacturing 1,000 A machine operator is
inspection due to units when the customer idle because he is
incorrect dimensions and only ordered 700, waiting for materials or
had to be reworked or resulting in unsold stock. approval from a
discarded. supervisor.
DOWNTIME
Non-Utilized talent
(Underutilized Transportation Inventory
People)
Unnecessary movement Excess raw materials,
Failure to fully leverage of materials or products work in progress (WIP), or
the employee's skills, between processes that finished goods that have
knowledge, and ideas. does not add value. not been processed. This
Usually because of the ties up capital and can
manufacturing layout. hide production problems.
Example
An experienced Raw materials are stored Piles of unused
technician is assigned to far from the production components accumulate
basic manual tasks line, requiring a long due to overproduction or
instead of contributing to forklift trip. slow downstream
process improvement. processes.
DOWNTIME
Motion Extra Processing
Unnecessary human movement
Doing more work or using more
in the same process, such as
resources than the customer
walking, reaching, or searching
requires.
for tools.
Example
Polishing or finishing a product
A worker repeatedly walks to
beyond customer specifications,
find a piece of equipment that is
which increases costs without
not stored near their workstation.
adding value.
What is Value Stream Mapping
(VSM) in Lean Manufacturing?
Value stream mapping (VSM) is a lean
manufacturing tool used to visualize and analyze
the flow of materials and information required to
deliver a product or service to a customer. This tool
helps identify which process steps add value from
the customer's perspective and which do not.
General Classification of Activities in VSM
Essential Non-Value- Non-Value-Added
Value-Added (VA)
Added (ENVA) (NVA)
Activities that do not add Activities that consume
Activities that directly
value from the customer's time or resources but do not
change a product or service
perspective but are contribute to the final
in a way that customers are
necessary under current product or service and can
willing to pay for.
operating conditions (e.g., be reduced or eliminated
equipment maintenance, (e.g., unnecessary
regulatory compliance). transportation, wait time,
excess inventory).
Describe the Poka-Yoke method and give
an example of its implementation!
The Poka-Yoke method is a quality assurance technique used to prevent human
errors in manufacturing processes by designing mechanisms that prevent or
detect errors immediately.
Example
On a conveyor belt assembly line, if a bolt is missing or not tightened properly, a
sensor can detect the problem and trigger an audible alarm. This alerts the operator
in real time, allowing for immediate correction before the product moves further
down the production line, ensuring consistent product quality and reducing defects.
Problem is good and should be exposed!
Explain the concept of 3 Gen (Genba, Genbutsu, Genjitsu)!
The 3 Gen (Genba, Genbutsu, Genjitsu) is a fundamental principle in lean
management and problem-solving, which emphasizes the importance of going
to the source to understand and resolve problems effectively:
“the actual place”
Genba Go to the physical location where the work or problem occurs (such
as the production floor) to observe the process firsthand.
“the actual thing”
Genbutsu Examine the specific product, component, or equipment involved in
the problem to identify any obvious defects or abnormalities.
“the actual facts”
Gather and verify real, data-driven information and context to
Genjitsu understand the root causes of problems, rather than relying on
assumptions or hearsay.
Thanks!
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