Chapter I

Challenges and principles of lean

Manufacturing

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 Introduction
At present, the company must face:
The globalization of the economy
The explosion of technologies
The multiplication of product references
An increasingly frequent product renewal cycle
fast
The increase in requirements
The reduction of deadlines
The compression of margins
All this in an environment of economic crisis
threatening

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 Introduction
To achieve this, the company must be capable
to bear all these constraints without
alteration.
Autrement dit, elle doit avoir la souplesse de
to adapt to its immediate environment but
also more distant, even planetary.
It must therefore equip itself with tools for improvement.
continue to remain competitive and ensure
a place among others.

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 A story of continuous improvement
After the Second World War and during the years
seventy, Taiichi Ohno developed and refined the System of
Production Toyota, which is the basis of Lean manufacturing.
Jim Womack andthese colleagues draw attention to the System
of Toyota Production in their books titled 'The Machine
"The Machine That Changed the World"
Lean Thinking
The Lean school formalizes in the United States in the 1990s.
popularized in 1996 by the book 'Lean Thinking' by James P.
Womack and Daniel T. Jones.

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 What is Lean Manufacturing?
The Lean Manufacturing approach is a philosophy.
very advanced in management of an organization of
way to improve its productivity, its profitability as well
that the quality of the products or services.
Lean manufacturing is the Western version of
Toyota Production System (TPS)
Lean is based on the elimination ofwastages in
theprocess
Lean aims to increase capacity by reducing
costs and cycle time.
Lean is based on understanding the needs of the
clients

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 What is Lean Manufacturing?
Lean Manufacturing or Just In Time Production
In a constant search for the elimination of waste
or else
Produce only what is necessary
At the required quality level
According to the client's requests (internal or external)
By improving the production flow
By minimizing non-quality costs through detection and an
stopping the source of non-conformities
Using minimal resources

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 Lean thinking
Quantify the value of the product from the perspective of
client(the Voice of the Client)
Identify the value chain to highlight
waste elimination (VSM)
Create a flow to reduce the size of thelotset the
in progress (Pull flow)
Produce only what the customer has orderedTakt
Time
•Continuously strive for perfection, in
improving quality and eliminating waste.

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 Some definitions
The GST

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 Some definitions
What is a process?
In general, a process is a set.
steps or transformations necessary for the
préparation d'un ‘‘ produit’’.C ’est la succession
phases of a transformation mode of
creation of a product or service.
In particular, an industrial process is the
succession of phases of a manufacturing process,
or production.

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 Some definitions
What is a cycle time?
It is the time that passes, a product, in a
transformation system (machine(s),
process, or production chain,...)

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 Some definitions
What is a lot?
A lot is a finite quantity of raw material or
transformed, in stock, upstream, downstream or in a
production line.
What is an outstanding balance?
A work in progress is a stock of semi-finished material inside.
from the production line
What is a pull flow?
It is a flow that produces little or no outstanding amount, the flow
the production line is tense if it tends towards the
piece by piece

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 Some definitions
What is Takt Time?
This is the production rate requested by the
client
What is the Voice of the Customer?
It is a process that involves listening to the
clients to identify the important criteria for
master on a product or a service

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 Some definitions
What is VSM?
Value Stream Mapping handles its own
vocabulary, very clear.
The value stream lists all the
activities necessary to guide a product to
through the main essential processes
to give this product its final value.
All activities are included, both those
that bring added value that others do not.
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 Some definitions
What is a waste?
One can define waste as being a
loss of time, space, energy
d’argent,….etc
According to the Japanese design (Toyota), the
waste or MUDA (Japanese term), is
declined into seven (or eight) kinds of
wastes commonly known as the
name of the 7 (or 8) MUDA

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 Some definitions
What are the 7 MUDA?
Waiting
Defects
Movements
Treatment
Transport
Stocks
Overproduction

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 Principles of Lean Manufacturing
Lean manufacturing corresponds to a
application of lean thinking to management
production.
•Le but est de réduire lelead-timeoutemps de
as much as possible, while improving
the quality while reducing costs.
To do this, set out in pursuit of the
waste

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 Principles of Lean Manufacturing
Learn to identify losses in order to eliminate them.

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 Approach to succeed in the implementation
work

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 Examples of implementation journeys
from the Lean Manufacturing approach
Example 1

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 Exemples de trajets de mise en œuvre
of Lean Manufacturing approach
Example 2

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 Examples of implementation journeys
of Lean Manufacturing approach
Example 3

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 Deployment of Lean Manufacturing

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 The tools of lean manufacturing
For each step of the lean approach, it
there are a certain number of tools ensuring
the correct execution of the step and allowing
to move on to the next step.
However, before any deployment of
any tool, it would be wise to
start with the modeling allowing for
simplified representation of complex entities

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 Modeling
Definition:
Modeling is a process of description
schematic of entities or their
operation in the most faithful way
possible
Why model?
Certain entities and their functioning can
being complex, an effective modeling
would allow to identify the entity, its
functioning and possibly the problems
regarding her
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 The systemic approach as
model
Why?
Decision-makers are increasingly faced
to complexity and change
The usual methods do not allow for
take enough into account this
increase in complexity
We need to adopt a new approach!

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 Systemic approach
Advantages
Help to perceive the company as a whole, to set
the focus on the whole rather than on the parts
Help to clearly define the role of each element of
the company, to establish responsibilities and authority
Help identify all the consequences of each
decision on the operation of all elements
of the company
Help in making decisions based on objectives
entity-wide and to avoid sub-optimization
Guide the manager in his arbitration decisions

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 If we do not change our way of
thinking, we will not be able to
solve the problems we create with
our current modes of thinking

A. EINSTEIN

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 Analytical logic
Why?

The objective
is masked
Because of what? by the problem
Because of whom?

Problem
The goal is the search for the causes

Analytical hypothesis: if we know the causes of the dysfunction and the culprit,
we will be able to solve the problem.
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 Systemic logic
What would we achieve?
If the problem was solved?

Problem
The goal is to clarify the masked objective.

The main differences in thought and action logic: helping to solve a problem or
mettre en œuvre une solution. Dans notre approche, l’objectif est l’élément de référence pour
identify the relevant information from the system to consider, from where the demand emerges.

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 Notion of system
Set of non-random interacting components
(Berbaum, 1982)

Combination of elements forming an organic whole in view

the achievement of a specific goal or the realization of a
general mission. Circulatory, digestive, nervous system;
planetary system, solar; piping system,
electric, railway, IT, defense
signaling, metric (Legendre, 1993)

Dynamic ensemble of distinct, interrelated elements,

possessing a structure and forming a coherent whole,
ordered and goal-oriented." (Legendre, 1993)

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 Notion of system
A system is a complex set of sub-
systems (one or more people) organized
(methods, rules), located in an environment
specific with which it reacts. These subsystems
act and react through exchanges and
circular regulations to ensure the development of
system (purpose) or its survival.
Two important elements:
the circularity of relationships resulting in
reciprocal influences between the actors (or sub-
systems)
self-regulation and resistance to any change
imposed

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 Notion of system
Diagram of a system

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 Notion of system
Non-summativity: The system cannot be reduced to just the sum of
these elements; "the whole is greater than the sum of its parts".

Dynamic interaction between the elements: The relationships, of which the whole
form the structure. A simple aggregate of elements does not constitute a
system.

Temporal process: the system can change over time, while

maintaining its own identity (homeostasis).

Function, goal-oriented; it is often this which allows to

determine the nature of the system, and even its existence.

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 Notion of system
Multiplicity of elements:
The essential traits to define a An element having no relations
The system can be summarized as follows: with none other can, by
definition, to constitute a system.
Internal coherence and determination
external:
the system exists by its own
structure, but also because it is
in a certain way distinct from
his environment. So he has a
border, but it is porous
(most systems are
open, that is to say they have
interactions with their
environment through
of an interface), and often variable
according to the point of view.

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 Notion of system
Control System

Entry Exit

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Resources
 Notion of system
In summary, a system is therefore a set
coherent elements in dynamic interaction,
organized according to a goal or an objective.
This objective can only be achieved if this
system reacts with its environment by
the intermediary of three external elements: TheFlux
(input/output), theResourcesand theSystem of
Piloting.

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 Notion of system
The Flows
These are flows of materials, energy or
information, which borrow the networks of
relations and are transmitted through the stocks. They
operate through inputs/outputs (or
inputs/outputs) with the environment.

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 Notion of system
The Resources:
These are stocks (or reservoirs) where they are
stored materials, energy or
l ’information constituant les ressources du
systems that must be transmitted or
received.
Added to this, human resources (the
personnel) and logistics (real estate and
material).

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 Notion of system
The Steering
It is a management control system, of regulation,
decision and organization in the service of the system's affinity.
It therefore includes:
-decision-making centers that organize the networks of
relations, that is to say coordinate the flows and manage the stocks
- feedback loops that serve to inform,
the entry of flows, on their exit, so as to allow for the
decision-making centers to know the general state more quickly
of the system

- adjustments made by the decision centers in

function of feedback loops and response delays
(corresponding to the time it takes for the information)
"amounts" to be processed and in extra time
what do the 'descending' information put in place
transform into actions.
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 Notion of system
Feedback Loop

Entry
Exit

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