Page 28 - How To Implement Lean Manufacturing

CHAPTER 2

Lean Manufacturing and the

Toyota Production System

n this chapter, we explore what Lean Manufacturing is and what it is not. In so
doing, we will define Lean Manufacturing from several different perspectives and
Icompare it to other philosophies, including how Lean Manufacturing and the Toyota
Production System (TPS) compare. The creator of the TPS, Taiichi Ohno, wrote a great
deal about the TPS, and we will explore his thoughts on its uniqueness. Finally, we will
discuss the limitations of Lean Manufacturing and its applicability outside the “Lean
Stereotype.”

The Popular Definition of Lean
The popular definition of Lean Manufacturing and the Toyota Production System usu-
ally consists of the following:

• It is a comprehensive set of techniques that, when combined and matured, will
allow you to reduce and then eliminate the seven wastes. This system not only
will make your company Leaner, but subsequently more flexible and more
responsive by reducing waste.
• Wikipedia says “Lean is the set of ‘tools’ that assist in the identification and
steady elimination of waste (muda), the improvement of quality, and production
time and cost reduction. The Japanese terms from Toyota are quite strongly
represented in ‘Lean.’ To solve the problem of waste, Lean Manufacturing has
several ‘tools’ at its disposal. These include continuous process improvement
(kaizen), the ‘5 Whys’ and mistake-proofing (poka-yoke). In this way it can be seen
as taking a very similar approach to other improvement methodologies.”

What Is Lean?
The TPS is often used interchangeably with the terms Lean Manufacturing and Lean
Production. Regarding the technical issues of TPS and Lean, I will frequently use these
terms interchangeably. It is called Lean because, in the end, the process can run:

• Using less material
• Requiring less investment

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