A quick definition of Lean Manufacturing, a derivative of the Toyota Production System (TPS),  is that it is a set of principles and tools that helps us to eliminate process activities that don't add value, and to create "flow" in a process.

A Lean methods process is defined as one that uses only the absolute minimum of resources to add value to the service or product. In a Lean process, no people, equipment, or space are dedicated to rework, lead times are minimal, and everybody involved in processes performs only value-added tasks.

Processes in Lean methods are thought of as value streams. Lead time reduction and the flow of the value streams are the major areas of focus. Value-stream mapping helps teams understand the flow of material and information as the product is being processed through the organization, creating a vision of the entire system.

Lean methods, then, should be thought of as:

• A way to understand "value" from the viewpoint of the customer and eliminate activities that don't add value
• A methodology to create a continuous flow of value-adding activities, pulled by the customer
• A set of tools to continuously improve this flow.

Lean principles and tactics include Pull Instead of Push, Continuous Flow, Eliminating Waste, Takt Time, Quick Changeovers, Eliminating Waste, Mistakeproofing (poka-yoke) and Standardization, Visual Management, Value-Stream Mapping, and Kaizen (intensive events where small teams facilitate implementation of Lean principles).

Combining Six Sigma and Lean methods can be very powerful if one uses a process management framework to identify opportunities for projects and if management understands how Six Sigma and Lean work together.

Rath & Strong First to Bring Lean Manufacturing from Japan and First to Apply Lean to Services and Transactions

Rath & Strong is among one of the first firms that brought Lean Manufacturing from Japan, and we pioneered in combining process and operations improvement with organizational effectiveness and leadership development.

Rath & Strong and the Roots of Lean Manufacturing

By the early 1980s, Rath & Strong had studied the Toyota Production System (TPS) and recognized in Just-in-Time (JIT) a true multidisciplinary approach to manufacturing. The Just-in-Time Breakthrough, written by Rath & Strong consultant Ed Hay, was a milestone in bringing Japanese-style manufacturing techniques to U.S. companies. Rath & Strong also pioneered in Manufacturing Resource Planning (MRP II), applying it and precursors of Lean to processes outside of manufacturing very early. Extending breakthrough work by Rath & Strong colleagues in MRP II, Rath & Strong consultants introduced Value Added Flow Analysis and redefined Value Add in ways that advanced the original Japanese insights. As a leader in areas such as Total Quality Management (TQM) and Just-in-Time, we were at the forefront of bringing innovative process improvement methodologies to our clients.

Learn more about Rath & Strong's Lean Manufacturing & Service  Training today!