Reducing Waste and Streamlining Value Flow Using Lean

The Reducing Waste and Streamlining Value Flow Using Lean course is part of the Lean for Business Organizations program

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FAQs

The Lean for Business Organizations course includes the following 6 sections:

1. Introduction to Lean for Service and Manufacturing,

2. Using Lean for Perfection and Quality,

3. Lean Tools and Techniques for Flow and Pull,

4. Reducing Waste and Streamlining Value Flow Using Lean,

5. Value Stream Mapping in Lean Business, and

Applying Lean in Service and Manufacturing Organizations

After completing this topic, you should be able to classify production activities as value-add, non-value-add, or necessary non-value-add and identify the criteria for value-add activities.

Classification of Lean Production Activities

Use this follow-on activity to help you to optimize processes at your company.

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Lean provides clear guidelines on this. It makes it simple to define what's valuable for a business and what constitutes waste.

Some non-value-add activities are necessary even if they don't change a product or service, meet customer preferences, or ensure the task is completed right the first time.

After completing this topic, you should be able to recommend strategies for eliminating waste in a work setting, given a scenario.

The Seven Categories of Waste

Use this job aid to review the seven types of wastes, their causes, and strategies for eliminating them.

To eliminate waste in your organization, you need to be able to recognize it and understand its causes.

Of all the waste types, Taiichi Ohno viewed overproduction as the worst. This is partly because it tends to result in other forms of waste.

Excess motion, waiting, and transportation are common in most industries. These types of wastes have similar root causes, including poor design, poor layout, and inadequate training.

You should now have a sense of how to eliminate five of the seven wastes.

After completing this topic, you should be able to use line balancing calculations to achieve continuous flow in a given workplace.

Line Balancing Calculations

Use this job aid to review the five steps you perform to balance the work in a production line.

When you achieve continuous flow, you ensure employees and external customers receive the right work, in the correct quantity, at the right time.

The Lean method for achieving continuous flow is known as line balancing. This involves organizing your production line and employees so that work is balanced evenly according to task and each person spends the same amount of time on a task.

To implement line balancing, you use a five-step process. First you calculate the cycle time and then takt time.

Once you've calculated the cycle time and takt time for a process, you move on to the third step – creating an operator balance chart.

The Reducing Waste and Streamlining Value Flow Using Lean course is part of the Lean for Business Organizations program

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