The idea is to develop and engage people through their contribution to team performance. By making work elements flow continuously with minimal queues and no rework or stoppages, a company is one step closer to reaching optimal levels of production.
The company practices the pull system by using a Kanban system, which provides a signal to the customer that the tools are available to be moved to the next process in the sequence.
Lean tool: The cost of fixing defects or mistakes is often cheaper the sooner they are found.
Why not? However, understanding that lean is not only a set of tools but also a cultural concept that affects every level of an organization, will result in a successful implementation.
In the Toyota Production System—developed by Taiichi Ohno, Shigeo Shingo, and Eiji Toyoda—one of the major precursors to lean manufacturing, the elimination of waste, is also one of the main objectives.
Lean tool: Design processes so that flow is continuous, and there are minimal or no buffers between steps in production. Cellular manufacturing: Arranging production work stations and equipment in a sequence that supports a smooth flow of materials and components through the production process with minimal transport or delay.
Inwhen Toyota won its first truck contract with the Japanese government, his processes hit new problems and he developed the " Kaizen " improvement teams.
They never get in your way. Damages or delays incurred while goods are in transit uses up resources.