Lean Manufacturing In Supply Chains

There's a gap between digital transformation and operational excellence. A gap that can be narrowed with a lean approach. For true operational excellence, we need technologies to work seamlessly across departments and functions. But...companies are investing and 'going digital' without fully aligning new technologies with existing systems, processes and people! So people are often spending more time figuring out how to use a new tool or duplicating efforts across disconnected systems 🤷♀️ Done right...a lean approach can provide a structured framework for integration that takes into account organizational culture and people.  Here's how it can help: 1️⃣ Sets clearer goals for the technology 💠 Lean thinking and tools help you figure out what problem the technology should solve and how it will make things better. 💠 Discussions about the technology involve the people doing the work so people feel involved from the start and are more likely to support the changes. 2️⃣ Improves processes before adding technology 💠 Lean thinking and tools encourages cleaning up messy or inefficient workflows first, so you don’t end up using technology to automate bad processes. 💠 Streamlining things first ensures the technology works smoothly and brings real improvements. 3️⃣ Builds a mindset for ongoing improvement (not once-off solutions) 💠 A Lean approach shapes a culture where change is the norm and people are always looking for ways to do things better. 💠 It encourages small, manageable changes and pilot programmes that build trust and confidence in new technologies. 4️⃣ Helps people adjusts to change 💠 A lean approach emphasizes people development, good communication and training so that everyone understands how to use new technology and why it’s helpful. 💠 Leadership development is part of a Lean approach (it is in my book anyway) so leaders are coached and trained to address concerns and enable smooth transitions. 5️⃣ Supports data management 💠 Advanced technologies produce a LOT of data, and a lean approach helps teams focus on what’s important and use that data to improve processes. 💠 People then feel empowered when they see how data can help them work smarter, not harder. 6️⃣ Standardizes how the technology is used 💠 A lean approach ensures new technology works across different teams and locations by standardizing how it’s used. 💠 It provides a framework for scaling up successful changes so the pace of change is not overwhelming for people. Basically...a #lean approach helps us to invest in technologies that can actually fix problems. It ensures that we involve people along the way and make work easier for everyone. Any thoughts on the topic? Leave your comments below 🙏

KEY SIX SIGMA TOOLS VS. THEIR PURPOSES: DMAIC (Define, Measure, Analyze, Improve, Control) – A structured problem-solving approach for process improvement. DMADV (Define, Measure, Analyze, Design, Verify) – Used for designing new processes/products with Six Sigma quality. SIPOC Diagram – Identifies Suppliers, Inputs, Process, Outputs, and Customers to understand process scope. Process Mapping – Provides a visual representation of workflows to identify inefficiencies and improvement areas. Pareto Chart – Prioritizes problems using the 80/20 rule, focusing on major issues first. Fishbone Diagram (Ishikawa) – Categorizes potential root causes of problems for root cause analysis. 5 Whys – A simple method to identify root causes by repeatedly asking "Why?" Failure Mode and Effects Analysis (FMEA) – Identifies potential failures and their impact, allowing preventive actions. Control Charts – Monitors process stability and variations over time using statistical control methods. Histogram – Displays data distribution to analyze process performance and variations. Regression Analysis – Determines relationships between variables to optimize process outcomes. Gage R&R (Repeatability & Reproducibility) – Evaluates measurement system accuracy to ensure reliable data collection. Design of Experiments (DOE) – A statistical approach to optimize process settings and analyze factors affecting performance. Value Stream Mapping (VSM) – Identifies waste in processes and highlights opportunities for Lean improvement. Poka-Yoke (Error Proofing) – Prevents defects by designing foolproof mechanisms into processes.

I don't wish this realization for all, but in case you have it, make sure to get a way out as soon as possible. The feeling of not being satisfied by the overall functioning at your organization. I get this stinging feeling that there is more that can be implemented to achieve prime efficiency While trying to learn a way out of this, I found the Kaizen 7-step approach. The whole process has proven to help my entire team with their functionality and productivity in the workplace. Here’s a breakdown of the Kaizen 7-step approach and how it transformed my work environment: 1️⃣ Identify the problem: Initially, we try to understand the issue at hand and clearly define the objectives. This could be anything from process inefficiencies to quality concerns. Accurate problem identification is crucial for effective resolution. 2️⃣ Analyze the current situation: As we identify the problem, we gather related data and understand the current state of the problem. This analysis helps us to understand the root cause and impact of the issue. 3️⃣ Develop solutions: With the data, we brainstorm further for potential solutions and evaluate their feasibility. In this step, involving team members helps to get diverse perspectives and innovative ideas. 4️⃣ Plan and implement: With the solution in hand, we assign responsibilities, set timelines, and ensure all necessary resources are in place. Implement the solution in a controlled and monitored manner. 5️⃣ Evaluate the results: After implementation, we assess the impact of the solution. We collect data and feedback to determine if the problem has been resolved and if the desired improvements have been achieved. 6️⃣ Standardize the solution: If the solution is successful, we standardize it by integrating it into regular workflows and processes. Then the documentation is done for the new standard procedures so that all team members are trained accordingly. 7️⃣ Review and continue improvement: This might be the last step, but all the above steps come down to the continuous process of improvement. We regularly review the processes, seek feedback, and look for further areas of improvement. Involving team members at every step has helped to resolve issues. At the same time, this practice also empowers employees, boosts their morale, and enhances overall productivity. Have you tried implementing the Kaizen approach in your workplace? #kaizen #workplace #productivity #management

Adopting Lean Six Sigma principles could trim excess or fine-tune workflows, and it’s a strategic move that encourages a culture of continuous improvement, where data and discipline guide smarter decisions and sustained performance. Lean Six Sigma (LSS) merges the strengths of Lean methodology, which targets waste reduction, and Six Sigma, which zeroes in on minimizing process variation. This combination helps businesses streamline operations and deliver consistent quality. For example, in a manufacturing setting, Lean tools might reduce idle machine time while Six Sigma ensures that product defects stay within tight limits. In healthcare, it’s used to cut patient wait times and reduce medical errors. Structured training roles—like Yellow, Green, and Black Belts—enable teams to lead improvements systematically using the DMAIC cycle: Define, Measure, Analyze, Improve, and Control. This fosters efficiency, cost savings, and greater customer satisfaction across industries. #LeanSixSigma #LSS #ProcessImprovement #OperationalExcellence #QualityManagement #DigitalTransformation

What do conference dinners and sustainability have in common? Imagine this: You're at a wedding reception, enjoying lively conversations as the main course wraps up. Then, The waitstaff arrives, balancing large trays of desserts. Everyone gets served simultaneously, and the trays disappear as quickly as they arrive. Efficient, right? But then you notice a familiar scene: untouched slices of cake, forgotten puddings, and a growing pile of waste. This isn’t just a wedding problem; it’s a sustainability challenge. In scenarios like these, Lean Six Sigma principles can help. By focusing on the entire lifecycle planning, forecasting, and execution we can turn these moments of excess into opportunities for smarter, more thoughtful processes. For example: -Forecasting attendance accurately could help caterers prepare the right amount of food. -Data analytics could reveal how many guests want dessert, avoiding unnecessary waste. -Applying a Just-in-Time (JIT) delivery system ensures desserts are served only when needed, improving quality and reducing waste. Beyond logistics, sustainability extends to choosing locally sourced ingredients to reduce transport emissions and engaging attendees in waste education initiatives. Imagine volunteers sharing how small changes like composting leftover food impact the environment and economy. The real lesson? It’s not just about better forecasting or logistics. Sustainability thrives on creating a culture of respect, humility, and continuous improvement. These ideas, inspired by the Toyota Production System, remind us to focus on people, not just processes. Here's a thought: Next time you plan an event, could you reimagine the experience to reduce waste and foster sustainability? Small steps lead to significant changes when we think holistically. What’s one sustainability practice you’ve seen at events that left a lasting impression?

Stop measuring "productivity" and start measuring flow! Most manufacturing metrics focus on productivity - how busy people and machines are. But being busy doesn't mean you're creating value. In fact, maximizing resource utilization often destroys flow and hurts overall performance. Here are 5 flow metrics that matter more than productivity: 1/ Lead Time ➟ How long does it take for material to move from start to finish? ↳ This is the single most important indicator of your process health. 2/ First-Time Quality ➟ What percentage of work is completed correctly the first time? ↳ Rework is the invisible flow killer in most operations. 3/ WIP Levels ➟ How much material is sitting between process steps? ↳ Lower WIP = faster flow and fewer hidden problems. 4/ Takt Adherence ➟ Are you producing at the rate of customer demand? ↳ Neither too fast nor too slow - just in time. 5/ Response Time ➟ How quickly can you detect and resolve abnormalities? ↳ Fast response prevents minor issues from becoming major disruptions. Implementation steps: Step 1: Make these 5 metrics visible in your area Step 2: Reduce batch sizes to improve flow (even if it seems "less efficient") Step 3: Focus improvement efforts on removing flow barriers, not keeping resources busy Remember: A process at 70% utilization with perfect flow will outperform a 95% utilized process with poor flow every single time! --- Follow me Angad S. for more!

𝗜𝘀 𝗟𝗲𝗮𝗻 𝗦𝘁𝗶𝗹𝗹 𝗥𝗲𝗹𝗲𝘃𝗮𝗻𝘁 𝗶𝗻 𝘁𝗵𝗲 𝗔𝗴𝗲 𝗼𝗳 𝗔𝗜 & 𝗔𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗼𝗻? The age of AI has arrived. ChatGPT's rapid evolution has directly impacted jobs, especially for programmers and translators. "Is Lean still relevant in the age of AI and automation?" The answer is: "It depends on you." 𝗧𝗵𝗲 𝗣𝗮𝘁𝘁𝗲𝗿𝗻 𝗼𝗳 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗛𝘆𝗽𝗲 Throughout history, whenever breakthrough technologies emerge, there are exaggerated claims they'll solve all problems. We've seen this pattern before with automation—and the lessons are telling. Elon Musk fell into this trap in 2019, proclaiming Tesla would build cars in a "lights-out factory"—fully automated without humans. The result? Production hell and quality issues. Musk later confessed he had "underestimated human capabilities." Adidas tried similar automation with their German "Speed Factory," achieving impressive productivity. Yet they closed it three years later—lacking versatility and representing only 0.14% of total production. 𝗧𝗼𝘆𝗼𝘁𝗮'𝘀 𝗣𝗲𝗼𝗽𝗹𝗲-𝗙𝗶𝗿𝘀𝘁 𝗣𝗵𝗶𝗹𝗼𝘀𝗼𝗽𝗵𝘆 While everyone chases the latest automation trends, Toyota takes the opposite path. With only 8% automation (the industry's lowest), they consistently lead in profitability year after year. Why? As Mitsuru Kawai, Toyota's Executive Vice President of Manufacturing, explains: "Robots can't improve processes. Only people can do that. That's why people are always at the center of our attention." 𝗧𝗼𝘆𝗼𝘁𝗮'𝘀 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝗶𝘀 𝗿𝗲𝘃𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝗮𝗿𝘆: -When they automate, workers' knowledge is programmed into robots -They pursue low-cost automation with simple, reliable functions -They focus on eliminating waste through human insight -People drive continuous improvement, not technology This is Toyota-style automation (Jidoka)—technology serving human expertise, not replacing it. 𝗪𝗵𝘆 𝗧𝗵𝗶𝘀 𝗠𝗮𝘁𝘁𝗲𝗿𝘀 𝗳𝗼𝗿 𝗔𝗜 AI will follow the same pattern. Despite impressive capabilities, AI's potential cannot be fully unleashed without strategic human intervention. Transformation must reflect the skills and knowledge of people doing the actual work. Blind adoption fails; strategic human integration succeeds. 𝗟𝗲𝗮𝗻'𝘀 𝗘𝗻𝗱𝘂𝗿𝗶𝗻𝗴 𝗥𝗲𝗹𝗲𝘃𝗮𝗻𝗰𝗲 Yes, Lean remains vital in the AI and automation era. If continuous improvement and innovation are core values for growth, Lean is the essential approach. It's not merely a methodology but a philosophy of human-centered innovation that puts people at the heart of technological transformation. The choice before us is clear: Will we chase the latest AI hype, or will we build on proven principles that harness both human wisdom and technological power? Lean's future depends on how creatively we integrate human potential with AI capabilities. How is your organization balancing AI adoption with human-centered continuous improvement? What lessons have you learned from automation projects? #Lean #AI #Automation

Brutal truth: most Kaizen implementations fail within 6 months. Here's why (and how to fix it): Common failure pattern.. ↓ Launch with great enthusiasm  ↓ Form improvement teams  ↓ Run some workshops  ↓ See initial results  ↓ Get distracted by other priorities   ↳ Kaizen activities fade away The missing ingredient?  Systems thinking. Successful Kaizen requires these systems working together: 1/ Total Quality Management +Customer focus throughout organization +Process-oriented improvement mindset 2/ Just-In-Time Production +Elimination of waste in all forms +Flow-based operations 3/ Total Productive Maintenance +Equipment reliability and efficiency +Operator involvement in maintenance 4/ Policy Deployment +Clear targets cascading from top to bottom +Aligned improvement efforts 5/ Suggestion Systems +Employee engagement in daily improvement +Recognition of participation 6/ Small Group Activities +Quality circles and improvement teams +Collaborative problem-solving Most companies try to implement Kaizen  …without these foundations. Remember: Success requires patience. +Start with one system +Build it thoroughly +Connect it to others gradually …and never stop improving!

What is #OEE ? OEE - Overall Equipment Effectiveness or Efficiency. Overall Equipment Effectiveness (OEE) is a key performance metric used in manufacturing to measure the efficiency and productivity of equipment. It helps identify areas of improvement by evaluating how well a machine or production line operates in terms of three critical factors: Availability, Performance, and Quality. The formula for OEE is: OEE = Availability \times Performance \times Quality Where: Availability = (Operating Time / Planned Production Time) × 100 Performance = (Actual Output / Maximum Possible Output) × 100 Quality = (Good Units / Total Units Produced) × 100 Each component is measured as a percentage, and the final OEE score provides an overall efficiency rating. Components of OEE 1. Availability Measures the proportion of actual running time compared to planned production time. Factors affecting availability: Machine breakdowns Changeovers Scheduled maintenance 2. Performance Compares the actual speed of production to the maximum possible speed. Factors affecting performance: Slow machine cycles Minor stops Inefficient operations 3. Quality Measures how many produced units meet quality standards. Factors affecting quality: Defective products Rework Scrap material Merits of OEE OEE provides several benefits that help improve manufacturing efficiency: 1. Improves Productivity Identifies inefficiencies in production lines and helps optimize machine usage. 2. Reduces Downtime Helps in root cause analysis of machine failures, leading to reduced unplanned downtime. 3. Enhances Quality Control Highlights defective units and waste reduction opportunities to improve overall product quality. 4. Increases Profitability Higher OEE scores lead to better utilization of resources, reducing costs and increasing revenue. 5. Data-Driven Decision Making Provides real-time insights and analytics for continuous improvement strategies. 6. Supports Lean Manufacturing & Six Sigma OEE aligns with lean methodologies and helps eliminate waste in production processes. 7. Standardized Performance Measurement Allows benchmarking against industry standards and competitors. Ideal OEE Score World-Class OEE: 85% and above Good OEE: 60-85% Needs Improvement: Below 60% Companies striving for operational excellence aim for a score close to 85%, though many industries operate at lower levels. Conclusion OEE is a powerful metric that helps manufacturing industries improve efficiency, reduce downtime, and enhance product quality. By systematically analyzing Availability, Performance, and Quality, businesses can make informed decisions to optimize their operations and boost profitability. hashtag #TPM #rootcauseanalysis #manufacturing #6biglosses #improveproductivity #quality #performance

Visualizing Process Excellence: A Detailed Look at the 7 QC Tools In the pursuit of continuous improvement and defect reduction within manufacturing and engineering systems, statistical quality control (SQC) methods play a vital role. As a Mechanical Engineering student exploring industry-relevant tools and techniques, I’ve created this infographic summarizing the 7 Quality Control (QC) Tools—an essential toolkit used across Lean, Six Sigma, and TQM frameworks. These tools serve as the foundation of problem-solving and process optimization by enabling engineers, quality analysts, and process managers to monitor, analyze, and enhance operational performance based on real data. Here’s what this chart covers: 1. Check Sheet – Used for systematic data collection at the point of origin. Ideal for identifying patterns, frequencies, and errors in real time. 2. Histogram – A graphical representation of the distribution of numerical data, useful for visualizing process variation. 3. Pareto Chart – Combines bar and line graphs to apply the 80/20 rule, helping to prioritize key problem areas contributing to the majority of defects. 4. Cause-and-Effect Diagram (Ishikawa/Fishbone) – Helps identify multiple root causes of a problem across categories like Man, Machine, Material, and Method. 5. Scatter Diagram – Plots the relationship between two variables to detect correlation, often used in regression and trend analysis. 6. Control Chart – Monitors process behavior and stability over time with upper and lower control limits; crucial for statistical process control (SPC). 7. Flow Chart – Maps process steps sequentially, offering clarity in understanding, analyzing, and redesigning workflows. These tools are not only theoretical concepts but also practical methods employed in modern manufacturing, quality assurance, and industrial engineering to minimize variability, improve consistency, and support data-driven decisions. This infographic aims to simplify these powerful tools for learners and professionals alike. Looking forward to learning more, connecting with like-minded professionals, and contributing to quality-centric projects in the industry. #QualityControl #7QCTools #SixSigma #LeanManufacturing #TQM #MechanicalEngineering #ProcessImprovement #RootCauseAnalysis #EngineeringTools #DataDrivenDecisionMaking #SPC #Kaizen #ContinuousImprovement