EVOLUTION OF LEAN

How does Lean Manufacturing differ from traditional manufacturing?

Traditional manufacturing is often called mass production or batch and queue (waiting in line) production. In traditional manufacturing, similar processes are grouped together (paint, welding, fabrication, etc.) and large batches of a part are processed and held in a queue waiting for the next process. In this system a batch of parts are put through Process A and set aside. They are moved to the next area where Process B is done to the batch. The parts wait in a pile for the next process. Eventually they are shifted to another area where Process C is completed on the batch. This batch and queue process continues until the part is completed and shipped.

Batch and Queue Traditional Manufacturing

At any given time there may be hundreds or even thousands of parts in various stages of production. If we were to track a given part through its production, we would see the part was in production for maybe 48 hours from start to finish. The actual time it was being processed, or value was being added to it, was only 8 minutes. The rest of the time was spent waiting for the next process, or moving the part from Process A to Process B. Another problem with the batch and queue system is when a defect occurs in Process B, but is not discovered until Process C or later. If there are 500 parts in the batch affected by the defect, they all must be scrapped or reworked. This can add up to a great deal of waste. Lean differs from traditional batch and queue manufacturing because the system strives for a ONE PIECE FLOW.
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One Piece Flow means just what it says. One part is put through Process A and immediately handed off to Process B. Process B is completed on the part and it is given to Process C, which is completed and so on. Ideally there is no batch or buildup of parts at any given point in the process. The part does not wait for the next process. Ideally the workload is balanced so each operator is doing his fair share of the work. This is called operator balancing. The whole operation is set up so Process A is next to Process B, which is located as close as possible to Process C and so on. This is usually done in a U configuration, which is called a production cell. Therefore, the part does not have to travel long distances throughout the plant to get to the next process. Of course this is in an ideal state and one must still contend with large equipment such as ovens or paint processes, which cannot be easily moved. The emphasis of Lean is for a one-pieceflow process that covers the least amount of floor space possible.

One Piece Flow Lean Manufacturing Note the ease of producing with one, two or three operators.
If we were to track a given part through the Lean Manufacturing cycle, we would see that a part that takes 8 minutes to be produced would take only about 9 or 10 minutes to process from start to finish. The number of parts in process would drop from hundreds (or even thousands) to single or double digits, depending on the number and complexity of the processes. As you can easily see, the savings in inventory alone would be significant. In a perfect world the number of pieces in the flow is equal to the number of operations. Example: Your production flow goes from OP(operation) 10 to OP 20, etc. through OP 150. You have fifteen total operations and the ideal WIP (Work in process inventory or number of parts in the assembly cycle) would be 15.

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If this is your case you have one-piece flow. If you have multi pieces between each operation, you have batch or traditional manufacturing. In Lean, one strives for one-piece flow and continually improves the operation until it is achieved.

McDonalds vs. Wendys

A simple example of Traditional Manufacturing vs. One Piece Flow is the production lines at McDonalds vs. Wendys. When you arrive at McDonalds, you will see stacks of sandwiches stacked in the chutes behind the front counter. These have been made in batches and are ready to deliver to the customer. This system works as long as there are sufficient customers who demand the types of burgers that are prepared and waiting before the burgers get cold or dried out. (One has to wonder what McDonalds standard is on this). However, if you ask for your burger with no pickles or fries with no salt, you may be in for a long wait. This is a good example I want a burger of traditional with no pickles manufacturing.

and fries with no salt.

Conversely, when you go to Wendys for a hamburger, you will not see stacks of product waiting for customers. When you place your order, the cashier announces it to the food preparers, who then build your burger to order. If you ask for no pickles and extra onions, you will receive it in the same amount of time it takes for you to get a standard burger. This is one-piece flow. You will see similar systems in place at Taco Bell and Arbys.

I want a burger with no pickles and fries with no salt.

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