‫معتصم نادر صبحي عبد القادر‬

20181725

‫محمد رسمي‬:‫بأشراف الدكتور‬

Lean mthods?
Management guru Peter Drucker said, “There’s nothing so useless as doing
efficiently that which should not be done at all.” Lean is an improvement and
problem solving methodology that strives to reduce or eliminate activities that
don’t add value to the customer.
Lean is founded on two pillars: respect for people and continuous
improvement. According to Dr. Shigeo Shingo, a Toyota engineer and expert
on the methodology, Lean is a never-ending elimination of waste; it is
committed to total customer satisfaction, total commitment to quality and total
employee involvement.
An industrial engineer at Toyota, Taiichi Ohno, first developed the Lean
methodology in the 1950s, then known as the Toyota Production System. One
of the system’s major innovations is that workers were seen as problem
solvers who are trained and empowered to improve their processes and
eliminate waste.
Since the 1950s, the Lean methodology has made great strides in improving
business performance across both manufacturing and transactional
environments.
The five principles of lean :
Lean is much more than just a set of problem-solving tools. It was based on a
foundation of principles designed to not only quantify and eliminate waste, but
also help companies change the way they do business for the better. The
following are five foundational principles of Lean and how they work together .
Lean is much more than just a set of
problem-solving tools.

1. Value—Understanding what the customer is willing to pay for. Value

is always defined by the customer and is categorized in three ways:
non-value add activity (waste), value add activity, and business value
add activity.

2. Value stream mapping—Mapping the process, steps, or sequence

that a product or service goes through in a company.

3. Flow—Allowing product and information requests to flow smoothly

through the business without delay or disruption .

4. Pull—Replacing only material that is used and eliminating excessive

inventory, which allows us to respond quickly to customer
requirements.

5. Strive for perfection—Always striving to eliminate waste and

improve the value provided to customers.
Understanding Value

In Lean terms, value is always defined by the customer, and there are three
ways to categorize value: 1) Non-value add activity, known as waste, or muda
in Japanese. 2) Value-add activities, which are essential, and 3) business
non-value add activities, which are things that must be completed but don’t
add value to the customer, such as meeting regulatory requirements.
To help determine if a process is value-add, Lean experts have developed a
simple flowchart of questions. If the answer to all three of these questions is
“yes,” then the process or process steps are value-add.

 Is the customer willing to pay for the good or the service?

 Does the step transform the good or service?

 Is the action done for the first time, or is it done many times?
Elmiminating Waste
WORMPIIT: The Eight Types of Waste

Waiting for parts or information, e.g., an absence of flow,

or a delay in the process. The goal is to be able to
Waiting
respond to the customer’s request with no delays to
services or goods.

Producing too much or too soon, i.e., to forecast rather

Overproductio
than demand. This consumes resources with things the
n
customer does not need and has not asked for.

Any repair or change to the product after it’s been made.

One of the primary components of Lean is value, and
Re-work
something is only valuable if it was done right the first
time.

Actual movement of a person, e.g., unnecessary motion

Motion within a workstation or motion in a job task that takes too
much time to complete.

Over-processing of information, e.g., doing operations

Processing
that the customer does not care about or does not ask for.

Any type of supplies and materials that are kept in a

quantity above the minimum to get the job done. Inventory
Inventory
ties up financial resources and contributes negatively to
quality issues.

Any failure to utilize the time and the talents of people,

Intellect e.g., micromanaging and not empowering employees, or
overlooking the collective knowledge of employees.

Any conveyance of a product, e.g., assembly lines,

Transportation shipping and email. Transportation does not transform the
good or service, it just simply moves it.

A key tenet of Lean is the reduction of waste. Using the acronym WORMPIIT,
here’s a look at the eight types of waste that can be eliminated by using Lean
techniques.
Roles and Responsibilities
Within a Lean program, there are a handful of important roles. Here’s
an overview of those roles and the responsibility and associated
training of each.

Lean master
Lean Masters are expert leaders of Lean efforts, driving the organization
toward the future state. They work with the core team and champions to
manage Lean efforts, including developing training material, instructing Lean
Leaders and practitioners, and mentoring projects. Lean Masters also help
manage the project pipeline and lead larger scoped projects. Not only are
Lean Masters very knowledgeable on methodology and application, they’re
also seen as leaders in their organization and gain exposure across the
company.

Lean Leaders
Lean Leaders, also known as Lean Facilitators, are skilled practitioners of the
Lean methodology. They are ideally dedicated full-time to leading SCORE
events and other improvement projects. Executing four to six projects a year,
Lean Leaders are experts in applying Lean tools and principles to reduce
waste, improve processes, gain efficiency and boost productivity. 
Additionally, Lean Leader certification is seen as a personal and professional
development building block that prepares people for leadership roles later on.