Lean Manufacturing
Lean Manufacturing methods significantly increase productivity while improving quality and safety across diverse organizations.
Lean Manufacturing has proven to be one of the most productive methods for driving manufacturing performance, regardless of industry or product. It originated with Toyota’s Production System and was called Lean in the landmark study undertaken by MIT. Lean Manufacturing eliminates waste from all processes included in and associated with the manufacture of products. A suite of tools has been identified that can be selectively applied to transform manufacturing facilities into World Class performers.
The Lean Manufacturing Process
Our Lean Manufacturing process combines the highest impact tools for early and effective improvements in production throughput and product lead time including:
- Value Stream mapping - a process that identifies the flow of work and information in current and future state at both the micro and macro levels.
- Modular design and assembly - revisions to design that enables improved efficiency through product flow and cell layout including design to build applications.
- Cell Layout - an approach in which equipment and workstations are arranged in a
specified area for continuous flow production.
- 5 S workplace organization - a methodology for organizing and sustaining a productive work environment.
- Visual Management - communication of goals and measures to motivate employees.
- Waste Reduction - an underlying principle in Lean Manufacturing whereby 7 forms of waste are reduced in the manufacturing process.
- Quality at source - a design approach that provides for the prevention of defects and re-work.
History of Lean Manufacturing Origins
In the 1950’s, Taiichi Ohno, the production manager of Toyota, faced a difficult challenge. Unlike others in the automobile manufacturing industry at the time, he was forced to build a large variety of vehicles with very little inventory.
Ohno succeeded by developing new techniques to restructure workflow and involve suppliers in the process of design and manufacture. Ohno continued to improve through the development and application of other techniques.
In the late 1980’ the Massachusetts Institute of Technology undertook a major study of automobile manufacturing around the world. Through this study, they discovered that the companies which had followed Ohno’s techniques achieved double the productivity with twenty five percent less defects than their nearest competitors.
The term “lean” was coined to describe this new breed of world-class companies - simply put, they achieve more with less.
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Lean Manufacturing Testimonials
We engaged John de Wardt for corporate wide adoption of lean management techniques. His ability to connect with key decision makers involved in each business system is unique. As a result, revenues and profitability are at record levels. John's guidance has been a key contribution to our success of late.
His insight into the oil and gas industry is invaluable, and his knowledge of best practice in manufacturing has added measurable value to several of our investments.
John de Wardt and his concept of "Lean Drilling" has been used by Statoil on a number of wells. Statoil has seen significant improvements in results and has adopted the principles in our planning and operations efforts.
Lean Manufacturing Case Studies
Fabrication Shop Increases Throughput 50%
A heavy engineering fabrication shop was reorganized with improved techniques that increased weld metal lay down time as well as a devoted material preparation area. The result was an immediate 50% improvement in throughput.
Electrical Assembly Shop Cuts Work Time 22%
A shop reorganization based on work flow and the adoption of sub assembly processes resulted in improved delivery to schedule with a drop in manhours of 22%.