Lean Digital – The New Way of Using Lean Management in Production

In today’s rapidly evolving manufacturing landscape, companies are constantly seeking ways to improve their operations and stay ahead of the competition. Lean manufacturing has long been recognized as an effective methodology for streamlining processes and eliminating waste. However, with the advent of digital technologies, a new era of lean manufacturing has emerged – digital lean. By combining the principles of lean manufacturing with the power of digital tools and techniques, companies can achieve even greater efficiency, productivity, and customer satisfaction. In this article, we will explore the concept of digital lean and delve into the 15 most important tools that can revolutionize manufacturing operations.

What is Digital Lean?

Digital lean can be seen as the next generation of lean manufacturing. It leverages digital technologies such as automation, artificial intelligence, and data analytics to optimize processes, improve decision-making, and enhance overall performance. Digital lean aims to eliminate waste, reduce variability, and increase value creation by integrating digital tools and techniques into every aspect of the manufacturing value stream.

The key idea behind digital lean is to use these digital tools to enhance the traditional lean principles and methodologies. By digitizing and automating processes, companies can achieve higher levels of efficiency, flexibility, and responsiveness. Digital lean enables real-time monitoring, analysis, and optimization of operations, leading to improved productivity, quality, and customer satisfaction.

The 15 Most Important Digital Lean Tools

Digital lean can be considered as a toolbox with a wide range of tools and methods. In this section, we will introduce the 15 most important digital lean tools and explain how each tool contributes to improving manufacturing operations. These tools can be used individually, but their benefits are amplified when used in combination.

Takt Time: Aligning Production with Customer Demand

Takt time is a crucial concept in lean manufacturing and serves as the pace of production. It is calculated by dividing the available production time by the rate of customer demand. Takt time ensures that production plans are aligned with customer demand, leading to a consistent and efficient production process.

The benefit of takt time is that it offers a method to pace production and align production plans with customer demand. By following takt time, companies can avoid overproduction and reduce waste.

Heijunka / Leveling Production: Smoothing the Flow

Heijunka, also known as leveling production, is about leveling product variants and quantities over a defined period of time. The goal is to minimize inventories, optimize employee utilization, and reduce lead times across the value stream. By producing smaller batches of each product variant more frequently, heijunka ensures a more efficient and consistent production process.

Heijunka reduces inventory levels as the produced batches are smaller. It also shortens lead times by producing each product variant more frequently, resulting in improved customer responsiveness.

SMED: Reducing Setup Times

SMED, which stands for Single Minute Exchange of Die, is a lean tool that focuses on reducing setup times. By reducing the time required to change over from one product to another, companies can produce smaller batches more frequently. SMED includes activities such as pushing setup steps to be performed while the process is still running, simplifying setup steps, eliminating non-essential operations, and following standardized work instructions.

The benefit of SMED is that it increases machine utilization by reducing setup and change-over times. This allows machines to produce more parts within a given time frame and enables faster reaction to external demands.

Centerlining: Reducing Process Variability

Each production process has inherent fluctuations in its output parameters. Centerlining is a method to shift the mean of the process output parameters to the middle of its tolerances while reducing the spread. By reducing process variability, companies can increase machine efficiency and reduce waste.

The benefit of centerlining is that it reduces process variability and increases machine efficiency in manufacturing. It ensures that the output parameters of a process reach the desired target value with fluctuations within an accepted tolerance.

Just-in-Time Production: Delivering What is Needed, When it is Needed

Just-in-time (JIT) production is a lean principle that organizes processes to pull parts through production based on customer demand, rather than pushing parts based on projected demand. JIT production ensures that products are delivered just when they are needed, in the amount needed, and at the right time. It is closely related to other lean tools such as continuous flow, takt time, heijunka, and kanban.

The benefit of JIT production is that it reduces inventory levels and space requirements, resulting in improved cash flow and reduced waste.

Kanban: Implementing Pull Systems

Kanban is a tool used to implement pull systems in manufacturing. It visualizes the flow of materials and information, typically using paper-based kanban cards. Kanban regulates the flow of goods and indicates when more goods or materials are needed.

The benefit of kanban is that it enables automatic replenishment and enables just-in-time production. It reduces inventory levels and space requirements, leading to improved efficiency and reduced waste.

Total Productive Maintenance (TPM): Maximizing Equipment Uptime

Total Productive Maintenance (TPM) is a maintenance approach that focuses on proactive maintenance to maximize the uptime of equipment. TPM empowers operators to maintain their equipment on their own, reducing unplanned machine downtimes.

The benefit of TPM is that it improves machine uptime, reduces cycle times and defects, and increases productivity. It allows operators to take ownership of equipment maintenance, leading to improved overall equipment effectiveness (OEE).

Overall Equipment Effectiveness (OEE): Measuring Manufacturing Productivity

Overall Equipment Effectiveness (OEE) is a framework for managing the effectiveness of a manufacturing process by measuring productivity losses. It tracks three categories of losses: availability (e.g., unplanned machine downtime), performance (e.g., slow cycles), and quality (e.g., scrap). OEE provides a baseline for accurately measuring manufacturing productivity and identifying areas for improvement.

The benefit of OEE is that it offers a systematic approach to measure manufacturing productivity and identify areas for improvement. By analyzing the correlation between performance and performance loss, companies can identify potential areas for optimization.

Andon: Notifying and Problem Solving

An Andon system is a visual notification system that alerts co-workers and management of quality or process problems. It can use light stacks or audio signals to indicate when there is a defect, material shortage, or other issue. Andon systems bring immediate attention to problems as they occur and enable rapid problem-solving.

The benefit of Andon systems is that they improve productivity, increase material flow, and enhance overall equipment effectiveness (OEE). By quickly notifying operators and management of issues, Andon systems enable timely problem-solving and prevent further disruptions.

Standardized Work: Consistency and Continuous Improvement

Standardized work involves defining precise operating procedures for the most effective way to produce a product. It captures best practices, including takt time, work sequence, and standard inventory. Standardized work serves as the foundation for continuous improvement, providing a baseline for consistent and measurable processes.

The benefit of standardized work is that it improves quality and safety, reduces variability, and enables faster employee onboarding. It eliminates waste by applying best practices consistently and serves as a foundation for continuous improvement.

5S: Organizing the Workspace

5S is a systematic framework for organizing workspaces on the shop floor. It consists of five key elements: sort, set in order, shine, standardize, and sustain. 5S aims to eliminate waste resulting from a poorly organized work area.

The benefit of 5S is that it creates an optimized work environment, leading to excellent operational processes and better products. By eliminating waste and organizing the workspace, companies can improve efficiency and productivity.

Root Cause Analysis: Identifying the Underlying Causes

Root cause analysis is an approach to identify the underlying causes of a problem rather than applying quick fixes that only address immediate symptoms. It involves analyzing the problem and asking multiple “why” questions to uncover the root cause.

The benefit of root cause analysis is that it allows companies to apply corrective actions to the root cause of a problem, ensuring that the problem is truly eliminated.

The 5 Whys for Continuous Improvement: Digging Deeper into Problems

The 5 Whys is a problem-solving tool that involves asking “why” five times in a row to identify the core of a problem. By going deeper into the problem, companies can uncover the underlying causes and develop effective solutions.

The benefit of the 5 Whys is that it helps companies identify the root cause of a problem, enabling them to implement targeted and sustainable solutions.

PDCA for Continuous Improvement: An Iterative Methodology

PDCA, which stands for Plan-Do-Check-Act, is a methodology for implementing continuous improvements. It involves establishing a plan, implementing the plan, checking the results, and acting based on the findings. PDCA ensures that improvements are planned, executed, and checked in running operations.

The benefit of PDCA is that it provides an iterative approach to continuous improvement. By regularly reviewing and assessing the results, companies can refine their processes and achieve sustainable improvements.

Gemba Walk: Understanding the Real-World Environment

Gemba is a Japanese term that refers to “the actual place.” A Gemba walk involves regular management visits to the shop floor to observe processes as they happen. It allows managers to gain a deep understanding of the real-world manufacturing environment and engage with operators on the shop floor.

The benefit of Gemba walks is that they provide valuable insights into the manufacturing processes and allow for direct communication with operators. By observing the operations firsthand, managers can identify areas for improvement and make informed decisions.

Conclusion

Digital lean represents the future of lean manufacturing, integrating digital tools and techniques to enhance efficiency, productivity, and customer satisfaction. The 15 digital lean tools discussed in this article offer a comprehensive approach to optimizing manufacturing operations and eliminating waste. By embracing digital technologies and applying these tools, companies can achieve higher levels of efficiency, flexibility, and responsiveness. Digital lean is not just a trend but a necessity for companies looking to thrive in the increasingly competitive manufacturing landscape. With the right combination of digital tools and lean principles, companies can revolutionize their operations and stay ahead of the curve.