Lean manufacturing, also known as lean production, is a method of making production processes more efficient by reducing waste and optimising workflows. This is done by systematically analysing and continuously improving each part of the process. The aim is to use materials, time and labour as effectively as possible, leading to lower costs, higher productivity and better quality.
A commonly used technique within lean is Just in Time (JIT), but both methods have a different focus. Lean focuses on optimising the entire production process and operational management, while JIT is mainly about smart inventory management. Although they are not the same, they complement each other. Many Lean tools, such as streamlined production flow, are used to achieve JIT goals. Both methods help companies minimise waste and create more value for customers.
To put lean manufacturing into practice, it is important to follow some core principles. The following five lean principles form the basis for reducing waste, improving productivity and maximising value within an organisation.
The essence of lean manufacturing starts with the customer. It is important to identify what the customer considers valuable and design the production process accordingly. This can range from the quality of the final product to delivery speed and service. Focusing on the customer's needs ensures that all efforts actually add value.
A complete overview of the production process is necessary to determine which steps provide the most value and which are redundant. When all process elements, from raw material to finished product, are mapped, it is possible to identify where waste occurs and how it can be addressed.
With an insight into customer value and potential waste, it is possible to target an efficient and logical process flow, where each step seamlessly connects to the previous one. This avoids delays and inefficiencies. Although achieving such a continuous process flow is often challenging in practice, it is the basis for any successful implementation of lean manufacturing.
With a pull system, the production process is only started when demand actually arises. That way, only what the customer needs is produced at the time it is needed. This reduces inventory risks and storage costs. By accurately matching supply and demand, raw materials and manpower are optimally used.
Lean manufacturing is a continuous process of improvements. It assumes that small optimisations are possible every day, involving employees at all levels. This constant striving for perfection keeps organisations agile and allows them to quickly anticipate changes in the market.
By following these five principles and constantly making adjustments, bottlenecks become visible faster. As a result, employees and equipment can be deployed more effectively, which is immediately visible in the OEE-score. This results in a future-proof organisation ready for any challenge.
One of the main principles of lean manufacturing is to reduce waste to make production processes more efficient. This methodology is based on the Toyota Production System (TPS), a manufacturing philosophy aimed at eliminating unnecessary steps and maximising efficiency. Within this methodology, eight specific forms of waste have been identified, which help organisations recognise and structurally reduce inefficiencies in their production process. Below is an overview of these eight wastes and how they can have a negative impact on production efficiency.
When products are produced earlier or in larger quantities than necessary, it leads to unnecessary stocks and higher storage costs. In addition, overproduction increases the risk of spoilage, obsolescence or loss of value of products. This is often the result of inflexible or inefficient production processes in which demand is not properly matched to production capacity.
Poorly coordinated processes or a mismatch between demand and capacity lead to waiting times. Think of employees waiting for materials, machines idling or delays in decision-making. Even short waiting times can accumulate into significant production losses and extra costs.
Excessive transport of raw materials, semi-finished or finished products does not add direct value to the product and increases the risk of damage and loss. Inefficient transport leads to additional costs. This can be reduced by better layout of work space and streamlined logistics.
Overprocessing occurs when unnecessarily complex or expensive production methods are used that do not add customer value. Consider unnecessary quality checks, extra finishing steps or overly sophisticated technologies for simple tasks. This leads to longer lead times and higher costs.
Too much inventory increases storage costs. This causes the increased risk of obsolescence, damage or loss of value due to changing market conditions. A Just In Time (JIT) approach, where inventory levels are coordinated with actual demand, helps avoid this problem.
Unnecessary movement of workers, such as walking long distances to find tools or materials costs time and effort, but does not add direct value to the product. Over time, it can lead to fatigue, increased risk of injury and reduced productivity. An efficient workplace layout helps prevent this kind of waste.
Defective products are among the most costly forms of waste. When items do not meet quality standards, they require rework, repair, or full replacement. his not only incurs additional costs, but also slows down the entire production process. Recording defects properly provides better insight into structural areas for improvement.
This recently added form of waste points to insufficient use of employees' knowledge, skills and potential. When the talent of employees is used optimally, this not only results in higher productivity, but also more commitment and better results within the organisation.
By structurally recognising these eight forms of waste, organisations can improve their production processes in a targeted way, reduce costs and increase overall efficiency. It is therefore crucial that everyone in the organisation is familiar with these forms of waste so that they are recognised and addressed early on.
It is clear that a well-designed production process does not happen by itself. It is often difficult to determine which adjustments are really needed in daily practice. Therefore, over the years, various methods have been developed to help organisations realise improvements step by step. These methods make it easier to visualise bottlenecks, monitor processes and structurally optimise them. Here are some examples:
A Gemba walk is a method where a team leader or manager enters the shop floor to observe processes in practice and engage with employees. "Gemba" means "the real place", or the place where value is created. The aim is to identify inefficiencies and improvement opportunities without intervening directly. Regular Gemba walks help organisations better understand operational challenges and implement targeted process optimisations.
A mannings board is a visual aid that provides a clear overview of personnel planning within the production process. It provides instant insight into who is performing which tasks and where any shortages or bottlenecks are occurring. By making real-time staffing visible, teams can respond more quickly to changes, such as unexpected absences or shifts in production needs.
A daily huddle is a short, daily meeting of about 15 minutes in which team members discuss progress and set goals for the day. This session reflects on the previous day's results and identifies any obstacles or problems so that solutions can be sought immediately. This structured approach keeps teams better aligned, allows bottlenecks to be addressed faster and encourages continuous improvement within the production process.
To apply these methods efficiently, there are software solutions that simplify working with lean methodologies. Emixa's MES Light solution helps you implement lean manufacturing effectively within your organisation. With this software, you effortlessly integrate lean principles into your existing production process and initiate concrete improvements immediately.
During the daily huddle, MES Light automatically extracts data from the ERP or PLM system and displays it clearly on a personalised dashboard, including all relevant KPIs. This provides immediate insight into where action is required, allowing issues to be reported and addressed without delay. Gemba walks also become more efficient with MES Light. Each production area is assigned a unique QR code, enabling staff to log problems or improvement points directly via a tablet. These entries are instantly visible to all relevant team members and are automatically added to the overview for the next improvement meeting.
In addition, the LEAN suite within MES Light offers advanced functionality for workforce planning. The intelligent scheduling module ensures that employee skills are used effectively, and allows for quick adjustments in the event of illness or absence. The system also makes it possible to analyse past shifts based on productivity and other key metrics, enabling more efficient and informed scheduling moving forward.
Want to take your production process to the next level with lean manufacturing? Emixa's MES Light solution helps you minimise waste, streamline processes and gain instant insight into bottlenecks and improvement opportunities via smart dashboards and methods.
Wondering where your organisation stands in this process? Then consider the Digital Maturity Assessment to gain insight into your current digital maturity and discover which technologies can help you smoothly implement lean manufacturing.
Find out how Emixa can support your organisation in more efficient and future-proof manufacturing. Contact us today and discuss the possibilities for your production process.