STEPS OF THE EXECUTION OF THE LEAN PHILOSOPHY
HUSI, Géza* , DIÓSZEGINÉ ZENTAY, É a**
Uni e si y o Deb ecen, Enginee ing Facul y
*Elec ical Enginee ing and Mecha onics Depa men
Depa men o Managemen and En e p ise
4028 Deb ecen, Ó eme ő u. 2–4.
*[email p o ec ed] **[email p o ec ed]
Key wo ds: Lean, alue s eam, design, p oduc ion de elopmen
Abs ac : The p o i abili y o he p oduc ion is a signi ican p oblem besides he echnical p oblems o he
mass p oduc ion o indus ial p oduc s. The p oduc sa is ies bo h he ma e ial and he quali y needs o he
cus ome and p o ides sa is ac ion in case he e ec s o he p oduc pe cei ed by he cus ome mee hei
needs. Howe e , he cus ome is no awa e o se e al manu ac u ing condi ions and is no willing o pay he
ex a cos s, which canno be di ec ly linked wi h he p oduc i e manu ac u ing. The a icle deals wi h he
p inciples o Lean managemen .
1. THE REASONS FOR THE LEAN VIEW PRODUCTION DEVELOPMENT
Hunga y is pic u ed as a coun y o low cos s by he Eu opean en ep eneu ial sec o .
Howe e , we expe ience ha he companies ha e ound and s ill ind ha hey need o
lea e he coun y and ese le hei indus ial ac i i y u he eas on he basis o hei cos
s uc u e analysis. The di ec eason is ha he cos s le ied upon ce ain companies ha e
inc eased signi ican ly, companies a e exposed o he ma ke e ec s o a g ea e ex en
and compe i ion has g own since Hunga y joined he EU. This si ua ion canno be
in luenced by he companies, so hey need o adjus hemsel es. The key o his
adjus men is he adjus men o cus ome needs, lexibili y, e iciency du ing p oduc ion
and he abili y o eac quickly. The cus ome s do no only need a pe ec p oduc bu hey
also expec a pe ec ope a ion om he companies. This means ha alue is no only
ca ied by he p oduc i sel bu likewise he me hod and he condi ions o i s p oduc ion
and he use o he en i onmen al esou ces o he p oduc ion o he p oduc .
2. THE FIVE PILLARS OF LEAN MANAGEMENT
James P. Womack and Daniel T. Jones de ined i e pilla s o Lean philosophy in he book
Lean Thinking published in 1996 (James P. Womack Daniel T. Jones, 1996):
• he alue c ea ing pa o he wo k mus be de ined wi hin each p ocess and pa o
he p ocess; he pa , which he cus ome eally pays o o is willing o pay o , ha is,
wha alue means o he cus ome ,
• he alue c ea ing p ocess elemen s mus be joined o c ea e a con inual alue
s eam, ha is, he p ocess elemen s need o be joined, hus c ea ing he alue s eam;
• he ma e ial, esou ce and in o ma ion low shall con inually be sus ained wi hin his
alue low, ha is he componen s, in o ma ion and people mus be ‘s eamed’ in
acco dance wi h he changes o cus ome demand;
• p oduc ion mus be de eloped acco ding o cus ome demand, ha is, i mus be
aken in o conside a ion how o en, wha p oduc , in wha p oduc ange and wi h wha
e m he cus ome equi es om he company; a pull logis ics shall be de eloped;
• he c ea ed p ocesses con inually need pe ec ion ei he li le by li le o in la ge
scale in o de o achie e con inual de elopmen , he aim o which is o elimina e was e
om he p ocesses.
We may selec Kaizen o TQM p inciples o he pe ec ion, hough i mus be pe o med
cons an ly. The a ge is clea : o achie e as la ge p o i as possible.
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The i h elemen o he de elopmen o he business p ocess s uc u e is called he Lean
Way. This i h s ep may be pe o med only in case he en e p ise is eady o change and
wishes o cope wi h he ex e nal and in e nal cus ome demand lexibly.
Quali y p ima ily is he consequence o he ac s and decisions o senio managemen
a he han he consequence o he ac s o he wo ke s acco ding o Deming. The ask o
he managemen is he o ganisa ion o he sys em and he managemen o he gene al
p oblems, whe eas he wo ke s a e esponsible o hose special e o s, which a e di ec ly
caused by hei wo k. The e o e, he ask o quali y imp o emen mus be sha ed among
he di e en decision le els. Acco ding o Deming, he winne on he ma ke is he one,
i s sa is ying cus ome demand. Cheap, quick, good quali y and app op ia e quan i y.
This eno mous lexibili y needs sho egula ing ci cles so he modi ica ion o he
p ocesses con o ming o cus ome demand may be pe o med in he sho es possible
ime. As a esul , in he Toyo a ca manu ac u ing company hey moni o he ime pe iod
be ween a clien placing he o de and he ime he paymen o he ca is ecei ed.
The e o e, he ecei ed ca is no he only alue he cus ome sees bu also he sho ime
spen on i s manu ac u ing. The p ocesses op imised o mass p oduc ion in o de o
sa is y cus ome needs is pe o med in his case.
This is possible as hey a e able o modi y hei p ocesses con inually and hese
modi ica ions a e di ec ed by he elimina ion o was e.
Lean managemen di e en ia es se en ypes o was e:
1. O e p oduc ion: he p oduc ion o any p oduc s o componen s, which is no based
on in e nal o ex e nal cus ome demand.
2. In en o y: all such s ock, which is no di ec ly necessa y o sa is y cus ome
demand.
3. Wai ing: all he ime spen wi hin he p oduc ion sys em, when he componen does
no unde go any o mal o cha ac e change, o does no change i s ela i e place o
posi ion.
4. Ex a p ocessing s eps: all ope a ions, which he (ex e nal o in e nal) cus ome did
no o de , o which a e unnecessa y o he p oduc ion o he p oduc .
5. Unnecessa y mo ing o ma e ial o p oduc : all ma e ial mo ing p ocesses, which
do no deli e he p oduc o he componen om one place o ano he in he sho es ime
and on he sho es way possible.
6. Unnecessa y mo ion: all such mo ion, which he wo ke needs o make du ing he
p oduc ion p ocess wi hou inc easing he alue o he p oduc .
7. De ec s: all such e en s, due o which he p oduc ion o a ce ain p ocess s ep o i
mus be epea ed and all such p ocess e en , he esul o which canno be deli e ed o
he cus ome .
3. THE EXECUTION OF THE LEAN PHILOSOPHY
The execu ion o Lean shall be s a ed om wo di ec ions (Ko e , 2007/10). Ta ge s and
he changing asks should be se by he managemen wi hin he en i e alue s eam. I is
impo an o no e ha he in oduc ion o Lean shall always be di ec ed by he
managemen and he main enance o he need o he in oduc ion o Lean is also he ask
o he managemen . This is a a he di icul ask as i is a pa adigm change, he
es uc u ing o he ma e ial and in o ma ion s eams, he es ablishmen o a new
o ganisa ion, which always aces g ea opposi ion om he o ganisa ion.
A he same ime, he de elopmen om he di ec ion o he wo ke s means ha hey need
o be in o med why he elimina ion o was e is impo an , how hey can iden i y hem and
wha hey can do agains hem. I is ad ised o c ea e special incen i e schemes so ha
he wo ke s would cons an ly sea ch and epo he s eps hey ind unnecessa y as he
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wo ke s a e he ones who a e mos clea ly awa e o he ac ual wo k. Demand should be
aised wi hin hem o he be e and easie wo k and hey should be made amilia wi h he
concep o he in e nal cus ome as well as he ole hey can play as in e nal cus ome s.
The in oduc ion o Lean is no di icul , hei ools a e no di icul ei he ; i is based on
simple calcula ions, analyses. Howe e , he in oduc ion is usually a he di icul in
p ac ice. The al eady in oduced cul u al embeddedness and he human ac o a e bo h
impo an elemen s o he di icul y as he wo ke s need aining, hey need o be in ol ed
in he changes, hey need o be con inced ha hese changes a e ine i able and ca y
new a i ude. On he o he hand, he in oduc ion i sel as p ojec managemen ca ies
di icul ies as well. A p ojec has a beginning and an end, i has ixed cos s, ime ames,
so a he end i can clea ly be s a ed whe he he p ojec was success ul o no , whe he i
eached he a ge ed objec i es. Independen on he p oduc p oduced du ing he
manu ac u ing p ocess he managemen needs o ace he ollowing p oblems:
• The p oblem o he in en o ies and he changes o s ock.
• Wa ehousing p oblems de i ing om he la ge quan i ies o he semi- inished
p oduc s on he manu ac u ing a ea.
• Un easibly placed wa ehouses, which equi e g ea ex en o mo ing.
• Bad ela ionship among main enance and machine ope a o s.
• Di y, diso de ed wo k s a ions.
• Long swi ching, ese ling imes.
• Manu ac u ing phases independen on one ano he , bad in o ma ion low.
• Reac i e main enance, lack o he use o diagnos ic ools.
• Opposi ion o he main enance and he machine ope a o s.
• Inciden al wo k acciden s.
• Numbe o was e and i s inc ease.
• Pe sons appoin ed a e esponsible o quali y.
• Cus ome , buye complain s.
• High le el o ope a ing cos s.
The company can expec he ollowing esul s i hey in oduce Lean managemen :
• The dec ease o he cus ome complain s due o aul y p oduc s.
• Dec easing manu ac u ing cos s.
• P oduc ion lexibly adjus ing o he changes o he ma ke .
• D as ic dec ease, easibili y o he s ocks.
• The dec ease o he s ock o he ma e ial, asse s and capi al ied up in he
manu ac u ing p ocesses.
• The op imisa ion o he scheduling o he ma e ial and p oduc wai ing and
manu ac u ing p ocesses be o e, du ing and a e p oduc ion.
• The e mina ion o he unnecessa y ma e ial mo ing
• The minimisa ion o he quan i y o he asks no c ea ing alue
• The e mina ion o he unnecessa y pape c ea ion
• Be e o ganised, cleane and mo e e gonomic wo king en i onmen
• The e mina ion o o e p oduc ion wi h ega d o in e im and inal p oduc s.
• The e mina ion o he aul y inal p oduc s and he u he p ocessing o he aul y
in e im p oduc s.
• Wo king a eas eed wi hin he ac o y
• Good u ilisa ion o labou o ce
• Be e wo king mo ale
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4. CONCLUSION
Lean p oduc ion has g own in o one o he endies and mos p omising company
managemen sys em es uc u ing he en i e company pe o mance. I s aim is ha he
company should p oduce i s p oduc s and se ices o i s in e nal and ex e nal cus ome s
mos e icien ly. The lean company p ima ily manages i s business ac i i y on he basis o
wha se es he p oduc ion o he alue o he cus ome . The lean, he mos signi ican
elemen o which is con inual de elopmen , is also unde going changes as new hough s,
ools and me hods a e e ol ing nowadays as well eaching se ice p o iding companies,
he public and he heal h sec o as well a e manu ac u ing companies (pa ially due o he
economic c isis o 2009) in o de o inc ease cus ome sa is ac ion and o c ea e mo e and
mo e e icien ope a ion.
5. BIBLIOGRAPHY:
[1]James P. Womack Daniel T. Jones . (1996). Lean Thinking. New Yo k: Simon and Schus e .
[2]James P. Womack, Daniel J., Daniel R.. (1990). The Machine Tha Changed he Wo ld. Rawson
[3]Kesz le , R. (2007). leandesign.hu. Le öl és dá uma: 2007. 12 28, o ás: 100 lépés a lean ilágába:
h p://leandesign.hu/con en / iew/25/39/
[4]Ko e , E. (2007/10). A Lean u ján halad a. Magya minőség , 2.
[5]Pe ók, J. (2007 1-2). A Toyo a Way. A jö ő já műje 2007. , 10.
[6]Sekine, K. (1999). Cellula Manu ac u ing Lea ning Package. Ando e , Han sUK: P oduc i i y P ess.
[7]Sipos I. Husi G..(2007). Az embe i ényezők sze epének megha á ozása a légijá mű ek ka ban a ásának
minőségbiz osí ásában . Deb eceni Műszaki Közlemények 2007/1 ,HU ISSN 1587 – 9801 , 45.
[8]Szeke nyés, Z. (2007/8-9). Új szemléle mód - LEAN manu ac u ing a Na ional Ins umen snél (NI). Magya
minőség ,
[9]Tó h, C. L. (2007/8-9). A Ka csúsí o gyá ás -A Lean P oduc ion A Lean, ahogy én lá om. Magya
minőség ,
ANNALS o he ORADEA UNIVERSITY.
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4.126