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Lean Systems Defined

Lean Systems Definition:

  • A systematic approach to the identification and elimination of waste and non-value added activities through employee development and continuous improvement in all products and services.

Synchronous Manufacturing, Supply Chain Management, Organizational Development, World Class Manufacturing, Demand Flow, Just-In-Time, Cellular, SMED, Kaizen, Suggestion Systems, TQM - they are all needed in the system, and they are all here.

Lean Systems Inc. is more than just manufacturing - we offer services in healthcare, construction, manufacturing and retail.

"This learning process can work for any type of business"
    - Taiichi Ohno - Founder Toyota Production System -

What Will Lean do for Your Organization?
  • Reduce costs
  • Improve morale
  • Increase inventory turns
  • Reduce lead time
  • Create a learning environment
  • Increase profits
  • Develop Leadership
  • Reduce defective
  • Increase customer loyalty and satisfaction
  • Gain market share
  • Sustain long term improvement
Why does Lean work?

How do you create the thinking environment?

Unlike benchmarking Lean does NOT dictate a result, it obsesses over the process. The process experts will create standards and recognize abnormalities to problem solve within the system. Lean systems evaluates all components in the overall system to show relationships and aligns them so that they are in harmony with one another, thus maximizing “The System”.

Release the creative talent within your organization by giving them the vision to "See" value and non-value added steps in the system.

Lean production was founded in Japan based upon the Toyota Production System (TPS) in the 1950's. It was created to cut costs and improve efficiency by eliminating waste. "Lean" is not about working harder. It is about working smarter.

"This challenging spirit is job security. Knowledge, not rank, is what matters"
   - Koki Hirashima - Former President and CEO of Honda of N. A.

We are fans of the working mind.

Do We Know What Our Problems Are?
  • One of the biggest problems in business is the lack of understanding of flow or how to control it.
  • Within this flow, time is a reflection of motion which is also a cost.
  • The majority of this time is non-value added
  • These are problems
  • These are wastes
  • These are improvements
  • These are cost reductions
  • What is our natural tendency for problem solving? Highlight or Hide?
Why Standard Operations?
  • It is the base for continuous improvement and a “Lean” organization
  • They develop an efficient production sequence
  • Foundation for:
    • Waste reduction
    • Problem solving
    • Quality control
    • Foundation for empowerment
  • Three Elements of Standardized Work
    1. Standard inventory
    2. Work sequence
    3. TAKT time/operator cycle time
  • The employees must be trained so they are allowed to develop and improve their own standards
  • Without standards, it is all variation, ask any Six Sigma Black Belt.

  • “Simple systyems are the key to empowerment”
  • “Standardization is the road to continual improvement.”
    - W. E. Deming, July 15, 1992

  • Does your organization have standards?