Lean system - The thinking manufacturing system
Some people refer lean manufacturing systems by “Thinking manufacturing system”. Even Toyota in their websites has used this name to refer their manufacturing system. Why this manufacturing system became a thinking manufacturing system?
Many manufacturers and service providers create systems where systems are no-brainers and runs forever in the way it was setup initially. These systems will be changed in case of a failure or when there is a significant change to the system. People will follow the same routine day after day. They will perform their routine tasks over and over again. Obviously they will have the same result every day.
Lean systems on other hand have a significant difference to this approach. The system is designed to evolve day after day. Wastes will be identified and removed from the system continuously. Workers are always conscious and looking for the possibilities of improvement. Workers give the brain to the system and hence system becomes a thinking system.
Many manufacturers and service providers create systems where systems are no-brainers and runs forever in the way it was setup initially. These systems will be changed in case of a failure or when there is a significant change to the system. People will follow the same routine day after day. They will perform their routine tasks over and over again. Obviously they will have the same result every day.
Lean systems on other hand have a significant difference to this approach. The system is designed to evolve day after day. Wastes will be identified and removed from the system continuously. Workers are always conscious and looking for the possibilities of improvement. Workers give the brain to the system and hence system becomes a thinking system.
2 comments:
Nice point.
When I was an intern at Toyota in Hebron, Kentucky, that was exactly what was taught to us: that the intelligence was in people empowered to do good. Jidoka is not just a philosophy, but it actually happens on the factory floor.
Dear Pete;
I have noticed many people when they talk about systems; they keep the human factor away. This is a common problem which leads to failures of the systems and ultimately Lean gets blamed. With your comment it is very clear Toyota really respected its people. One of the success factors for Toyota.
Thanks for leaving your comment.
Post a Comment
Anything to say. Please feel free to leave your comment below.