Varför LeanTek®
Lean Produktion identifierar 7 slöserier eller «muda».
Utan att använda flexibla och modulära system som gör det möjligt att eliminera slöseri och tillämpa Kaizen attityden i en fabrik är det omöjligt att gå vidare till de efterkommande stegen i Lean Produktion. Dessa är strävan efter perfektion (noll fel i produktionen), Just-in-time, Pull system (dragande system), Flexibla team med mångkompetens
Tillämpningen av LeanTek verkar som en katalysator för att minska slöserier och som ett verktyg för att impementera Kaizen attityden att sträva efter kontinuerlig förbättring.
Why give priority to line side productivity ?
The assembly line is the place where value is created. It is also the place with the highest labour density. Finally, the line is the most expensive place in terms of production costs, labour density and plant investment.
So priority must be given to line side production because the line is where added value is created.
One of the golden rules of Lean is that Mudas must be eliminated as much as possible from the point of added value, i.e. assembly points.
We shall see for example how Mudas must be "moved" from the line to upstream processes, so that it can then be reduced…
Main advantages of hand-portable containers in place of large containers: improved logistics productivity. Expensive-to-run lift trucks are replaced by small versatile trains circulating between shopstocks and the line sides. Small container flows are set up to shopstocks with LeanTek-type line side racks providing better rotation of circulating assets.
- Replacement of the pallet truck + large container mode with a shopstock/small box model: setting up modular JIT shopstocks as close as possible to the line.
- Supplying the line by small trains making frequent deliveries.
The shopstock (stock supply close to workstation) possibly including kit preparation. In some lean factories, the traditional shopstock has been brought to the immediate vicinity of the line side (generally a few metres) and modified in the preparation zone: "lean trains" are eliminated by line-shopstock proximity.
This allows the use of "shooters" and hand-pushed trolleys for very tight JIT and total elimination of vehicle costs. Before this practice can be introduced lean manufacturing and JIT tools must be mastered.
The Kaizen attitude is the company’s driving force in the fight against muda.
One of the first steps taken by the Lean Company is to introduce multidisciplinary teams (including operators) on the factory floor to help reduce waste.
The Kaizen approach consists of making continual user-driven improvements as part of the fight against muda.
The incomparable flexibility of LeanTek and the ease with which anyone can use the system make it a vital part of implementing any Kaizen policy.
LeanTek creativity delivers effective and practical tools for implementing a policy of continual change.
It is not simply by chance that companies setting up lean manufacturing have adopted the LeanTek tool.
- This tool is quickly implemented and it is possible to get started and put the idea into application very easily and rapidly.
- The versatility of LeanTek assists the introduction of the Kaizen continual improvement attitude. On every continent, the tubular system is recognised as the ideal tool for successfully introducing any lean manufacturing policy.
The Kaizen attitude requires a willingness to accommodate permanent change.
This means a daily hunt to eliminate Muda and a willingness to improve within the framework of a 3-stage process :
Identify the Muda, isolate it and eliminate it. Continual improvement means creating a standard work reference and then improving it continually. LeanTek is therefore a tool for implementing Kaizen.
