Lean Management

Norhan

Content :
Lean Tools

1 Basic Lean Principles &

Advantages of Lean
Management 6
Introduction about lean
7
4
How to know a lean
organization

2
Lean Methodology
1. Value
2. Waste Elimination
5
3. Continuous
Types of Wastes
improvement 3 Lean Thinking vs.
Traditional
. Thinking
 INTRODUCTION: WHAT IS LEAN?
Lean:
A systematic approach aiming to eliminate waste, so that every step adds value to the customer.
Value:
A capability provided to a customer at the right time with an appropriate price, according to the customer’s criteria .

Velocity
Lean
Value
• Reduce Bottlenecks • Process Efficiency
• Increase Process Speed • Identify NVA Steps
• Reduce Waste

Value
Quality Cost Delivery
 INTRODUCTION: QUALITY VS. PRICE
Cost:
• The costs for the products being sold must be kept competitive.
• No matter how high the quality of a product is, many people won't buy it if it costs too much.
• Managing costs can be done by reducing waste, improving efficiency, and many other things.

Price

High Medium Low

Product Quality

High Premium High Value Superb Value

Medium Over Charging Average Good Value

Low Rip-Off False Economy Economy

INTRODUCTION: HISTORY

Developed in Japan after world war II

Pioneered by Eiji Toyoda and Taiichi Ohno of

Toyota

Popularized in US in 1980’s by James

Womack and Daniel Jones in “The Machine
that Changed the World” And “Lean Thinking”
INTRODUCTION: OTHER NAMES FOR LEAN PRODUCTION

Lean
Manufacturing

Toyota
Agile System Production
System

Lean
Flexible Just-in-Time
Manufacturing (JIT)
system (FMS) Manufacturing

Flow
Manufacturing
INTRODUCTION: VELOCITY & VALUE

Velocity (Flow)

Concentrate on speed of Improve Responsiveness to

delivery customer demands

Value (Opposite of Waste)

Focus on value-added Remove other (wasteful)

activities activities
TYPES OF ACTIVITIES
TYPES OF ACTIVITIES
How to Identify Value Add
INTRODUCTION: LEAN VS. SIX SIGMA

• (Culture + Quality)
• (Speed + Low Cost)
• Six Sigma Enables Lean Speed,
Lean • Lean Speed Enables Six Sigma Six Sigma fewer defects means less time spent
Quality
on rework.

• Reduce Waste • Improve performance on customer

Goal • Increase Process Speed & Efficiency Goal CTQ’s.

• Identify NVA steps & Causes of

delay • Improve Quality
Focus: • Process Efficiency Focus: • Minimize Variation
• Reducing Bottlenecks

• Value stream tools

Method: • Kaizen Events Method: • DMAIC Approach
 Mohammed

Lean Thinking Traditional Thinking

Production Production
1 Production driven from customer demand only
produced when order is placed “ Pull System”
Production driven from sales forecast “ Push System” 1
Problem Problem
2 Problem viewed as oppurtunity for
improvemnet through root cause analysis
Problem viewed as just that problem and run away
from solving it.
2
Work in process ( WIP) Work in process ( WIP)
3 Viewed as sign that process needs to improve
and cosidered it as type of waste should be Viewed as a normal part of operations 3
reduced or elimintaed
THE 8 WASTES OF LEAN MANUFACTURING: Norhan

1: 5:
• The transport waste is defined as any • waste from time spent waiting for the next process
material movement that doesn’t directly .
support it.

2: 6:
• The inventory waste refers to any supply • Overproduction is defined as producing more than
in excess of process requirements is needed, faster than needed, or before it’s
necessary to produce goods immediate needed.
production.

3: 7:
• The motion waste is defined as any • Over-processing refers to any redundant effort in
movement of people that doesn’t production or communication that does not add
contribute added value to the product. value to a product or service.

4: 8:
• The defect waste is defined as the loss of • The waste of unutilized talent refers to
value do to the scrap, repair, or rework of underutilizing
a product that deviates from
specifications.
 Norhan

8 Wastes :
Benefits of eliminating 8 Lean
Wastes:

: It increases productivity

: It creates a safer working environment

: Reduce downtime

: Improve efficiency and effectiveness

 Norhan

The 5 Principals Basic Lean Management

1. Define Value:
Value is what the customer is willing to pay for. There
are many techniques such as interviews, surveys, Value
Value
demographic information, and web analytics . stream

2. Map the Value Stream:

Mapping the workflow of company to include all action Pull Create
system flow
and people involved in the process of delivering the end
product to the customer .

Perfection
The 5 Principals Basic Lean Management
Norhan

3. Create Flow
After removing the wastes from the value stream,
the following action is to ensure that the flow of
the remaining steps run smoothly without
interruptions or delays. 5. Pursue Perfection:
Lean thinking and continuous process
improvement a part of the organizational
4. Establish Pull culture. Every employee should strive
towards perfection while delivering
The goal of a pull-based system is to limit
products based on the customer needs.
inventory and work in process (WIP) items while
The company should be a learning
ensuring that the requisite materials and
organization and always find ways to get a
information are available for a smooth flow of
little better each and every day.
work. In other words, a pull-based system allows
for Just-in-time delivery and manufacturing where
products are created at the time that they are
needed
 Advantages and Disadvantages of Lean Management Ahmed

Advantages

Customer Interaction
Enhancement
• Maximize Profits • Improves Quality And Value
• Reduce Costs • Reducing Defects
• Increase Revenue
• Selling price is impacted with
• Customer’s viewpoint in mind • Avoiding Potential Mistakes .
• Communicate With Staff
the same product qualities.
• Respond To Customers’
Concerns And Experiences

Cost Reduction Increased Quality

 Advantages and Disadvantages of Lean Management Ahmed

DIS-Advantages

Implementation
Costs • Switching over is difficult
• Inventory = Waste • Requires Patience, overhead,
• Low Amounts Of Stock. overhaul to work processes.
• Causes Companies To • Transparency is Essential
Depend On Suppliers • High Resistance to Change
• Suppliers Could Potentially • Advanced Planning And
• High Costs For Bringing In Scheduling (APS) Software Can
Derail A Company.
New Equipment. Be Used

Inventory Difficult Change

Problems Over
 SWOT ANALYSIS FOR LEAN
IMPLEMENTATION
Weaknesses
• Difficult Change Over

S W
• Implementation Costs
Strengths •
•
Inventory Problems
Negative Perception By Staffs
• Quality Improvement • Unbalanced Economies
• Improved Visual Management
• Efficiency Increase Threats
• Labor Reduction
• Problem Elimination • High Resistance to Change
• Safer Facility • Lack of resources (financial, expertise and
• Boost to Employee Morale manpower).
• Lack of adequate training to the stakeholders.

O T
• Space Reduction
Opportunities • Lack of implementation experience.
• Tendency of organization to revert to previous
• Commitment to the lean program practice.
• • Poor management commitment to the
Proper Training for the workforce
• Efficient planning and following up implementation program.
• • Misalignment between lean implementation
Adequate resources allocation and share of
the gains program to the operation strategy.
• Using appropriate lean tools and methods • Inability to Effectively Calculate Projected ROI
• Lean Methodologies Do Not Account for the
Whole System
• Lean Methodologies Do Not Account for
Dynamic Behavior
• Company Resources Are Wasted on Minimal
Impacts
 Eman

Think lean start tips

1 Search
for the Goal to identify
where is the value

2 Analyze
your process to find out
what is of direct value
what is necessary but of no value
what is considered waste
 Eman

Target of lean thinking

Eliminate waste
Increase/optimize
value Any other that
does not work
Value that aid in goals
achievements :
for the
organization
financial goals(profit-market target
share , customer satisfaction…
e.t.c)

Non-financial goal (employee

satisfaction , customer loyalty…
etc)
 Ahmed
PDCA Cycle

What is the PDCA cycle?

-The PDCA Cycle is the Plan-Do-Check-Act Cycle.

-PDCA is a well-defined problem solving method and continuous improvement

 Ahmed
The steps in the PDCA cycle are

Plan
Problem is identified and all employees work together to
develop a plan for making improvements or solving the identified problem.

DO
The plan is implemented as per the defined solution by across functional team.

Check
Check the implemented solution and also discuss further
improvements that can be possible or not?

Act
The implemented solution is documented if it has successfully solved the initial problem.
And If the solution is not satisfactory then again the cycle starts
over at the Plan phase for finding out other factors.
Benefits of the PDCA Cycle (Plan-Do-Check-Act Cycle)

It helps to implement Kaizen and other continuous improvement

 Eman

Smart Goals lean tool

Well defined-
SPECIFIC Clear to anyone-
10% 5%
Provides enough details

Counted –Identify
MEASURABLE measuring
tool/instrument

Attainable by clear defined

30% 15% ACHIEVABLE steps

Results oriented to
REALISTIC target

40% TIME BOUND Bound to due date

 Eman

Smart Goals Tips

• Put numbers

• Define tool to measure

• Define procedures

• Familiarize the target

 Eman

Smart goal Vs Inadequate goal

I want to loose 15 kg , by no sugar diet

I want to loose weight
and walk 5 track laps daily , by
31/01/20211
 Norhan

Lean tool :5S

Means :is a system for organizing spaces
so work can be performed effectively &
efficiently with safely.

Benefits:
1: Improved Quality

2: Improve in Safety

3: Set-up times reduced

4: Morale & Motivation Increase

5: Less stress for operators

6: Safer work environment

 Norhan

Example of 5S:Dentist Clinic

Dental cabinet:

Dental chair :
 Norhan

Poka Yoke = Mistake Proofing

Means :Mistake Proofing or Error

Prevention.

Benefits : prevents defects from being

made or it highlights a defect so that it is
not passed to the next operation.
 Norhan

Poka Yoke :

Analyze :
Control :
Improve
Define Measure
• Find the • Develop
• Describes • Research the • Measure
cause by and
and define frequency of the effect of
carrying out implement
the problem the problem the
problem a solution
adjustment
analysis
 Norhan

Example of Poka Yoke

 Omar

DEFINITIONS

Process Time/Cycle Time Process Lead Time

• Aka “touch time”, work time, cycle time, “hands-on” time. • “throughput time”, turnaround time, elapsed time.
• The time it takes (uninterrupted) to actually perform the work. • The elapsed time from the time work is made available
• The amount of time spent working on the particular item. until it’s completed and passed on to the next stage.
• Includes task-specific doing, talking and thinking (VA + NVA • Time before new orders can be processed
activities).
01 • Includes process time (cycle time) and waiting time. 02
• 95% of total lead time is NVA!!

Bottleneck Takt-Time
• Any resource whose capacity limits the amount of • “The Heartbeat of Customer Demand, It Sets the Pace”
information or material that flows through the process. • Is the rate of time needed to produce one quality part to
• Any resource whose capacity is equal to or less than the meet customer demand
demand placed up on it. • It is used to synchronize the pace of production with the
• Bottlenecks increase cycle time. 03 pace of sales (aligns manufacturing rate to customer 04
demand rate)
• Takt is a German word for beat
 Omar

RELATIONSHIPS

Process Time/Cycle Time Process Lead Time

• Cycle Time = Actual time required for a worker to complete one • Process Lead Time = VA + NVA + BVA times
cycle of his process • Process Lead Time = Cycle Time + Waiting Time
• Lead Time = Items in Queue * Time to Complete
(completions/hour)
01 • Velocity= No. of Value-Added Steps / Process Lead Time. 02

Takt-Time
Process Cycle Efficiency
• Takt Time = (𝑇𝑖𝑚𝑒 (𝑡𝑖𝑚𝑒 𝑦𝑜𝑢 ℎ𝑎𝑣𝑒))/(𝑉𝑜𝑙𝑢𝑚𝑒 (𝑐𝑢𝑠𝑡𝑜𝑚𝑒𝑟
• Velocity = (Flow / Responsiveness) 𝑑𝑒𝑚𝑎𝑛𝑑))
• Process Cycle Efficiency = Value-Added Time / Total Process
Lead Time
• If the process consists only of value-added activities, then 03 04
• The process cycle efficiency =100%
 Omar

CYCLE TIME VS TAKT TIME

If Process Time =
Takt Time
Exactly meeting demand, Leading to:
• Reduce Waiting
If Process • Reduce Unnecessary Inventory If Process
• Fulfilling customer demand.
Time > Takt time < Takt
Time Time
then the process falls behind The process is running faster
customer demand. than customer demand
Leading to: Leading to:
• Waiting for product. • Building inventory.
• Inventory shortage. • Overproduction.
• Spending waiting time.

Ideally should be
equal
 Omar
REDUCING CYCLE TIME EFFECT
Cycle time & Lead Time 5. Decreasing Production
Only what is needed should be produced, and it should
Only be produced when it is actually needed. Lead Time

4. Smaller Production Lot

Sizes

3. Reduce Finished Goods

Inventories

2. Reduce WIP

1. Reduce cycle time

 Eman

Six Big losses lean tool

• Six Big Losses categorize productivity loss from an equipment

• Targeted to Decrease loss

 Eman

Six Big losses lean tool

 Eman

Six Big losses lean tool

Availability loss
Description How to reduce

Big Loss #1: • Adequate PM plan

Availability Equipment breakdowns • Track your downtime
loss (unplanned downtime)

Big Loss #2: Setup • Implement Single-Minute Exchange of Die

Availability and adjustments (SMED) technique.(Another Lean Tool)
loss (planned downtime) • Bigger batches mean fewer batches
 Eman

Six Big losses lean tool

Performance loss
Description How to reduce
• Address deviations in real-time
• Train user to solve minor troubleshoot
•
Performance Big Loss #3: Minor
1.
Track patterns of performance loss :
Does production go down during a particular shift? 
loss stoppage 2. After routine maintenance? 
3. After a certain amount of run time?
• Standardize processes

Performance Big Loss #4: Reduced

• Search for misuse or poor maintenance
speed
loss
 Eman

Six Big losses lean tool

Quality loss
Description How to reduce

• Track the types of defects you see and closely

Big Loss #5: Product
Quality loss defects/rework
monitor aging equipment. 
• highly skilled maintenance team

Quality loss Big Loss #6: Startup scrap • Reduce startup production

Tracking and Training.
 Mohammed

Root Cause Analysis

What is Root Cause Analysis?

A problem solving methodology that

focuses on resolving the underlying
problem instead of applying quick fixes
that only treat immediate symptoms of
the problem. A common approach is to
ask why five times – each time moving
a step closer to discovering the true
underlying problem.

How to identify and solve the

problem?

5 steps should be take in consider to

solve any problems.
 Mohammed

Lean Tools
Root Cause Analysis Methods
- Cause and Effect Analysis ( Fish Bone 6M)
 Omar

Value Stream Mapping

Value Stream

• All of the activities required to fulfill a customer request from order to delivery.

Value Stream Mapping

• Originated in Toyota.
• Means charting the sequence of movements of:
• Information.
• Materials.
• Production Activities.
 Omar

Value Stream Mapping – When to use?

1 DEFINE • The Relationship Between Operation Steps

• Actual Illustration Of The Current Process

2 MEASURE • Measure all lean metrics

• Analyzing long lead times

3 ANALYZE • Waste analysis
• Highlight opportunities for improvement

• Waste elimination.

4 IMPROVE •
•
Reduce movement.
Improve lead time.
• Setting the improvement targets.

5 CONTROL • Sustain through the life cycle of the product/service

 Omar

Value Stream Mapping – Pros & Cons

Advantages
• Identification of material and information flow for a product family.
• Provides a visual map to facilitate understanding and
communications.
• Create a common vision for everyone involved.

Enablers • Allows easy identification of waste along value stream.

• Includes process time (cycle time) and waiting time.
• Identifies areas for improvement.
of VSM

Disadvantages Limitations
of VSM
• Provides only the production processes at certain moment of
time
• Only one type of product can be analyzed.
• might fail in scenarios with multiple products with no identical
material flow maps.
• Difficult to work with new technologies.
• Becomes Confusing when dealing with complex, multi-tier
product BoMs with multi-level Operation process charts.
• Biased for high volume, low variety manufacturing systems.
• Unable to show the impact on WIP, order throughput and
operating expenses of inefficient material flows.
 Omar
Value Stream Mapping Phases

Understand Current Develop

State Transformation Plan

01 02 03 04 05

Execute
Prepare Design Future State Transformation Plan
4 weeks prior to mapping 3 to 6 Months after mapping
 Omar
Value Stream Mapping Steps
10. Create Future State Map
1. Create A SIPOC Chart Improve

2. Map The Current State 9. Verify The Current State Map

• Swim lanes indicate movement into functional 01
02 10
departments.
• Enables classifying Value-added & Non-value added 8. Add Process And Lead
steps
03 09 Time Data
3. Scoping • Graphical display of time factor of value stream

Determine service/product to value stream 04 08 • Times on top = Lead time

• Times on bottom = Processing time (cycle time)
map
05 07
4. Draw The Process Flow 06
7. Add Process Data Collection
Begin with the customer
Boxes
• Walk the value stream and see the flow.
• Gather significant data for each step in the flow.
5. Add The Material Flow
Inventory, Approvals and Suppliers 6. Add The Information Flow
VSM – MATERIAL FLOW SYMBOLS Omar
VALUE STREAM MAP EXAMPLE Omar
 Mohammed
Single Piece Flow Lean Tools
What is Single Piece Flow? What are the steps for creating single piece
flow?
A method which is moving one work piece at • Decide the product
a time between work station within • Calculate Takt time
• Determine the cycle time
production area
• Possibilities of equipment to meet Takt time
In simple one, the parts are moved through • Create lean layout
operation from station to another • Determine no. of operators required
without work in progress (WIP) at any station • Balance the work between operators

What is the benefits of the single piece What are the common reason for single
flow ? piece flow failure ?

• Decrease time for production • Delay in quantity of material.

• Improving the quality and reduce defects • An unexpected breakdown to any machine
by early check • Lack of training to operators to proceed
• Continuous flow requires less space • Long and extra change over
• Reduce WIP at lowest possible level and • Too much distance between processes
encourage work balance
 Mohammed
Single Piece Flow
Lean Tools
Batch Production flow Vs one piece flow

Each piece takes one minute

Each step is a one minute process
 Ahmed

Just in Time :

What is Just in Time?

1-It is focused on the production of customer's requirement like when they want it, how many quantities

they want it, and where they want it?

2- In this methodology, we produce the only customer's ordered quantity instead of creating a large
stock of a product.
 Ahmed
It reduces unnecessary inventory
1

2 Minimize the storage need and it gives companies flexibility in their

BENEFITS manufacturing operations

3 Save unnecessary expenses.

JIT production systems focus on producing exactly the amount required at exactly the time the customer requires the product. JIT is
also referred to as lean production.

Example of JIT
 Kaizen Ahmed

What is Kaizen?

1- Kaizen stands for “continuous 2- Kaizen word comes from the 3- The Lean tool Kaizen includes
improvement” or “small Japanese words “kai” which the involvement of all
incremental means “change or improvement” employees, from top
improvements” of all areas of a & “zen” which means “for management to bottom
company. betterment.” personnel.
 Ahmed

Benefits of Kaizen

It Improves processes by eliminating waste.

Promotes personal growth of employees and the company.

Kaizen Improves quality, safety, cost structures, delivery,

environments and it improves customer service/satisfaction.
 How to implement Kaizen at our Ahmed

workplace
The Kaizen method is generally implemented in 5 different steps

1 Identify an area having a problem.

2 Analyze the data and method for the current process method.

3 Testing and evaluating improvement possibility.

Implement improvements.
4

Analyze results and present them to top management for feedback

5
Examples Lean tool Kaizen Ahmed
 Omar

Lean Tools: Gemba

•The Japanese term for “actual place”

Gemba •Refers to the place where value-creating work actually occurs

•The term is used to stress that real improvement requires a (shop-floor/real
workplace) focus based on direct observation of current conditions.

•Management by walking around

Gemba Walk •Upper management walking about the facility, observing and
conversing with front line employees before taking action

•The Toyota practice of thoroughly understanding a condition by confirming

Go and See information through personal observation at the source of the condition.
•Ex. Standardized work for a machine operator can’t be written at a deskin
“Genshi Genbutsu” the engineering office, but must be defined and revised on the gemba.
 Omar

Elements of Gemba Walk

3. Show Respect
• Trust the employee’s ability and desire to get the work done.
• The goal of the Gemba Walk is employee development.
• Do not offer solutions during the Gemba Walk.
• You will both collaborate on a solution later. 1. Go and See
03 01 This is an observation, not an interaction or
intervention.
• What did you see?
• Is the process different than expected?
• Does the process achieve the purpose?
• Does the process help the employee successfully
complete the work?
• Does the employee show a clear understanding of
the tasks involved?
• What tools, forms, patterns, or routines are used?

2. Ask Why 02
• What is the purpose of the process or practice you are observing?
• Is there waste (e.g., rework or bottlenecks) in the process or practice?
• What and where are the opportunities for process improvement?
• If the practice is not achieving the purpose, why not?
 Omar

Uses of a Gemba Walk

Process Improvement: Detecting Problems:

Process Detecting
To review the processes and highlight A Gemba walk can be a great method
areas of improvement Improvement Problems to identify the root cause of a problem.

Employee Engagement: Improving Safety:

Improving employees morale as the Employee Detecting potential hazards.
manager listens to their concerns, ideas Improving Safety
Engagement
and other information
 Omar

Steps for a Gemba Walk

11. Return to the Gemba
1. Prepare the Team Perform future Gemba walks to observe the changes
Let team members know what a Gemba walk you have implemented and if they achieved the
is, and why they will be observed during the desired results.
process.
10. Follow-up with
2. Have a Plan
Prepare questions to ask, and have a 10 Employees
structured plan laid out. 01 09 Follow-up with employees to share what
you have learned and plan ahead for your
3. Follow the Value Stream 02 08 next steps.

Follow the flow of value and observe areas with a high 9. Mix Up the Schedule
potential for waste optimization.
03 07 Gemba walks should not be scheduled at the same
time; mix it up to see how processes may change
4. Focus on Process, 04
05
06 throughout the day or week.

Not People 8. Walk in Teams

Gemba walks are not employee performance evaluations, Gemba walks can be effective in teams, especially if
they are meant for observing, understanding, and improving the walk involves people from another department.
processes.
7. Don’t Suggest Changes
5. Document Observations 6. Ask Questions During the Walk
Always record your observations and findings. Ask who, what, where, when and why questions. A Gemba walk is for observation only.
To uncover why operations are performed in a Action comes after.
particular order.
 Omar
Questions to Ask During a Gemba Walk
Why?
• Why are we performing this step?
• What value does this work add for the customer?
• Why don’t you use the visual management
board?

Who? When?
•
•
Who are the people involved in the process?
Who provides input for the processes?
During a Gemba Walk • Are process inputs available when needed?
• Is work from this process being pulled through by
• Who are the “customers” of the process? the next, or do outputs sit idle?
• Who do you talk to when something goes • Is the waste of waiting observed?
wrong? 1. Evaluate the Process.
2. Ask Questions.
3. Document.

What? Where?
• What are the inputs and outputs of the process? • Does the space where the work is preformed conform
• What obstacles inhibit flow or produce waste? to 5S?
• What are you working on right now? • Are necessary materials and equipment conveniently
• What challenges are you facing? located?
• What can you fix? • Do you notice the waste of motion?
• What can’t you fix?
 Eman

SMED lean tool

WHAT IS SMED?
SMED (Single-Minute Exchange of Die) is a system for
dramatically reducing the time it takes to complete equipment
changeovers.

The essence of the SMED system is to convert as many

changeover steps as possible to “external” (performed while
the equipment is running), and to simplify and streamline the
remaining steps.

The name Single-Minute Exchange of Die comes from the goal of

reducing changeover times to the “single” digits (i.e., less than
10 minutes).

Target : Decrease Loss

Eman
 Eman

Before starting : If changeovers represent a significant percentage of

lost productive time (e.g., at least 20%) consider proceeding with a
SMED program

Step 1:
Identify Pilot Area Investigate : Location-Variation in the
changeover time- Opportunities-
Familiarity- Constraint
Step 2:
Identify Elements Monitor : the changeover process
(Procedures-time)

Step3 : Separate the steps that is performed while the

Separate External equipment is running
Elements
Retrieval of parts, tools, materials, and/or
instructions.
Inspection of parts, tools, and/or materials.
 Eman

Steps of SMED
Step 4: Finish Cleaning tasks
Convert Internal Prepare parts in advance
Elements to alignment and other
External adjustments

First priority should be given to

Step 5:
internal elements
Streamline
Eliminate unnecessary motion
Remaining
Eliminate waiting
Elements
Standardize hardware (e.g., so fewer
tools are needed)
Create parallel operations : (with
concern of safety)
 Mohammed

Total productive maintenance (TPM)

is a strategy that operates according to the idea that everyone in a facility should participate in
maintenance, rather than just the maintenance team. This approach uses the skills of all employees
and seeks to incorporate maintenance into the everyday performance of a facility.

1. Autonomous Maintenance
2. Focused Improvement
3. Planned Maintenance
4. Quality Maintenance
5. Early equipment management
6. Training and education;
7. safety, health and environment
8. TPM in administration
 Mohammed
• Benefits of Total Productive Maintenance
(Direct& In-Direct Benefits)
Less unplanned downtime Increase in employee
resulting in an increase in OEE confidence levels

Reduction in customer Produces a clean, orderly

complaints workplace
Direct In
Direct

Reduction in workplace Increase in positive attitudes

among employees through a
accidents
sense of ownership

Reduction in Pollution control

manufacturing costs measures are followed
TQM _ TOTAL QUALITY MANAGEMENT
Ahmed

CONTINUOUS FOCUS ON
IMPROVEMENT
CUSTOMER

EMPLOYEE
COMMUNICATION

TQM
INVOLVEMENT

DECISION MAKING PROCESS

BASED ON FOCUS CENTERED

SYSTEMATIC
APPROACH INTEGRATED
SYSTEM

What is Total Quality Management?

Total Quality Management is a customer-oriented process and it focuses on continuous improvement of Product, Process
or Service of an organization .
 Ahmed
Goal
• increase the quality at every single step
of Total Quality Management
(TQM)
in an organization.

The Principles of Total Quality Management

A strategic and Process-centered — Employee

systematic approach Integrated system involvement

. Decision-making TQM emphasis on

Focus on customer
based on facts teamwork

TQM establishes a Increase the Continuous

quality-oriented culture awareness OF improvement OF
of organization QUALITY Benefits

Communication

It will increase commitment towards continuous improvement within the

organization
 Omar
How To Know If Your Organization Is Lean?
2. Visual
1. Clean and 3. Visible 4. Well-Defined
Production
Orderly Work Equipment Defect
Plans and
Areas (5S) Status (Andon) Occurrences
Instructions

8. Well-
5. Little Work in 6. Streamlined 7. Clearly
Maintained
Process (WIP) Material Marked Reorder
Equipment
Inventory Handling Levels (Kanban)
(TPM)

10. Noticeable
9. Stress Free
Signs of
Employees
Improvement