Lean Manufacturing - M.Ravichandran

Lean manufacturing is a series of methods, philosophies and tools used to eliminate waste or defects in a business while productivity is improving.

“Going lean” starts with eliminating waste to focus on added value to the process. There are several types of waste:

•  Defects
•  Overproduction
•  Waiting
•  Non-utilized talent
•  Transportation
•  Inventory
•  Motion
•  Extra Processing

 

Let’s have a look at lean tools and techniques to minimize waste and maximize production.

 

Kaizen: The “Kaizen” means the “change for the better.” The idea of Kaizen is continuous improvement. It makes teams work together proactively and take responsibility for the respective areas within the business.

 

5s System: The 5S system is a method deriving from five Japanese words: seiri, seiton, seiso, seiketsu and shitsuke. These words mean to organize, tidiness, clean, standardize and sustain.

 

Kanban: Kanban eliminates waste from inventory and overproduction by following a method for streamlining the flow of inputs.

 

Heijunka: Heijunka is a Japanese term for “leveling.” Leveling is a kind of process that manufactures products in smaller batches by sequencing varying products in the same process.

 

Just in Time (JIT): Just in Time is a management theory involving only on manufacturing a product when customer needs it without it being hung up in stock.

 

SMED: Single-minute exchange of dies (SMED) is a process used to greatly reduce the time it takes to complete equipment changeovers.

 

Poka-Yoke: Poka-Yoke – a Japanese term for "mistake proofing" – is a technique used to ensure lean process manufactures quality products. Its purpose is to minimize or eliminate defects by preventing, correcting, or bringing to light any human errors that are occurring.

 

While considering the implementation of lean manufacturing, it's essential to keep the lean manufacturing cycle in mind: Identify value, Map the value stream, Create flow, Establish pull and Strive for perfection. 

Minimalism - M.Ravichandran

As we grow up, the desire to get such signs of success – be it a sophisticated villa, a luxury car or a business with revenue in the millions and customers around the globe – grows all the more enthusiastic.

Consequently, we are relentlessly striving for more: more money, more business, more assets, more luxury items, more of anything and everything.

But perhaps the ball is now returning back. It seems that more people are playing with the concept that excess does not necessarily go ahead to genuine satisfaction.

Contrary to popular belief, minimalism is not simply a case of ridding yourself of your possessions, moving into a tiny house, having a piece ‘capsule’ wardrobe or living a nomadic lifestyle.

Joshua Becker, the best-selling author of several books on minimalism and the man behind the widely popular blog Becoming Minimalist, shared his own definition:

“Minimalism is the intentional promotion of the things we most value by removing anything that distracts us from it. Please take note that minimalism is not about reducing the amount of everything. Quite the opposite: it is about reducing distractions to maximise more important pursuits.”

This distinction can play a pivotal role in how an organisation is run.

Often, business leaders plug away under the premise that bigger is always better. As such, they strive for expansion into new territories, branch out into different industries and expand their workforce in the hope of netting greater profits and more apparent success.

Put simply, bigger business can involve bigger risk. A higher profile inevitably leads to more exposure – which is not always a positive thing. Being thrust into the limelight can force ruffled rivals to investigate nooks and crannies, finding weaknesses or flaws to counter or highlight.

Higher exposure can also encourage more competition and a throng of copycats, some of which could ultimately do a better job. Further, more customers require more support, but rising costs don’t always correlate with growing profits.

Indeed, bigger can mean more expenses and more investment, which can dent profit margins rather than widen them.

Apple serves as a brilliant example of how this approach can also entail a decisive refocus on a few key products.

Writer and brand strategist Wesley Gant elaborated further: “One of the most notable turnaround stories in the history of business was Steve Jobs’ return to Apple in 1997, when the company was only months from bankruptcy.

“One of his first moves was to completely eliminate whole divisions, and reduce the product line to just four products: one desktop and one laptop for the casual user, and the same for the professional user.”

“That was the start of a course that would lead Apple to become the most valuable brand in the world. Jobs followed a minimalist, ‘zen’ philosophy, and Apple’s approach – to business and to products – became an influential case study for not only Silicon Valley, but entrepreneurs, designers and CEOs everywhere.”

Theory of Constraints - M.Ravichandran

The Theory of Constraints is a way towards profit.

At least one constraint shall be there in every business. Constraint limits the system from getting more of whatever it strives for, which is in fact a profit. 

The theory defines a method that can be in force to manage constraints, thereby increasing profits.

Most of the businesses yet considered for a chain of processes that transform inputs into saleable outputs.  

It is realized that conventional accounting systems do not support TOC, or lean-based efforts. It proposes replacing all traditional measures derived from the "product cost" accounting paradigm.

The following measures are the only way to increase profit through TOC:

Throughput: For which price the organization generates money through sales. Throughput represents all the money coming into an organization.

Inventory: All the money the organization invests in things it intends to sell. Inventory represents all the money tied-up inside an organization.

Operating Expense: Operating Expense is all the money an organization spends turning Inventory into Throughput. It represents the money going-out of the organization.

All three of these measures are interdependent. This means that a change in one will result in a change in one or more of the other two. 

Therefore, to improve organization using TOC, we as the change agent would adhere to the following formula:

Maximize Throughput while Minimizing Inventory and Operating Expense.

Relationship between Human and Robot - M.Ravichandran

Robots play well to achieve the tasks in most of the shop floors. Human resources need to take training for more tech savvy roles in designing and programming.

By the way, the relationship between human and robot has to be strong enough as well as safe.

Deep focus required for new developments in artificial intelligence, facilitating robots to play more cognitive tasks and make more independent decisions.

The story can include data describing restrictions and various parameters such as material types, available production methods, budget limitations and time constraints.

The algorithm explores every possible configuration, before homing in on a set of the best solutions.

The proposed solutions can then be tested using machine learning, offering additional insight as to which designs work best.

One of the major advantages of this approach is that an artificial intelligence algorithm is completely objective – it doesn’t default to what a human designer would regard as a “logical” starting point.

No assumptions are taken at face value and everything is tested according to actual performance against a wide range of manufacturing scenarios and conditions.

Artificial intelligence algorithms can also be used to optimize manufacturing supply chains, helping companies anticipate market changes.

This gives management a huge advantage, moving from a reactionary/response mindset, to a strategic one.

Artificial intelligence algorithms formulate estimations of market demands by looking for patterns linking location, socioeconomic and macroeconomic factors, weather patterns, political status, consumer behavior and more.

This information is invaluable to manufacturers as it allows them to optimize staffing, inventory control, energy consumption and the supply of raw materials. 

From the designing process and shop floor, to the supply chain and administration, artificial intelligence is destined to change the way we manufacture products and process materials forever.

You are welcome - M.Ravichandran

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