The basic idea of lean concept is to sequence the operation or production, in order to improving the productivity by reducing the unnecessary, un reasonable, Non-Valve added activity (NVA) and to promote the valve added (VA) activity

Effective HR professional points under lean management are


  • Standard Operating Procedure 
Standard operating procedure is a set of step by step procedure to compiled by set of people to help the worker or operator to perform a task in a uniform manner . Main purpose of standard operating procedure is to reduce the miscommunication and to improve the efficiency of a working environment
  • Key proformance index
A Key Performance Index (KPI) is a measurable value that demonstrates how effectively a company is achieving key business objectives. KPIs are important for the plant floor because they are highly effective for exposing, quantifying and visualizing muda (the Lean term for waste); and they are also highly effective motivators. The essence of Lean manufacturing and the central theme of the Toyota Production System are to eliminate waste — to relentlessly eliminate all activities that do not add value for your customer. Effective KPIs quantify waste; provide an early warning system for processes operating outside the norm; and offer important hints to where improvement efforts should be focused. KPIs also function as very effective motivators. Motivation theory is a complex field with many diverse opinions. However, there is wide agreement that a central key to effective motivation is setting challenging but attainable goals
  • 5S

5S is a philosophy and a way of organizing and managing the workspace and work flow with the intent to improve efficiency by eliminating waste
5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or translated into English, they all start with the letter "S". The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order. Seiri-Sort out Seiton-Set in order Seiso-Shine or clean Seiketsu-Standardize Shitsuke-Sustain

  • Policy Deployment (Hoshin kanri)
The words "hoshin" and "kanri" mean direction and administration, respectively. Used together, they bring the meaning of “How do we manage our direction” or “How do we make sure we go the right way”. Hoshin kanri provide takes into account execution every step of the way, providing you with a systematic method of strategic planning and managing progress toward achieving your strategic goals.
  • Kanban
Kanban is a workflow management method designed to help you visualize your work, maximize efficiency and be agile. From Japanese, Kanban is literally translated as billboard or signboard. It is used in manufacturing to mean a visual signal that tells when it is time to get or make more of something. The simplest Kanban board may start with three columns – “Requested”, “In Progress” and “Done”. When constructed, managed and functioning properly, it serves as a real-time information repository, highlighting bottlenecks within the system and anything else which might get in the way of smooth working practices.
  • Continous improvement (Kaizen)
Continual Improvement Process, also often called a continuous improvement process (abbreviated as CIP or CI), is an ongoing effort to improve products, services, or processes. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once. Delivery (customer valued) processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility.
  • Plan Do Check Act (PDCA)
PDCA was created by W Edwards Deming in the 1950’s as an easy to follow Problem Solving Cycle. Deming was tasked with helping Japan rebuild its economy in the 1950’s.His purpose was to use PDCA with a Continuous Improvement process to help rebuild Japanese industries so that they could compete in the world market in the future. It is an essential part of the lean manufacturing philosophy and a key prerequisite for continuous improvement of people and processes.

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