LEAN

The modern approach in design and production process management

Why Lean Production?

production isometric

What is Lean Production

production isometric
It is an internationally proven approach aimed at minimizing waste in production processes. Having studied the principles of lean philosophy, BUSINESS ELEMENTS proposes innovative reasoning for redesigning productive activity with central axes:

Results

According to international reports, lean production can increase productivity by 27% and reduce:

0 %
of non-value-added processes
0 %
inventory
0 %
lead time
0 %
maintenance time
0 %
machines downtime
0 %
required production and storage area
0 %
sold products cost
0 %
required working capital

Therefore, can increase:

0 %
productivity

(source MANUFACTURING ADVISORY SERVICE, UK)

How to eliminate waste

The basic action axes for the battle against the waste, as defined by the terms of lean methodology, are presented in the figure below.

Flow creation

Continuous Flow

  • Line design
  • Continuous flow by resource balance

Pull Production

  • We produce what is needed, when is needed

Losses

Value added vs non-value added activities

  • We identify value added and non-value added activities

Value stream

  • We identify the value stream 

Continuous improvement

Continuous improvement

  • Eliminating losses
  • Active participation of employees
 

Tools / Techniques

BUSINESS ELEMENTS selects, adapts and applies the appropriate tools / techniques and offers solutions that lead to the optimization of unit production capacity.

Overall Equipment Efficiency, OEE

We measure productivity

OEE is the central indicator for measuring productivity. This indicator contains three components:

We design and implement measurement systems in order to create a way of progress monitoring and eliminate waste from the production process.

We organize actions for the continuous evaluation of OEE and the planning of improvement actions.

Value Stream Map (VSM)

We reveal the improvement margins

Value Stream Mapping (VSM) is one of the main tools for tracking losses and identifying improvement margins. This is a technique used to macroscopically map the flow of materials and information required in the production chain.

With the VSM display, we quantify the current and future state of the processes and highlight the improvement opportunities.

Flow

We design production lines

The main component of lean methodology is flow. Lean Production proposes contrary to the traditional way, a flexible traction system, where demand directly determines the quantities produced. Processes are performed in a continuous flow, without interruptions or waiting, by balancing the execution rate of the processes. The lean theory promotes the simplification of programming systems by visually alerting the people that “run” the processes, to ensure complete control of the flow.

We turn a classic factory into a lean factory, through a revolutionary differentiation of how it works. Necessary steps for this conversion are:

SMED

We reduce machine preparation time (setup)

We apply the SMED technique, which aims to minimize the setup time of the machines, through specific actions such as:

We implement SMED actions during workshops with employee’s participation and we achieve improvement in change times at the level of 40%.

5s

We organize the workplace

We use the 5s technique, to reduce waste through workplace or storage reengineering, cleaning and standardization, with the following actions:

We implement 5s actions during workshops with employee’s participation and we form organized workplaces that achieve safer, more efficient and productive operation.

Total Productive Maintenance, TPM

We apply lean techniques to maintenance

TPM is a holistic approach to maintenance, focusing on active and preventive maintenance in order to maximize the operating time of the equipment. It is implemented through 8 action axes, known as TPM pillars.

In order to apply TPM techniques, we emphasize the empowerment of organizations that contribute to the maintenance of their equipment, removing the distinct line between maintenance and production. We create a sense of ownership for the equipment and encourage employee participation.

kaizen

We promote continuous improvement

The word kaizen comes from the Japanese words Kai, which means “change” and Zen, which means “for better”.

We are shaping a new way of thinking for employees focusing on continuous improvement. Our goal is for employees to work actively together to make improvements in the production process, through a routine of small daily proposals to reduce any form of waste.

Six Sigma, 6σ

We implement Six-Sigma projects

Six Sigma is an international methodology, based on the measurement and statistical data processing for performance improvement and deviation reduction in a process that focus on a product, service or transaction. Unlike quality control methodologies, which have focused on detecting and correcting problems at various stages of a process, Six Sigma is a comprehensive study to recreate the process so that imperfections and errors do not arise.

The Six Sigma methodology is based on the implementation of five steps described internationally abbreviated as DMAIC:

BUSINESS ELEMENTS applies the 6s study to reduce deviations in sizes with significant sensitivity, such as quality results or processes that must have a low error margin (e.g. in the field of health).

More Services

Business Consulting

Ιnnovative techniques for process analysis and redesign.