Introductory Chapter: Introduction to Lean Manufacturing

*Fausto Pedro García Márquez and Isaac Segovia Ramirez*

## **1. Introduction to Lean Manufacturing**

Lean manufacturing, also called lean production, was originally created in Toyota after the Second World War in the reconstruction period [1]. It is based on the idea of eliminating any waste in the industry, i.e., any activity or task that does not add value and requires resources [2]. It is considered in any level of the industry, e.g., design, manufacturing, distribution, and customer service. The main wastes are as follows:


The wastes eliminated should improve the improvement of the quality and the reduction of the cost and time in the manufacturing. The main tools are [3, 4] the following:


The diversity of the issues is covered in this book from algorithms, mathematical models, and software engineering by design methodologies and technical or practical solutions [5, 6]. This book intends to provide the reader with a comprehensive overview of the current state of the art, case studies, hardware and software solutions, analytics, and data science in dependability engineering.

## **Author details**

Fausto Pedro García Márquez\* and Isaac Segovia Ramirez\* Ingenium Research Group, University of Castilla-La Mancha, Spain

\*Address all correspondence to: faustopedro.garcia@uclm.es and isaac.segovia@uclm.es

© 2020 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/ by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

**3**

*Introductory Chapter: Introduction to Lean Manufacturing*

*DOI: http://dx.doi.org/10.5772/intechopen.90005*

**References**

[1] Shah R, Ward PT. Lean manufacturing: context, practice bundles, and performance. Journal of Operations Management.

[2] Pliego Marugán A, García

Márquez FP, Lev B. Optimal decisionmaking via binary decision diagrams for investments under a risky environment. International Journal of Production Research. 2017;**55**(18):5271-5286

[3] Feld WM. Lean Manufacturing: Tools, Techniques, and How to Use

Jambekar A. Classification scheme for lean manufacturing tools. International

Them. CRC Press; 2000

2003;**41**(13):3075-3090

2014;**97**:1875-1885

[4] Pavnaskar S, Gershenson J,

Journal of Production Research.

[5] Bhamu J, Singh Sangwan K. Lean manufacturing: Literature review and research issues. International Journal of Operations and Production Management. 2014;**34**(7):876-940

[6] Sundar R, Balaji A, Kumar RS. A review on lean manufacturing implementation techniques. Procedia Engineering.

2003;**21**(2):129-149

*Introductory Chapter: Introduction to Lean Manufacturing DOI: http://dx.doi.org/10.5772/intechopen.90005*

### **References**

*Lean Manufacturing and Six Sigma - Behind the Mask*

• Mixed model processing.

production system.

• Elimination of time batching.

• *Control charts.* For checking mura (unevenness).

and generating a binary product-machine matrix.

tions, analytics, and data science in dependability engineering.

Fausto Pedro García Márquez\* and Isaac Segovia Ramirez\*

\*Address all correspondence to: faustopedro.garcia@uclm.es

Ingenium Research Group, University of Castilla-La Mancha, Spain

digit" should be less than 100 seconds.

• Redesigning working cells.

• Single point *scheduling.*

product defects.

**Author details**

and isaac.segovia@uclm.es

provided the original work is properly cited.

• *Kanban* (pull systems). The lead time and cycle time are measured in several areas of the production in order to detect any problem and avoid it, e.g., to establish an upper limit to work in process inventory to avoid overcapacity.

• *Total productive maintenance*. The production system is considered as a whole, and the maintenance is focused on that. It leads the integrity of the maintainability, safety, quality to the assets, and human resources that add value to the

• *Rank order clustering. It is* employed in production flow analysis, considering the classification of machines and the technological cycle information control

• Single-minute digit exchange of die (SMED). The idea is that the changeovers and startups will be done in a "single-minute digit," usually 10 minutes. A similar concept is one-touch exchange of die (OTED), where the "single-minute

• *Poka-yoke* (error-proofing). It is considered as the tool that leads to the operator to avoid (*yokeru*) mistakes (*poka*). It leads to reduce or eliminate the

The diversity of the issues is covered in this book from algorithms, mathematical models, and software engineering by design methodologies and technical or practical solutions [5, 6]. This book intends to provide the reader with a comprehensive overview of the current state of the art, case studies, hardware and software solu-

© 2020 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/ by/3.0), which permits unrestricted use, distribution, and reproduction in any medium,

**2**

[1] Shah R, Ward PT. Lean manufacturing: context, practice bundles, and performance. Journal of Operations Management. 2003;**21**(2):129-149

[2] Pliego Marugán A, García Márquez FP, Lev B. Optimal decisionmaking via binary decision diagrams for investments under a risky environment. International Journal of Production Research. 2017;**55**(18):5271-5286

[3] Feld WM. Lean Manufacturing: Tools, Techniques, and How to Use Them. CRC Press; 2000

[4] Pavnaskar S, Gershenson J, Jambekar A. Classification scheme for lean manufacturing tools. International Journal of Production Research. 2003;**41**(13):3075-3090

[5] Bhamu J, Singh Sangwan K. Lean manufacturing: Literature review and research issues. International Journal of Operations and Production Management. 2014;**34**(7):876-940

[6] Sundar R, Balaji A, Kumar RS. A review on lean manufacturing implementation techniques. Procedia Engineering. 2014;**97**:1875-1885

**5**

**Chapter 2**

**Abstract**

**1. Introduction**

Model of Tacit Knowledge

Implementation in an

Organization

Transfer in Lean Management

*Norani Nordin, Roshidah Mohamed and Naoshi Uchihira*

The increase in competition worldwide had driven organizations to face with new challenges. The situation had prompted the manufacturers to perform a variety of effective strategies such as the implementation of lean manufacturing system in their organization. In this study, the key elements in developing the lean tacit knowledge transfer within the organization were identified. In addition, this study also investigates the transfer of lean tacit knowledge, which involves the sender and the recipient of lean knowledge within the organization. Data were collected through a single case study for a period of 2 months in an automotive manufacturing plant in Malaysia. The results of the study found that the lean knowledge could be developed through a number of key elements. A model of tacit lean knowledge transfer was developed to help improve work performance during the implementation of lean manufacturing system. In addition, the development of the model can explain how lean knowledge was developed and transferred from one party to another in the organization. The existence of such a model could assist an effective lean manufacturing implementation with every organization should has a good lean knowledge and understand how to properly implement lean in the production process.

**Keywords:** lean manufacturing, lean knowledge, tacit knowledge transfer, case study.

Changing the lean manufacturing is a radical process and not an easy task. A significant organizational change must take place within the organization in order to create the basis for lean to take hold. The lean transition process requires significant changes in the company's function [1]. There must be a form of sharable knowledge at an organizational level to ease the transition. In the comprehensive review of the literature by [2], two gaps were identified that required an understanding of sharable knowledge development processes. Both of these concerns dealt with the individual knowledge development and the methods of how an organization developed a sharable knowledge from individual knowledge to organizational knowledge.

Three domains that serve as the foundation of this study are: knowledge development, knowledge management driven by knowledge development and conveyance, and strategic change implementation (change management), primarily process innovation. To have a level of organizational knowledge is to say that knowledge was held

### **Chapter 2**
