5 Lean Manufacturing Methods to Borrow from Japan

To meet quality and productivity demands, Lean Manufacturing — born from the Japanese automotive industry — offers a wealth of strategies: the Kaizen method, Monozukuri, the Jidoka method…

The Japanese automotive industry remains a benchmark for the application of methods that have revolutionised industrial processes. As demands for productivity, quality and reliability have grown ever higher since the industrial revolution, the tools of Lean Manufacturing remain as relevant as ever — driving greater productivity and improving working conditions on the shop floor.

In this article, we explore the 5 essential methods to borrow from Japan.

Eliminating Waste: Muda, Muri, Mura

The objectives of Lean management are pragmatic: reduce project costs and timescales whilst eliminating all non-value-adding activities within a business.

Eliminating these non-value-adding activities — known as waste — is the mission of Lean Manufacturing, which aims to reconcile productivity and quality. The goal is to improve existing processes within the business, making them higher-quality and more cost-effective.

To eliminate this waste, it must first be identified. Waste is classified into three main categories:

• “Mudas” are tasks that add no value to the business yet are never called into question.

• “Muris” are tasks that are too difficult to perform and thus pose a risk to the final process.

• “Muras” are uncontrolled fluctuations in the production process that render it unstable, and therefore inefficient.

• Read also: Becoming a Muda Hunter

To simplify the “waste hunt” in companies, wastes are separated into 7 “Lean Mudas”:

• Unnecessary movements

Detecting these wastes is the first step when seeking to increase productivity. It works alongside other Lean Management methods, which subsequently enable these wastes to be reduced to a minimum.

Error-proofing: the Poka-Yoke method

The Poka-Yoke method is one of the most widely used Lean Management methods. It translates literally as “error-proofing” and comprises a set of strategies aimed at preventing defects across the entire production line. To implement the Poka-Yoke method in a given production process, the approach involves identifying errors at each workstation, then applying the strategy best suited to the defects brought to light.

However, it is possible to encounter an unavoidable defect. In such cases, implementing a detection and response system is the appropriate approach. This is the principle of Jidoka, which often accompanies the Poka-Yoke method and serves as its complement.

Action and reaction with the Jidoka method

Unlike the Poka-Yoke method, this Lean Management method only comes into play once an error has occurred, enabling the automatic stopping of machines when an anomaly is detected. It can be translated as “autonomation”, a blend of the words “autonomous” and “automation”, and it encompasses five key principles:

The five key Jidoka principles in detail

• Detect: Parts on the production line are equipped to detect anomalies such as production defects, raw material errors, or machine breakdowns. An alert system is also installed to notify operators when a malfunction is detected.

• Alert: If a machine detects an anomaly, it must be able to stop or slow down automatically, without operator intervention.

• Secure: If a production stoppage is identified, operators must be able to take appropriate measures to restore production. Relevant corrective actions are then implemented.

• Analyse: Managers must then conduct a retrospective analysis of the causes of the production stoppage in order to apply permanent solutions and prevent further stoppages.

• Improve: If the problem persists, a designated team must conduct an investigation to address the root cause of the anomaly.

Jidoka is often characterised as one of the pillars of Toyotism, alongside Just-in-Time.

The Just-in-Time method

The Just-in-Time (JIT) method involves waiting for a customer order before sourcing materials.

It requires a reorganisation of conventional industrial production, as the focus shifts from planning production based on sales forecasts to manufacturing only what has been ordered. This avoids excessive intermediate stocks, since the raw materials ordered will necessarily be used. In addition to reducing storage costs, this method also limits waste and improves the quality of finished goods.

These objectives are embodied by the concept of Monozukuri, which captures the very essence of Japanese manufacturing, whose aim is to eliminate all forms of waste.

Optimising Costs with Monozukuri

Monozukuri is a Japanese term made up of the word “mono”, meaning “things”, and the word “tsukuri”, meaning “to make” or “to produce”. The objective of Monozukuri is to optimise costs whilst improving quality.

The Monozukuri concept rests on three pillars:

• Product and development, referring to the design phase

• Supply chain

Pursuing Continuous Improvement with the Kaizen Method

Like Monozukuri, the Kaizen method is a hallmark of Lean Management. It aims for continuous improvement by encouraging all employees to make small, beneficial changes in order to improve company productivity. The Kaizen system encompasses numerous quality management methods.

Lean Manufacturing offers a wealth of techniques for improving processes, such as the Six Sigma method, the Kanban method, the DMAIC method, and the 5S method — all of which may be worth implementing in your organisation, depending on the nature of the problem at hand.

Article written by Emma Guignard Photo credit: Unsplash – Jezael Melgoza GIFs: Giphy