Hoorcollege 5
The Lean philosophy
De oorsprong van Lean gaat terug naar 30 jaar geleden in Japanse bedrijven. Dit is doorgevoerd in het Toyota Production System, in 1950 door Taiichi Ohno. Later is het een hype geworden in de Westerse wereld. In het verleden kwamen hier ook al flarden voorbij, maar door het uitkomen van een boek werd de theorie pas echt populair.
De kern van Lean is het tegengaan van verspilling (waste). Onder ‘waste’ wordt alles beschouwd waar je als klant geen belangstelling voor hebt. 3 Japanse termen:
Muda (activitieit dat verspilling is en geen waarde toevoegd)
Mura (niet in evenwicht)
Muri (te veel grondstof/bronnen gebruiken)
T-I-M-W-O-O-D: 7 vormen van waste.
T Transportation: verplaatsen van materiaal
I Inventory: niet meer produceren dan je nodig hebt, geen grote batches en geen grote voorraden
M Motion: niet onnodig bewegen (vooral werknemers)
W Wait: onnodige wachttijden
O Over-processing: niet meer doen dan nodig is en dan de klant vraagt
O Over-productie: niet te veel of te vroeg produceren
D Defect: maak producten met goede kwaliteit
Het doel: Produceer wat gevraagd is, hoeveel gevraagd is, wanneer het gevraagd is en waar het gevraagd is, en dit alles tegen zo laag mogelijke kosten.
Het gaat dus niet om kosten reductie, maar wanneer je het goed doet gaat dit automatisch tegen zo laag mogelijke kosten.
Realiseren van de Lean philosophy:
Deze strategie is heel toolgericht, er wordt veel gebruik gemaakt van hulpmiddelen.
Laat dingen niet doorsudderen. Wanneer je merkt dat er iets is dat niet goed gaat stop je en probeer je het te verbeteren.
Wees pragmatisch: defecten bestaan, maar het lange termijn doel is dezen
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Notes en collegeaantekeningen Supply chain Operations, Groningen
Aantekeningen bij de hoorcolleges van Supply chain Operations
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