Get Leaner — Mr. David Taylor — 9th December 2013.

When David Taylor star­ted to talk about get­ting leaner he made it clear that his sub­ject was noth­ing to do with slim­ming but rather instig­at­ing effi­cient pro­duc­tion sys­tems in man­u­fac­tur­ing. He used Henry Ford as an example of flow pro­duc­tion when he pro­duced the model ’T’ Ford .  If he was pro­du­cing 1000 cars a day he would pro­duce 1000 axles per day and 1000 body panels. In other words just enough com­pon­ents were man­u­fac­tured for the right number of cars and there was no waste. However when dif­fer­ent models of cars were intro­duced it was neces­sary to have vari­ous depart­ments making parts to stock. Larger and more expens­ive machines were cre­ated to do the work. These had to be kept run­ning to jus­tify their exist­ence. Parts and com­pon­ents were made to stock rather than to order. The mass pro­duc­tion system star­ted to replace the flow system and inef­fi­ciency began to creep in. Production times, waste, and errors all went up, whilst cus­tomer sat­is­fac­tion went down. The flow­chart of work going through a fact­ory took  on the appear­ance of spa­ghetti.

Around 1947 Sakichi Toyoda decided to man­u­fac­ture cars but they had to be better than what was being pro­duced at the time, and so they sent an engin­eer by the name of Taiichi Ohno to study the Ford man­u­fac­tur­ing system. He iden­ti­fied large areas of inef­fi­ciency or waste in the man­u­fac­tur­ing pro­cess.

  1. Waste of over pro­duc­tion (largest waste)
  2. Waste of time on hand (wait­ing)
  3. Waste of trans­port­a­tion
  4. Waste of pro­cessing itself
  5. Waste of stock at hand
  6. Waste of move­ment
  7. Waste of making defect­ive products

They star­ted to develop the Toyota Way aimed at redu­cing all 7 above in favour of more value added work. This became the prin­ciple of ‘just in time’ and ‘lean man­age­ment’ sys­tems.

David Taylor has worked at Cardiff University on many pro­jects with vari­ous com­pan­ies, intro­du­cing the lean man­age­ment system across a broad spec­trum of activ­it­ies. These include the NHS, a pork meat fact­ory, and a char­ity in India reunit­ing run away boys with their fam­il­ies again. He showed what sav­ings could be achieved by get­ting the work­force within a com­pany, involved in plan­ning and waste man­age­ment. Apart from redu­cing waste and increas­ing pro­ductiv­ity the ‘lean man­age­ment’ system increases the  moral within an organ­iz­a­tion, and increases cus­tomer sat­is­fac­tion.