The following was not one of the effects of Ford’s assembly-line production methods: people were replaced by machines. The following was not one of the effects of Ford’s assembly-line production methods: people were replaced by machines.

What effect did the assembly line have on the manufacturing industry? Large quantities of goods could be produced quickly and cheaply so that they could be sold at a lower price.

Which statement describes one way in which Henry Ford’s production practices differed from past production practices? Ford used interchangeable parts in his assembly lines. Ford hired only skilled workers for his assembly lines. The workers stood still in Ford’s assembly lines.

1913

In January 1914, Henry Ford started paying his auto workers a remarkable $5 a day. Doubling the average wage helped ensure a stable workforce and likely boosted sales since the workers could now afford to buy the cars they were making. It laid the foundation for an economy driven by consumer demand.

A motor and rope pulled the chassis past workers and parts on the factory floor, cutting the man-hours required to complete one “Model T” from 12-1/2 hours to six. Within a year, further assembly line improvements reduced the time required to 93 man-minutes.

Lean and the Automobile Industry While Ford founded many of the principles used in Lean manufacturing, they were perfected in Japan. At Ford, 350 executives have received Six Sigma training and certification. More than 10,000 employees have been trained in the methodology.

By adopting a “better manufacturing” or lean approach as part of the sustainability initiative, Nike has reduced material waste and production time, allowing the company’s supply chain to operate more efficiently. Delivery lead times from lean factories were about 40 percent shorter.

Ford’s Consumer-driven Six Sigma has saved them over a billion dollars worldwide, helping complete almost 10,000 improvement projects since the early 2000s. Regarding customer satisfaction, Ford managed to increase their percentage by five points.

When it comes to the day-to-day impact of Lean thinking, managers and supervisors are critical to success. They have the responsibility for coordinating all improvement work and deploying Lean techniques such as Catchball, value stream mapping, 5S, and so forth.

Lean Thinking lays out the five Lean manufacturing principles: value, value streams, flow, pull, and perfection. Here’s some insight into what Womack and Jones meant by each.

According to Womack and Jones, there are five key lean principles: value, value stream, flow, pull, and perfection.

The lean manufacturing process is a method for creating a more effective business by eliminating wasteful practices and improving efficiency. More widely referred to as “lean,” the lean process has principles that focus on improving products and services based on what customers want and value.

Lean thinking is used by companies who are looking to improve efficiency and eliminate wastes. The ultimate goal for Lean manufacturing is to create quality products that satisfy the customer and meet demand with as little resources as necessary.

Some examples of this Lean manufacturing principle include: Pair programming: Avoiding quality issues by combining the skills and experience of two developers instead of one. Test-driven development: Writing criteria for a product/feature/part before creating it to ensure it meets business requirements.

minimizing waste

Lean Tools and Their Applications

• Bottleneck Analysis. How many times have your projects gotten stuck somewhere between development and delivery?
• Just-in-Time (JIT)
• Value Stream Mapping.
• Overall Equipment Effectiveness (OEE)
• Plan-Do-Check-Act (PDCA)
• Error Proofing.

Lean manufacturing (also known as lean production, just-in-time manufacturing and just-in-time production, or JIT) is a production method aimed primarily at reducing times within the production system as well as response times from suppliers and to customers.

Under the lean manufacturing system, seven wastes are identified: overproduction, inventory, motion, defects, over-processing, waiting, and transport.

Traditional Waterfall methodology is a full opposite of Lean. It originated in the 1950s in the United States and was the first software development methodology. Actually, Waterfall is a typical hardware development method applied to software engineering. Today this methodology is the most popular all over the world.

Near Antonyms for lean. avoid, shun, shy (from or away from)

Traditional: Focuses on training and relies on people to not make mistakes. Lean: Focuses on building processes that are error proofed (a person cannot make a mistake or it would be difficult to do so).

The traditional approach focuses on efficiency rather than value, whereas in lean production the focus is on minimising waste (efficiency) and maximising value of output (effectiveness). Under lean production with the introduction of the notion of value, effectiveness is expanded.

Traditional management systems focus on goals and objectives that the senior management of the company establishes. These goals usually relate to increased sales or profits, with an eye toward pleasing the shareholders.

JIT frequently relies on the use of physical inventory control cues (or kanban) to signal the need to move raw materials or produce new components from the previous process. In some cases, a limited number of reusable containers are used as kanban, assuring that only what is needed gets produced.

Elements of JIT include: Continuous improvement….JIT Just-in-Time manufacturing

• waste from overproduction.
• waste of waiting time.
• transportation waste.
• processing waste.
• inventory waste.
• waste of motion.
• waste from product defects.