Lean Manufacturing Systems

The lean manufacturing systems is a general term applied to the latest methods of manufacturing that maximizes value and minimizes the waste. Lean manufacturing systems are varied systems designed to improve the manufacturing line of any company.

Definitions Of Terms In Lean Manufacturing Systems

1. Value in terms of the lean manufacturing systems is basically what the customer is ready to pay for. A company will have to find out or survey what the customer really needs and then focus all its energies and resources towards that valueed goods.

2. Waste in terms of the lean manufacturing systems is the opposite of the value. Everything that is outside the value that was assigned to a particular goods is deemed a waste. Anything that the customer is not willing to pay for is also deemed a waste.

The elimination of this waste can easily manifest itself in at most eight different categories:

a. Overproduction

Overproduction in lean manufacturing systems is the production of a particular good in higher levels and number than what is needed. When a customer orders a particular good, a company will have to manufacture it and deliver it on time.

The problem transpires when the company overproduces the goods and upon delivery, the customer will only buy what he needs. What is left of the products is then deemed as wastes since its quality has diminished and teh customer is not willing to pay for it.

If a company has lean manufacturing systems, then it will be able to monitor how much it should produce adn avoid overproduction.

b. Inventory

Problems in inventory arises when the stock is less than the demand by the customers. If a customer will not be able to get what he wants then it will be a bad image for the company.

Lean manufacturing systems can be administered to be able to avoid the untimely depletion of stocks by proper inventory. Once the stock is near depletion it must be replenished.

c. Defects

Correcting defects have always been a part of lean manufacturing systems. Lean manufacturing systems desire to decrease defects in the manufacturing line by improving processes and applying automation in specific points along the manufacturing line.

Defects are sometimes seen as caused by human errors but these defects can also be caused by improper machineries.

d. Extra processing

Extra processing based from lean manufacturing systems are processes that are seem to be redundant in the system. Extra processing can be solved by lean manufacturing systems simply by monitoring and identifying what specific processes are not needed anymore by the manufacturing line.

What the lean manufacturing systems are doing is to cut down unnecessary processes and improve the manufacturing line.

e. Waiting time

Waiting time per lean manufacturing systems is the unnecessary time that is spent and wasted along the manufacturing line. Again whatever process or loops that can be avoided by the lean manufacturing systems is implemented.

f. Underutilized people

Underutilized people are also part of the concern of lean manufacturing systems. Lean manufacturing systems finds proper solutions to be able to solve the problem of underutilized people.

Automation processes implemented along the manufacturing lines have induced the decreased need for people.

g. Motion

The motion of the manufacturing line is also a concern for the lean manufacturing systems. The processes of the manufacturing line must be streamlined and improved and lean manufacturing systems have drafted solutions to cut down unnecessary processes.

h. Transportation

The lean manufacturing systems also have a concern over the transportation wastes that a manufacturing company will incur. The lean manufacturing systems have eliminated a few of the problems by centralizing manufacturing operations per plant so that each plant can act and manufacture on their own.

3. Benefits of the lean manufacturing systems are many that includes a better lead-time, more flexibility and more increased sales.

The internal influence of the lean manufacturing systems is the reduced space of operation and a progress in the work. Aside from improvements of quality and an almost minimal expenditures.

Aside from this, lean manufacturing systems can benefit the company with a scrap reduction of about 90%, reduced set-up and lead times by about 90% and 50%. Using lean manufacturing systems, companies can achieve about 20 inventiry turns per year.

Operational Control In ISO 14001 Standards

Operational Control In ISO 14001 Standards

Operational Controls over Significant Environmental Aspect Activities, ?4.4.6.a&b – ISO 14001requires the organization to identify and plan the operations associated with its identified significant environmental aspects in order to establish documented operational control procedures that preclude deviation from the Environmental Policy or not achieving objectives and targets.

Opportunities to apply operational controls can be found by reviewing operations. As shown in the accompanying text box, once the operations that can produce significant impacts are identified, it is a relatively simple step to establish operational control procedures that are consistent with the aims of the Environmental Policy and the objectives and targets and that stipulate operating criteria.

Significant Environmental Aspects of Goods and Services, §4.4.6.c – This requirement of ISO 14001 requires careful reading. Here is a parsed interpretation of the Operational Control requirement as it relates to goods and services furnished by others:

“The organization shall identify those operations that are associated with [its] identified significant environmental aspects… The organization shall plan these operations in order to ensure that they are carried out under specified conditions by… [1] establishing and maintaining procedures related to the identifiable significant environmental aspects of goods and services used by the organization and [2] communicating relevant procedures and requirements to suppliers and contractors.”

An easy way to conform to this requirement is to:

1. Identify the operations associated with the significant environmental aspects;

2. Identify the environmental aspects of goods and services furnished by others;

3. Determine how these aspects contribute to the organization’s significant aspect operations;

4. Establish appropriate/relevant requirements for the providers of these services; and

5. Communicate the requirements to suppliers and contractors.

Confusion in conforming to this requirement can arise because it is easy to read sub-clause c) independently of the first sentence of §4.4.6.

This first sentence gives context to the rest of the section in that it requires that we first “identify those operations… associated with the identified significant environmental aspects.” Once we have identified these operations, we look to the significant aspects of goods and services supplied by others and assess their contribution to the potential environmental impact. The accompanying example is offered to help clarify the intent of the requirement.

Monitoring and Measurement In ISO 14001 Standards

Monitoring and Measurement In ISO 14001 Standards

The Monitoring and Measurement section contains two requirements:

1) Measurement and monitoring of environmental performance associated with operations that can have a significant impact on the environment; and

2) Calibration and maintenance of equipment used for environmental monitoring and measurement.

Monitoring and Measuring of Performance — This section calls for a“procedure to monitor and measure… key characteristics of… operations that can have a significant impact on the environment.”

Note that the section does not specifically require the organization to monitor and measure the significant environmental impacts of its products or services. As a practical matter, however, organizations should establish measurements over all environmental aspects that they determine are significant irrespective of whether the impacts relate to an activity, product, or service.

This section also requires the documentation“of information to monitor performance, applicable operational controls, and… environmental objectives and targets.” §4.6,

Management Review, requires that environmental performance and achievement of objectives and targets become inputs into the Management Review (sub-sections c & d).

Calibration and Maintenance — The requirement of having a calibration system is to ensure that measurements are reliable and accurate. A calibration system may be developed following these steps:

· Identification of measurements to be made;

· Identification of equipment, instruments, hardware and software to be used;

· Identification of the testing methods to be used;

· Determination of the accuracy and precision required or desired;

· Definition of calibration procedures;

· Use of the system;

· Establishment of records;

· If equipment is found to be out of calibration, corrective action; and

· Improvement of the system as necessary.

Evaluation of Compliance In ISO 14001 Standards

Evaluation of Compliance In ISO 14001 Standards

The requirement to establish a procedure for periodically evaluating compliance with applicable legal and other requirements falls short of specifically requiring regulatory compliance audits but, in fact, a system of regular regulatory compliance audits may be the most practical means for meeting this requirement of the standard. In the U.S., determination of whether to conduct a compliance audit will be governed in part by the particular jurisdiction’s approach to allowing a legal privilege for the self-assessment audit.

Evaluation vs. Audit – The difference between an evaluation and audit can only be determined by looking outside of ISO 14001. Consulting a dictionary reveals that an evaluation involves a determination of value or worth and that an audit is an examination of accounts done by persons appointed for the purpose. A better definition `is the more specific ISO 19011:2002, Guidelines for Quality and/or Environmental Management Systems Auditing, which defines an audit as a “systematic, independent, and documented process for obtaining audit evidence and evaluating it objectively to determine the extent to which the audit criteria are fulfilled.” Many organizations do not have a system for evaluating regulatory compliance other than their own records and the inspections of regulatory officials. This lack of a verification system can be a risky way to operate. Reports of enforcement actions and consent agreements show that many organizations are blindsided by rogue employees who violate rules and falsify documents to cover up environmental misdeeds. Although ISO 14001 does not prescribe a specific approach to evaluation of regulatory compliance, organizations should consider methods for going beyond verification of records by collecting and evaluating physical evidence.