Lean manufacturing is one of the most widely utilized business improvement methodologies. There are hundreds of consultants and schools teaching lean manufacturing principles.

The problem with many courses teaching lean manufacturing is the lack of real world experience of the instructor. Many have limited experience applying the principles, nor the interpersonal skills to influence change.

Lean manufacturing is not nearly as structured as six sigma or other continuous improvement initiatives. There is no standard approach to implementation or third party certifying body such as ISO.

Lean manufacturing consists of many different ?tools?. The best courses teach the lean manufacturing principles as well as how and when to use the tools.

Some companies have heard that lean manufacturing implementation will reduce their waste and costs, and decide to just start implementing. They often start using one tool at a time until the boss declares it's done.

Worse yet, some companies find a consultant that knows 5S and little else. When the consultant leaves, the clean and organized business eventually realizes they are clean, organized, and still full of waste.

The correct approach to implementing lean manufacturing begins with an analysis of the businesses needs, opportunities, and challenges. Once these opportunities are identified, the tools are used which will solve the issues. These tools might be lean manufacturing or six sigma tools. It simply wouldn't be prudent to limit the success of a lean initiative to exclude any tool if it was known to solve the problem at hand.

In other words, the problems identify the tools rather than the tools being force into the organization.

Some of the lean manufacturing tools are 5S (Sort-Set in Order-Shine-Standardize-Sustain), value stream mapping, kanban, takt time, continuous flow, cellular manufacturing, TPM (total productive maintenance), SMED (single minute exchange of die), OEE (overall equipment effectiveness), line balancing, standardized operations,

7 wastes (muda), error proofing, kaizen, and root cause problem solving.

There are a few tools that can and should be used with any lean manufacturing initiative. The 5S tool is a powerful workplace organization tool. This tool makes sense in any business. It would be hard to find an organization where order and organization didn't make sense.

Value stream mapping is another useful tool to determine where value is added and areas of non-value added (muda).

Tools such as line balancing, SMED, takt time, and OEE should be used to solve specific business opportunities.

Utilize lean manufacturing principles to identify and solve business issues and the financial impact will justify their use. If the tools are made to ?fit? the organization, the result will be chaos, disruption, low morale, and financial loss.