8 Best Lean Tools & Techniques for Process Improvement

Whether it’s a manufacturing company or a construction business, every organisation looks for process improvement by elimination of waste. And one of the tried and tested business/ management concepts for value maximization and waste reduction is Lean. For Lean implementation and workflow improvement in an organisation, businesses use different kinds of Lean tools and techniques. 

Lean tools are designed to reduce or eliminate non-value adding activities, the Japanese term for which is muda. These wastes or muda slows down productivity, causes disruptions, loss of time and wastage of resources. Therefore, it’s crucial for businesses across industries and departments, right from manufacturing to sales to HR to successfully leverage these tools. These tools will enable them to achieve the desired outcomes. 

Top 8 Lean Tools & Techniques for Process Improvement 

Table of Contents:

1. 5S

One of the most crucial tools of Lean is 5S. It is a methodology aimed to improve and enhance workflow efficiency.  The concept was first introduced in the mid 20th century by Toyota Production Systems (TPS) for workplace organisations. It includes cleaning of the workspace, removing any waste, and establishing order to achieve maximum efficiency. The 5S stands for: Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardise (seiketsu), and Sustain (shitsuke). 

• Sort (Seiri) – Segregation of value adding and non-value adding items/components or equipment. 
• Set in Order (Seiton) – Making sure that each item is assigned at its proper place for easy finding. 
• Shine (Seiso) – Keeping the workspace clean, organised and decluttered so that the work becomes easy and hassle-free.  
• Standardise (seiketsu) – Creating a set standard of work so that employees can easily follow it. 
• Sustain (shitsuke) – Encouraging employees to sustain the top 4S for an effective 5S implementation. 

2. Kaizen (Continuous Improvement)

Kaizen is a Japanese term which means continuous improvement. As a business philosophy, its ultimate aim is to continuously seek opportunities and identify areas of improvement. Even the tiniest of improvements can positively impact the processes or profitability of a company in the long run. Each and every stakeholder in the organization is involved in effective implementation of Kaizen. The steps to implement Kaizen includes identifying gaps, analysing the current situation of the processes, evaluating proposed improvements and gathering feedback and suggestions.  

3. Value-Stream Mapping

Value stream mapping is a visual depiction or chart that shows the entire production process from the scratch. The visual flow chart helps in gauging the workflow. It helps in analysing areas of improvement, bottlenecks, and wasteful activities/steps in the process. The identification of wasteful activities and its subsequent removal is a key step in Lean methodology. When waste (of time, motion, production, etc) is removed, it leads to better productivity. 

4. Bottleneck Analysis

The term Bottleneck Analysis is self-explanatory. It refers to a structured way of analysing bottlenecks (activities or constraints that cause delays in processes). The use of Bottleneck Analysis as a Lean tool allows businesses to check its slowest of the processes. Once the slowest part or the weakest link of the entire process is identified, it can be set aside for improvement. This lean tool is also used for determining both current and future issues that can slow down the manufacturing processes. 

5. Just-in-Time (JIT)

JIT or Just-in-Time is a lean technique that uses the pull method for production, based on customer demand. The production of goods using Just-in-Time or JIT is done considering when a customer demands a product, in what quantity and where the product is needed. Keeping track of this parameter helps manufacturing companies to generate only a certain amount of goods which is required by the customer. Using Just-in-Time lean tool eliminates the risk of unsold inventory and wastage of time, capital and resources. 

6. Plan-Do-Check-Act (PDCA)

The Lean technique of Plan-Do-Check-Act (PDCA) aims to enhance continuous improvement. It is also a scientific framework that enables businesses to develop hypotheses, evaluate results, and improve their outcomes. It works like: 

• Plan: Check for gaps/inconsistencies and areas of improvement.
• Do: Execute the action plan on a small-scale level to assess results. 
• Check: Analyse the test results of your plan 
• Act: This step is based on the result of the previous plan. If the desired result is not achieved the test is done again. 

7. Poka-Yoke (Error Proofing)

Poka-Yoke is a Lean tool used for analysis. It is based on the concept of preventing errors before they occur in the production process. This tool is especially helpful when a company wants early detection of errors and avoids it before it causes damages. The first step of Poka-Yoke is to recognise the identified issue. The next step is to learn about how long this specific issue is persisting and how it affects processes. Next comes data collection and identifying causes of the problem. The final step is to reduce the chances of the identified errors in next processes. 

8. Overall Equipment Effectiveness (OEE)

OEE is a lean tool for measuring productivity loss of a manufacturing process. It is a quantitative value that shows productivity. A 100% OEE rate shows that production systems are running perfectly, showing zero signs of inefficiencies or downtime. The factors required for measurement of OEE are: Quality, Performance, and Availability. 

To leverage the full benefit of the above Lean tools, businesses must seek Lean consultancy. Through Lean consultancy, companies can learn how to navigate the Lean tools, train their employees to use them and achieve optimal results. You can also seek help from Lean consultants who are trained experts who have years of experience and practical knowledge of using Lean tools.