Introduction to Lean Management of Production PDF

0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 Chapter 2 Introduction to Lean Management of Production Abstract: - This section introduces a short presentation that covers w...

0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 Chapter 2 Introduction to Lean Management of Production Abstract: - This section introduces a short presentation that covers what the lean concept is, what is the lean system, and what lean management methods are. The coining of the term “lean”, it is initiation, how historically lean methods are developed, and methods of eliminating the sources of production waste in its various forms will be exposed. Also, the contributions and the roles of Henry Ford, Kiichiro Toyoda, Taiichi Ohno, Womack, Jones, and many others in the development of the continuous improvement methodologies that enhance performance of production lines, organizations, and supply chains will also be presented. The results of this booklets show how the Japanese industries, after the World War II (September 1, 1939 – September 2, 1945), were able to benefit from the innovative American experience in managing car production lines, and how Toyota Motor Company was able to catch up with that. The analysis also highlights some of the previous studies conducted in the field and how those studies contributed to new additions to the body of knowledge of the subject and its impact on improving the performance of production lines, organizations, and supply chains. Historical development of Lean Production Continuing the contributions of Eli Whitney (1798) and other well-known pioneers in the field of quality management and production improvement- see figure 1, the first person to truly integrate an entire production process was Henry Ford. Henry Ford, (born July 30, 1863, Wayne County, Michigan, U.S.—died April 7, 1947, Dearborn, Michigan), American industrialist who revolutionized factory production with his assembly line methods in 1913 he created what he called flow production, and he was able to turn the inventories of the entire company every few days. Henry Ford adds the following to the production engineering innovation era’s principles; Standardization and operational efficiency, effective production flow, economies of Scale, special purpose machinery, Go - No Go gauges, precise products, and easy assembly, etc. Figure 1: Pioneers of quality management and production improvement. Page 1 of 14 0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 Taiichi Ohno, a Toyota chief engineer (1912-1990), is the person who given credit for initiating many of the methods of lean production. In the post-World War II period, the Japanese automotive industry had to basically start over. Ohno visited a U.S. auto plant to learn American production methods. At that time, the car market in Japan was much smaller than in the U.S., so a Japanese automotive plant could not afford the large production runs and huge work-in- process inventories that we had here. (As it turns out, our plants cannot afford them any longer either.) Ohno knew that Toyota's plants needed to be more flexible. Also, space was (and is) very precious in Japan. These conditions, as well as Ohno's apparent aversion to waste in any form (muda, as the Japanese call it), motivated him to develop some of the basic ideas and procedures that have come to be known as lean production. Over the next several decades, he and his colleagues perfected these ideas and procedures, which included just-in-time production and the Kanban system of production control, smoothed production, setup time reduction, quality circles, and dedicated adherence to statistical quality control. Ohno himself did not coin the term "lean production" to describe the collection of actions taken at Toyota to improve production efficiency. In fact, he titled his book, The Toyota Production System: Beyond Large Scale Production. The term "lean" was coined by researchers at the Massachusetts Institute of Technology (MIT) to describe the programs implemented by Toyota Motors to improve production efficiency and product quality. The MIT research project came to be known as the International Motor Vehicle Program (IMVP). Included in the research was a survey of 87 automobile assembly plants throughout the world. The research was popularized by the book The Machine that Changed the World. In the subtitle of the book was the term "lean production." Lean production is a term that embraces many of the topics that we have covered in earlier chapters, topics such as flexible manufacturing, minimizing work-in-process, "pull" systems of production control, and setup time reduction. The term itself was coined by MIT researchers to describe the collection of efficiency improvements that Toyota Motors undertook to survive in the Japanese automobile business after World War II. Because of its origins at Toyota Motors, the same collection of improvements has also been called the "Toyota production system". Definition of lean production Several references defined the lean system, Krajewski described the lean system as “Operations systems that maximize the value added by each of a company’s activities by removing source of waste and delays from them”. Womack and Jones in their book “the machine that changed the world” defined lean as “doing more and more with less and less-less human effort, less Page 2 of 14 0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 equipment, less time, and less space-while coming closer and closer to providing customers with exactly what they want". Also, Womack and Jones in their book titled Lean Thinking , expressed the lean system with the term "lean thinking," which is lean production but expanded in scope to include distribution and other functions beyond the factory. Another definition is stated by Groover, he defined lean production as “an adaptation of mass production in which workers and work cells are made more flexible and efficient by adopting methods that reduce waste in all forms”. All of the above definitions and others deeply agree with the principles that a lean production is a systematic approach that aims to eliminate the sources of waste that are considered a nonvalue-added activity, the philosophy of lean elimination of sources of waste is achieved through continuous improvement when pulling the product by the customer in pursuit of perfection, everything happens because a customer the pulling the product, not because pushing actions, so the overall goal is just to get a system in place which will identify and eliminate the waste. In a way to continuously improve, while ensuring the flow of production inputs as long as the customer places orders by pulling. Most of the theoretical literature, among which Womack and Jones defined five principles of lean production management- see figure 2. The principles consider in the recipe to improve performance in the workplace, the principles are: 1) define value, 2) map the value stream, 3) create flow, 4) utilize the pull system, and 5) strive for perfection. The subsequent paragraphs provide a detailed overview of each principle. (It is recommended to watch the video at https://youtu.be/WuEb85Wrpmo which explains these principles). Figure 2: The five lean Principles 1. Identify Value (eliminate sources of waste): The organization must realize that the final value of the good or service that it produces is determined by the customer, and for this, the organization must constantly strive to produce goods or services according to the principles of lean, which aims to eliminate all sources of waste through the whole value chain, that enables organizations to create the bottom target price so that it can meet the customers' expectations. Page 3 of 14 0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 2. Map Value Stream [VSM Study]: To eliminate sources of waste, an accurate and complete understanding of all processes embedded in the value chain is required. Processes are examined to determine what worth is added, and processes that do not add worth are eliminated. Once processes that do add worth are determined, the next step is mapping all the processes involved in producing a specific product from raw materials and delivering the final product to the customer, or as it is said, from cradle to grave. Value Stream Mapping (VSM) is one of the best tools that helps us to see and understand the flow in the entire life cycle from the raw materials to the customer’s use and disposal of the product. 3. Create Flow: After identifying the value-added processes and tying them together by the value stream map, the next step is ensuring nothing is made ahead of time, and building up work-in-process inventory, and ensuring the processes flow smoothly with no interruptions, delays, or bottlenecks, and. This is what creates a value chain, this cannot be achieved without eliminating sources of waste (TIMWOODS or DOWNTIME). This accurately reflects the products the customer is "pulling" out of the organization and prompts thinking about flow management based on what the customer is pulling, elimination of waste sources based on frequent value chain reviews and on continuous improvement methodologies. Lean production supports the policy of continuous improvement. Called Kaizen by the Japanese, continuous improvement means constantly searching for and implementing ways to reduce cost, improve quality and quality first time through, improve customer satisfaction, and increase productivity. The scope of continuous improvement goes beyond factory operations and involves design improvements as well. Continuous improvement is carried out one project at a time. The projects may be concerned with any of the following problem areas: cost reduction, quality improvement, productivity improvement, setup time reduction, cycle time reduction, manufacturing lead time and work-in-process inventory reduction, and improvement of product design to increase performance and customer appeal. 4. Establish Pull: The pull production approach generates smooth production flow and ensures producing the right quantities at the right time (just in time), and nothing is made ahead of time, thus avoiding excessive work-in-process inventory, in the pull approach, nothing is made until the customer orders it, which makes it easier to deliver products as required. This requires; (1) a high flexible production lines, (2) a short design to delivery cycle times, and (3) an efficient way of communicating between production steps. Lean is not a static approach it Page 4 of 14 0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 requires continual effort and vigilance to perfect first-time quality; every employee shall be involved continuously to achieve the goals of lean toward perfection. Lean production makes use of worker teams to organize the tasks to be accomplished and worker involvement to solve technical problems. One of the findings reported in “the machine that changed the world” was that workers in Japanese "lean production" plants received many more hours of training than their U.S. counterparts (380 hours of training vs. 46 hours). Another finding was the lower number of job classifications in Japanese lean plants. The study showed an average of 11.9 job classifications in Japanese plants versus an average of 67.1 in U.S. plants. Fewer job classifications mean more cross-training among workers and greater flexibility in the work force. 5. Seek Perfection or Perfect first-time quality: In traditional/ mass production a certain level of fraction defects is sufficient, even satisfactory. In lean production, by contrast, perfect quality is required. The just-in-time delivery discipline used in lean pull production necessitates a zero defects level in parts quality, because if the part delivered to the downstream workstation is defective, production stops. The journey towards process perfection happens gradually as continuous improvements, seek perfection is a part of the organization's culture emanating from the foundations of lean thinking and process improvement methodologies. In lean production, a single defect draws attention to the quality problem, forcing corrective action and a permanent solution. Workers inspect their own production, minimizing the delivery of defects to the downstream production station. The 8 Deadly Wastes or Muda As mentioned above, Lean aims to eliminate sources of waste, there are 8 deadly wastes, all of which are non-value-added things, and these are: 1. Defects: Quality mistakes and problems that lead to defects always cost much more than expected, defective component must be reworked or replaced, wasting resources and materials, quality efforts must be directed to avoid mistakes instead of discovering them. Poka-yoke and automation can help prevent mistakes from occurring. Defects waste examples include: (1) software error that needs to be recovered, (2) healthcare diagnostic errors that result in unnecessary testing or treatment. (3) products sent to the wrong address, (4) manufactured items that do not meet customer specifications are considered defects. Page 5 of 14 0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 2. Over production: Production units that are produced more than required, and the customer does not want it now, if the customer wants 500 units of products and the manufacturer produces 550 in that case 50 extra units are over production, working with large batches, long lead times, and bad relationships with suppliers are some reasons that may lead to over production, over production leads to a high inventory level, therefore companies work should produce only what is required when it is required (JIT). Over production waste examples include: (1) hospitals with more beds than the community needs. (2) production is more than customer demand. (3) huge meals in restaurants. (4) overstaffed retail stores. 3. Waiting: All types of waiting, whether for a a process, machine, product, material, people, equipment, or any other entity within the facility or supply chain. Waiting waste examples include: (1) waiting for a delivery from a supplier. (2) waiting for an engineer to come and maintain a machine. (3) processes wait because the next step in the line isn’t ready yet. (4) patients waiting for test results in emergency room. (5) worker waiting for a forklift driver. 4. Not utilizing employees: staff underutilization or (non-utilized talent) is not one of the obvious wastes, the waiting is obvious because that can be seen as a worker waiting for a forklift driver. Skill-set or non-utilized talent is considered one of the biggest wastes. This is why employees should be valued for their brains, not just their brawn. People who are not fully utilized are a waste of talent in the organization. Not giving employees any opportunity to improve the process or any suggestion about improvement also falls under this kind of waste. 5. Transportation: Transportation is the movement of materials, people, or equipment from one place to another and this can be very costly for your business as it directly affects the financial indicators of the organization, in the absence of willingness customers to pay for it. Transportation waste examples include: (1) resend unsold products from the store to the warehouse. (2) order parts or products from distant suppliers when closer options are available. (3) moving parts from one processing center to another (4) Moving a machine or a tool from one location to another. Page 6 of 14 0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 6. Inventory: Inventory basically represents raw materials, work-in-progress or finished goods. The stock level of these components should not exceed the minimum necessary to ensure the production of the customer's order in the required quantity and time without shortage. Increasing inventory levels beyond the required limit cause more quantities to be stored, which increases storage space and may increase the need for packaging and transportation operations. It is possible that materials may be damaged during transportation and become obsolete, which unnecessarily multiplies production costs. Inventory level to all items should be optimum and minimum. Inventory waste examples include: (1) excretive raw material, work in progress, and finish goods. (2) extra spares parts for maintenance purposes. 7. Motion: It is the unnecessary movement of people and machines from point to point. This causes an increase in the cost of time and money and causes pressure on the personnel and machinery. motion waste examples include: (1) computer software that needs 8 clicks to get going. (2) workers looking for missing tools. (3) excessive movement within stations. 8. Excess processing: Or over processing is doing more than the customer wants without the customer paying for the excess. Which increases production cost and time. Among the reasons that generate this kind of waste are inappropriate techniques, oversize equipment, tight tolerances, and performing processes that are not asked by the customer. (1) reading mail twice or thrice before sending it to the manager (2) Microsoft Excel is sufficient, the analysis goes for mat-tab. (3) the lathe machine is sufficient and CNC machine is used. (4) complex purchasing processes with multiple approval levels. The acronym TIMWOODS or DOWNTIME is usually used to describe the above eight types of waste as shown in Table 1: Table 1: Acronym usually used to describe types of waste. TIMWOODS DOWNTIME T = Transportation D = Defects I = Inventory O = Overproduction M = Motion W = Waiting W = Waiting N = Non-utilized Talent O = Overprocessing T = Transportation O = Overproduction I = Inventory D = Defects M = Motion S = Skill Set E = Extra processing Page 7 of 14 0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 These wastes can be disposed after diagnosing and determining their type and causes by implementing one of the following procedures. 1. Elimination ‫القضاء‬ 2. Replacement (Substitution) ‫االستبدال‬ 3. Prevention ‫الوقاية‬ 4. Facilitation ‫التيسير‬ 5. Detection ‫الكشف‬ 6. Mitigation ‫التخفيف‬ Typically, 95% of a lead time is nonvalue added, only 5% of lead time is valued where you are adding value to the product which would be assembling it, gluing it together, welding it, things like that, the other parts are nonvalue. If you must go and get the parts to bring them back to you work cell to weld them, all that is nonvalue added, you are not doing anything of value to the part. Value added is any activity that increases the market form or function of the product or services [these are things the customer is willing to pay for] they are willing to pay to weld two pieces of metal together, they are not willing to pay for you to have walk for 25 feet and get the two pieces and then walk for another 25 feet back to your work cell then walk 10 feet to get the torch and so on and so forth. They are not willing for that so that is why you are trying to shorten those things. Not value added is any activity that does not market form or function or is not necessary [these activities should be eliminated, simplified, reduced, or integrated] And these are the things you should be looking for. The keys, So the key to lean production is to determine what adds value and having to do multiple inspections adds no value and the customer will not pay you more for each inspection. This is not value added. You are not adding value when you inspect something, that is the hard thing to get across to some people. But you are not adding any value to it. You are not increasing the value because you are inspecting to once and you are not increasing the value if you inspect it 3 or 4 times. You cannot keep more up the price every time you inspect it, so the key is: Do the job right the first time, you will not need to have to call for the department. For the most part it just the whole people can make sure all process has been done, because improve your process and simplify stuff make things easier for the employees. Go-No-Go gauges are perfect example, not a whole, but a thought that either it goes or does not go. People are the biggest asset the company has. They are free (well, somewhat), you can pay them allure wages or salary for the most part but that is the only expense for them. So, any other skills that they have use it. Page 8 of 14 0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 Managers forget sometimes that people have other passions and other skills and other things they do outside of work, that work is not their entire life. So, you should try to find out what the other skills that may be & then use that to better the company and most of these people will be willing to do that as well. Their experience, you can use their experience from previous years and things that they come across and they do the process. They should be one of the first people that you go and get some questions from about problems, because they are also doing the process. People, you know guys in white shirts and ties, set around some meeting room tables, comfort room table, throwing out ideas about ways to improve the process and that of never even stepped for or even to run the process. You are just asking for trouble. You will fail if you are that kind of a person. Hit the floor, talk to the people, and they are doing the process. They will express and they will let you know what they need to get the job done easier. Traditional production vs Lean production. As mentioned above, Groover defined lean production as an adaptation of traditional production systems, in particular mass production, Therefore, it is useful to review the most important characteristics of lean production and compare them with the main characteristics of its traditional predecessor - the mass production- as follows: Quality Perfection In the area of quality, the comparison between mass production and lean production provides a sharp contrast. In mass production, quality control is defined in terms of an acceptable quality level or AQL. The AQL represents the poorest level of quality for the supplier’s process that the consumer would consider to be acceptable as a process average. AQL is the quality level desired by the consumer. A good lot (having the desired AQL) could be rejected if the sample includes large number of defectives, type I error (α), often = 0.05. The consumer will also be interested, in the protection that is obtained for individual lots of poor quality. In such a situation, the consumer may establish a lot of tolerance percent defective (LTPD). The LTPD is the worst quality level the customer can tolerate in an individual lot. A bad lot (having exactly the LTPD quality level) could be accepted if the quality in the sample is better than in the lot, type II error (β), often = 0.10. This means that a certain level of fraction defects is sufficient, even satisfactory. In lean production, by contrast, perfect quality is required. The just-in-time delivery discipline used in lean production necessitates a zero defects level in parts quality, because if the part delivered to the downstream workstation is defective, production stops. There is minimum inventory in a lean system to act as a buffer. In mass production, inventory buffers are used just in case these quality problems occur. The defective work units are simply taken off the line and replaced with acceptable units. However, the problem is that such a policy tends to perpetuate the Page 9 of 14 0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 cause of the poor quality. Therefore, defective parts continue to be produced.In lean production, a single defect draws attention to the quality problem, forcing corrective action and a permanent solution. Workers inspect their own production, minimizing the delivery of defects to the downstream production station. Flexible Production Systems Mass production is predicated largely on the principles of Frederick W. Taylor, one of the leaders of the scientific management movement in the early 1900s (Historical Note 2.1). According to Taylor, workers had to be told every detail of their work methods and were incapable of planning their own tasks. By comparison, lean production makes use of worker teams to organize the tasks to be accomplished and worker involvement to solve technical problems. One of the findings reported in The Machine that Changed the World was that workers in Japanese "lean production" plants received many more hours of training than their U.S. counterparts (380 hours of training vs. 46 hours). Another finding was the lower number of job classifications in Japanese lean plants. The study showed an average of 11.9 job classifications in Japanese plants versus an average of 67.1 in U.S. plants. Fewer job classifications mean more cross-training among workers and greater flexibility in the work force. Continuous Improvement In mass production, there is a tendency to set up the operation, and if it is working, leave it alone. Mass production lives by the motto: "If it ain't broke, don't fix it." By contrast, lean production supports the policy of continuous improvement. Called Kaizen by the Japanese, continuous improvement means constantly searching for and implementing ways to reduce cost, improve quality, and increase productivity. The scope of continuous improvement goes beyond factory operations and involves design improvements as well. Continuous improvement is carried out one project at a time. The projects may be concerned with any of the following problem areas: cost reduction, quality improvement, productivity improvement, setup time reduction, cycle time reduction, manufacturing lead time and work-in-process inventory reduction, and improvement of product design to increase performance and customer appeal. In mass production, the goal is to maximize efficiency. This is achieved using long production runs of identical parts. Long production runs tolerate long setup changeovers. In lean production, procedures are designed to speed the changeover. Reduced setup times allow for smaller batch sizes, thus providing the production system with greater flexibility. Flexible production systems were needed in Toyota's comeback period because of the much smaller car market in Japan and the need to be as efficient as possible. Table 2 and Table 3 show the differences between the main characteristics of the production philosophies. Page 10 of 14 0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 Table 2: Traditional production vs Lean production. Traditional/ Mass production Lean Production Inventory buffers Minimum inventory Just-in-case deliveries, production is Just-In-Time deliveries, production is driven by driven by a sales forecast. customer demand. Items are only produced when Pushed system. an order is placed. Pulled system. Acceptable quality level Perfect-first-time Quality Problems are viewed as just that, Problems are viewed as opportunities for problems. improvement often through Root Cause Analysis Management is the primary driver of Everyone is empowered, trained in the principles change. of lean and encouraged to look for ways to processes improvement. Focuses on training and relies on people to Focuses on building processes that are error not make mistakes. proofed (so that a person cannot make a mistake, or it would be difficult to make a mistake). If a process is working don’t fix it Always look for ways to processes improvement. Standardized work (people performing the Everyone performs the same task the exact same same task in the same way) only exists in way until a better way is discovered; then documents like standard operating everyone performs the task of the new and procedures SOPs, rarely in reality. improved way. Systems think (views the organization as a Views the organization as a series of interrelated whole), often ignoring or unable to see the processes that can and should be improved enormous opportunities for improvement. Table 3: Traditional production vs Lean production. Lean tips, tools, and techniques Lean practices have been mapped to ten impact area as presented by Table 3. Another way to look at lean manufacturing is as a collection of tips, tools, and techniques (i.e., best practices) that have been proven effective for driving waste out of the manufacturing process and for problem-solving. These tools are Page 11 of 14 0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 important to spread lean culture in the industry. Table 4 go through the top 30 lean tools. Table 3: Mappings of LP practices to ten impact areas Impact Areas Lean Practice - Selection of new equipment/technologies Manufacturing - Visual control equipment - Specific equipment configurations (group technology, 1 and technology cellular layouts, continuous flow) - Production process reengineering - Total preventive maintenance - Shared vision of perfection Processes - Elimination of non-value-adding tasks technology - Minimized setup/changeover times. 2 and - New process technologies know-how - Standardized operating procedures, and standard work. - Value stream mapping - Variability reduction and 6 - Visual control Quality and - Poka-yoke productivity 3 - Quality at the source Improvement - TQM and measures - 5S, and Kaizen - Root cause analysis - Pull production, JIT-Kanban. - Small lot sizes Production and - Minimum inventory 4 inventory control - Heijunka - Pacing by takt time - 5S - Pull flow production. - Production leveling and smoothing and lot size Shop floor reduction. 5 management - Point-of-use materials - Visual control - Value stream mapping - Product standardization Product design - Design for Manufacturing and Assembly (DFMA) 6 and development - Green design - Concurrent Engineering - Just-in-time (JIT) purchasing. Supplier 7 - Keiretsu relationship - Easy access Integrated information system - Just-in-time (JIT) delivery. - Pacing by takt time (the rate of customer demand) Customer 8 - Demand stabilization Relationship - Enhancement of product standardization - Maximization customer value - Intensive cross training programs and multifunctional workforce. - Respect for people; human resource training and Workforce involvement 9 management - Work delegation and increased span of control; safety and health programs - Employee evaluation and formal reward - Incentive’s systems and pay for performance - Ansoff matrix - Porter’s generic strategies; cost leadership, Strategic management differentiation, focus 10 (Burtonshaw- Gunn (2010)) - Five forces model - Elements of corporate strategy - Portfolio strategies Page 12 of 14 0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 Table 4: Top 30 lean tools Kaizen (Continuous Single Piece Flow Jidoka (Autonomation) Improvement) Poka-Yoke (Error Proofing) Visual Management Kanban (Pull System) 8 Lean Wastes (Muda) Six Big Losses SMART Goals Heijunka (Level Scheduling) Just-In-Time (JIT) Takt Time Bottleneck Analysis Andon Gemba (The Real Place) Overall Equipment Effectiveness Cellular Manufacturing Hoshin Kanri (OEE) Total Productive Maintenance Value Stream Mapping Total Quality Management (TQM) (TPM) Single Minute Exchange of Die 5S Methodology Key Performance Indicators (KPIs) (SMED) Standardized Work PDCA (Plan, Do, Check, Act) 6 Sigma (6σ) House of Quality and QDF Root Cause Analysis SWOT analysis. https://www.nikunjbhoraniya.com Ohno, T. (1988) Toyota Production System: Beyond Large Scale Production. Productivity Press, New York. Groover M. P. Fundamentals of modern manufacturing, materials, processes, and systems, second edition, John Wiley and Sons Inc. ISBN 0-471-42760.. Womack, J.P., Jones, D.T., and Roos, D. (1991). The machine that changed the world: the story of lean production - Toyota's secret weapon in the global car wars that is revolutionizing world industry. Operations Management: Processes and Value Chains, L. J. Krajewski, L. P. Ritzman, and M. Malhotra, Prentice Hall, 2016, 10th edition.. Womack, James P. Lean Thinking: Banish Waste and Create Wealth in Your Corporation. New York, NY: Simon and Schuster, (1996).. https://youtu.be/WuEb85Wrpmo.. Mikell P. Groover, Automation, production systems, and computer integrated manufacturing, 2nd ed., prentice Hall, ISBN 0-13-089546-6. Page 13 of 14 0906506 Lean and Agile Production Systems Prepared by Prof. Dr. Mohammad D. Al-Tahat 14 October 2024 Video lecture: https://youtu.be/w3nK7jwlK98 Video lecture: https://youtu.be/OtspqGxotLI Page 14 of 14