1. Chapter 11
Lean synchronisation

2. Figure Lean synchronisation has the aim of achieving a flow of products and services that always delivers exactly what customers want, in exact quantities, exactly when needed, exactly where required and at the lowest possible cost

3. Figure 11.2 (a) Traditional and (b) lean synchronised flow between stages

4. Figure Reducing the level of inventory or queues (water) allows operations management (the ship) to see the problems in the operation (the rocks) and work to reduce them

5. Figure 11.4 Schematic of the issues covered in this chapter

6. Figure The different views of capacity utilisation in (a) traditional and (b) lean synchronisation approaches to planning and controlling flow

7. Figure Using several small machines rather than one large one, allows simultaneous processing, is more robust, and is more flexible

8. Figure 11.7 Levelled scheduling equalises the mix of products/service delivered each day

9. Figure 11.8 Delivering smaller quantities more often can reduce inventory or queues levels

10. Figure Levelled scheduling and mixed modelling: mixed modelling becomes possible as the batch size approaches one

11. Figure Developing lean processes can mean accepting lower utilisation in the short to medium term