Lean System

TABLE OF CONTENTS
1. Introduction
2. Lean production system
3. Basic elements of lean manufacturing
4. Overview of lean production system
5. Lean techniques
6. Characteristics of lean
7. Benefits of implementing lean
8. Conclusion
9. References

ABSTRACT
All manufacturing activities necessarily generate some form of waste.
The manufacturing process does not consist of hundred percent of conversion of
material and energy inputs into usable final products; some portion of the
material and energy inputs inevitably ends up wastes. When the waste generated
exceeds the maximum assimilative capacity of the environment it becomes
pollution. This seminar focuses on LEAN productions, which aims at elimination
of wastes there by reducing the environmental degradation.

1. INTRODUCTION
Lean production is an assembly-line manufacturing methodology
developed originally for Toyota and the manufacture of automobiles. It is also
known as the Toyota Production System. The goal of lean production is
described as "to get the right things to the right place at the right time, the first
time, while minimizing waste and being open to change". Engineer Ohno, who is
credited with developing the principles of lean production, discovered that in
addition to eliminating waste, his methodology led to improved product flow and
better quality.

Instead of devoting resources to planning what would be required for
future manufacturing, Toyota focused on reducing system response time so that
the production system was capable of immediately changing and adapting to
market demands. In effect, their automobiles became made-to-order. The
principles of lean production enabled the company to deliver on demand,
minimize inventory, maximize the use of multi-skilled employees, flatten the
management structure, and focus resources where they were needed.

2. LEAN PRODUCTION SYSTEM (TOYOTA
PRODUCTION SYSTEM)
It is a team-based approach of manufacturing focused on identifying
and eliminating waste through continuous improvement by making the product
flow as in accordance with the pull of the customer in pursuit of perfection. Lean
manufacturing system is a systematic study of waste through in process
inventory, excess lead-time, transportation, and internal movements, and
unnecessary occupied space.

The basic purpose of lean manufacturing is to increase profits by
reducing costs and to improve productivity. Costs include not only
manufacturing cost but also administrative cost and capital-cost. To achieve
reduction in cost, we must flexibly adapt to changes in market demand without
having wasteful slacks.

3. BASIC ELEMENTS OF LEAN MANUFACTURING
The basic elements are pull systems, lead time reduction, continuous
improvement. When these elements are focused in the areas of cost, quality and delivery,
this forms the basis for a lean production system.

3.1. Pull Systems
A lean production system essentially needs a pull system, which
authorizes the release of raw materials based on real customer demand, which is
defined by the system status. A push system, in contrast, schedules releases
based on forecasts. Reducing inventory is one of the key measures to implement

lean manufacturing. The time between order release and product delivery (cycle
time) must be short, to achieve this target.

In traditional push systems, suppliers are left with large amount of
inventory and still may not be able to fulfill the customer's specific need. In a
pull system, the parts move in small batches, by way of calculated buffers. Hence
the products move fast out of the system and this means lower inventory levels
and holding costs (Liker & Wu, 2000). In addition, the supplier can respond
rapidly to customer demands, hence customer satisfaction is enhanced. It is also
relatively easy to identify defects in products and correct it in next batch. It
requires fewer people to perform the same task than before, as non value-added
activities are reduced in this system. In short, the overall productivity and
efficiency of the plant increases by implementing a pull system.

It is a method of controlling the flow of resources by replacing only
what the customer has consumed or demanded. Service organizations operate
this way by their very nature. Manufacturers, on the other hand, have
historically operated by a Push System, building products to stock, without firm
customer orders.

There are several major benefits to pull systems. One benefit is the
reduction of Work-In-Process (WIP); the second major benefit is it reduces
scheduling complexities. Pull Systems consist of production based on actual
consumption, small lot sizes, low inventories, management by sight, and better
communications. Pull systems eliminate sources of waste in the production flow.

3.2. Lead Time Reduction
An objective of lean manufacturing is reducing production lead
times. This can be achieved by reducing variability, leveling product flow, and
enabling mix-model manufacturing by using flexible machines cross-trained
workers (Liker & Wu). The set up times can be reduced by transforming
internal setups to external setups by implementing Single Minute Exchange of
Dies (SMED), using jigs, and fixtures and by reducing machine breakdowns by
preventive maintenance. Cycle time reduction can be achieved by using cell
manufacturing and by implementing a pull system.

3.3. Continuous Improvements (KAIZEN)
Every process can and should be continually evaluated and improved
in terms of time required, resources used, resultant quality, and other aspects
relevant to the process. When applied to the workplace, Kaizen means
continuing improvement involving everyone - managers and workers alike.
Kaizen is not limited to manufacturing systems only. It also means continuing
improvement in personal life, home life, social life, and working life.

4. OVERVIEW OF LEAN PRODUCTION SYSTEM

Wastes are referred to as non-valued-added activities and are known
to Lean practitioners as the Seven wastes. Taiichi Ohno suggests that these
account for up to 95% of all costs in non- Lean manufacturing environments.
These wastes are:

4.1. Over production
The waste of over production was the most serious of all the wastes
because it was the root of so many problems. The aim should be to make exactly
what is required, no more and no less, just-in-time and with perfect quality. The
corresponding Lean principle is to manufacture based upon a pull system, or
producing products just as customers order them. Anything produced beyond
this ties up valuable labor and material resources that might otherwise be used
to respond to customer demand. Overproduction discourages a smooth flow of
goods or services.

It also leads directly to excessive lead time and storage times. As a
result defects may not be detected early, products may deteriorate, and artificial
pressures on work rate may be generated. All these increase the chances of
defects. Overproduction leads to excessive work-in-process inventories which
lead to the physical separation of operations and the discouragement of
communication.

4.2. Waiting
The waste of waiting occurs whenever time is not being used
effectively. Time is an important element for competitiveness and quality.
Waiting involves a delay to non-value adding activities. When operators and
employees are waiting for work or simply for something to do, it is waste.

4.3. Transportation
Customers do not have goods moved around. The number of
transport and material handling operations is directly proportional to the
likelihood of damage and deterioration. Double handling is a waste that affects
productivity and quality.

Transporting is closely linked to communication. Where distances
are long, communication is discouraged and quality may be the victim. There is
increasingly the awareness that for improved quality in manufacturing or
services, people from interacting groups need to be located physically closer
together. For instance, the design office may be placed deliberately near the
production area.

4.4. Processing
Inappropriate processing refers to the waste of using a hammer to
crack a nut. Thinking in terms of one big machine instead of several smaller
ones discourages operator ownership, leads to pressure to run then machine as

often as possible rather than only when needed. It also leads to poor layout, extra
transportation and poor communication. So the ideal is to use the smallest
machine, capable of producing the required quality, distributed to the points of
use. In general, a capable process requires having the correct methods, training
and tools as well as having the required standards clearly known.

4.5. Inventory
Although having no inventory is a goal that can never be attained,
inventory is the enemy of quality and productivity. This is because inventory
tends to increase lead time, prevent rapid identification of problems, and
increase space thereby discouraging communication. Related to Overproduction,
inventory beyond that needed to meet customer demands negatively impacts
cash flow and uses valuable floor space.

4.6. Motion
Unnecessary motions refer to the importance of ergonomics for
quality and productivity. If operators have to stretch, bend, pick-up, move in
order to see better, the victim is immediately the operator but ultimately quality
and productivity.

4.7. Defects
Defects cost money. A defect should be regarded as a challenge, as an
opportunity to improve, rather than something to be traded off against what is
ultimately poor management.

4.8. Other Wastes
These include the waste of human potential or talent, the waste of
excess energy or power used; the waste of pollution, the waste of space, and the
waste of unnecessary complexity.

5.LEAN TECHNIQES
In order to reduce or eliminate wastes, Lean practitioners utilize
many tools or techniques. There are a number of Lean techniques available such
as, Value Stream Mapping, Visual Workplace, Setup Reduction, Cellular/Flow
Manufacturing, Pull Systems, Just-in-Time (JIT) and Total Productive
Maintenance.

5.1. Just-In- Time Production
JIT is a collection of concepts and techniques for improving
productivity. JIT is a process aimed at increasing value-added and eliminating
waste by providing the environment to perfect and simplify the processes. Just-

in-time manufacturing means producing the necessary items in necessary
quantities at the necessary time. As the saying goes, time is money. If you focus
on time, you're likely to find the hidden costs in an inefficient production system.

The power of JIT lies in what it can do for the bottom line. Having
materials arrive at the factory in time to enter the production process allows a
company to minimize the amount of inventory it must hold and store a costly
activity. It also minimizes the cost of obsolescence, when parts sit on the shelf so
long that they become obsolete.

By reducing the overall flow time of Boeing products, the company
can reduce many of the associated costs of production, such as inventory holding
costs. This strategy will also allow Boeing to meet customer demands quickly
and efficiently.

Putting this concept into practice means a reversal of the traditional
thinking process. In conventional production processes, units are transported to
the next production stage as soon as they are ready. In JIT, each stage is
required to go back to the previous stage to pick up the exact number of units
needed.

5.1.1. Advantages of JIT

1. Shortened lead time
2. Reduced time spent on non-process work
3. Reduced inventory
4. Better balance between different processes
5. Problem clarification

5.2. Autonomation
In order to realise Just-in-time perfectly, 100 per cent good units
must flow to the prior process, and this flow must be rhythmic without
interruption. Therefore, quality control is so important that it must coexist with
the Just-in-time operation throughout the Kanban system.

Autonomation means to build in a mechanism a means to prevent
mass-production of defective work in machines or product lines. Autonomation
is not automation, but the autonomous check of abnormality in the process. The
autonomous machine is a machine to which an automatic stopping device is
attached.

In Toyota factories, almost all the machines are autonomous, so that
mass-production of defects can be prevented and machine breakdowns are
automatically checked. The idea of Autonomation is also expanded to the
product lines of manual work. If something abnormal happens in a product line,
the worker pushes stop button, thereby stopping his whole line. For the purpose
of detecting troubles in each process, an electric light board, called Andon,
indicating a line stop, is hung so high in a factory that it can easily be seen by

everyone. The Andon in the Toyota system has an important role in helping this
autonomous check, and is a typical example of Toyota's "Visual Control
System."

5.3. ANDON-Visual control
These are simple signals that provide an immediate and readily
apparent understanding of a condition or situation. Visual controls enable
someone to walk into the workplace and know within a short period of time
(usually thirty seconds) what is happening with regards to production schedule,
backlog, workflow, inventory levels, resource utilization, and quality. These
controls should be efficient, self regulating and worker-managed, and include
Kanban cards, lights, color-coded tools, lines delineating work areas and
product flow, etc. If any reason the working line is stopped, a display lamp
immediately appears on a board suspended above each line, showing at which
process of line a problem has occurred.

Visual systems are used to transform a factory into a place where
thousands of messages concerning product quality, productivity, scheduling, and
safety are accurately and rapidly delivered every day. A "Visual Workplace" is
self-explaining, self-ordering, self-regulating, and self-improving, where what is
supposed to happen does happen, on time, every time, day or night - because of
visual systems.

A visual system should answer the following six core questions,
requiring visual answers; Where, What, When, Who, How Many, and How."
There are four basic visual devices, Visual Indicators, Visual Signals, Visual
Controls, and Visual Guarantee (also known as mistake-proofing and poka-yoke
devices). One of the main impacts visual systems will have is in eliminating non-
valued added motion.

5.4. POKA-YOKE (Fool proofing)
Poka-Yoke is designing the work process to eliminate human
mistakes. Fool proofing system is a means to create devices that can discover
defectives without the workers having to be attentive to minute details.

5.4.1. Steps
The steps for fool proofing are,
• If there is a miss step, the device does not allow goods to be mounted to
jigs.
• If a disorder is found in the goods, the device does not allow the machine
to start processing.
• If there is a miss step in work process or in motion, it is automatically
adjusted, and the device will allow processing to proceed.
• The disorder that has occurred in preceding process is examined at the
next process, and the device will stop defectives.
• If a certain operation is forgotten or stopped, the device does not allow
the next operation to begin.

5.5. Workplace Organization (5 S)
This tool is a systematic method for organizing and standardizing the
work place. It is one of the simplest Lean tools to implement, provides immediate
return on investment, crosses all industry boundaries, and is applicable to every
function with an organization. One of the most fundamental and widely applied
tools of Lean Manufacturing is 5S.

The benefits of 5S are:

• It can be done today
• Everyone can participate
• Waste is made visible
• Has a wide area of impact
• Improves set up times
• Improves quality
• Improves safety
• Improves morale
• Improves productivity

There is an order and logic to how 5S is carried out. It doesnt make
sense to start by arranging things neatly, if most of those things are not needed.

The five S words below are the steps of 5S.

5.5.1. Sort

It is about removing all items that are not required or are
unnecessary within a period ahead. Such items are waste, or lead to waste. They
take up space, lead to extra walking around, and lead to waste of time whilst
searching for needed items buried under piles of less important material.

5.5.2. Straighten

It is about having things easy to hand, labeled, classified and easily
visible. Shadow boards may be used for tools, books arranged by topic, shelves
not too high, wheels on carts, heavy low and light high, colour coded connections
and pipes.

It has a direct impact on productivity-Searching for lost papers and
tools should be eliminated. And time wasted should be cut by careful location of
tools and materials.

5.5.3. Scrub (Sweep)

Clean and check regularly is about keeping things clean and ready to
go. This step follows clean and orderliness. It needs to be done daily. Routine
maintenance may be in cooperated oil every day, replace after 5000 sheets, and

air craft style checks where items are checked at the start of every shift. One
important activity is identifying which maintenance activities are the
responsibility of the ordinary staff, and which are the responsibility of the
specialist maintenance staff.

5.5.4. Standardize

It refers to engendering the habits of workplace procedures. It is
about the establishment and maintenance of standards. The first standard is to
ensure that the previous 3Ss are in place and maintained. Standards should be
kept line side and be diagrammatic or written, but never verbal. Standard
procedures can be color coded to match the product, which carries a label of
matching colour.

When an engineering change occurs, a number on the product should match the
number on the standard sheet. Any standard should cover not only what to do
when things are normal, but also what to do if things go wrong.

5.5.5 Self Discipline

It is to make sure that the activities are kept going. This amounts to
identifying responsible people, setting the frequency of review, and maintaining
a visual record for important equipment. Prevention is the watchword. But even
better than prevention is failsafing, whereby inspection is automatic and a
warning occurs. Examples are automatic counts on cutting, showing a light when
tool change is required, or automatic backup of hard disk.

Management participation and interest is vital to keep a 5S programs
going. Expectation and example are important. Management must be seen to
practice 5S themselves, and to maintain commitment.

5.6. Total Productive Maintenance (TPM)
It is a concept of productive maintenance aimed at achieving overall
effectiveness of the production system through the involvement of all the people
in the organization. It consists of a company wide equipment maintenance
program covering the entire equipment life cycle. The goal of TPM is to
minimize downtime due to maintenance, and maximize machine uptime. One of
the key elements of TPM is autonomous maintenance where the operators are
responsible for maintaining their own equipment.

TPM stages are break down maintenance, preventive maintenance,
productive maintenance, and total productive maintenance.

TPM capitalizes on proactive and progressive maintenance
methodologies and calls upon the knowledge and cooperation of operators,
equipment vendors, engineering, and support personnel to optimize machine
performance. Results of this optimized performance include; elimination of
breakdowns, reduction of unscheduled and scheduled downtime, improved

utilization, higher throughput, and better product quality. Bottom-line results
include; lower operating costs, longer equipment life, and lower overall
maintenance costs.

5.7. Heijunka
It is a production scheduling / load leveling tool, essentially to
distribute Kanban cards in an efficient manner.

5.8. Value Stream Mapping
Value stream mapping is usually the first step in the evaluation of an
existing manufacturing process. A Value Stream Map is a visual documentation
of the process flow, both material and information flows are depicted. It is used
to provide a snapshot of the "Present State" of your manufacturing process.

Producing this present state flow diagram will help identify all of the
value adding and non-value adding steps within your process. Once this present
state map is completed, a company will clearly see where the opportunities are
for eliminating the non-value adding steps. The "Future State" Map of a process
is then created showing the improved, streamlined flow. Using this method will
allow a company to look at the "Big Picture" of a manufacturing process. Value
Stream Mapping doesn't require any special software tools; everything should
be drawn by hand and in pencil.

5.9. The 5 Whys
The 5 whys is a technique to ensure that the root causes of problems
are sought out. It simply requires that the user asks why several times over. This
simple but very effective technique really amounts to a questioning attitude.
Never accept the first reason given; always probe behind the answer. It goes
along with the philosophy that a defect or problems something precious; not to
be wasted by merely solving it, but taking full benefit by exposing the underlying
causes that have lead to it in the first place.

The 5 why analysis gives guidance to the role of an effective quality
department. With total quality established, much responsibility for quality will
be placed at source, that is with the person that makes it. The quality
professionals need to be spending more time on the detective work of tracing
problems to their root cause. This is real continuous improvement and
prevention.

5.10. Setup Reduction
It is the technique of time to change a process from running one
specific type of product to another. The purpose for reducing changeover time is
not for increasing production capacity, but to allow for more frequent
changeovers in order to increase production flexibility.

Setup reduction is driven by the need of being able to change over a
given process to produce a different product in the most efficient manner.
Reducing Setup (or Change Over) is the lean manufacturing technique allowing
the mixing of production/products without slowing output or creating higher
costs associated with non-value adding activity. Changeovers add no value and
therefore should be minimized. The goal is to reduce and/or eliminate downtime
due to setups and changeovers.

The setup process should be viewed from two different perspectives,
one is Internal, steps required to be completed when the machine is stopped
versus external steps accomplished offline while the machine is in operation.
Quick Changeover will increase productivity, reduce lead-time, lower total costs,
and increase flexibility to adapt to a changing market and/or product mix.

5.11. Cellular/Flow Manufacturing
It is an approach in which manufacturing work centers [cells] have
the total capabilities needed to produce an item or group of similar items;
contrasts to setting up work centers on the basis of similar equipment or
capabilities, in which case items must move among multiple work centers before
they are completed; the term group technology is sometimes used to distinguish
cells that produce a relatively large family [group] of similar items.

It is the linking of manual and machine operations into the most
efficient combination to maximize value added content while minimizing waste
of motion and valuable resources. It is the technique of arranging operations
and/ or people in a cell rather than in a traditional straight assembly line. Cell
construction will help achieve simplified flows by integrating process operations
in a one way material flow. Cellular Manufacturing is one of the primary
techniques used to obtain the Lean benefits of shorter lead-times, improved
quality, reduced inventories, simplified scheduling, and minimized material
handling.

5.12. Batch Size Reduction
Historically, manufacturing companies have operated with large
batch sizes in order to maximize machine utilization, assuming that changeover
times were fixed and could not be reduced. Because Lean calls for the
production of parts to customer demand, the ideal batch size is ONE. However, a
batch size of one is not always practical, so the goal is to practice continuous
improvement to reduce the batch size as low as possible.

Reducing batch sizes reduces the amount of work-in-process
inventory (WIP). Not only does this reduce inventory-carrying costs, but also
production lead-time or cycle time is approximately directly proportional to the
amount of WIP.

Therefore, smaller batch sizes shorten the overall production cycle,
enabling companies to deliver more quickly and to invoice sooner (for improved
ash flow). Shorter production cycles increases inventory turns and allows the
company to operate profitably at lower margins, which enables price reductions,
which increases sales and market share.

5.13. Total Quality Management
Total quality management is a management system used to
continuously imrove areas of a companys operation. TQM is applicable to every
operation in the company and recognizes the strength of employee involvement.

6. Characteristics of Lean
Characteristics of Lean are discussed below

6.1. Multy skilled workforce
In order to have smoothed production, it is necessary that the worker
be skilled in a number of functions. The use of mono skilled and mono-function
worker in industry, leads to much underutilization of labor/machinery. Small
fluctuations in the demand can be taken care of by lean production, through use
of an elongated shift working and deployment of skilled workers. If the demand
is slightly lower, the work is finished early and the rest of the period is used for
either workers rest, or activity such as practicing set-ups, preventive
maintenance etc.

6.2. Short set up time
The characteristics of smoothed production is to have a short set up
time, because it assumes that there is very little time loss between different
changeovers. The aim is to please the customer by producing only those products
which he has ordered. We cannot complain about the frequency of die-
exchange. So the alternative left is to shorten the time spent for exchange of die.
Through constant efforts by use of quality circles, set up times have been
reduced to single-digit or even less than one minute. Known as single set-ups and
one-touch-set-ups respectively.

6.3. Employee involvements and empowerment
It involves organizing workers by forming teams and giving them
training and responsibility to do many specialized tasks, for house keeping,
quality inspection, minor equipment repair and rework. And also allowing them
to meet to discuss problems and find ways to improve the process.

6.4. Supplier involvement
The manufacturer treats its suppliers as a long term partners. They

often must be trained in ways to reduce set up times, inventories, defects,
machine breakdowns, etc. in order to enable them to take responsibility for
delivering the best.

6.5. Improved quality through immediate feedback
Before lean manufacturing there was batch method of production. So
an error in one of the machining operation or material defect was identified only
after completing of particular process. Also the same defective component was
machine to final stage and after that error was identified. This caused rejection
of total batch quantity and wastage of resources.

Because of lean manufacturing smooth flow of material/production
resulted. The error or defect in previous manufacturing operation is
immediately identified by operator and he gives feed back. In this way
continuous and batch rejection is avoided. Effects in materials like cracks, blow
holes, excess are pointed out quickly. Thus there is continuous quality
improvement due to lean manufacturing. The overall effect is less rejection.

7. BENEFITS OF IMPLEMENTING LEAN
The benefits of implementing Lean can be broken down into three
broad categories; Operational, Administrative, and Strategic Improvements.
Even to this day, most organizations that implement Lean do so the operational
improvements, primarily because of the perception that Lean only applies to the
operations side of the business. However, from our experiences, Lean
administrative and strategic benefits are equally impressive.

Some of Lean benefits are summarized below.

7.1. Operational Improvement
The NIST Manufacturing Extension Partnership recently surveyed
forty of their clients who implemented Lean Manufacturing. Typical
improvements were reported as follows:

• Lead Time (Cycle Time) reduced by 90%
• Productivity increased by 50%
• Work-In-Process Inventory reduced by 80%
• Quality improved by 80%
• Space Utilization reduced by 75%

7.2. Administrative Improvements
A small sample of specific improvements in administrative functions
is

• Reduction in order processing errors

• Streamlining of customer service functions so that customers are no
longer placed on hold
• Reduction of paperwork in office areas
• Reduced staffing demands, allowing the same number of office staff to
handle larger numbers of orders
• Documentation and streamlining of processing steps enables the out-
sourcing of non-critical functions, allowing the company to focus their
efforts on customers needs
• Reduction of turnover and the resulting attrition costs.

7.3. Strategic Improvements
Many companies who implement Lean do not adequately take
advantage of the improvements. Highly successful companies will learn how to
market these new benefits and turn them into increased market share.

One specific example involves a mid western manufacturer of a
common health care product. Of approximately forty U.S. competitors, the third
largest company in the industry decided to implement Lean manufacturing
principles. The industry average lead-time was fifteen days, and this company
was no different. At the end of the project, Company #3 average lead-time was
four days, with no products shipped in less than seven days. In order to
capitalize upon these improvements, the company began a marketing campaign,
advertising that customers would receive the product in ten days, or the order
would be FREE. Sales volume increased by 20% almost immediately. After
making the appropriate improvements to handle the new demand, they company
initiated another marketing campaign; for only a 10% premium, they would
ship within seven days. Again, sales volume increased (by only 5%) because new
customers wanted the product within seven days, but more than 30% of existing
customers also paid the premium, even they were already receiving the product
in less than seven days. The end result was that the company increased revenues
by almost 40% with no increase in labor or overhead costs. Another key benefit
was that the company was able to invoice customers eleven days sooner than
before, greatly improving cash flow.

8. CONCLUSION
Lean techniques are applicable not only in manufacturing, but also
in service-oriented industry and service environment. In the era of globalization,
all organizations try to improve productivity and quality using all industrial
engineering techniques. Lean manufacturing is a dominant tool which is proven
globally as one of the best tool available to improve overall operating efficiency.

9. REFERENCES
1. John Bicheno, M.R.Gopalan,Management Guide to Quality and Productivity,
Wheeler Publishers.
2. http://www.mep.org.
3. http://www.ddiworld.com
4. Deepak Agarwal,A Case Study Lean Manufacturing ,Industrial Engineering
Journal,vol:xxxno:9,page (28-31),September 2002.
5. S.Ilangovan and N.Saravanan ,Lean Production-An Innovation Management,
Manufacturing Technology Today, vol: 3, no: 7, page (12-13), July 2004.
6. Dixit Grag & S.G.Deshmukh JIT: Concepts and Relevance In Indian Context.
Industrial Engineering Journal, vol: XXV111,14-18),January 1999.
7. http://www.seminarprojects.com

Lean System

More Related Content

What's hot (20)

Viewers also liked (6)

Similar to Lean System (20)

Lean System