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Lean Tool What Is It? How Does It Help?

5S Organize the work area: Eliminates waste that results from a poorly organized
 Sort (eliminate that which is not needed) work area (e.g. wasting time looking for a tool).
 Set In Order (organize remaining items)
 Shine (clean and inspect work area)
 Standardize (write standards for above)
 Sustain (regularly apply the standards)

Andon Visual feedback system for the plant floor that indicates Acts as a real-time communication tool for the plant floor
production status, alerts when assistance is needed, and that brings immediate attention to problems as they
empowers operators to stop the production process. occur – so they can be instantly addressed.

Bottleneck Identify which part of the manufacturing process limits the Improves throughput by strengthening the weakest link in
Analysis overall throughput and improve the performance of that part of the manufacturing process.
the process.

Continuous Flow Manufacturing where work-in-process smoothly flows through Eliminates many forms of waste (e.g. inventory, waiting
production with minimal (or no) buffers between steps of the time, and transport).
manufacturing process.

Gemba (The Real A philosophy that reminds us to get out of our offices and spend Promotes a deep and thorough understanding of real-
Place) time on the plant floor – the place where real action occurs. world manufacturing issues – by first-hand observation
and by talking with plant floor employees.

Heijunka (Level A form of production scheduling that purposely manufactures in Reduces lead times (since each product or variant is
Scheduling) much smaller batches by sequencing (mixing) product variants manufactured more frequently) and inventory (since
within the same process. batches are smaller).

Hoshin Kanri Align the goals of the company (Strategy), with the plans of Ensures that progress towards strategic goals is consistent
(Policy middle management (Tactics) and the work performed on the and thorough – eliminating the waste that comes from
Deployment) plant floor (Action). poor communication and inconsistent direction.

Jidoka Design equipment to partially automate the manufacturing After Jidoka, workers can frequently monitor multiple
(Autonomation) process (partial automation is typically much less expensive than stations (reducing labor costs) and many quality issues
full automation) and to automatically stop when defects are can be detected immediately (improving quality).
detected.

Just-In-Time (JIT) Pull parts through production based on customer demand Highly effective in reducing inventory levels. Improves
instead of pushing parts through production based on projected cash flow and reduces space requirements.
demand. Relies on many lean tools, such as Continuous Flow,
Heijunka, Kanban, Standardized Work and Takt Time.

Kaizen A strategy where employees work together proactively to Combines the collective talents of a company to create an
(Continuous achieve regular, incremental improvements in the engine for continually eliminating waste from
Improvement) manufacturing process. manufacturing processes.

Kanban (Pull A method of regulating the flow of goods both within the Eliminates waste from inventory and overproduction. Can
System) factory and with outside suppliers and customers. Based on eliminate the need for physical inventories (instead
automatic replenishment through signal cards that indicate relying on signal cards to indicate when more goods need
when more goods are needed. to be ordered).

KPI (Key Metrics designed to track and encourage progress towards The best manufacturing KPIs:
Performance critical goals of the organization. Strongly promoted KPIs can be  Are aligned with top-level strategic goals (thus helping to
Indicator) extremely powerful drivers of behavior – so it is important to achieve those goals)
carefully select KPIs that will drive desired behavior.  Are effective at exposing and quantifying waste (OEE is a
good example)
 Are readily influenced by plant floor employees (so they
can drive results)

Muda (Waste) Anything in the manufacturing process that does not add value Eliminating muda (waste) is the primary focus of lean
from the customer’’s perspective. manufacturing.

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Enables manufacturing in smaller lots. inspection.com | www.vorne. Takt Time The pace of production (e.g.Lean Tool What Is It? How Does It Help? Overall Equipment Framework for measuring productivity loss for a given Provides a benchmark/baseline and a means to track Effectiveness manufacturing process.g. Act)  Plan (establish plan and expected results)  Plan (develop a hypothesis)  Do (implement plan)  Do (run experiment)  Check (verify expected results achieved)  Check (evaluate results)  Act (review and assess.875. 100% OEE means perfect production  Performance (e. as fast as possible. reduces inventory.com . try again) Poka-Yoke (Error Design error detection and prevention into production It is difficult (and expensive) to find all defects through Proofing) processes with the goal of achieving zero defects. PDCA (Plan. Standardized Documented procedures for manufacturing that capture best Eliminates waste by consistently applying best practices. A common problem. do it again)  Act (refine your experiment.com | www. efficiency goal for the plant floor (Actual Pieces / Target Pieces). TPM blurs the distinction between maintenance the right environment this can be very effective in and production by placing a strong emphasis on empowering improving productivity (increasing up time.630. and correcting defects typically gets significantly more expensive at each stage of production. consistent and intuitive method of seconds) that aligns production with customer demand.leanproduction. manufacturing one piece every 34 Provides a simple.oee. Single Minute Reduce setup (changeover) time to less than 10 minutes. Shows the Exposes waste in the current processes and provides a Mapping current and future state of processes in a way that highlights roadmap for improvement through the future state. displays and controls used throughout Makes the state and condition of manufacturing manufacturing plants to improve communication of processes easily accessible and very clear – to everyone. opportunities for improvement. and eliminating defects). Root Cause A problem solving methodology that focuses on resolving the Helps to ensure that a problem is truly eliminated by Analysis underlying problem instead of applying quick fixes that only applying corrective action to the “root cause” of the treat immediate symptoms of the problem. approach is to ask why five times – each time moving a step closer to discovering the true underlying problem. rejects) no down time). An iterative methodology for implementing improvements: Applies a scientific approach to making improvements: Check. Value Stream A tool used to visually map the flow of production. Work practices (including the time to complete each task).g. (SMED)  Convert setup steps to be external (performed while the process is running)  Simplify internal setup (e. Do. Visual Factory Visual indicators. slow cycles) (manufacturing only good parts. Attainable. IL USA | +1. pacing production. reducing cycle operators to help maintain their equipment. Total Productive A holistic approach to maintenance that focuses on proactive Creates a shared responsibility for equipment that Maintenance and preventative maintenance to maximize the operational time encourages greater involvement by plant floor workers.  Breakdowns  Setup/Adjustments  Small Stops  Reduced Speed  Startup Rejects  Production Rejects SMART Goals Goals that are: Specific. ITASCA. “living” documentation that is easy to change. Measurable. information. down time) process. and Helps to ensure that goals are effective.g. Is easily extended to provide an Calculated as Planned Production Time / Customer Demand. Exchange of Die Techniques include: and improves customer responsiveness. times. Relevant.g.3600 www. Three categories of loss are tracked: progress in eliminating waste from a manufacturing (OEE)  Availability (e. with  Quality (e. Must be Forms a baseline for future improvement activities. replace bolts with knobs and levers)  Eliminate non-essential operations  Create standardized work instructions Six Big Losses Six categories of productivity loss that are almost universally Provides a framework for attacking the most common experienced in manufacturing: causes of waste in manufacturing. In (TPM) of equipment. Time-Specific.