Lean Thinking

Eng. Rafat Ymani

Table of Content
01
What is Lean
02 History of Lean
03
5 Core principals of Lean Thinking
04
General Benefits
05 Learn what it means to stand in the circle.

06
Learn what the © STUDY activity is.
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Overview of Lean
 Lean Overview
At the end of this part you will be able to:

Define what a lean strategy is.

The 5 core principles of lean
How lean relates to the Toyota Pr
oduction System.
General benefits of lean
What is Lean?
Lean is a continuous improvement strategy
that a company embarks on to maximize
customer value and minimize waste.

The term "Lean" was first used in the book

The Machine That Changed the World by
James Womack.

A lean organization focuses on providing

complete value or Value added activities
to their customers.

One of the ways that lean accomplishes

this is through the complete and total
elimination of any form of waste.
Things to keep in mind….
Strategy generally takes about 3-5
years for implementation

Lean in general is not a strategy that

happens overnight.
while the strategy includes the use of many
important methodologies you will need to be
aware of cultural changes too.

Many of the advancements in lean have come

over years of studying such innovators as
Taiichi Ohno and Henry Ford.
 History of Lean
Shortly after World War 2 Toyota found themselves with very little money, not much
market and production capability was only 1/10 that of Henry Ford’s in Detroit.

Taiichi Ohno was given challenge to “catch up with Detroit in three years or less.”

Mr. Ohno began studying Ford’s methods almost right away.

After much study and pondering a system that focused on the
elimination of waste was created.

The system became known as The Toyota Production System.

R e c o mme n d e d B o o k s t o r e a d

In 1990 Dr. James P. Womack coined the

phrase “lean in his book titled:

The machine that changed the world

In 1996 Dr. James P. Womack wrote another
book which outlined the 5 core principles of a
lean thinking organization titled:
Lean thinking
14 management principles is one of the
best books you can read on Lean.
The Toyota Way
 5 Core principals of Lean Thinking
In 1996 James Womack and Daniel Jones wrote the book Lean
Thinking. In this book they identified 5 core principles of lean
1. Identify what value means from the customers perspective.
Value is defined by what the customer is willing to pay for.
2.These Cond principle is to map the value stream. Mapping the
value stream out will help you to identify waste in your value
stream and discover where the waste is coming from.
3.Make value flow through the elimination of waste.
4.Produce only what the customer is pulling for. In other words we
build as close to real customer demand as possible. Nothing More.
Nothing Less.
5.Always pursuit perfection. The final principle advocates that we
need to always continue to eliminate waste and improve our
business processes.
Decreased working

01
capital.

Improved efficiency. 02

Meet customer
03

demand.

Map value stream

04

Establish Pull
05
General Benefits

There are many

with a lean strategy

benefits associated
Lean is not only for manufacturing!
One of the biggest myths of a lean strategy
is that only manufacturers and job shops 01
will benefit from lean.

Contrary to popular belief, 70% of

02 waste can be found in a transaction
al or office environment.

Some other industries that lean

03
can be applied in many areas

medical, educational,
04
agricultural, government.
 Why go lean?
Improved Quality Improve efficiency and the
naturally lowers costs time it takes to deliver value
& attracts additional to customers and shorten
business & customers. lead times.

Improved Market share Free up resources & capital

lean organizations deliver and resources by reducing
the best product at the inventory, stabilizing
best price with the best processes & eliminating
quality so they earn more waste from the value stream.
of the free market &
retain the market they
already have.
Who can go lean?
• When lean first began, it was noted for its powerful
improvements in manufacturing and automotive industries.
Today lean is being applied in:
• Healthcare
• Manufacturing
• Agriculture
• Education
• Office

• Lean focuses on the improvement of business processes which

allows the strategy to be used across all industries and
business which have processes in them. Additionally lean
concepts and principles are applicable in research and
development and design settings too.
Lean Tools
Value Stream Mapping

The 5S System

Quick Changeover
What is waste?
• In lean waste is referred to as muda.

• Waste is any activity that does not add value to the product or service in the
eyes of the customer.

• Some examples of muda are:

• Waiting
• Over processing
• Transportation
• Defects
• Over production

There are 8 forms of waste. Every course includes an Overview of all 8 forms of
waste. For more details on each form of waste our 8 forms of waste goes into
more detail and presents general solutions for each of the 8 forms of waste. The
8 forms of waste course also includes activities that help train employees /
students to see even the most hidden forms of waste.
The house of Toyota
House of Toyota TPS

•The house of Toyota was first created to show the Toyota

production system. The house showed how all elements must work to
gether as a system to create a strong, sustainable system that would
last.

1.Goals–The roof represents the goals of an organization or if you are an

individual the roof can represent your goals.

2.Just-in-Time–The just-in-time pillar is focused on delivering/providing the

next downstream customer with:
1.What they need.
2.When they need it.
3.In the correct quantity.
Several important concepts like: pull systems, flow and takt time are used to
support the just-in-time pillar.

3.Jidoka–The Jidoka pillar is focused on building quality into an organization.

The Jidoka pillar uses concepts like: Poka yoke, visual controls, Root cause
 Foundation Operational Stability
At the base of the house is operational stability. To create
operational stability concept and techniques like standard
work, Heijunka and kaizen are used. Many iterations of the
house of Toyota will also contain TPM in the foundation.
House of Toyota

Culture and People

In the center of the house you will see the element of culture and
people. Possibly the most important part of the home/production
system is creating an environment where positive behaviors,
flexible, capable and respected people can work. This type of
environment helps people harness their skills creating innovative,
empowered, motivated individuals who know they are supported.
 ➢ Lean focuses on the improvement of business processes which allows the
strategy to be used across all industries and business which have processes in
Summary them. Additionally lean concepts and principles are applicable in research and
development and design settings too

➢ Companies go lean to improve efficiency, Improve quality, decrease the need

for working capital, increase market share, increase profit margins, increase
cash flow, Improve inventory turns, meet customer demands.

➢ Lean is a continuous improvement strategy that a company embarks on to maximize

customer value and minimize if not eliminate all forms of waste.

➢ Waste is any activity that does not add value to the product or service in the eyes of
the customer
TPS

➢ The house of Toyota was first created to show the Toyota production system.
The house showed how all elements must work together as a system to create a
strong, sustainable system that would last .

➢ The 5 core principles of lean are 1. Define value from the customer’s
perspective. 2. Map the value stream. 3. Make value flow through the elimination of waste.
4. Respond only to the pull of the customer. 5. Always pursuit perfection.
Benefits of a lean strategy

•Efficiency
• Stable Operations
• Improved Quality
• More Profit
 Why perform the ©STUDY activity?
As you have probably learned by now the
development of people is absolutely critical to the
success of a lean strategy. One of the most
important skills employees can begin developing
from the very beginning of a lean implementation is
the skill of observation. Mainly seeing the various
forms of waste that go on everyday and developing
a lean thinking, kaizen orientated mindset. As
employees learn to see value streams, areas and
other parts of their businesses they hone their
skills to see and identify waste. Without this first
skill there is no way to begin the removal process.
The Toyota Way: 14 Management Principles

Author: Jeffrey Liker uses a 4 P model to summarize

the 14 principles he outlines in The Toyota Way: 14
Management Principles. One of those principles
challenges us to:

1. Grow leaders who live the philosophy.

2. Respect, develop and challenge your people
and teams.
3. Respect challenge and help your suppliers.
Kata for development!
• Kata is a martial arts reference which describes a
system of individual or team training, exercises or
techniques that are used to develop skill sets.

• Taiichi Ohno would often take groups of people to

the shop floor and ask them to stand in a circle.

• Students were instructed to keep a clear mind,

focus on the area and find improvement
opportunities.
Benefits of standing in the circle

• Employees learn to see waste.

• Employees discover opportunities for
improvements.

• Employees develop a Kaizen orientated mindset.

• Universal to all industries.
What does TIMWOODS do?
• The TIMWOODS brainstorming activity is
performed so that you can stretch your mind
around each type of waste quickly. In the
TIMWOODS brainstorming activity you are not
at the floor or reviewing a specific value stream
just simply thinking of all the different types of
waste you have seen in each of the 8 categories.
©STUDY Activity
•Stand in a safe place.
•Take notes.
•Understand with your team.
•Determine Root Cause/Solve.
•Yokoten
Stand in a safe place
• Find a safe place to observe the area.

• You will need to set aside about 30 to 45 minutes

for observation.

• This time is used for observation. You should not

engage anybody during this time, just observe.
Take Notes
• Note opportunities for improvements that you
observe in the area.
• Be as detailed as possible when taking notes.
Understand Observations
• Review all of your findings with your team.

• Share details you were not able to record while at the

shop floor.
Tr I M Ov
W Ov D
an n o er
a er e

• Decide on priorities: sp
or
v
e
t
i
Pro
i
ces
t
Pro
du
f
e
1. What can I do now? ta n o sin
i cti c

2. What can I do in the next 30 days? ti

on
t
o
n gn
g
on t
s
3. What needs to become a project? r
y

• Specify the type of waste with a checkmark. Keep in

X X
X X

mind that each observation can be more than one form X

X
X
X
X X X
of waste. X X
X X
X
X
D etermine Root Cause/Study

of waste you observed and try to solve the root

cause.

• Use the What, 5 Why, What if Method.

Yokoten
• Yokoten is the sharing of best practices and
learning throughout an organization.

• Some ways you can share your findings with other

departments, areas or groups in your organization are:
1. Share a presentation during a town hall.
2. Create a wall of excellence that shares the most recent
solutions.
3. Have a newsletter which is sent out regularly.

• A sample template is provided to help you

build your first few presentations.

your story.
Suggestions
• Create ©STUDY teams. Block off 1 hour a week
and see which team can find and remove the most
forms of waste. Reward and Recognize the team
that comes up with the most solutions during the
hour.

• Hold an in house Olympics. Have teams compete for

gold medals in TIMWOODS events. (e.g. Who can
remove the most transportation, Inventory etc.)
What will you need for the ©STUDY activity?
• ©Study Template (Excel Sheet) – This template is
• Clipboard or something hard to write on.

• Bring extra supplies to the Gemba.

1. Paper
2. Pencils
3. Pens
3 Categories of Work
 Waste Overview
At the end of this part you will be able to:

3 types of work
VA, BAV and NVA Work
3 Origins of Waste
 What are the 3 types of work?
Work in every business/organization can be classified as 1 of 3 types of work.

Value added work.

Business value added work.

Non-value added work.

Value added work

a customer is
willing to pay for.
Business necessary work
• Also referred to as business value added work.
• This type of work is work that your customers are not willing
to pay for. However, the work must be performed to protect
the business or comply with standards or requirements.
• One thing to note is that even though this work must be
performed it should be reduced or minimized as much as p
ossible.
Value added work
• Value added work is the actual work that a customer is w
illing to pay for.

• Value added work has three characteristics to it.

1. Transformation occurs as a result of the process or service.

2. A customer is willing to pay for it.

3. It is done correctly the first time through.

Non value added work
• Activities that add no value to the product or service
They do not transform products or services in any
way, no customer is willing to pay for the work and
they sometimes are performed incorrectly.

• Referred to as muda.

• One helpful method of categorizing waste is to ask “

would I be willing to pay for this?”
 Value Stream
Taiichi Ohno once said
all we are doing is looking at the time line
from the moment the customer gives us an
order to the point when we collect the cash.
And we are removing non-value added
wastes.”

The Value Stream is the entire sequence o

Value streams can be filled with more t
han 80% waste in them. Even Toyota w
ho is constantly improving their value s
treams says that they have processes
with more than 50% waste in them.
f activities that are required to design, pr
oduce and provide services or goods. The
value stream includes both information & m
aterial flows which identify value- adde
d and nonvalue-added activities.
 So what?
Imagine a river was full of
water. Imagine the river
represented value in your p
rocesses. These activities a
re value adding activities th
at you want to flow freely an
d efficiently from beg
inning to end. Now ima
gine that some rocks were
dumped into your strea
m. What does this do to th
e water?
These rocks are representative of waste
in our value streams, we often don’t
realize how waste impedes the flow of v
alue because we are either used to it or
we just don’t see it.
When we remove wastes like waiting, i
nventory and defects we then begin to s
ee the potential that our value streams h
ave Capital get’s freed up, space save a
nd resources used more effectively.
 Two types of work…
1. Those that add value.

2. Those that do not add value.

• Remember that even though business “necessary” work is

“necessary” it still adds no value and should be minimized if it can
not be eliminated.
3 Origins of Waste.
• Along with Muda there are two other types of
waste that exist in all organizations.

1. Mura - Mura is the unevenness in a workplace. The

term mura originated within the Toyota Production
System. Mura often causes disruptions in flow,
throughput and places unnecessary strain on
employees.

2. Muri - Muri is the overburdening of operators and

equipment. Muri often asks or sometimes requires
machines and people to work much harder and much
longer than a regular or "appropriate" schedule would.
 What is waste or (Muda)?
In lean waste is referred to as Muda
.
Waste or (Muda) is any activity
that does not add value to the
product or service in the eyes
of the customer.
 T y pes of Wa s t e
O

O
O
Muri • Muri is the overburdening of operators and
equipment. Muri often asks or sometimes
requires machines and people to work much
harder and much longer than a regular or
"appropriate" schedule would.

• Muri is most prevalent in:

1. Crowded and cramped workplaces.
2. Poorly designed work layouts, like functional.
3. Processes where employees are not properly
trained and have no procedures.
How does muri effect people?
• Many times organizations focus on removing types
of Muda which are the most obvious. However, if
muri is left unaddressed employees will often
experience:

1. Low morale.
2. Stressed employees.
3. High turnover rates.
How can an organization begin to address the waste of muri?
• Takt time – Takt time is the heart beat of customer
By establishing and tracking takt time indemand.
processes workers know exactly how efficient they need
to complete activities.

• Standard Work – Standard work practices identify the

safest and most efficient way to complete a work
activity. This helps everyone to know:
1. What to do.
2. How to do it.

• Working to the pull of the customer – This prevents

wasteful activities and focuses people on the objective
of creating value for customers.
Mura
• Mura - is the unevenness in a workplace.
The term mura originated within the Toyota
Production System. Mura often causes
disruptions in flow, throughput and places
unnecessary strain on employees.
Mura - Solutions
• Takt time -As noted earlier, takt time is the rate ate which you need to
produce products and or services at in order to keep up with customer demand.
Establishing and tracking takt time in an organization can help level work
activities that are operating to quick or to slow. This is important because once
the abnormalities are visible you can then begin to eliminate waste and level the
flow of work.
• Heijunka - Heijunka is a Japanese term that can be translated as product
smoothing or load leveling. The heijunka technique is used to assist and in many
ways facilitate Just in time production. Heijunka is often used to smooth out
production both internally and externally. Heijunka gives organizations the
ability to efficiently and effectively meet customer demands without having to
produce excessive batches of work. Additionally heijunka helps to keep
inventories to a minimum level, lower holding costs, increase resource power and
improve the overall lead time of an organization.
• Six Sigma – Using techniques like six sigma can assist organizations in

correcting quality issues that may create bottlenecks while minimizing variability
within business processes.
What does Muda, Muri and Mura look like?
Waste Overview
Table of Content
01
What is waste?
02
Transportation Waste
03
Inventory Waste
4,5
Motion and Waiting Waste
6,7
Over Processing and Over Production Waste
8,9
Defect and Skill Waste
10
Heijunka
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What is Waste
"MODA"
 Waste Overview
At the end of this part you will be able to:

Understand what waste is.

Understand the 8 forms of

waste.
Understand what Hejunka is.
 What is waste?
In lean waste is referred to as Muda.

Waste is any activity that does

not add value to the product or
service in the eyes of the
customer.
What are forms of waste?
Transportation Over processing
waste waste

Over production
inventory waste waste

Motion waste Defect waste

Waiting waste Skill waste

 Ty pes of Was te
O

O
O
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Transportation
Waste
 transportation Waste
Transportation waste is any unnecessary movement of products,
materials, information or people.

Examples:
• Moving parts across facilities.
• Walk excessive distances to retrieve tools.
• Retrieving or storing, information, files and data.
What causes transportation waste?
•Equipment that is widely spaced.

•No priority system in place.

•Materials not stored close to the point

of use.

•Handoffs and multiple transactions

needed to move items.

•Vendors that are located far away.

Calculating transportation waste
Being able to gauge how serious the amount of transportation waste there is,
is very important in prioritizing what areas you will attack first. Some methods
of measurement you can use to get a quantifiable metric are:
1.Using a measuring wheel to gauge the distance.
2.Calculating the amount of time with a stopwatch.
3.Mapping the value stream with appropriate data.
4.Reviewing line haul costs.
 Review logistics costs

When looking to reduce the costs Reviewing the total cost

associated with logistics it is very
important that you look at the
“Total Cost of Ownership.”
Of ownership may reveal
opportunities for you to use
3PL or 4PL options which will
allow you to focus on core
competencies.
 General Solutions
There are many different solutions that you can use to mitigate/eliminate
the waste of transportation.
Keep in mind each situation is unique and should be dealt with accordingly.
Some of the more common solutions used are:

1.Moving from a functional layout environment towards a cellular type layout.

2.Place materials in locations by “priority.”
a)Items that are used frequently should be no more than arms length away.
b)Items that are used hourly or daily should be accessible to the workers.
c)Items that are only used occasionally can be stored and checked out as needed.

3.Map the value stream out –this will allow you to identify points in the value
stream where excessive waste is.
Homework
K&K’s PB&J Questions
1.What was the total distance traveled to make one sandwich by
K&K?

2. Using PowerPoint build a new layout for K&K’s Sandwich line

That might improve the flow.

3.Why would your new line improve the flow?

4.BONUS–VALUE STREAM MAP the PROCESS.

5. Don’t forget to turnin your spaghetti diagram. If you completed

a Value Stream send that in too.
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Inventory
Waste
Inventory waste
Inventory waste is any unnecessary storage of
materials, products or information.
Inventory Waste
Examples:
• Excessive raw materials.
• Unsold finished goods.
• Excessive amounts of MRO items.

• Information and data that is

being stored but not used.

• Excess supplies, including

office supplies.

• Emails sitting in inbox.

 Where is inventory waste?

If we think back to our Combine that knowledge

with our new knowledge
definition of inventory waste that inventory is:
we are reminded that inventory
•Raw materials
waste is:
•WIP
Any unnecessary storage of materi
•Finished goods
als, products or information.
•MRO items

So, inventory waste is spread through out the entire value stream.
 What are the different types of inventory?
Work in progress (WIP)
These are goods or services that are at
different stages of completion, but are
not yet considered a finished good.
Finished Goods
These are items and/or services which have
completed all operations and are available for
customer purchase or delivery.
Raw Materials
Raw materials are the items that an
organization purchases or have been
extracted which will eventually be
transformed into components, finished
goods or services. Typically this type of
material has not undergone any type of
processing or transformative process.
MRO
These are items which are used in
support of maintenance, repair
and operations/overhaul.
What is the purpose of inventory?
Inventory is meant to support organizational strategy, operations,
financial objectives and create a balance between efficiency,
service and investment cost objectives.

Too little inventory can frustrate customers and cause a decline

in customer service levels.

Too much inventory can leave an organization starving

with all their capital tied up in the inventory.
What are the types of inventory?
How you categorize inventory depends upon where it lies in the creation
process and/or what its purpose will be. There are many different purposes
of inventory.

•Buffer-buffer inventory is meant to help keep productions lines steady when changes i
n demand occur.

•Safety Stock-Used to help meet or mitigate the risks associated with stock outs.
Organizations often hold excessive inventory as a result of safety stock which in the
most general sense is held to protect against uncertainties in supply and demand.
What are the types of inventory?
•Anticipation Inventory -Anticipation inventory is built according to
"anticipated" or some future demand. It is additional inventory that is created
above and beyond the actual demand of customers according to forecasts,
projections or trends.

•Cycle Stock -Cycle stock is the average amount of inventory a business

needs to meet customer demand. The stock will generally deplete gradually
as a business or organization receives orders from customers and replenish
according to a cycle as suppliers provide the necessary orders.

•Decoupling Inventory -They define decoupling as

“creating independence between supply and use of material."
What are the risks of inventory?
Inventory creates many different risks in an organization
including:
•Obsolescence
•Damage
•Increased carrying costs
•Spoilage
•Remember that all excessive inventory has no guarantee of
ever providing an organization with a return on investment.
What causes inventory?
Safety Stock –that is
built up to protect a
company from delayed
orders and shortages.
Poor Scheduling–using
predetermined schedules
like the ones used in push
systems.
Forecasts–using forecasts
can cause excessive
inventory in a company too.
Solutions
Review the flow
of materials & information
found within the various
value streams of your
organization, department
or personal activities.
Respond only to the pull
of the customer. Base your
work activities on the pull of the
customer & build items & service
s as close to actual demand as po
ssible.
Map the value stream.
Eliminating other types of waste
in your value stream will naturally
reduce inventory levels.
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Motion Waste
Motion Waste
The waste of motion or movement is any motion or movement
by people and or machines that does not add or create value.

Examples:
• Excessive movement.
• Reaching to high or to low.
• Excessive clicking or key strokes on a computer.
• Looking for tools.
• Email attachments and CC's of unnecessary people.
 Motion Waste Transportation Waste

Motion waste Transportation

directly relates waste deals with
to people and product, material
or machines. and information.

It is very common for these two forms of waste to go

hand in hand with each other.
Why is motion waste dangerous?
Motion waste is dangerous because it
often results in:

1.Hurt or injured employees.

2.Broken machinery.
3.Expensive solutions.
4.Worn out machines and people.
5.Burden.
What are some examples?
•Excessive walking.
•Looking through tool boxes, drawers and bins to find what you need.
•Reaching to high.
•Bending to low.
•Twisting.
•Excessive typing and clicking on computers.
•Retrieving hard to find pieces of data,
information or documents.
What causes motion waste?
•Poor work layouts like functional layouts can contribute to
the waste of motion.
•Widely spaced equipment.
•Ergonomics are not taken into consideration.
•Placing items at floor level.
•Placing items to high.
•Lack of space.
What are some solutions for the waste of motion?
•Establish standard work practices.

✓ Standard work practices help establish the safest, best way of completing
a job task.

✓ Standard shows even the newest employee show to do work they have never
done properly.

✓ Standard work will also help identify abnormal working conditions and
dangerous tasks.
What are some solutions for the waste of motion?
•Include the Gemba (everyone).
✓ More often than not workers have the solutions already, by including people
from the Gemba cross-functional knowledge can work together and ensure
proper solutions are developed.
✓ Employees setting up their own areas helps them get to know the task and
allows them to establish the most comfortable functional means of completing
their work.

•Pay attention to movements.

Smaller movements can save a lot of time when
they are addressed.
Workers should keep items they use most frequ
-ently close by and clear items that are not used
very often so that space can be saved.
 Use automation
➢ Automation can in fact make many work activities
much safer.
➢ People can then be freed up to go and make other improvements
➢ Use the appropriate level of automation, not all processes
per form the best when fully automated.
➢ Automation can often require expensive capital
investments. Exhausting all other options prior
to automation can often yield large returns.
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Waiting waste
 What is Waiting Waste?

The waste of waiting is any person or persons

awaiting products, information, data, machines
and services.

Any idle activity which does not relate to

a needed customer demand. This can be a
person or persons awaiting products,
information, data, machines or services.
 Customer Summary
Internal Customers
reside somewhere within the
door to door value stream
“internal” of your organization.
Generally they ‘r somewhere
downstream of you and often
times are who you pass your
work to once it is time to
move to next process step.
External Customers
They are more often than not
the person who will ultimately
pay you for the need or
problem you are solving for
them.
They receive a completed
project, service or unit
from you.
What causes waiting?
There are many reasons that customers, suppliers and people are
forced to wait, some of the more common reasons are:

1.Long process setup/changeover times.

2.Machine downtime.
3.Unbalanced work flow (bottlenecks).
4.Approval queues.
5.Batching Orders.
6.Functional layout environments.
7.Disconnected processes.
8.Incomplete documents.
9.Building to a forecast.
 General Solutions
•Make the “waiting” visual with VSM.
•After the waiting is visual you can then examine
why the waiting occurs.

•Move from a push system

environment to a customer
driven pull orientated
environment where possible.
•Establish Takt time across the
organization for each process.

•Define and establish standard

work procedures and practices
•Improve flow.
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Over Processing
Waste
 Over Processing Waste
At the end of this part you will be able to:

Understand why the phrase “we’ve always

done it this way” only adds to waste

Examples of over processing.

General Solutions
 Where is over processing found?
• Over processing like every other form of
waste is found in all different types of
industries. It is interesting to note that most
forms of over processing are found in:
1. Office environments.
2. Service industries.
3. Educational organizations.
4. Healthcare.

©Lean Strategies International LLC

Over processing Waste
The easiest way to define over processing is doing more to a product
than what the customer, specification or transformative process requires
the first time through. Over processing is sometimes referred to as
inappropriate processing because it includes steps that are not needed,
extra handling, duplication of activity and processes that are just not
statistically capable of producing the desired results.

Examples:
• Using multiple soft ware systems.
• Pulling data from multiple reports.
• Using screws and fasteners where
clamps could be used.
• Using the wrong tools for the job.
• Performing the same process step
multiple times.
Over processing…. Are you?
• Over processing is one of the hardest forms of
waste to see because we often get so used to what
we do that we don’t even recognize the waste we
are producing. Spend 5 minutes and think about
everything you do in a day. Then ask yourself is
there anything that I do daily that I could simplify?
 Solutions
• The correction of over processing or inappropriate
processing is very closely linked with the behaviors and
culture of an organization. As you begin to remove this
form of waste you will notice that “healthier” habits
and a renewed work force will begin to shine.

• Train and develop individuals – Ensure that everyone

in the organization understands the basics concepts of
both Lean and Six Sigma. Everyone should be trained
to know, identify and understand waste.
 Solutions
• Train employees in Root Cause Analysis.

• Teach employees to be “curious.” Asking why is a

very effective way to find out more about a
process, why you are doing something and invite
others to innovate and improve work practices.

• Train employees in the “5 why’s.”

Solutions
• Try to stretch minds beyond the “more is better”
and “faster is better” approach. Economies of
scale are not always the most effective and
efficient means to get a job done.

• Taiichi Ohno once said “the slower but consistent

tortoise causes less waste and is more desirable
than the speedy hare that races ahead and then
stops occasionally to doze. The Toyota Production
System can be realized only when all the workers
become tortoises.”
 LOGO

Over Production
Waste
Over production waste
• Overproduction is one of the 8 major forms of waste. It
occurs when parts or services are created in excess of the
needed demand or when services and products are created/
delivered in advance of the needed schedule.

• Over production is considered

the deadliest of all forms of waste
because it magnifies all other types
of waste.
 Overproduction Variables & Solutions

Takt time refers to the rate Align Communication–poor

that products and/or services communication. Often times
need to be completed, in order employees are not sure how
to keep up with customer dema many parts are needed by
nd. the customer.

Takt time Align Communication

Takt time is a German phrase for the Aligning communication can keep
baton the conductor uses to set the everyone on the same page.
tempo of an orchestra.
 Aligning Communication
Daily Huddles -A huddle is an
action by a team to strategize,
support and motivate one
another towards accomplishing
or aligning objectives and goals
. Huddles are typically held
before an activity takes place.
How to perform a huddle:
Organizations should work to establish
the most effective format for huddles.
As a starting point
•What did you accomplish yesterday?
•What do you need to do today?
•Is there anything preventing you from
doing that today?
•Assign actions.
Aligning Communication
•ERP/MRP alignment
Often times planners, production and many other dep
artments base their information on ERP and MRP. If
the data that is being used in your ERP/MRP system is
not accurate these employees would be basing their a
nalysis on incorrect information.

•Data Cleansing
Almost every ERP/MRP can benefit from regular data cleansi
ng. Data cleansings focus is to find and correct information
that is inaccurate sothatthedatacanbetrusted.This is
Sometimes referred to as 5Sing your system.
Aligning Communication
•Sales and Operations Planning -The Sales and Operations or S&
OP processes mission is to balance supply and demand at an
aggregate level, to align operational planning with financial planning
, and to link strategic planning with tactical/operational planning.
It does this through a series of meetings which are designed to
guide a group of individuals towards consensus of "ONE" plan. The
plan ultimately lays out an agreement between demand and product
-ion and makes all parties aware of what needs to be done to
influence any constraints so that the plan can be met. In the book
Sales & Operations Planning: The How-To-Handbook, authors,
Wallace and Stahl list the 5 step process:
1.Data Gathering
2.Demand Planning
3.Supply Planning
4.Pre-Meeting
5.Executive Meeting
 LOGO

Defect Waste
 Defect Waste
At the end of this part you will be able to:

What a defect is.

Why defects are so disruptive.

Examples of defects.
General solutions.
Defects Waste
A Defect is any out There may be more
put from a service than one defect in
or a product that a defective product
does not meet the or process. A defect
customer required is also one of the 8
specifications or forms of waste or
requirements. A Muda.
defect is not the
same as defective.
What is a defect?
• A Defect is any output from a service or a
product (physical or information) that does not
meet the customer required specifications,
standards or requirements. A defect is not the
same as defective. There may be more than
one defect in a defective product or process.
A Defect is also one of the 8 forms of waste or
muda.

• Defects often cause a weakness or worse yet

failure of a task that is necessary.
What are the different classes of defects?
1. Very Serious – The defect causes severe injury,
damage or catastrophic economic loss that is linked
directly to the defect itself.
2. Serious – Results in injury or financial loss that can
be quite significant.
3. Major – Refers to major problems that are
reasonably foreseeable and are likely to create a
failure of the unit or service.
4. Minor – These types of defects create minor
problems with respect to the standards but generally
do not effect the usability of a unit or a service.
How would you classify the tire?

This tire came apart on the freeway

resulting in a 3 car pile up. There were no
injuries in the car accident however all the
cars were totaled.

Which of the 4 categories would you

place this defect in?

Very Serious Serious Major Minor

Keep in mind….

• A defect is a defect and they

cause problems and create
waste.

• Any error, scrap or lack of

compliance should be
considered a defect.
Defect examples
• Non-Conformances
• Data Entry Errors
• Incorrect Purchase/Sales Orders
• Miss-spelling of names
• Incorrect Phone Numbers
• Typos
• Pricing Errors
• Missing or Wrong Information
• Disregarded Specifications
• Lost Records
What causes defects?
• There are many different reasons that defects can
occur, some of the more common causes of defects
are:
1. Variability in processes
2. Ineffective Inspection
3. Poor Training
4. Hidden Factory
How can we solve defects?
• Many defects involve different solutions. Usually the
first initial sign of a defect is just a symptom which is
driven by some underlying cause.
• Root Cause - A root cause is the beginning or the
initiating cause of either a condition or a chain that
leads to an outcome or effect. The root cause analysis
is often referred to as a weed. If we don't get to the
root and remove the root, the weed will grow back
again. A Root cause analysis digs below the surface
(effect) in order to discover the initial cause of the
effect. In order to solve a defect you must properly
identify the root cause first.
How can we solve defects?
• Once the root cause is properly identified (there may be more than one)
you can then establish a solution and utilize the lean concept known as
poka yoke to ensure the defect does not return.

• Poka Yoke - Poka Yoke is a series of techniques used to error proof,

mistake proof or create a fail safe process that is designed to prevent
errors, defects or mistakes. Even more specifically a poka-yoke is any
mechanism in a lean manufacturing process that helps an equipment
operator avoid (yokeru) mistakes (poka). Its purpose is to eliminate
product defects by preventing, correcting, or drawing attention
to errors as they occur. The concept was formalized, and the term
adopted, by Shigeo Shingo as part of the Toyota Production System.

• Reference: Lean Strategies International LLC – Poka Yoke

• There are three basic rules that everyone should
follow when they are mistake proofing or error
proofing a process:
1. Don’t accept a defect.
2. Don’t make a defect.
3. Don’t pass on a defect.

Three Basic Rules

Where do defects occur?
• Defects can occur throughout the entire life cycle of
A product or service:
1. Design – Often times defects are built into a process or a
product without anyone ever knowing it. By utilizing cross-
functional communication and teams designers can better
understand what is going on through the entire value stream.
Preventing these design errors is always the best route.
• Quality Function Deployment is another very structured
approach to formally improve the design process.
• The methodology attempts to accomplish all major requirements of
the customer. It does this by identifying the voice of the
customer and working to ensure the needs are met or exceeded.
QFD is also often viewed as a set of communication and
translation tools. QFD tries to eliminate the gap between what the
customer wants and what they get.
Where do defects occur?
• Defects can occur throughout the entire life cycle
of a product or service:
2. Work in Progress – Defects can occur during work or
services too. When a defect occurs during this stage
it is very important to follow a structured process like
the one shown below:
a) Stop the line.
b) Contain the problem or issue.
c) Identify the root cause.
d) Poka Yoke the process.

• Use Concepts like: Six Sigma

Where do defects occur?
• Defects can occur throughout the entire life
cycle of a product or service:
3. After the Fact – These are the worst kinds of
defects. These defects make it through
inspection and often times are found by
customers.
• Producing to batch size in these situations can be quite
dangerous. As you might have guessed if one part in a
“batch” is bad, chances are they are all bad if they
passed through the
same processes.

• Use Concepts like: Single Pieces Flow

Strategic Solutions
• Total Quality Management – consists of organization-wide efforts to
install and make permanent a climate in which
an organization continuously improves its ability to deliver high-quality
products and services to customers. While there is no widely agreed-
upon approach, TQM efforts typically draw heavily on the previously
developed tools and techniques of quality control.

• Six Sigma - Six Sigma is a strategy that gives organizations a

structured means to improve business processes and solve
problems. The result of improved business processes leads to increased
performance, reduced defects, reduced variation, improved use of
capital and resources and more stable and consistent results/outputs.
 LOGO

Skill Waste
waste of underutilized skills and talent
 waste of underutilized skills and talent
At the end of this part you will be able to:

What underutilized skills means.

Causes of unused skills and talents

General solutions
Skill Waste
✓ • Unused talent or skills, including both
people and machines.

✓ • This type of waste often occurs from

✓ not engaging employees.

✓ • Not providing employees with the level

of empowerment they need to
✓ complete their job tasks.

✓ • Conflicted work environments that

scramble to put out “fires.”
 TIMWOODS Story
• Tim Woods works as a production planner at an aerospace
plant. One day while sitting at his desk the machine shop called
him and said they needed a router for some parts. Tim asked
how long have the parts been in the area? The machine shop
employee stated, “2 or 3 days.” Tim said okay. He then turned to
his computer and pulled up the part number in SAP.
After reviewing the order he decided he would add ten extra
parts to the order since he would need them eventually.
Tim printed the order, stood up and walked over to the printer.
He then walked back to his desk after retrieving the router and
phoned his manager for approval. His manager said “that sounds
great, but make 15 extra parts just in case we get another order
.” Tim turned back to his desk and threw away the router. He the
n printed a new router with 15 extra parts and walked from his off
ice to the machine shop area where he passed the router off to
the manager of the machine shop.
TIMWOODS Activity
1. There is quite a bit of waste in Tim’s story. Write down as many
forms of waste as possible on your TIMWOODS sheet.

2. Turn your sheet in by placing messaging your brainstorming ideas

to the trainer.
General Solutions
• Respect Employees.
• To create an environment where employees can innovate and shine they must feel
appreciated and have a positive work environment they feel comfortable in. This
change will take time, however creating a workplace of mutual respect for one
another will give each individual a sense of ownership, purpose and responsibility.
How – Showing respect for employees is much easier than you may think,
here are five steps you can take to begin:
1. Define what respect means – Establish values, policies and guidelines for
behavior in the workplace. Every employee should know and understand how
respect is defined at your organization.
2. Establish a reward system – Believe it or not one of the biggest complaints
employees have is that they do not feel appreciated. Rewards don’t always
have to come in the form of money, presents or gift cards, it can be as simple
as “thank you” or “great job.”
3. Be an example
4. Focus on “Trust” – It’s hard to let go of things we have done for so long. With
trust comes teamwork. A great way to start building trust is for each
employee to begin understanding one another. We recommended reading The
five dysfunctions of a team by: Patrick Lencioni.
5. Have Fun – Having fun doesn’t mean you can’t work hard: employee exercise
programs, get togethers and extra activities can really help bring a team
together.
Where does the 8’th form of waste come from?
• Originally seven types of waste were identified, as
time evolved though the waste of underutilized
skills and resources was added to the seven wastes
by Dr. Jim Womack.
• The 8’th waste is underutilized skills and
talents of both people and machines.
Wasted talent
• Often times talent is present in individuals and
machines, but we are so busy keeping busy we
never get a chance to engage or develop talents.
Causes of wasted talent
• Lack of engagement – Employees are not engaged,
interacted with or included.
• Lack of empowerment – Employees are not
empowered or feel as though they can not do
things without approval.
• Conflict – Conflict can often leave people feeling
trapped, scared or force them to isolate from
teams. This normally stems from the culture of an
organization but often times may be linked back to
behaviors too.
• Rules which are tedious, repetitive and restrictive.
 Why deal with this waste?
• Happier employees.
• Rejuvenated work force spirit.
• Expanded capability through more
engaged employees.

• Happier Employees = Happier People = Happier

Families = Happier Communities = Happier World
General Solutions
• Promote teamwork in your organization.
• Many organizations operate in silos, each individual does their
own job and does not worry how it will effect other people.
Promoting teamwork will help create an environment of
interaction.
How – building a team culture is not easy. It doesn’t
just happened but it can be done. Include your
employees in the development and planning of how you
will begin to create a teamwork environment. A few
suggestions for you to start with are shown on the next
slide in our 11 commandments for teamwork poster.
You can download this poster and place it in work areas
to help begin promoting teamwork.
Wh at are the 5 dysfunctions?
General Solutions
• Empower Employees.
• It doesn’t matter how talented an employee is if they won’t take initiative. As humans we
will act as good as we feel, employees are no different. Empowering employees will create a
team of problem solvers and individuals who are future leaders.
• How – Empowering employees doesn’t have to be a complex strategic process, it
can be a few simple steps, but the most important part of empowerment is that it
is consistent and sustainable. Here are a few ways you can begin to empower your
organization or yourself:
1. Establish a clear vision – Employees who understand the direction of the company are
much more likely to act and support moving in the direction of the company vision. The
vision should be guiding and clear enough for everyone to understand how it relates to
them as an individual.
2. Consensus – In general people are much more apt to be engaged and involved if they feel
they have been heard.
3. Recognize and Reward – Recognizing and Rewarding positive, productive and successful
actions will empower employees much more than rules, regulations and punishment for
negative actions will.
4. Support - Eliminate possible roadblocks that employees may run into, so that they can
get tasks done and move onto solving the next improvement opportunity.
5. Let them Breath – You don’t need to watch over every move everyone makes, so give them
room to breath. Mistakes will only provide everyone with learning opportunities and help
them stretch their mind as it relates to problem solving. Help others understand it’s
okay to make mistakes.
General Solutions
Standards help employees understand
what the safest& best practice is.

Standards help even the newest

employee learn quickly.
Standards

Standards can be improved

Standards focus on the process

& not the person.
Questions to Answer (Discuss)
• In what ways have you experienced the waste of
underutilized skills and talent?

• How would you go about removing

this type of waste?
 LOGO

Heijunka
Heijunka
Heijunka is a Japanese term that can be translated as “product
smoothing” or “load leveling.” The Heijunka technique is used to
assist & in many ways facilitate Just in time production. Heijunka
is often used to smooth out production internally & externally.
Heijunka gives organizations ability to efficiently meet customer
demands without having to produce excessive batches of work.

Additionally Heijunka helps to keep

inventories to a minimum level,
lower holding costs, increase resource
power and improve the overall lead time
of an organization.
Focus on communication
As you work to breakdown silos and create an environment of
open, honest and trustworthy communication between both supply
and demand you will find that many of the reasons overproduction
occurs will begin to disappear. Amongst the benefits customers and
workers will feel much more secure in their business relationships
with you too.
Thank you
 LOGO

Heijunka
Heijunka
Heijunka is a Japanese term that can be translated as “product
smoothing” or “load leveling.” or “Liveling Production” The
Heijunka technique is used to assist & in many ways facilitate
Just in time production. Heijunka is often used to smooth out
production internally & externally.
Heijunka gives organizations ability to efficiently meet customer
demands without having to produce excessive batches of work.

Additionally Heijunka helps to keep

inventories to a minimum level,
lower holding costs, increase resource
power and improve the overall lead time
of an organization.
Focus on communication
As you work to breakdown silos and create an environment of
open, honest and trustworthy communication between both supply
and demand you will find that many of the reasons overproduction
occurs will begin to disappear. Amongst the benefits customers and
workers will feel much more secure in their business relationships
with you too.
 What is Heijunka ?
-He9unka ( - ) is aJapanese wordfor leveling production.
-Heyunka is lean method used to leverage production and establish a confuuwusflow ofwork.

Workload

-1t can help you react to demand changes and utiliu your capacity in the best possible way.
-Heyunka helps avoid the in4JkiencL ofmanefactwing in large lots by putting the production
p ~ closer in line with customer demand.

ID Congrats l
-The o~ective ofHeyunka is to absorb suddenfluctuations in market demand
-Theflexihtlity that Heyunka instills brings three ben4its to manufoetwing:
· ility - Happens when demand is level
~ · ility -Adueved by reducing changeover time
~_,u1y -A ingproduction volume and fype II ijun

over the long term

-Heyunka helps Yoid the inefficiencies ofmanufoetwing in large lots by putting the production
proo closer in line with custom.er demand.

ID Subsatbe
The house of Toyota
Thank you
Gemba Overview
(Go and See for Yourself)
Leave your office
Lecture Objectives
01 What Genchi Genbutsu means

02 Where the Gemba is located

03 GEMBA Methodology.
What does Genchi Genbutsu mean?
• One of the best ways to understand what
is going on is to go to the Gemba and see
for yourself.
This is the central idea behind the term
Genchi Genbutsu, which is a core principal
in both Lean and Six Sigma.

• Genchi Genbutsu (English: Go and see for your

self): The best practice is to go and see the
location or process where the problem exists
in order to solve that problem more quickly
and efficiently. To grasp problems, confirm
the facts and analyze root causes.
What does Gemba mean?
➢ The Gemba is the actual place where transformation
and value creation happen.

➢ The Gemba is applicable to any and all

industries.

➢ The Gemba is where the

work is performed.
Where is the Gemba?
• There are many different locations the “Gemba”
could be. In the definition we learned the Gemba
is simply, “where the work is being performed”.

This helps us understand that people may have

many different places they could call “Gemba.”
Examples of the Gemba …

A teachers Gemba would A farmers Gemba would be

most likely be her classroom. on his farm.

A surgeons Gemba would be A machinists Gemba would be

in the surgery room. at his machine.
Gemba Overview,
Part 2
Why go to the Gemba?
When we remove ourselves from conference rooms and
meetings, we learn to base our decisions on facts and
data rather than hunches and opinions.
The Gemba is where value is created. As we know
from previous lectures wherever value is created waste
Visiting the Gemba will allowis certain to be close by.
you to see both value creation and opportunities to
remove waste.

When leadership spends time at the Gemba they

increase their understanding of what is actually
happening and leaders are better equipped to help
Solve problems
GEMBA Overview
• The first step of any journey to the Gemba should begin with
• clarifying the purpose of your visit (e.g. view a problem, kaizen).

• A clear purpose will answer

the questions

1. What?
2. Who?
3. Where?
4. When?
5. Why?
 GEMBA
•Genchi Genbutsu (go and see).The phrase Genchi Genbutsu is amindset/practice that
encourages employees to go directly to the source of problems/opportunities.

• The purpose of going to the Gemba and seeing a problem or opportunity first hand is for a
deeper understanding. At the Gemba observations are based on actual occurrences rather
than hunches, opinions or assumption.

• During this first phase of the ©GEMBA methodology your purpose is only to observe the
process/value stream and gain a deeper level of understanding. This is also an ideal time
to capture data (e.g. cycle times, process times, yield).
 GEMBA
1. Engage workers at the 2.As you travel through
Gemba using 5 Whys. each level of causation
you will also be able to
clarify possible root
causes.
3.By now you have
probably captured a
strong list of
opportunities for
kaizen.
 GEMBA
• Muda, Muri, Mura – While you are at the Gemba you
• can identify forms of muda, muri and mura.

• Pay close attention to the spirit or energy of employees

• while at the Gemba; Are they energized? Are they excited?
Do they appear worn, or tired?

• Identify opportunities to remove muda: TIMWOODS.

 GEMBA
Be respectful

The B in the ©GEMBA method

ology reminds us that we should
Be respectful to customers
, fellow employees and the
be respectful while at the
organization you work for.
Gemba.

Align Communication
 GEMB A
•Analysis and Action – After you have completed
your trip to the Gemba you should have quite a few
pieces of data, issues that can be addressed and
opportunities for improvement.

• You will need to determine what can be done now,

what needs to be a project and what you might need
to analyze a little bit more.
 Welcome!!
Insert the title of your subtitle Here
Get a modern PowerPoint
Presentation that is beautifully
designed.
Introduction to kaizen
 LOGO

Overview of Lean
 Lean Overview
At the end of this part you will learn about :

What kaizen means

What a kaizen blitz is.

Why kaizen is not just a tool

What is Kaizen?
• Kaizen is the Japanese term for continual
improvement. The word kai means "change" and
the word "zen" means good. Continuous
improvement involves an entire organization.

• The term kaizen is often used in both technical

definitions and philosophical definitions.
Kaizen is often interpreted as…
• Continuous Improvement

• Change for the better

• Continuous incremental improvement

• The term kaizen is now (2017) widely

accepted around the world as a
foundational behavior of lean
organizations.
Kaizen is NOT just an event
• Although there are kaizen events that teams and organizations will embark on
for improvements. The term is better understood as a driving culture of an
organization.
• Kaizen must be a behavior that each and every individual understands.

• Let us ponder this idea for a moment. If each and every employee makes
continuous improvement a part of who they are at home, work and other aspects
of life they are more likely to have a greater impact on others. This in turn
influences an organization one person at a time.

• Kaizen minded employee do not distinguish between a 1 hour improvement or a

1 second improvement, instead they see activities as a system and seek to
improve all activities within the system right down to the finest detail.

• Kaizen is a way of thinking. Kaizen focused thinking can be seen in individuals

who are focused on improving anything and everything.
Kaizen applications….
• Kaizen can be applied to all aspects of one’s life.
Most notably in business kaizen has evolved in
areas such as:
• Quality
• Effort
• Personal life
• Willingness to change
• Communication
• Time
• Relationships
• Health
 PLAN
What is a kaizen blitz? /
A Kaizen blitz is a rapid improvement event designed to •
make a fast improvem,ent or i',mpact 1to adn .0RpQrtun1tv or an
The Japanese word "Ka1zen trans ate ,s change Issue.
and 11 goodness 11 which we can interpret as change for the
The olitz will usually take place over a 1to 5 daybetter. /
period and gives teams an opportunity to make rapid quick CHECK
improvements while discovering other possible initiaf ives
A kaizen blitz may follow the 4 steps outlined in PDCA:too.
1. thebevent.
2. the ditz.
3. or study the results of the blitz.
4. on any adjustments, activities or actions that may
have been discovered in checking and studying to fully
implement the agreed upon blitz objectives.
What is a kaizen event?
A Kaizen event is a set of activities usually over a
predetermined time which is carried out by a team,
department or organization for the purpose of
improvement.

Kaizen events are a form of

implementation within the larger

strategy Lean.
 What is the focus of events and blitzes?

The focus of the kaizen A kaizen event is comparable to

blitz is to make a project. They often follow
improvements or capitalize the more structured problem
on opportunities quickly and solving approach such as:
move on to the next • PDCA

opportunity • ©TREAT 1,2,3

• A3 problem solving
 Fundamental Forms of Kaizen
• Maintenance Kaizen – Maintenance kaizen is the daily activities that
you perform to maintain current levels of performance and respond to
unpredictable changes that may or may not happen.

• Improvement Kaizen – These are the improvements that “raise the bar” a
little bit each day.

• “One of the core misunderstandings of kaizen is how daily it is. Many

people with a superficial understanding of kaizen expect Toyota to
have perfected most of its processes after decades of kaizen, there
can’t be much room for improvement, they reason. It’s easy to think
this way, and fighting this perception is perhaps one of the reasons
that a “kaizen mind” is a core value at Toyota. You can’t even
maintain gains from a lean approach unless you focus relentlessly on
continuous maintenance kaizen.”
Food for thought….
• Where does the energy go when you leave a room.
After reading The Toyota Way to Lean Leadership
it became clear that training a few black belts to
improve and redesign processes was not kaizen.

• When only a few people receive training and the

necessary skills to drive continuous improvement
those skills, energy, drive and behaviors leave the
room as soon as they do.
How do you create kaizen minded employees?
Give employees opportunities
let employees use all the talents they have.

Energize others
Develop employees who are focused on developing others and
sharing knowledge across an organization.
Ask questions
Rather than give answers and dictate countermeasures, employees
It may be uncomfortable stretch their minds when questions
force them to think. or foreign at first but in time leading questions
will develop more leaders.

Innovate
Engage employee talent –
Engage employees and support them in joining the kaizen
Be sure that everyone is involved.journey.
Pursuit perfection.
Overview of the 5S System
 Lecture Objectives
At the end of this part you will be able to:

What 5S Is

Why the 5S system is so powerful.

The 5S System.
 What is the 5S System?
• The 5S system is a visual workplace system that promotes safety
, efficiency and teamwork while making abnormalities visible.

• The system is often confused as a cleaning method however the

purpose of 5S is in fact to eliminate waste and create a safe
working environment that supports TPM.
 Where can 5S be applied?
• The 5S system is one of the most universal systems in the world
and can be applied to many different environments, including:

Manufacturing

Office & healthcare

Education
Computer software &
systems
Households & Agriculture
 Where does the 5S system come from?
• Many manufacturing plants in other parts of the
world, namely Japan have a strong sense of pride
and ownership regarding the condition of their
workplace.

• With unique culture and behaviors like this it is not

uncommon to see a floor clean enough for workers
to eat their dinner off of if they wanted to.

• Much of this cleanliness and organization is

contributed to the 5S system.
 Henry Ford’s influence
• While the origins of the 5S system have never in fact been
confirm there is much speculation which may or may not
support Henry Ford’s influence on the 5S system. Though
Ford himself never used the “5S” system per say he did use
a system that many regard as the western world’s
equivalent. It is noted that shortly after World War 2
Toyota traveled to Mr. Ford’s plant to study his methods.

• Cleaning up
• Arranging
• Neatness Henry Ford
• Discipline
• Ongoing Improvement
 What we do know.
One thing that is
certain about
the 5S system
was its powerful
impact within the
Toyota Production
System.
What do the 5S’s refer to?
• 整理 Seiri = Sort/Organize

• 整頓 Seiton = Tidy/Set-In-Order

• 清楚 Seiso = Shine

• 清潔 Seiketsu (Cleanliness) = Standardize

• 維持 Shitsuke (Discipline) = Sustain

The 5S System (Sort)
• In the first phase of the 5S you will separate what
is needed from what is not needed.

• Be cautious of other peoples items. Although it

may be rusty and worn out some things are hard
for others to let go. We will cover some helpful
methods and tools that you can use to help others
let go in later lectures.

• Be respectful.
 The 5S System (Sort)
• Red tags are often used in collaboration with
the first stage of sorting.
 The 5S System (Set-in-order)
• In the second stage of 5S items are “set-in-order.” This means
that each of the items/categories you established in the sorting
are now placed close to the point of use (according to priority of
use) and are made visual.

• A place for everything and everything in its place.

The 5S System (Shine)
• The third stage of 5S is focused on shining.
Although this may sound like just a “spring cleaning”
users are actually taught to use cleaning as a form
of inspection.

• The shine stage is a foundational precursor for

other tools and strategies like:
1. Total Productive Maintenance (TPM)
2. Kanban
3. SMED / ©REDUCE Methodology
The 5S System (Shine)
• 5 important aspects of the shining phase of 5S are:

Clean

Sanitize
Inspect

Maintain

Improve
The 5S System (Standardize)
• This step is most commonly why 5S fails. The standardize
phase equips team members and people with standards that
will set them up for success in sustainment. Everything
should be standardized.
Some suggestions to keep in mind are:
1. Procedures
2. Methods
3. Systems
4. Processes
5. Tools
6. Schedules
7. Audits
8. Materials
9. Policies
10. Rewards
The 5S System (Sustain)
• The final phase of the 5S system is sustainment.
While it may be the last phase of 5S it really marks
 Why 5S is so powerful !
• The most obvious reason that organizations
implement the 5S system is because it creates an
environment of organization that is neat, tidy and
safe.
• 5S often times improves space by more than 50%
(increased space, better use of work area).

• 5S also has a very powerful affect on employees

in an organization, many times people become
excited about a 5S event when they see the quick
results.
 Why 5S is so powerful !
• 5S is often used in the early stages of a lean implementation to
train and develop employees. It also has a very unique capability
to provide quick returns which provides a burst of energy for an
organizations lean journey.

• After you perform a few 5S events you will find that it tends to
“attract” other departments, companies, and followers,
ultimately providing a very positive influence on others.

• The 5S system not only influences departments and teams but it

also has a very powerful indirect influence on an individuals mind.
Because each stage of the 5S system depends on the previous
phases success it naturally forces individuals to develop a
process orientated” or “system-like” manner of thinking. This
type of thinking ultimately helps people to stretch their lean
understanding, lean thinking and general problem solving skills.
 Why 5S is so powerful!
• The 5S system also highlights abnormalities. This is actually one of
the core reasons that the system was developed. While many tend to
associate the benefits with “organization” the 5S system was actually
designed to reveal forms of waste in areas and in processes.
This is one reason why it is very important that a transparent culture is
established. Employees need to understand that revealing waste and
inefficiencies is okay.
 Additional benefits.
• While the 5S system clearly yields many benefits as a tool within
lean, the system is also used in collaboration with other
strategies and tools too. Some of those other strategies and
tools are:

1. The 5S system works as a foundational precursor for strategies like

total protective maintenance. In fact the third stage of 5S is not
just for “shining” but also for inspecting machines and items in the
area.

2. The Kanban system which is often used in the replenishment of items

is much more powerful when a 5S event is performed prior to
implementing 5S.
3. Over 60% of the focus of the SMED and ©REDUCE methodology
utilize power of 5S which helps improve changeovers by preparing
items before the changeover occurs and establishing a setup or
changeover environment that reveals abnormalities and supports the
exchange of internal functions to external functions.
Influence on people
• As we noted earlier the 5S system requires
• people to be responsible, accountable and disciplined
• In maintaining the results. These indirectly help
individuals feel a sense of pride and ownership with
their area.
Process
• A clean and sanitary area helps people feel more at
ease, calm and comfortable in their “second home.”

• Employees learn structure and adherence to standards

by maintaining results.
Structure Process
LWhat is the return?
e• The 5S system can yield returns of 50% or more in
areas such as:
a • Capital (operational efficiency often improves substantially).
• Time (improved efficiency)

n • Yield (quality).

S can normally be started immediately after employees

• A 5S event also requires little to no investment and

t receive training.

r
a
What is the return?
• Aside from the return possibilities mentioned in the
previous slides you would also have to consider.

People Prevention
Time Quicker Customer
working of
Saving Responses Service
together mistakes
Thank you
Visual management/control
 Lecture Objectives
In this lecture you will learn:

What a visual control/management

system is
Why we use visual management and
controls.
Three different types of visual
management and controls.
 What is a visual control?
• Visual control refers to methods, devices, activities and or
systems which are designed to assist in the management or
control of our activities, processes, parts and or machines
through visual and or other sensory means.

• Visual controls help to:

• Make abnormal conditions obvious, such as a deviation from a
standard.

• Display the performance or progress of a process,

activity or work effort.

• Provide standard operating procedures or

• instructions.
 Food for thought … .
You may not have even noticed during
the lecture but without asking any
questions at all could your tell what
state the process was in based on the
color of this Andon light?
 D isplays performance or P rogress…
• Visual management helps us to see how activities
or processes are performing and or progressing
simply by looking.

• In this very simple, clear and effective example of

a dashboard you can see what the customer
satisfaction score is, how quality is performing and
even where the organizations revenue is at. Having
clear and easy to understand metrics in a dashboard
format like this one written about by Mr. Glenn
Remoreras shows respect for workers and keeps
activities aligned with performance, visually.
Standard Operating Procedures.
Standard operating procedures are another great
example of visual controls.

They help workers perform tasks in a simple easy

to understand format.

04
SOP’s are placed near the point of use and help
create “repeatable” outputs.

Two examples of SOP’s are shown on the next slide.

SOP Examples
 Purpose of Visuals….
Communicate information
Visual management systems are
These types of systems simply different than controls because
manage information and provide a they do not necessarily “control”
way for others to receive the people or processes.
information they need.

Visual management systems will answer

questions such as:
• What is this?
• Where am I at?
• Who works here?
 Purpose of Visuals….
Visual Control
• These types of visuals differ from the management type of visuals
discussed on the previous slide. The focus of a visual control is to
control activities or processes to achieve or maintain a predefined
standard.
• Many times controls are used in process improvements to establish a
defined baseline. Two questions visual controls answer are:
• What should I do?
• How do I do it?
 Purpose of Visuals….
Visual Status
• These types of visuals aim to communicate the performance
of a process, machine or department.

• Visual statuses are often times interlinked with visual

management, however a best practice is to keep metrics and
key performance indicators separate from other visuals so
that they stand out.

• Visual status attempts to answer the questions:

• What is happening?
• How are we performing?
Introduction to Standard
Work
Eng. Rafat Ymani
Reminder – Standard Work
• Standard work is all of the steps needed for a person
to complete one work
cycle. Standard work is not restrictive, rather it is
meant to be improved like all other types of work
within a
business. Each standard creates a
new baseline for kaizen. Additionally, the standard work
being performed should represent the most effective,
efficient combination of manpower, materials and
machines. Standard work should be created with the
minimal waste.
Why are standards so important?
 There are many different reasons
standards are important. Think of
standards as a tool used for diagnosis,
they expose inefficiencies, waste and
problems which may often become hidden.
 They also help workers understand the
spirit of kaizen (continuous incremental
improvements). Standards are not meant to
be restrictive.
 In fact, standardization and standard work
enables people to be like a doctor, finding
inefficiencies, issues and variability in
business processes.
Ponder this thought….
“ Where there is no
standard, there can be no
kaizen.”

-Taiichi Ohno -
Consider this….
• Standards are one mechanism for improving a current method and
supporting continuous
improvement. Much of the Toyota Production system and Lean are
based on the PDCA method.
This systematic way of thinking helps users
understand that standards are not meant to be restrictive but rather
they are meant to be reviewed and improved upon time and time again.
Consider the adaptation from Mike Rother’s,
YouTube (2015, June 22) video titled, the challenge of developing lean
management in the next few slides.
 1. Get the

The model
direction or the
challenge.

3. Establish the
target.

In this model Mr. Rother shares a consistent pattern that

Toyota uses for management:
1. Get the direction or challenge.
2. Grasp the current situation and understand
the gap between the current and the
Grasp the 2.
direction/challenge.
current situation.
3. Establish a target.
4. Eliminate waste, solve, improve using PDCA cycles to
move towards the target.
 How does this relate to standards?
1. Get the direction or the challenge.

6. Repeat, Repeat, Repeat.

3. Set Target 5. Establish new Standard.

Standards can be interpreted in very much the same way as Mr. Rother’s
model. When standards are set they establish a fundamental starting point
for other improvements.
1. Get the direction or challenge.
2. Grasp the current situation (standard).
3. Set Target.
4. Reach target through incremental improvement cycles.
2. Grasp the current standard. 5. Target becomes new standard.
6. Then repeat, continuously moving in the direction of the
challenge/vision.
Important to Note…
• The pattern of improvements shown in the previous
slide connects operators, machines and materials
creating a system which not only offers a baseline for
kaizen and the initial stages of improvement but also
serves as a fundamental method for measuring, training
and continuously improving work environments.

• Standard work and standardization

can seem tedious and overbearing at
first.
• As more and more people experience
the systematic improvements
associated
with standardization they will then begin
to understand the benefits of
standardization.
 Summary of benefits
• Easier to train, cross train and
learn new work skills.
• Easier to see waste, issues
and problems and contribute
to improvements.
• Baseline for improvements.
• Stable processes,
reduced waste, reduced
costs.
• Improved quality, faster
lead times, efficient
operations.
 How do we start?
• Though we won’t dive into the details of standards,
standard work and standardization in this course
lecture we will introduce you to a 9 step method
for implementing standards. It is called
©STANDARDS.
 STANDARDS
• In the first step you will select a process. Look for
processes that have:
• Excessive variation.
• Inconsistent results.
• Issues that repetitively pop up.
• Gaps between the expected outcome and actual outcome.
• Frustrated, tired, worn out employees.
• Not been reviewed in a long time.
• Forms of waste present (See overview of Waste).
• A visual imbalance.
 STANDARDS
• Team – After identifying a process in need of
standardization the next step is to form your team.
Some important things to consider when forming a
team to establish standards are:
1. Are some if not all the team members directly linked
to the process, meaning they work at the Gemba?
2. Is there at least one SME?
3. Is there a facilitator?
4. What amount of time will the team have?
5. Is there data available?
6. Have team members been properly trained in Root
Cause analysis?
 STANDARDS
• Analyze – In the third stage of the ©STANDARDS
methodology team members analyze data using tools like:
• Process and value stream maps
• Fishbone Diagrams
• 5 Why’s
• Pareto Diagrams
• Etc.

• Team members should openly discuss all challenges and

issues. Be as transparent as you can.

• Six Sigma Experts are very helpful at this point of analysis.

 STANDARDS
• Normalize - After analyzing your business process
you should have a good “grasp on the current
situation.” Now you are ready to;
• brainstorm solutions
• test and discover the best possible solutions
• confirm the work sequence
• create tools and any other details which may be needed.

• Be sure that improvements or new standards have

closed the gap between your target and current
situation.
 STANDARDS
• Define –The next step is to define the standard.

• Establishing and creating

tools such as:
• Standard Operating Procedures
• Policies
• Visual Displays
• Etc.
Need to be established here.
 STANDARDS
• Answer any questions
• The team has now normalized the process, defined the new standard and been
through an emotional journey with one another.
• There may still be some questions amongst team members.
• Be absolutely certain that all questions are answered and consensus has been
reached.
• After you feel the team has reached an appropriate level of
agreement/consensus then team members should begin setting up a training
schedule for everyone to attend and learn about the new standard.
 STANDARDS
• Revealing the new standard should be an exciting event for everyone. You can
use tools and marketing techniques like:

Understand what waste is.

• Town Halls
• Email Blasts

• Newsletters
• One on One Conversations

To help get the word out. Be sure that everyone and that means
everyone understands the new standard.
 STANDARDS
Define again
• This define is focused on who will own the new
standard, who will keep it alive and who will help
others understand the importance of continually
improving the new standard.

• A schedule should be set for regular reviews,

audits and improvement checks.
STANDARDS
• Sustain – The most important part of establishing
any standard

• A schedule should be set for regular reviews,

audits and improvement checks. Team members
should continue to collect data and feedback so
that they can regularly review, analyze and improve
the standard time and time again.
Questions
• What are three process that you see regularly which
could benefit from standards or standardization?

• Why do you feel these three processes might benefit

from the establishment of standards, standard work
or standardization?
Don’t forget to turn in.

• Please send your answers to one of our coaches by

messaging your answers to us.

• After you have sent us your answers a coach will

review your answers and contact you if any further
information is needed.
 LOGO

Introduction to

Standard Work
 History of standard work
• Henry Ford was one of the most influential individuals with regards to
standard work. Published in the book Today and Tomorrow Henry Ford
records: “Todays standardization… is the necessary foundation on
which tomorrow’s improvements will be based. If you think
“standardization” as the best you know today, but which is to be
improved tomorrow – you get somewhere. But if you think of standards
as confining, then progress stops.” Henry Ford.

• Frederick Taylor was a mechanical engineer who would be coined the

nickname, “the father of scientific management.” Mr. Taylors new
method of management was based on four main principles:

1. Replace rule-of-thumb work methods with methods based on a scientific

study of tasks.
2. Scientifically select, train, and develop each employee rather than passively
leaving them to train themselves.
3. Provide "Detailed instruction and supervision of each worker in the
performance of that worker's discrete task"
•
4. Divide work nearly equally between managers and workers, so that the
• managers apply scientific management principles to planning the work and
the workers actually perform the tasks.
Henry Ford
 Waste Overview
At the end of this part you will be able to:

What standard work is.

Benefits of standard work.

STANDARDS
 What is standard work?
• Standard work is all of the steps needed for a person
to complete one work cycle. Standard work is not
restrictive, rather it is meant to be improved like all
other types of work within a business. Each standard
creates a new baseline for kaizen. Additionally, the
standard work being performed should represent the
most effective, efficient combination of manpower,
materials and machines.
Standardized work is a crucial element of a lean
strategy. Without standard work in place there is no
accurate means of measuring improvements or
monitoring gaps in performance. Standard work will
help make your implementation a lean strategy
successful.
 Much more than….
• In the book The Toyota Way 14 Management Principles, Dr. Jeffrey
Liker shares “nobody likes following someone’s detailed rules and
procedures when they are imposed on them. Imposed rules that are
strictly policed become coercive and a source of friction. People happily
focused on doing a good job appreciate getting tips and best practices,
particularly if they have some flexibility in adding their own ideas.”

• Dr. Liker’s statement confirms that standards, standard work and

standardized tasks are not based completely on the way they are
written or enforced. Effective implementation of standards must also
take into account:

• Culture and behaviors

• Empowerment of people
•
• Accountability of people
• Proper tools, policies and procedures
• Innovative thinking
What is the purpose?
• There are many benefits associated with standard
work which we will discuss in upcoming slides, but
ultimately standard works focus and purpose is to:

• Minimize variation
• Create a baseline for all forms of kaizen

• It is important to keep in mind that each and

every standard is unique to the organization it is
implemented in and to the people who are using
the standards.
 3 Components of Standard Work
• Despite the unique nature of standard work there
are in fact three components associated
with standard work. TAKT TIME, CYCLE TIME
Those three components are:
WORK SEQUENCE

STANDARDIZED
STOCK/SWIP/STANDARD WORK

IN PROGRESS.
TAKT Time
• Takt time is a German phrase for the
baton the conductor uses to set the
tempo of an orchestra. In Lean and Six
Sigma applications Takt time refers to
the rate that products and/or services
need to be completed in, in order to
keep up with customer demand.

• In its most basic form TAKT time can

be calculated by dividing the available
time per day by the customer demand.
Cycle Time
• Cycle time is the amount of time it takes to
complete an individual operation or task from start
to finish. Cycle time can be calculated with a
stopwatch.
Work Sequence
• Work sequence is the order in which work is
performed. The work sequence is generally made
up of the best possible method of performing a
task or producing a product. Work sequences
should be established/created with the absolute
minimum amount of waste and variation in the
sequence.
SWIP
• Standard work in process is the minimum necessary
level of items or materials needed to maintain the
proper flow in a production environment.
 The Basics of Time/Sequence
• In the next few slides you will learn about work
sequence and takt time. The following story will help
you understand how to calculate Takt time and identify
a sequence for standard work.

• A local bike shop receives it’s orders every morning

from their customers. The bike shop is open for 8
hours every day. The average customer demand in a
day is 60 bikes. If workers took no breaks or lunches
how much time would the worker need to build each
bike in to meet customer demand each day?
 The Basics of Time/Sequence
• Now let’s understand work sequence a little better by documenting a basic
sequence of work on the next slide.

• Your Objective – Fill a glass of water and drink it.

• On the next page you will find a slide which shows the available template in your
.zip file. Log the sequence of activities while you get up to fill a glass of water
and drink it. An example is shown below to help you start.
1. Stand up (1 second)
2. Walk to cupboard (3 seconds, 5 feet).
3. Get out cup (1 second)
4. Etc.

• For now keep your work sequence in a list format as shown in the example above.
We won’t log any times quite yet, we first just want to understand the “steps”
of the work sequence/process.
Zero Quality Control/
Error Proofing
 Lecture Objectives
At the end of this part you will learn about :

1. What ZQC is
2.What the benefits of ZQC/Error
proofing are

4 steps of ZQC
3.How ZQC works.
 Brief History
The zero quality control system was
developed by Dr. Shigeo Shingo

outlined in the book Zero Quality Control

Dr. Shigeo Shingo
Source Inspection and the Poka- Yoke
System.
What is Zero Quality Control?
Zero Quality Control is a method/approach for
achieving zero defects in an organization.

Zero gives reference to the objective of ZQC which

is to produce products/services with zero defects.

The approach was first out lined in the

book Zero Quality Control: Source Inspection and the
Poka Yoke System which outlined the main concepts of
the ZQC approach and included many case studies.
What is the focus of ZQC?
The ZQC system is based on the best practice that
we can prevent defects by controlling the appropriate
aspects of a process.

It is important to note that there are two aspects of

the system you will need to acknowledge: Technical
and Behavioral.
 The Productivity Press outlines 5 benefits for implementing
Why ZQC? and using the ZQC System in the book: Mistake-Proofing
for Operators: The ZQC System

01 Maintain customer satisfaction.

02 Reduce costs
Reduce rework, scrap &
03
defects.

04 Reduce inventory.

Improve efficiency and

05
productivity.
Iceberg analogy
• Many organizations can attribute poor quality to the
waste of excessive inventory. Not only does having
“buffers” provide a way for people to fix problems by
pulling “extras” from stock,
but it becomes a normal behavior to look for quick fixes.

• As inventory is lowered in an organization workers must

learn to find root causes, solve problems quickly and
ensure that the same issues do not return again.
Talent solves problems
➢ “Error Proofing.” We all make errors, both
machines and people. Even if you are the hardest,
educated and most experienced worker in the
organization; your machine or you are prone to make
an error at one point or another.

➢ The focus of the ZQC system is not on finding and

assigning fault to a person (pointing fingers), rather,
it attempts to use the knowledge of workers and
people to find ways of “mistake proofing.”

➢ Identifying “errors” will help you come up with

creative ways to prevent, identify and or catch
mistakes.
Preventing Defects
• There are three main stages that defects will
occur in- and are important to understand.

1. Design Prevent it from or before the start. 01

2. In Process – Catching/Preventing
defects when they occur. 02
3. After the fact – This is when a defect
1. is found after the process or product is
complete.
03

04
 Traditional Inspection
• Most inspections take place after a part or
process is complete.
• This only catches a defect after it has happened
but will not prevent the defect from happening.

• Statistical process control methods are a big

improvement on the traditional types of inspection
but really only show whether or not a process is in
control or not.
Preventative inspection
At the source inspection is the only
01 type of action that eliminates defects
by catching errors and fixing the root
cause.
Preventative = At the Source
02 The other two types of inspection only
reduce or discover defects.
Reduce/Discover = In Process

Reduce/Discover = After the fact

Elements of Zero Quality Control

Inspection at the source

100% Inspection.

Immediate feedback.

Poka Yoke
 1. Inspection at the source
• Prevents errors before they occur.

• When inspection catches errors before they

happen, defects can be avoided.

• Either stops a process completely when an error

occurs or signals an action to correct or stop
errors as they occur.
 2. 100% Inspection
❑ Inspects every part/activity .

❑ Catches errors and provides comprehensive feedback

about them as they occur so that the error does not
produce outputs that are defects/defective.

❑ Uses switches to halt machines or equipment when

parts are loaded incorrectly.

❑ Ensures proper operating conditions are present.

 3. Quick Feedback
The zero quality control system also uses a quick
. when errors happen a
❑
feedback approach so that
worker or machine can sense the error right
away.

❑ Helps operators fix the problem before it occurs.

 4. Poka-Yoke
❑ Poka Yoke is a series of techniques used to error proof, mistake
proof or create a fail-safe process that is designed to prevent errors,
defects or mistakes.

❑ Even more specifically a poka-yoke is any mechanism in a lean

manufacturing process that helps an equipment operator avoid
mistakes.

❑ Its purpose is to eliminate product defects by preventing, correcting,

or drawing attention to errors as they occur.

❑ The concept was formalized, and the term adopted, by Shigeo Shingo
as part of the Toyota Production System.
 Two types of Poka Yoke
• Prevention – This type of Poka Yoke tries to make it
literally impossible for any error or mistake to occur.

• Detection – This type of Poka Yoke is like a warning

system. It signals operators or machines to stop a
process and contain or address errors/mistakes.
Examples of Poka Yoke
Thank You
Jidoka
The house of Toyota
Lecture Objectives
At the end of this part you will be able to:

What Jidoka is ?
Benefits of Jidoka
What Autonomation is ?
Toyoda LOOM
Thank You
Seven Basic
Quality Tools
 Lecture Objectives
At the end of this part you will be able to:

What quality control is

Why quality control is so
important.
The seven basic quality tools.
 What does quality control mean?
• Quality Control is a system of verification and maintenance
that is used to meet a desired level of control/quality in an
existing product, service or process.Optimum control is often
achieved through:

• Detailed planning
• Proper use of equipment, tools, materials and resources.
• Continued inspection.
• Integrity.
• Corrective action as needed.
What is the main goal of QC?
There are many different objectives of quality
control, but the most important focus of an effective
quality control system is to ensure:

1. Customer needs/requirements
are met
What is the main goal of QC?
 Focus on quality!
• The focus on quality is a truly important aspect of both lean and six
sigma. Focusing on quality control
will help you meet your customers needs ultimately
helping you to build trusting and dependable relationships. Some of
the benefits of focusing on quality in an organization are:

1. Increasing market share.

2. Reduce risks within an organization.
3. Lower marketing costs.
4. Reduce the number of defects within an organization.
5. Improve yield.
 Seven basic QC tools
• The seven basic quality tools are a set of tools that are used to
help organizations understand

and improve their business processes.

• The seven tools are:
1. The Cause and Effect diagram
2. The Check Sheet
3. The Flow Chart
4. The Histogram
5. The Pareto Diagram
6. The Control Chart
7. The Scatter Diagram.
 History of the 7 QC tools
• The seven basic quality tools were developed in the post world war 2 era. Many of the tools were developed in
Japan

W. Edwards Philip Crosby Vilfredo Pareto Kaoru Ishikawa

Deming

Inspired by He contributed He contributed introduced to

Dr. Deming's to the 7 basic to the 7 basic manufacturing
lectures during quality tool set quality tool set by Dr. Kaoru
the 1950’s over the year over the year Ishikawa
 The Check Sheet
• The check sheet is a structured data recording tool
that is designed by users to facilitate organize and
track results that might be repetitive or frequent in
activity.
 Flowchart/Process Map
• A flowchart is a type of diagram that represents an
orderalgorithm, workflow or process, showing the steps and
by connecting them with arrows. This representation
sometimes illustrates a solution model to a given problem.
Flowcharts are used in analyzing, designing, documenting or
managing a process or program in various fields.

• There are many different types of flowcharts, some of

Start Get out ingredients Mix Ingredients Bake Ingredients Serve eat End

which are listed below: Yes Yes

• Top-down flowchart Do we have

all of our
Is everything
ready to

• Linear flowchart
ingredients? serve?

• Swim lane process map

No No

Place on grocery
finish baking
list

Make less

©Lean Strategies International LLC

 Histogram

• The histogram is a type of bar graph which is used to visually display

the frequency or spread of data in a data set. When a histogram is used
in six sigma they graph the amount of variation in a process or
product. The pictorial nature of the histogram lets people see patterns
that are difficult to see in a simple table of numbers.
 Pareto
Diagram
• Pareto’s concept suggests that most effects come from relatively
few causes. To be even more specific Pareto’s concept suggests
that 80% of effects are directly related to 20% of causes. The
principle is often used in the narrowing down of choices and focusing
in on priorities.
 Control Charts
• The control chart is a graphical comparison of process performance that is used to study how
a process might vary over time.The control chart usually will include predetermined control
limits which are shown as the UCL (upper control limit) and the LCL (lower control limit). The
control chart also shows a "mean" or average line which is based on historical data.
• The control charts primary purpose is to
show a comparison of the current data to the
historical data that is plotted on the
chart. Doing this helps the user see whether
the variation in a process is consistent
(controlled) or the process has random variation (out of
control, also referred to as special causes of variation).
Common Cause Variation
Common causes of variation are the causes
of variation that are inherent in a process over time. Some
degree of variation will naturally occur in every process
these are the common cause variations.
These types of variation generally
effect all outputs (Y's) of a process.
 Special Cause (Assignable) Variation
• Special Causes of Variation is when something happens to cause a variation in
the output (Y) that is unusual and is not consistent or constant. Special causes of
variation are often referred to as assignable causes because they can be eliminated
with a response or a solution to individual variations. Control Charts can be used to
differentiate between common causes and special causes of variation.

Example:
In the photo above three arrows hit the target dead center.
One arrow hit the target high and to the left.
The arrow that landed high and to the left is
an example of a special cause of ariation.
 Scatter Diagram
• The scatter diagram graphs pairs of numerical data, with one variable on
each axis, to look for a relationship between them. If the variables are
correlated, the points will fall along a line or curve. The better the
correlation, the tighter the points will hug the line.
 Cause and Effect Diagram
• The cause and effect diagram, fishbone diagram or Ishikawa diagram is a tool used to
discover possible causes of an effect by systematically guiding users toward actual root
causes. The fishbone diagram is one of the most common tools used in quality control
today.
Measurement List the problem in the square on the head of the .1
Material Machine
• The tool makes the initial symptom or effect
fish.

place various causes in the subprocess under the .2

appropriate category.

visual at the head of the "fishbone" and

Drill down using the 5 why technique. .3

Sub-process

categorizes possible causes into

Sub-process Sub-process

Problem

groups/causes before drilling into each Sub-process

Sub-process
Sub-process

causes sub causes.

Mother
Man power Method
nature

• The fishbone diagram is commonly paired

with the 5 why analysis.
Thank You
Root Cause Overview
Eng. Rafat Ymani
 Lecture Objectives
At the end of this part you will be able to:

What a root cause is.

Understanding the weed analogy

ROOT Methodology
 What is Root Cause Analysis?
 A root cause is the beginning or the initiating cause of either a condition or a
chain that leads to an outcome or effect.

 The root cause analysis is often referred to as a weed.

 If we don't get to the root

and remove the root
the weed will grow back again.
  A Root cause analysis digs below the surface (effect) in order
to discover the initial cause of the effect.

 The root cause is not usually the initial issue or problem

that you see.

 It is almost always some underlying problem that is the

result of something “upstream”, which causes an effect
“downstream.”
 Understanding Root Cause
The analogy of a weed is a good example
of how problems are often viewed.
The weed is only the issue or problem
which you first observe, it is the effect of a
seed that was planted.

The root cause is below the surface level or visible

A root cause analysis digs below the issues.
surface in an attempt to find the initial “causes”
that “grew” into the problem (effect).
 Removing just the weed….
• Removing just the weed (effect) or visible issue will
not remove the problem, it will only result in a “quick
fix” and a “weed” (problem) coming back again.

• Think about the following:

• Workarounds
• Defects
• Repeated adjustments
• Over processing
• Rework
 Where is the “real” problem?
Taking the time to properly conduct root cause analysis can help you find,
reveal and permanently remove problems which results in:

• Faster turnover
• Increased productivity
• Improved quality

• Reduced rework
• Less waste
Important to understand…
• A common misconception of root cause analysis is that you will
discover “ONE” root cause.

• Problems/Effects almost never are the result of one root cause,

they are always linked to a “SYSTEM” of causes which all
contribute to the end effect.

• Identifying this system is very important in removing

the issue.

Like a weed:
 If parts of the root are left in place the weed may grow back again.
 If we pull all of the weed out it will not grow back.
Breaking the problem down
Although the tools listed here are out of the scope of this course root
cause analysis focuses on breaking the problem down into parts.
Some of tools that are used to do this are:
Measurement 1. Li s t the pr obl em i n the s quare on the head of
Material Machine the fi s h.

2. pl ac e var i ous c auses i n the s ubpr oc ess under

Fishbone/Ishikawa/Cause and Effect Diagram

the appr opri ate categor y.

•
3. Drill down us i ng the 5 why tec hnique.

Sub- pr oc ess

Sub- pr oc ess Sub-process

Tree Diagrams
Problem

• Sub- pr oc ess
Sub- pr oc ess
Sub- pr oc ess

• Value Stream Maps Mother

nature
Man power Method

• Process Maps
• Cause Maps Initial problem (Effect)

*Note – Some tools above will be introduced.

How do we find the root causes?
 In the next few slides we will outline Lean Strategies
International LLC’s ©ROOT methodology.

 The ©ROOT system is a very effective way to begin

discovering root causes and conducting root cause
analysis on your own.

 Because this is an overview suggestions with

regards to tools will be shared, however the details
of each tool/methodology will be covered in more
advanced lectures.
 There are four basic steps involved

in the ©ROOT system. We will outline

the four steps in the next few slides.

Reveal
• Reveal the general information associated with the
Differentissue, problem or effect you’re observing.

• Whatever the issue might be defining a clear problem

The problem statement shouldstatement is critical.
include: who, what, when, where and any how that can
be gathered.

*Note the template shown on the next page assumes you have created: VSM, Cause Map, Tree Map or
Process map already and have revealed “what” the problem is.
 Reveal
Manufactured or Purchased
Part or service number Product or Process name Date of Occurrence List names of contacts connected with the issue.
Item or service
General Information

Problem Statement
(define how problem wascreated:
who, what, when, where andhow.)

• After revealing the problem gather the general information associated with the problem (e.g.
manufactured or purchased, part or service number, product or process name, date problem occurred, list
of contact names connected with the issue/issues).
• Then define a problem statement.
• A problem statement describes what, where, how big and when the problem occurs.
• The statement is intended to be very clear and concise, focusing only on the issue or opportunity that was
initially discovered.
• The statement should be neutral and not suggest any type of solutions or assumed causes.
• The objective of the statement is to define clearly what the problem is (symptoms) and quantify in some
way their effects on the organization.
 Operator
• Be sure that the operator, individual or team associated with the issue
is available for the root cause analysis.

• These are the people who actually do the work when the issue you are
conducting analysis on occurs.

• These people from the Gemba will be one of the most important pieces
of your puzzle, you need them to accurately conduct a root cause
analysis.
 Operator
• Be sure that the operator, individual or team associated with the issue is
available for the root cause analysis.

• These are the people who actually do the work when the issue you are
conducting analysis on occurs.

• These people from the Gemba will be one of the most important pieces
of your puzzle, you need them to accurately conduct a root cause
analysis.
Obvious
• You should have seen the process already during the
Whether it was at the Gemba or throughreveal stage.
some type of mapping, you should have a clear problem
statement and the individuals from the Gemba with you.
Now it’s time to “dig.”

• This is where analysis begins.

• The analysis is performed by breaking the initial

effect down into detailed cause and effect
relationships. At each level you should see the
“system” link.
Obvious • Use the 5 why analysis
or map the process (not
1. What is the problem?
covered in this lecture).
2. Why
Listen
• A 5 why analysis is
3. Why performed by asking why
Listen repetitively 5 times as
4. Why shown to the left.
Listen
5. Why • Note – Not all analysis
Listen
will need to go through
all 5 why’s this is just a
6. Why
suggested number.
Root Cause
Test • Though it may not seem like it,
most solutions fail not because
the solution was wrong but
1. What is the problem? because the root cause was not
2. Why actually linked to the system.

Listen • One way to test each of your

causation levels is to determine
3. Why
if each level of causation is
Listen If the response iscontrollable.
not something that you can
4. Why
control it will be hard to solve.
Listen When this happens simply back
up and recon text your question.
5. Why
Listen • Another way to test your root
cause is to replace each why
6. Why
with therefore and tell the
story backwards, the slide on
the next page shares a visual.
Test
1. What is the problem?

2. Why
Can the response be controlled
Listen or not?

3. Why
Can the response be controlled
Listen or not?

4. Why
Can the response be controlled
Listen or not?

5. Why
Can the response be controlled
Listen or not?

6. Why
Can the response be controlled
Root Cause
Test
1. What is the problem?

2. Why Therefore

Listen
• Another way to test your root
3. Why Therefore cause is to tell the story
Listen backwards replacing the “why’s”
4. Why Therefore with “therefore.”
Listen
If everything matches up
5. Why Therefore chances are you have found one
Listen cause in the system.
6. Why Therefore

Root Cause
 Activity
• In the next section you will find an activity that will help you begin
conducting root cause analysis. Please complete the activity before
moving on.
Fishbone and 5 Why’s
Eng. Rafat Ymani
Lecture Objectives
At the end of this part you will be able to:

What the fishbone and 5 why’s are.

How to use each of these tools

What is a fishbone diagram?
• The fishbone diagram, cause and
effect, or is hikawa diagram is one
of the most common quality tools
used today.

• Best known by its resemblance to a fish's body, the

fishbone diagram is used to show the many possible
causes for an effect.

• The tool is used to help coordinate brainstorming,

in an effort to guide users towards real root
causes.
History of fishbone diagram

The Ishikawa One of the The tool is still

diagram was founded used today by
fundamental tools
in 1968 by many different
Dr. Kaoru Ishikawa he used on many industries & has
Ishikawa pioneered a of his projects proved its
major quality worth on many
movement while was the Ishikawa different
working at Kawasaki. diagram. levels.

in 1968 fundamental tools Kaoru Ishikawa

What is the purpose of the fishbone diagram?
• The purpose of the fishbone diagram is to organize
the many possible causes of an effect, problem or issue
into categories so that teams can then dig deeper and
discover root causes.
• The fishbone diagram is commonly used to help teams
or individuals during brainstorming sessions and is
useful in facilitating the beginning stages of root cause
analysis.
 Review….
It is a good idea at this point to go and review the
lecture on root cause analysis if you have not
done so already.
 Root cause analysis
• One of the most common methods of root cause analysis
pairs the fishbone diagram with the 5 why’s.
• This method is universal and requires no advanced statistical
training, no complicated spreadsheets and can be performed
by any employee with only minimal training.

• We strongly suggest training all employees

• “at minimum” in this method of root cause analysis (fishbone and
5 why’s).
What is the 5 why’s?
• The 5 why technique is a simple
and effective method of performing
a root cause analysis.

• The approach is most often used with the cause and

effect or fishbone diagram as noted before. The 5
why’s make up the “actual digging” of the root
cause analysis.

• Many experienced lean and six sigma practitioners

will bypass the use of the fishbone diagram and perform root cause
analysis using the 5 why’s while visiting the Gemba.
 How to perform 5 why’s…
• The 5 why technique is a simple and
effective method of performing a root cause
The approach is most often usedanalysis.
with the cause and effect or fishbone
The 5 why's are performed bydiagram.
asking why five times and listening as shown in the picture.

• The root cause analysis shares a template

that uses the 5 why’s and helps structure
root cause analysis.
Note – not all analysis will require asking why
5 times, this is just a recommended number.
How to use each one…
• Now that you have learned what the fishbone diagram
and 5 why technique is, we will learn how to use each
one.

• The next few slides will use the example of a speeding

ticket to demonstrate the use of both the fishbone
diagram and 5 why technique.

• You will be asked to create your own fishbone diagram

and conduct your own 5 why analysis later on.
 Don’t forget….
• One of the first things you should do when
conducting a root cause analysis is go and see the
problem. In the root cause overview we referred
to this as “reveal.” Some tools you may consider
creating that will help you understand issues you
are analyzing are:
• Value Stream Maps
• Process Maps
• Tree Diagrams
• You should always go to the Gemba and see the
Recreate the issue if possibleproblem firsthand.
so that you can fully grasp and understand
everything about the current state.
Step 1 - Fishbone
• Once you have revealed or located an issue or problem
for analysis you are ready to begin.
• The first step is to clearly define your effect or the
problem you are trying to solve. Some examples of the
effect maybe:
• Quality issues that aren't meeting a standard.
• Processes that do not meet a required metrics.
• Opportunities.

• This can take a bit of practice as often times the

initial problem may not be revealed right away.
 Got a ticket for
speeding.

©Lean Strategies International LLC

Step 2 - Fishbone
• Once you have clearly defined a problem and gained
consensus from any team member who might be

involved, it is now time to start building the "bones" of our fish.

• These are the categories that we talked about earlier

As a reminder the 6M or 8M fish bones are widelyon.
accepted in manufacturing, the 7P is commonly used in
transactional or marketing situations and the final type
of Ishikawa diagram is the 5S diagram, which is
generally used in sales.
 Step 2 - Fishbone
• Please remember though, no categories on a fishbone

Teams should work todiagram are set in stone.

establish appropriate categories for each problem
being analyzed.
 Rule Method Mechanical

Got a ticket for

speeding.

Machine Man Misc.

©Lean Strategies International LLC

 Step 3 - Fishbone

• The next step is to begin brainstorming with your

team. The brainstorming will be focused on
identifying possible causes that are associated
with the effect. If a cause is identified and the
team agrees on the cause, draw a line under the
appropriate categories/bone and label the cause.
 Rule Method Mechanical

Went a
Speed limit to
different route
slow

Got a ticket for

speeding.

Late for
work

Cops fault

Machine Man Misc.

©Lean Strategies International LLC

 Empty categories?
• You may not be able to come up with appropriate causes
for each category, that is ok.

• This will actually help you to see where you should focus
your efforts.

• Remember, problems are generally “systematic” in nature.

This means there will most likely be more than one issue that
you will need to “dig” into.
 B efore digging….
• Identify the category with the most causes or the most
“significant” causes and sub causes.

• Once the team agrees this is where they want to focus the next
step will be to begin digging (analysis) using the 5 why’s.
 Before moving on…
• Download the fishbone activity.

• The activity will ask you to create a fishbone diagram of your

own based on a fictitious story.
 LOGO

Fishbone and 5 Why’s

Part 2
 Lecture Objectives
At the end of this part you will be able to:

What the fishbone and 5 why’s are

How to use each of these tools

Now you have a fishbone.
• In the previous lecture and assignment you
developed a fishbone diagram of your own.

• Now we are ready to move on to the 5 why analysis.

• The 5 why’s are the actual analysis that is

conducted in the root cause analysis.

• This part of root cause analysis can be used on its

own as you gain more experience.
Reminder..
• The 5 why technique is a simple and effective method of
performing a root cause analysis.
• The approach is most often used with the cause and effect
or fishbone diagram.

• The 5 why's are performed by asking why five times and

listening as shown in the picture to the right.
 Simple
• The technique is simple. Just ask why 5 times and travel
through various levels of causation.

• Be sure that the responses you get are controllable.

• If a level of causation is not controllable simply go back up to

the previous level and as the question in a different context.
• Be aware that you may have to travel a few levels back up and
you will most likely discover more than 1 root cause.
 Before moving on…
• Complete the quiz question.
Introduction to
Problem Solving
 Lean Overview
At the end of this part you will be able to:

What a problem is

The 3 types of problems

Practical problem solving Tools

Finding problems
• How do you describe your role in continuous
improvement? No matter what description or title you
place on your efforts to improve, we can not deny that
all of us at sometime or another will need to be able to
do two important things:

• Find problems.

• Identify Opportunities.
What a problem is ?
• A problem is a deviation or gap between what
is actually happening and what should be
happening.
• A problem can also be defined as any
customer need that is not met on-time in the
right amount and in acceptable quality
(according to the customer).
The 3 types of problems
• Almost all problems you will come across can
be placed into one or more of the three
categories shown below:

1. A gap between what is expected and

what is actually happening.
2. Variation or a negative deviation from a
standard.
3. Any unfulfilled customer need or want.
1. Standards not being met (gap).
• The first category of problems helps us to
understand that all a problem really is, is some time
off gap between what is expected and what is
happening.

100% OTD
• The example to the left shows
that problems are just gaps. If
a customer needs 100% on time
25% Gap = Problem
delivery and your current
delivery is only 75%, the gap of
25% is our problem/issue.
75% Current Delivery
 2. Variation/Deviation in Performance

Any type of deviation from

• Variation can at times fall
an established
within acceptable
performance level in a
“tolerances” or “ranges,”
whether in a positive or
however if it is not
negative direction can be
meeting the established
defined as process
performance level this is a
instability which can signal a
“problem.”
problem
3. Customer needs not being met.
• If a customer need or want is not being met
this is in fact a problem. Often times you may
be meeting a current customer need/want but
they may raise the bar ask for something
more.

• The example to the left shows that

currently the performance is being met but
Improvement
a customer has requested improved
Gap performance. This identifies a clear
improvement gap that needs to be met.
 LOGO

Problem Solving
Tools
 A very common struggle that many organizations have when
dealing with issues that pop up is solving the actual root cause.
This occurs for many different reasons which include:
Problem Solving

Long period of time it takes for teams to

solve issues
Workarounds seem quicker in the
moment but actually cost an
organization much more time and capital
than if the root cause was dealt with
from the start.

Lack of training or understanding.

Different methods and

techniques.

People are to “busy.”

Standard Problem Solving
• Having a standard methodology that you can use to
solve problems is very beneficial. Some of the
benefits associated with using a standard problem
solving method are:
• Increased efficiency finding and solving problems.
• Unified thinking.
• Common problem solving language and methods.
• Empowered and accountable workforce.
• Innovative and capable employees.
• Eliminate root causes so that problems do not come back.
• Creates a basis for continuous improvement thinking and
acting on opportunities to solve problems.
Practical Problem
Solving Overview
1. DMAIC Method.
• The DMAIC Method is a problem solving
methodology used within a six sigma strategy.
The methodology focuses on improving business
processes, specifically through the improvement
of quality and reducing variation. It is an Integral
part of six sigma. The five stages of the DMAIC
methodology are:
• Define
• Measure
• Analyze
• Improve
• Control
• While the DMAIC method has in fact
revolutionized problem solving and is a powerful
methodology, many users of the 5 step
methodology struggle to:
• Select appropriate tools at each stage of the
methodology.
• Obtain appropriate training and experience.
2. PDCA
• PDCA or plan-do-check-act is a four step method used in lean,
quality improvements and other continuous improvement strategies.
The four stages are:
1. Plan - A plan based on historical background data and root cause
analysis is formed. This plan is designed to effect change in a positive way.
2. Do - In the second stage of PDCA (do), the plan is carried out. This is
generally a small scale pilot or initial test run of the plan.
3. Check - The third stage of PDCA is the check stage. Here the outcome
of the plan is analyzed or studied as it is often referred to in PDSA
4. Act - The fourth step is act which is focused on adjusting the do based
. on lessons learned in the check stage

• You may hear the PDCA cycle referred to as the Shewhart cycle
because Walter A. Shewhart discussed the concept in his book
Statistical method from the viewpoint of quality control.
 Where is PDCA used?

• The PDCA system is universal at all levels of an

organization.

• PDCA can be used on tactical initiatives and

strategic initiatives.

• PDCA is technical and philosophical the system

often becomes a thought process for continuous
improvement practitioners.
 Things to keep in mind…
The PDCA is cyclical by nature. What does this mean?
This systematic way of thinking works much like trial
and error.
Although much more research, historical data and root
cause analysis takes place, the check stage allows you to
identify parts of the do stage which may not have gone
quite as you expected.

Then in the forth stage act/adjust you can change

pieces of your initial plan so that your next “do” lands
closer to your target.

In some cases the PDCA method is

executed multiple times before an
acceptable target is hit.
Simplified Problem Solving Methodologies
• Using a standard problem solving thought process
can help users develop a systematic way of
thinking while conditioning employees to find and
solve problems.

• In the Toyota Way author Jeffrey Liker notes,

“you can find an example of every six sigma tool in
use at Toyota at sometime.

• Yet most problems do not call for statistical

analysis, but instead require painstaking, detailed
problem
solving.”
 Simplified Problem Solving
• Below are two problem solving methodologies.
• Both methodologies can be used with minimal training
at any level of an organization.
3. ©TREAT 1,2,3
• The ©TREAT 1,2,3 methodology is a problem solving
methodology used by Lean Strategies International LLC that
when applied to processes (technical, methodological,
philosophical) can effectively reveal root causes related to
issues / problems or opportunities in the process and guide
users towards solutions for a more stable, effective, efficient
and value adding process. The methodology is universal at all
scopes of an organization and can be used by any individual,
There are 5 major steps involved in theteam or organization.
• ©TREAT 1,2,3 problem solving process:
• Teardown
• Review
• Examine
• Advance
• Then Standardize
4
4. Solutions
• Lean Strategies International LLC’s ©SOLUTIONS
methodology is based on Toyota’s 8 steps to practical
problem solving. The powerful 9 steps outline a
systematic way of thinking that can truly solve problems.

• Though many approaches vary in nature the simple

concept of an organization using formal methods such as
DMAIC, A3 thinking and many other approaches
continues to provide stability and positive results for
organizations around the world.

Solutions is a 9 step approach that can help individuals

and teams completely transform business process.
©

What are the 9 steps?

• The nine steps of the ©SOLUTIONS methodology are shown
below:
1. Simplify
2. Organize
3. Lock-In
4. Understand
5. Transform
6. Implement
7. Observe
8. Normalize
9. Share
• Borrowing from the PDCA cycle ©SOLUTIONS accomplishes
its planning in steps 1 through 5 and then moves on to number
6 for the doing. Once doing is complete number 7, observe
full-fills the "check" phase of PDCA before coming full circle
in steps 8 and 9.
Simplify
• Sticking with the common idea that a problem can
be classified as either a deviation from a standard, a
gap or an unfulfilled customer need or want, stage 1
focuses on simplifying issues through direct
observation.
While there are many ways to "observe" an issue,
experiencing it first hand can help make seemingly
difficult issues much simpler.

• Try to answer two questions:

• Where are we currently at?
• Where would we like to be?
Organize
• When a problem is broken down or simplified for a
team to solve it often times comes by way of
making one "huge" issue into many contributing
causes, we refer to these as point of causes.
As the problem you are dealing with becomes simpler
there will be a need to analyze of the POC (point of
causes) and keep them organized.
Lock-In
• Now that the initial problem has been simplified and the
various causes have been organized and broken down to a
manageable level we are ready to lock in our targets and
objectives. Here we need to clarify the resources needed
and estimate the amount of time required to complete the
project. After a target has gained consensus with the team
and any committees involved, it's time to go to "work."
Understand
• Root cause is the important idea at this point of
the project. Of course one of the best practices
when seeking out a root cause is to go to the cause
itself and see what is happening. At this point in the
problem solving journey be aware that our one issue
has most likely multiplied and each of those issues
will need root cause analysis performed. There
usually is not just one "root cause," but many break
offs.
Transform
• Having now discovered the root cause of your
problems we are ready to brainstorm and transform
our problems by creating solutions which are often
referred to as counter measures. It goes without
saying but the biggest impact solutions should be
top priority here.

• Not all solutions will be done right away, but the

ones that can be done should be done.
Implement
• This is the "do" of our plan, do, check act. As we
discussed already PDCA is cyclical by nature and with
every pass approaches the target (lock-in). Given that
you may not hit your locked in target on the first "go
around" be sure that you are aware new problems may
show up that were not discovered initially. Implementation
of solutions like most processes is much more effective
and efficient if it is performed in a single piece
fashion. Try one solution at a time, this will give you a
better opportunity to control your solutions and adjust
the results as needed.
Observe
• As implementation of solutions takes place
there will be some adjustments needed. Step 7 is
all about monitoring the outcome of your solutions
and making any necessary adjustments or
improving on the solutions/countermeasures you
have used.
Normalize
• As with any other improvement, the standard
now changes and the new level of performance
must become the measure. It is very important
that ownership, accountability, change
management, auditing and other systems to
monitor the new level of performance are put in
place to maintain improvements.
Share
There is a good possibility that your solutions can
help others too.
Be sure to share with others too.
In lean we refer to this sharing as Yokoten.
 Thinking?
Though we have barely skimmed the surface of
practical problem solving, we will discuss finer
details in more advanced courses, we will also
discuss a very common tool that is used to
facilitate and develop this powerful practical
problem solving method.

For now it is very important that you have a good

understanding of the ©SOLUTIONS
methodology at a high level.
Sneak Peak….
Thank you
TPM
Total Productive Maintenance / Strategy for 11 / 16
Effective and Productive Maintenance

World-Class Standards & Best Practices of Operational Excellence

© Lean & Mean Consulting. All rights reserved. 2016
2015
 LEAN Management Academy - Outline
Knowledge & Expertise / Editable Training Presentations / 16 Modules

World-Class Standards & Best Practices of Operational Excellence

© Lean & Mean Consulting. All rights reserved. 2016
Training Objectives

 Understand the concept and philosophy of TPM

 Learn the 8 pillars of TPM activities and step-by-step

implementation approach

 Learn the TPM tools and be able to identify and eliminate loss

 Learn how to kick-start TPM deployment with Autonomous

Maintenance, Planned Maintenance, Focused Improvement,
and Education & Training activities to improve equipment
effectiveness

 Understand the roles of a TPM implementation organization and

the critical success factors

3
Agenda

 Introduction to TPM Philosophy

 TPM Fundamentals
 TPM Key Components
 Equipment Loss & OEE
 8 Pillars of TPM Strategy
 Autonomous Maintenance
 Approach to TPM Implementation
 Critical Success Factors

4
Module. 11

Total Productive Maintenance

1
 Machine failures have many hidden causes

Failure is what we see Visible

but is only the tip of the

Failure
iceberg

Wear
Improper Temperature
Flaws
Leaks
Corrosion
Contamination

Cracks Backlash
Loosening
Minor machine defects are Deformation
generally unnoticed but are Less
the cause of almost all Vibration
machine failures Visible

6
What is TPM?

Total Productive Maintenance (TPM) is a method to

achieve maximum equipment effectiveness through
employee involvement

Management + Operators + Maintenance

7
TPM is a paradigm shift 1

Operator Maintenance

I use You maintain &

We maintain !
I fix
Old Attitude TPM Attitude

8
TPM is a paradigm shift 2
Old Philosophy
 I operate, you fix, he designs. . .
 Quality is costly. . .
 Supervisors & engineers are
experts. . .
 Defects, speed losses & unplanned
downtime are inevitable…
 Inventory is useful
New philosophy
 We are all responsible for our
equipment.
 Quality is free.
 Operators/Maintenance are
experts too.
 Zero defects, zero speed losses,
zero unplanned downtime.
 Inventory is costly.
TPM eliminates/reduces waste
Over
production
Producing more
Intellect than what the Waiting
Not using customer needs
employees full Employees waiting
intellectual for another process
contribution or information

Over Motion
processing
Extra physical /
Adding excess value mental motion that
when the customer doesn’t add value

Waste
does not require it

Defects Transportation
Reprocessing, or Moving from one
correcting work Inventory place to another
Building and storing
products the
customer has not
ordered

10
TPM – Why do it?
 Reduce manufacturing costs (COO-Cost of Ownership)

 Maximize the effective use of plant equipment (increase

OEE-Overall Equipment Effectiveness)

 Optimize skills of the operations and maintenance

personnel

 Improve on-time deliveries

 Shorten Lead Times

 Improve Customer Satisfaction

11
TPM Goals

 Maximize equipment
effectiveness
 Zero breakdowns
 Zero defects
 Zero accidents

Zero waste!

12
 TPM goals (continued)

TPM aims at getting the most efficient use of equipment and establishes a
planned maintenance system including:

 maintenance prevention
 preventive maintenance
 and improvement-related maintenance for the company

13
 Autonomous Maintenance

Planned Maintenance

Focused Improvement

Early Equipment
Management
TPM Goals:

Quality Maintenance

5S & Visual Management

Education & Training
Eight Pillars (Strategies) of TPM

Zero Defects, Zero Breakdowns, Zero Accidents

TPM in the Office

Safety & Environmental

Management
14
TPM Pillars & Activities 1
Pillar Activities
Autonomous maintenance Operator involvement in regular cleaning, inspection,
lubrication, and learning about equipment to maintain
basic conditions and spot signs of trouble

Planned maintenance A combination of preventive, predictive, and proactive

maintenance to avoid losses, and planned responses
to fix breakdowns quickly

Focused equipment and Measure of equipment- or process-related losses and

process improvement specific improvement activities to reduce the losses

Education and training A planned program for developing employee skills and
knowledge to support TPM implementation

15
Module. 11

Total Productive Maintenance

2
Basic definitions
Uptime Part of total available time during which an equipment, machine, or system is
either fully operational or is ready to perform its intended function. Opposite
of downtime.

Downtime Part of total available time during which an equipment or machine was unable
to continue operations or was not ready to perform its intended function,
mainly due to the breakdowns. Opposite to uptime.

Breakdown Production is stopped. The process of failing to function or operate normally.

Breakdown is the stoppage lasting over 5 minutes. It requires intervention of
specialists (maintenance technicians), and necessary research before re-start.
Usually, the reasons are identifiable and systematically registered.

Micro-stoppage Production is not stopped. Usually short duration and high frequency. Strongly
involve operators. Work continues without identifying and eliminating of root
causes that are not registered.

17
 Understanding TPM

Maintenance Production
Team team
Preventive & Predicitive Autonomous
Maintenance Maintenance

Breakdown Micro-stoppages
elimination elimination

TPM
18
Team Roles for Maintenance
“I only repair the machines ..”
New Roles of Maintenance
Preventative Actions:
 Work as part of a Team
 Implement and adhere to a planned
maintenance schedule
 Pass equipment knowledge onto
operators
 Use predictive techniques
 Develop routine maint. standards
 Increase own skills with enhanced
training
Corrective Actions:
 Study and analyse causes of downtime
 Carry out repairs efficiently and
effectively
 Upgrade and overhaul old plant
Equipment Improvements:
 Investigate and implement simple
improvements to eliminate root causes
of downtime
 Involvement in capital purchase
19
 TPM Program
GOAL
World
Class
Manufacturing

Predictive Maintenance
Phase 3 Maintenance Prevention

Autonomous Preventive Skill

Phase 2 Maintenance Maintenance Improvement

Data Collection OEE

TPM
Phase 1 Teams
& Analysis Measurement
System

Management TPM
Phase 0 Support/Employee Implementation
Training &
Education
Involvement Strategy

20
Module. 11

Total Productive Maintenance

3
TPM Key Components

 Preventive Maintenance - using schedules or planned maintenance

to ensure the continuous, smooth operation of equipment.

 Autonomous Maintenance - involving production employees in the

total machine maintenance process. This goes well with 5S.

 Predictive Maintenance - determining the life expectancy of

components in order to replace them at the optimum time.

 Maintenance Prevention - designing or selecting equipment that will

run with minimal maintenance and is easy to service when necessary.

22
Preventive Maintenance

Preventive maintenance:

 Daily maintenance:
 cleaning, checking, lubricating and tightening to prevent
deterioration.

 Most of these activities are covered by autonomous

maintenance, and are performed by the operators.
Nevertheless, those activities need to be scheduled and
treated as planned maintenance activities.

 Periodic inspections or equipment diagnosis to

measure deterioration.

 Restoration to correct and recover from

deterioration.
23
Goals of a Suggestion System

Effects Tangible & Intangible Results

3

Improvement of Performance
Development
2 on the Job
of Skills

Development & Activation of the

1 Participation Organizational Structure

Source: Kaizen Teian 1 - Developing Systems for Continuous Improvement

Through Employee Suggestions
24
Goals of a Suggestion System

Development of Skills Improvement of Performance

on the Job

Participation Development & Activation

of the Organizational Structure

Effects Tangible & Intangible Results

Source: Kaizen Teian 1 - Developing Systems for Continuous Improvement Through

Employee Suggestions
25
One-Point Lessons as a Cascading Training Tool

Team members are responsible for

training each other

Teaching promotes effective leadership

and accountability

One-point lessons – a teaching tool that

is short and to the point

Follow up to see what has been taught is

practiced

26
Activity Board

 Activity board is a visual tool to guide teams to action

 Basic elements of problem solving:
1. What are we going to do? (Theme)
2. Why are we going to do it? (Vision)
3. How far are we going to go? (Targets)
4. How are we going to do it? (Method)
5. What is the sequence and timing of actions? (Schedule)
6. Who does what? ( Roles)
7. What results do we expect? (Assessment)

27
Module. 11

Total Productive Maintenance

4
Equipment Loss
Diagnosis & OEE
Introduction to OEE

 OEE (Overall Equipment Effectiveness) is a metric that

identifies the percentage of planned production time that is
truly productive

 How to understand OEE score?

 An OEE score of 100% is perfect production (not attainable in reality)
 An OEE score of 85% is world class for discrete manufacturers
 An OEE score of 60% is fairly typical for discrete manufacturers
 An OEE score of 40% is not uncommon for manufacturers without TPM
and/or lean programs

What is your organization’s OEE score?

29
OEE and NON-OEE. Example Data
How close a piece of equipment is producing sellable product at the theoretical
processing speed over the entire period of time observed

Example Data Non-Operation time

22%
Scheduled Downtime (PM)

Unscheduled Downtime
44%
Yield loss (Rework & Scrap)
9%
Idle (Wait for Operator/
Starvation/Blockage)
Speed loss

13% OEE

4% 4% 4%
30
 Understanding OEE. Definition
100% OEE
Total operating time
Scheduled
A Available time unavailable time

Failure &
B Running time Idle time • Programmed breaks
• Planned maintenance
• Meetings & HR

C Theoretical production
• Breakdowns > 5 minutes
• Overrun on planned
Speed losses & downtime
D Real production Micro-stoppages
• Changeovers & Trials
• External causes

• Operational speed lower

than the nominal
E Real production • Micro-stoppages < 5 min

F Good production Rejects & Rework Lost capacity %

• All quality defects

incl. products on-hold

OEE = B/A x D/C x F/E

Availability Performance Quality
31
Six Big Equipment Losses

OEE

Availability Performance Quality

Setups & Reduced Minor Stops Defects & Startup &

Breakdowns
Adjustments Speed & Idling Rework Yield Loss

Source: Japan Institute of Plant Maintenance (JIPM)

32
Breakdown Losses

 Largest of the 6 major equipment losses

 Caused by equipment defects which require any kind of
repair. Examples:
 Tooling failures
 Unplanned maintenance
 General breakdowns
 Equipment failure
 Losses consist of downtime with labor and spare parts
required to fix the equipment
 Magnitude is measured by downtime

33
Strategies for Zero Breakdowns

 Restore equipment
 Maintain basic equipment conditions
 Adhere to standard operating
procedures
 Improve operator maintenance skills
 Don’t stop at quick fixes
 Correct design weaknesses
 Study breakdowns relentlessly

34
Module. 11

Total Productive Maintenance

6
Planned Maintenance
How do you maintain your equipment?

Fix it and forget it

36
 Planned Maintenance
Objective:
To increase equipment reliability and minimize maintenance cost by
reducing breakdowns and developing efficient maintenance
methods

 Benefits:
 Significantly reduces instances of unplanned downtime
 Enables most maintenance to be planned for times when
equipment is not scheduled for production
 Reduces inventory through better control of wear-prone
and failure-prone parts

37
Planned Maintenance

 How to achieve the natural life cycle of individual machine

elements:

 Correct operation
 Correct set-up
 Cleaning
 Lubrication
 Retightening
 Feedback and repair of
minor defects
 Quality spare parts

38
 Planned Maintenance: Main Activities

Improvement of Equipment Improvement of Maintenance Skills

 MTBF  MTTR

Preventive Maintenance Specialized maintenance skills

Corrective Maintenance Equipment repair skills

Maintenance Prevention Inspection and measurement skills

Breakdown Maintenance Equipment diagnostic skills

Support for Autonomous Maintenance Develop new maintenance

technologies

39
Terminologies

 MTBF (Mean Time Between Failures)

 MTBF is a basic measure of reliability for repairable items. It can be
described as the number of hours that pass before a component,
assembly, or system fails. It is a commonly-used variable in reliability
and maintainability analyses.

 MTTF (Mean Time To Failure)

 MTTF is a basic measure of reliability for non-repairable systems. It is
the mean time expected until the first failure of a piece of equipment.
MTTF is a statistical value and is meant to be the mean over a long
period of time and large number of units.

40
Module. 11

Total Productive Maintenance

7
Focused Improvement
 Focused Improvement

Focused Improvement
Objective:

To achieve regular, incremental improvements in equipment

operation by small groups
of employees working together proactively so as to continually
improve OEE performance

 Benefits:
 Recurring problems are identified and resolved by cross-
functional teams
 Combines the collective talents of a company to create an
engine for continuous improvement

42
 Focused Improvement

Focused Improvement - Target

 Achieve and sustain zero losses - OEE

 Unplanned downtimes
 Minor stops
 Measurement and adjustments
 Defects
 It also aims to achieve 30% manufacturing cost reduction

43
 Focused Improvement

Examples of Focused Improvement Events

 Relocating gauges and grease fittings for easier access

 Making shields that minimize contamination

 Centralizing lubrication points

 Making debris collection accessible

44
 Focused Improvement

Improving OEE Through Kaizen Event

Set TPM
Targets

Report
results and Go after
Have them the targets
recognized with everyone’s
help

Achieve Analyze
and verify breakdowns,
targets suggest
improvements
Track and
record
performance

45
 Safety & Environmental Management

Safety & Environmental Management

Typical causes for
accidents in production
Unintentional unsafe acts
are the leading cause of
accidents in most work
places in industry.

Properly establishing
standardized work and
following standardized
work can prevent injuries.

46
Module. 11

Total Productive Maintenance

9
TPM Implementation
 TPM Implementation
TPM Implementation Master Plan
 Define a 3-5 year TPM Master Plan
 More detailed plan for the first 3 years
 3 major deployment phases:
 Preparation
 Implementation
 Expansion

 Suggested focus for first 3 years:

 Education & Training
 Autonomous Maintenance
 Planned Maintenance
 OEE / Focused Improvement

48
 TPM Implementation
12 Steps of TPM Implementation
1. Announcement to introduce TPM
2. Introductory education campaign for the workforce
Preparation 3. TPM Promotion (special committees)
4. Establish basic TPM policies and goals
5. Preparation and Formulation of a master plan

Kick-
6. Invite customers, affiliated companies and subcontractors
off

7. Develop an equipment management program

8. Develop a planned maintenance program
Implementation 9. Develop an autonomous maintenance program
10. Increase skills of production and maintenance personnel
11. Develop early equipment management program

Stabilization 12. Perfect TPM implementation and raise TPM levels

49
 Sustaining TPM
How to Sustain TPM

 Engaging employees

 Aim for early success

 Providing active leadership
 Share success stories
 Rewards and recognition
 Continuously improve OEE
 Evolving the TPM initiative over time and integration with
Lean

50
© Lean & Mean Consulting. All rights reserved. 2016
51
(JIT)
 ‫نبذه عن اإلنتاج في الوقت المحدد‬

‫❖ ما المقصود باإلنتاج في الوقت المحدد ؟‬

‫هو اإلنتاج المبرمج ‪ ،‬ويختصر هذا المبدأ في التصنيع وال يعني اإلنتاج في اللحظة األخيرة بل اإلنتاج في الوقت والكمية‬
‫المطلوبة‪.‬‬

‫❖ اإلنتاج المبرمج (‪، )JIT‬هو عملية تصنيع من جهة ‪ ،‬وإستراتيجية عمليات واسعة النطاق من جهة أخرى‪.‬‬

‫❖ التصنيع في الوقت المحدد (‪)JIT‬‬

‫هو المعروف أيضا ً باسم نظام تويوتا ‪ ، TPS‬وهو منهج يهدف أساسا ً إلى تقليل الوقت داخل نظام اإلنتاج باإلضافة إلى أوقات‬
‫االستجابة من الموردين والزبائن‪.‬‬
‫?‪❖ WHAT IS JUST-IN-TIME‬‬
‫‪• PLANNING SYSTEM FOR MANUFACTURING‬‬
‫‪PROCESSES MINIMIZES THE AVAILABILITY OF‬‬
‫‪MATERIAL INVENTORIES TO ONLY WHAT,‬‬
‫?‪WHEN & HOW MUCH‬‬
‫‪• INTEGRATED SET OF ACTIVITIES DESIGNED TO‬‬
‫‪ACHIEVE HIGH PRODUCTION VOLUME BY‬‬
‫‪USING MINIMAL:‬‬
‫المخزون‬ ‫المواد الخام‬
‫‪• JUST-IN-TIME IMPLEMENTATION ALSO RESULTS IN:‬‬
‫‪REDUCING INVENTORY & AVODING DELAYS IN‬‬
‫‪EXECUTION OF OPERATIONS‬‬
‫❖ ما المقصود باإلنتاج في الوقت المحدد ؟‬
‫• نظام تخطيط لتقليل عمليات تصنيع المتاح من المواد المخزونة‬
‫فقط ماهي ومتى وكيف؟‬
‫• مجموعة متكاملة من األنشطة المصممة لتحقيق حجم إنتاج عالي‬
‫باستخدام الحد األدنى لما يلي‪:‬‬
‫أعمال تحت التنفيذ‬ ‫السلع النهائية‬ ‫المستهلكات‬
‫ضا في‪:‬‬‫• نتائج التنفيذ في الوقت المحدد أي ً‬
‫تقليل المخزون وتجنب التأخيرات في تنفيذ العمليات‬
‫‪• ACCORDING TO THE (JIT) SYSTEM:‬‬ ‫• بنا ًء على نظام اإلنتاج في الوقت المحدد‪:‬‬
‫• ماهو الوقت المحدد ؟ حسب نظام جيت‬

‫المكونات التي تصل فقط‬ ‫يتم احتساب العناصر‬ ‫يتم إنتاج السلع الجاهزة فقط‬
‫قبل بدء التشغيل‬ ‫مباشرة في عملية اإلنتاج‬ ‫عندما تكون مطلوبة للبيع‬

‫‪• (JIT) EMPHASIZES ELIMINATION OF‬‬ ‫• اإلنتاج في الوقت المحدد يؤكد على القضاء على‬
‫‪INVENTORY, WIP & FINISHED GOODS‬‬ ‫المخزون وأعمال تحت التنفيذ والسلع النهائية‬

‫‪• ORGANIZATIONS TARGET ELIMINATION OF WASTE BY THE‬‬

‫• التنظيم يستهدف القضاء على النفايات من خالل الجدول‬
‫‪TIMELY SCHEDULING OF INVENTORY‬‬
‫الزمني للمخزون في الوقت المناسب‬
• JIT MANUFACTURING HELPS ORGANIZATIONS ‫• التصنيع في الوقت المحدد يساعد المؤسسات على الحفاظ على‬
MAINTAIN UNIFORM LOADS AT WORKSTATIONS .‫اإلنتاج بشكل موحد في محطات العمل‬

24000 CARS IN THE CURRENT MONTH

‫ سيارة في الشهر الحالي‬24000

PRODUCTION IS CARRIED OUT 5 DAYS/WEEK

‫ أسبوع‬/ ‫ أيام‬5 ‫يتم اإلنتاج لمدة‬

1200 CARS TO BE PRODUCED/DAY

‫ يوم‬/ ‫ سيارة‬1200 ‫سيتم إنتاج‬

PRODUCTION IS CARRIED OUT IN 2 SHIFTS

)‫يتم تنفيذ اإلنتاج في نوبتين (فترتي عمل‬

SHOULD PRODUCE 600 CARS/SHIFT

‫ فترة عمل‬/ ‫ سيارة‬600 ‫يجب أن تنتج‬
• SUPPOSE TOYOTA PRODUCES: ‫ بطريقتين‬:TOYOTA ‫• افترض منتجات‬

‫ وحده‬150= A ‫موديل‬ ‫ وحده‬200= B ‫موديل‬ ‫ وحده‬250= C ‫موديل‬

❖ METHOD 01 : 01 ‫❖ الطريقة‬
REQUIRED QUANTITY OF A PARTICULAR TYPE OF CAR ‫يتم إنتاج الكمية المطلوبة من نوع معين من السيارة أوالً بعد ذلك يبدأ إنتاج‬
IS PRODUCED FIRST THEN PRODUCTION OF ANOTHER ‫نوع آخر من السيارة‬
TYPE OF CAR IS STARTED

❖ METHOD 02 02 ‫❖ الطريقة‬
TOYOTA CAN ADOPT A METHOD IN WHICH A MIX OF ‫ اعتماد طريقة يتم فيها إنتاج مجموعة من الموديالت‬TOYOTA ‫يمكن لـ‬
VARIOUS MODELS IS PRODUCED IN SHORT .‫المتنوعة في تسلسل تكراري قصير‬
REPETITIVE SEQUENCES
 ‫تعني هذه التقنية إنتاج وتسليم سلعة تامة الصنع في‬
‫الوقت المحدد وتجميع المواد األولية واألجزاء نصف‬
‫المصنعة لتشكيلها مرة أخرى بشكلها النهائي‪ ،‬والقضاء‬
‫على المخزون والتأخير في تنفيذ العمليات‪.‬‬
‫‪• IMPLEMENTATION OF (JIT) REQUIRES‬‬ ‫• يتطلب تنفيذ اإلنتاج في الوقت‬
‫‪TOTAL TRANSFORMATION OF:‬‬ ‫المحدد إجمالي التغيير في ما يلي‪:‬‬

‫طرق تصميم‬ ‫تعيين المسؤوليات‬ ‫تنظيم العمل‬

‫المنتجات والخدمات‬
‫‪❖ THE CONCEPT OF JUST-IN-TIME:‬‬ ‫❖ فكرة اإلنتاج في الوقت المحدد‪:‬‬
‫•‬ ‫‪IT STATES, “NOTHING IS PRODUCED UNTIL IT IS‬‬ ‫• تنص على عدم إنتاج أي شيء حتى يكون مطلوب‬
‫‪REQUIRED‬‬

‫المكونات المصنعة‬ ‫يتم صنع التجميعات الفرعية‬ ‫تجميع المنتج النهائي‬ ‫منتجات تامة الصنع‬

‫‪• THE SYSTEM ALWAYS KEEPS WORK-IN-‬‬ ‫• النظام يبقي دائ ًما االعمال تحت التنفيذ و المخزون‬
‫‪PROCESS INVENTORY AS LOW ;ELBISSOP SA‬‬ ‫منخفضا ً بقدر التقليل أوقات اإلنتاج‬
‫‪SEMIT DAEL NOITCUDORP GNICUDER‬‬
 ‫مفهوم االنتاج في الوقت المحدد‬
• MAINTAIN HIGH PERFORMANCE IN ALL AREAS OF OPERATIONS. .‫• الحفاظ على أداء عا ٍل في جميع مجاالت العمليات‬

• MAINTAIN CONSISTENTLY HIGH QUALITY IN PRODUCTS/PROCESSES. .‫ العمليات‬/ ‫• الحفاظ المستمرعلى جودة عالية في المنتجات‬

• VARIOUS PRODUCTION PROCESSES ARE COORDINATED WELL. .‫• عمليات اإلنتاج المختلفة جيدة التنسيق‬

• ACTIVE PARTICIPATION, INVOLVEMENT & COOPERATION OF ALL .‫ والتنسيق واالنخراط لكافة الموظفين‬، ‫• المشاركة النشطة‬
EMPLOYEES.

• SPREAD THE CONCEPT OF CONTINUOUS IMPROVEMENT INCLUDING .‫• نشر ثقافة التحسين المستمرفي جميع نواحي المنظمة‬
ALLOVER THE ORGANIZATION.
 ‫‪THE TWO COMPONENTS OF JUST-IN-TIME‬‬
‫العنصرين األساسية لتحقيق اإلنتاج في الوقت المحدد‬

‫مشاركة الناس‬
‫تطبيق الجودة‬
‫الشاملة‬
‫‪❖ JIT REQUIRES A STRONG HUMAN‬‬ ‫❖ يتطلب اإلنتاج في الوقت المحدد إلى عنصر‬
‫‪RESOURCE COMPONENT YOUR‬‬ ‫موارد بشرية قوي ‪ ،‬ويجب أن تُعرف‬
‫‪ORGANIZATION SHOULD IMPART:‬‬ ‫مؤسستك ‪:‬‬

‫التدريب على فلسفة جيت‬ ‫تعيين المسؤوليات المناسبة‬ ‫تنسيق الجهود الموجهة‬ ‫تحفيز الموظفين‬
‫نحو الهدف‬

‫‪• AIMS AT CONTINUOUS IMPROVEMENT OF OPERATIONS‬‬ ‫• يهدف إلى التحسين المستمر في عمليات تقليل النفايات والخسائر‬
‫‪MINIMIZATION OF WASTAGE OF HUMAN CAPITAL‬‬ ‫الرأسمالية البشرية‪.‬‬

‫‪• JIT ENCOURAGES YOUR EMPLOYEES & SUPPLIERS TO:‬‬ ‫• تشجع تقنية اإلنتاج في الوقت المحدد موظفيك ومورديك على‪:‬‬

‫‪- BE INNOVATIVE.‬‬ ‫‪ -‬أن يكونوا مبتكرين‪.‬‬

‫‪- MAKE USE OF THEIR CREATIVE TALENTS.‬‬
‫‪ -‬االستفادة من مواهبهم اإلبداعية‪.‬‬
 • YOUR ORGANIZATION SHOULD FOLLOW 3 ESSENTIAL :‫ عناصر أساسية‬3 ‫• يجب أن تتبع مؤسستك‬
ELEMENTS:

: ‫العمل بروح الفريق الواحد عن طريق‬
SUGGESTIONS PROGRAM
.‫برنامج االقتراحات‬
EMPLOYEES MEET & DISCUSS
WAYS OF IMPROVING THE
QUALITY OF THEIR PROCESSES.
‫أن يلتقي الموظفون ويناقشون طرق‬
.‫تحسين جودة عملياتهم‬
: ‫االنضباط عن طريق‬
SUGGESTIONS ARE COLLECTED & EVALUATED.
‫جمع االقتراحات وتقييمها‬
SELECTED SUGGESTIONS ARE TESTED.
‫اختبار االقتراحات المحددة‬
IF SUGGESTION IS BETTER, MANAGEMENT
APPROVES IT.
.‫ فإن اإلدارة توافق عليه‬، ‫إذا كان االقتراح أفضل‬
‫وجود عقود مع الموردين لتوفير اإلمدادات من مواصفات الجودة المطلوبة وأسعار الهدف‬
:‫ورد أو المزود عن طريق‬
ِ ‫مشاركة أو تدخل ال ُم‬
MAINTAIN LONG-TERM BUSINESS RELATIONSHIPS WITH A FEW
SELECTED SUPPLIERS.
‫الحفاظ على عالقات تجارية طويلة األمد مع بعض الموردين المختارين‬
INVITE SUPPLIER’S REPRESENTATIVES IN DESIGN REVIEWS TO
SUGGEST IMPROVEMENTS IN DESIGN & METHODS.
‫دعوة ممثلي المورد في مراجعات التصميم ألكبر التحسينات في‬
‫التصميم والطرق‬
HAVE CONTRACTS WITH SUPPLIERS TO PROVIDE SUPPLIES OF
REQUIRED QUALITY SPECIFICATIONS & TARGET PRICES
THE CONTRACT SHOULD BE REASONABLY PROFITABLE TO BOTH –THE
SUPPLIER & YOUR ORGANIZATION.
.‫البد أن يكون العقد مرب ًحا بشكل معقول لكل من المورد والمؤسسة الخاصة بك‬
PROVIDE ASSISTANCE TO IMPROVE SUPPLIER PRODUCTIVITY &
PRODUCT QUALITY.
.‫تقديم العون في تحسين إنتاجية المورد وجودة المنتج‬
SHARE ITS PRODUCTION PLANS & SCHEDULES WITH YOUR
SUPPLIERS.
‫شارك خطط وجداول اإلنتاج مع مورديك‬
 HOW IS SUPPLIER INVOLVEMENT AN ESSENTIAL ELEMENT?
‫ما مدى مشاركة المورد عنصر أساسي؟‬
BUILDING EFFECTIVE PARTNERSHIPS DEPENDS ON:
:‫بناء شراكات فعالة تعتمد على‬

‫الثقة‬ ‫االتصاالت‬ ‫خطية اإلنتاج‬ ‫الوقت إلجراء التغييرات‬

SUPPLIER SHOULD TRUST HIS
CUSTOMER HAVE CONFIDENCE
THAT YOUR ORGANIZATION WILL:
‫يجب على المورد أن يثق في أن العميل‬
:‫لديه ثقة في أن مؤسستك سوف‬
PROVIDE THEM WITH MORE
BUSINESS.
.‫تقدم لهم المزيد من األعمال‬
MAKE TIMELY PAYMENTS…IF
REQUIREMENTS ARE MET, THIS
MAKES BOTH FIRMS WORK MORE
CLOSELY.
... ‫جعل المدفوعات في الوقت المناسب‬
‫ هذا يجعل كل‬،‫إذا تم استيفاء المتطلبات‬
.‫من الشركات تعمل بشكل وثيق‬
PLAYS AN IMPORTANT ROLE
ESTABLISH A BUYER-QUALITY
ENGINEER TEAM SUPPLIERS
SHOULD:
‫دورا مه ًما في تأسيس موردي فريق‬
ً ‫تلعب‬
‫مهندس جودة المشتري ويجب على‬
:‫المورد‬
INFORM ABOUT NEW PROGRAMS TO
IMPROVE QUALITY.
‫يخبر بالبرامج الجديدة لتحسين‬
.‫الجودة‬
ENSURE TIMELY DELIVERY OF
SUPPLIES.
‫ضمان التوصيل في الوقت المناسب‬
.‫للمخزون‬
RELATES TO PRODUCTION
SCHEDULES DEVELOPMENT WITH
UNIFORM WORKLOADS
‫يتعلق بتطوير جداول اإلنتاج مع طاقم‬
.‫العمل الموحد‬
SUPPLIERS SHOULD TAILOR THEIR
SCHEDULE TO YOUR ORG NEEDS
‫يجب على الموردين تحديد مخططهم‬
.‫وفقًا الحتياجات مؤسستك‬
YOUR ORGANIZATIONS SHOULD
PROVIDE ENOUGH TIME TO
SUPPLIERS TO RESPOND TO CHANGES
IN DEMAND.
‫يجب أن توفر مؤسستك وقتًا كافيًا للموردين‬
.‫لالستجابة للتغييرات في الطلب‬
SUPPLIERS MAY HAVE TO PURCHASE
NEW MATERIALS, ADD MORE
MACHINERY, HIRE & TRAIN LABOR,
ETC
‫قد يضطر الموردون إلى شراء مواد جديدة‬
‫ واستئجار‬، ‫ وإضافة المزيد من اآلالت‬،
‫ وما إلى ذلك‬، ‫السيارات والتدريب‬
 WORKER’S RESISTANCE TO CHANGE.
‫مقاومة العامل للتغيير‬

DIFFICULTY IN ACCOMPLISHING ZERO LEAD-TIME.

‫صعوبة في تحقيق الصفر في الوقت المطلوب‬

ZERO SAFETY STOCK.

‫صفر مخزون أمان‬

ZERO IDLE TIME.

‫صفر وقت فراغ‬
• CONDITIONS FOR SUCCESSFUL JIT IMPLEMENTATION: :‫• شروط التطبيق الناجح لإلنتاج في الوقت المحدد‬

•COMMITMENT OF THE TOP MANAGEMENT. .‫• التزام اإلدارة العليا‬

•CONSIDERABLE FINANCIAL OUTLAY IS REQUIRED DURING THE .‫• يلزم وجود نفقة مالية كبيرة خالل المراحل المبكرة‬
EARLY STAGES.

OUR ORGANIZATION MAY FACE SOME PRODUCTION

LOSS AND CHANGES TO MANAGEMENT PROCEDURES
‫قد تواجه مؤسستك بعض خسائر اإلنتاج والتغيرات في إجراءات اإلدارة‬

TRUST AND COMMITMENT BETWEEN THE SUPPLIER

AND THE CUSTOMER NEEDS TO BE BUILT UP
ً ‫الثقة وااللتزام بين المورد والعميل يجب أن تكون عالية جدا‬
❖JIT IMPLEMENTATION SUCCESSFUL: :‫❖لنجاح تنفيذ اإلنتاج في الوقت المحدد‬
-STABILIZE AND LEVEL THE MASTER PRODUCTION SCHEDULE. ‫ استقرار مستوى جدول اإلنتاج الرئيسي‬-1

-REDUCE OR ELIMINATE SETUP TIMES. ‫ قلل أو أوقف أوقات اإلعداد‬-2

-REDUCE LOT SIZES (MANUFACTURING AND PURCHASE) )‫ تقليل أحجام (التصنيع والشراء‬-3

-REDUCE LEAD TIMES (PRODUCTION AND DELIVERY) )‫ تقليل أوقات (اإلنتاج والتسليم‬-4

-USE IDLE TIME FOR PREVENTIVE MAINTENANCE ‫ استخدم وقت الفراغ للصيانة الوقائية‬-5

-CREATE A FLEXIBLE WORKFORCE ‫ إنشاء قوة عمل مرنة‬-6

-REQUIRE SUPPLIER QUALITY ASSURANCE AND IMPLEMENT ‫ طلب تأمين جودة المورد وتنفيذ برنامج جودة صفر المعيب‬-7
A ZERO DEFECT QUALITY PROGRAM
 OPERATIONAL BENEFITS OF JIT SYSTEM:
:‫مزايا التشغيل بنظام اإلنتاج في الوقت المحدد‬

INCREASED UTILIZATION OF IMPROVEMENT IN THE

MACHINERY AND QUALITY OF PRODUCT OR
EQUIPMENT REDUCED INVESTMENT IN SERVICE
‫االستخدام المتزايد لآلالت والمعدات‬ INVENTORY ‫التحسين في جودة المنتج أو الخدمة‬
‫استثمار منخفض في المخزون‬

REDUCTION IN SPACE REDUCTION IN FORMAL

REDUCTION IN
REQUIREMENTS OF THE PAPER WORK
PRODUCTION CYCLE TIME
FIRM ‫التخفيض في عمل الورق الرسمي‬
‫التخفيض في وقت دورة اإلنتاج‬
‫انخفاض في مجال متطلبات الشركة‬

ZERO INVENTORY STORAGE

CLOSER RELATIONSHIP WITH HIGHER INVOLVEMENT OF
AND MAINTENANCE COSTS
SUPPLIERS EMPLOYEES
‫صفر في تخزين المخزون وفي‬
‫عالقة أوثق مع الموردين‬ ‫انخراط أعلى للموظفين‬
‫تكاليف الصيانه‬
 BENEFITS FOR SUPPLIERS FROM JIT SYSTEM:
:‫مميزات نظام اإلنتاج في الوقت المحدد للموردين‬

A LONG-TERM
GUARANTEED CONTRACT LESS EXPENDITURE ON
FOR SUPPLY OF MATERIALS PROMOTIONAL ACTIVITIES
‫عقد مضمون طويل‬ ‫إنفاق أقل على األنشطة‬
‫األجل للتزويد بالمواد‬ ‫الترويجية‬

TIMELY PAYMENT FOR

A STEADY AND MATERIALS SUPPLIED
CONTINUOUS DEMAND
FOR THEIR MATERIALS ‫الدفع في الوقت المناسب‬
‫طلب ثابت ومستمر لمواده‬ ‫للمواد الموردة‬
 DISADVANTAGES OF JUST-IN-TIME SYSTEM
‫سلبيات اإلنتاج في الوقت المحدد‬
EXTERNAL OBSTACLES CULTURAL DIFFERENCES
‫معوقات خارجية‬ ‫االختالفات الثقافية‬
ORGANIZATIONAL CULTURE VARIES FROM FIRM TO FIRM.
JIT CAN NOT TOLERATE INCREASING DEMAND RATES
‫تختلف الثقافة التنظيمية من شركة إلى شركة‬
‫ ال يتحمل المحدد معدالت زيادة الطلب‬JIT
IT IS DIFFICULT TO CHANGE ORG CULTURE IN A SHORT
ALSO CAN NOT TOLERATE LOAD FLUCTUATIONS
TIME.
‫ال يمكنه أيضًا تحمل عبء التقلبات أوالتأرجح‬ ‫من الصعب تغيير ثقافة المؤسسة في وقت قصير‬

GLOBAL AND LOGISTIC ISSUES

‫القضايا العالمية واللوجستية‬

IF THE DISTRIBUTION CHANNELS ARE DISRUPTED, IT

LEADS TO
PRODUCTION DISRUPTIONS FOR SUBSEQUENT
CUSTOMERS.
‫ فإن ذلك يؤدي إلى حدوث خلل‬، ‫إذا تم تعطيل مسار التوزيع‬
‫في اإلنتاج للعمالء التابعين‬
 DISADVANTAGES OF JUST-IN-TIME SYSTEM
‫سلبيات اإلنتاج في الوقت المحدد‬

SMALL SUPPLIER DIFFICULTIES INTRACTABLE ACCOUNTING SYSTEMS

‫صعوبات المورد الصغير‬ ‫أنظمة المحاسبة القابلة للسحب‬
THE TRADITIONAL WAY OF ACCOUNTING AND
SMALL SUPPLIERS FACE DIFFICULTIES WITH SMALL LOTS
FINANCIAL MEASURES CANNOT TAKE INTO ACCOUNT
INVENTORY THEY MAY NOT HAVE THE ADVANTAGE OF
THE JIT METHOD
ECONOMIES OF SCALE
‫الطريقة التقليدية للمحاسبة والتدابير المالية ال تستطيع أن تأخذ في‬
‫يواجه الموردون الصغار صعوبات مع المخزونات الصغيرة التي قد ال‬
‫االعتبار طريقة اإلنتاج في الوقت المحدد‬
‫تتمتع بميزة اقتصاديه للسلعة‬

RESISTANCE TO CHANGE
‫مقاومة التغيير‬

IT REQUIRES EMPLOYEES TO LEARN NEW

FUNDAMENTALS BUT HUMAN NATURE IS RESISTANCE
TO CHANGE.
‫يتطلب اإلنتاج في الوقت المحدد من الموظفين تعلم األساسيات الجديدة‬
‫لكن الطبيعة البشرية تقاوم التغيير‬
 ‫الخالصة‬
‫تقنية اإلنتاج في الوقت المحدد تمثل الحل والخيار األمثل‪ ،‬فهي ليست طريقة أو أسلوب فحسب بل هي فلسفة واسعة غايتها األساسية‬
‫تخفيض كلف المخزون بكل أنواعه ويكاد يصل إلى مستوى الخزين الصفري‪ ،‬فضال عن تقليل الفاقد والتالف من المواد األولية الداخلة في‬
‫العملية اإلنتاجية من خالل التعامل مع تقنية إدارة الجودة الشاملة في الرقابة على المخزون‪ ،‬إذ تعني هذه التقنية إنتاج وتسليم سلعة تامة‬
‫الصنع في الوقت المحدد وتجميع المواد األولية واألجزاء نصف المصنعة لتشكيلها مرة أخرى بشكلها النهائي ‪.‬‬

‫تقنية اإلنتاج في الوقت المحدد تتطلب وصول المواد األولية في وقت اإلنتاج أو خالل وقت قصير من طلبها ووضعها في الجدول الزمني كما‬
‫تتطلب هذه التقنية أن ال تبقى مواد نصف مصنعة خالل اليوم ‪ ،‬إذ يتعين أن تتحول جميعها إلى منتجات تامة يتم تجهيزها في الوقت نفسه‬
‫إلى الزبائن مباشرة دون وجود حاجة إلى تخزينها وتعرضها إلى عمليات تخزينية‪.‬‬
Intro to Pull Systems
 What a pull system is

What a push system is.

Lecture Objectives
Why push/pull are both
necessary

What a SMED is

Project Plan - Footer 01

 What is a pull system?
• A pull system is a technique used to produce only what
has a demand attached to it. Pull systems are also used
to replace inventory items which may have been taken to
fulfill a demand. Pull systems use triggers to notify
individuals when a demand or a need has been generated
for the part or service.
Example:
One very common everyday example of a pull system is
at a grocery store. Items are not replenished until a
customer "pulls" the item from the shelf.

01
Example of Pull System (Grocery)
1. A customer comes into a store and takes two boxes of
cereal.
2. There are now two empty spots on the shelf.
3. The customer rings up the cereal which triggers the
replenishment of the two empty spots on the cereal shelf.
4. A worker in the back receives a notification takes two
boxes of cereal from the stock in the back and replenishes
the shelf.
• As you can tell in this example the cereal is replaced based on the actual
demand of the customer (e.g. 2 boxes purchased, 2 boxes replenished).

01
 Triggers in pull systems.
• A common trigger used to pull materials through a
process based on customer demand is called a Kanban.
• Kanban is one tool within the just in time production
Kanban is used to connect information flow tosystem.
the necessary action or production of a customer
need. The Kanban system works off of the pull of the
customer creating a more demand driven enterprise
which results in lower inventory levels, less waiting and
better control of production amounts. The Japanese
word loosely translated means card, billboard or sign
but often times other sensory notifications
such as empty spaces, cones or lights are used
to notify a supplier of a customer need.
 Why Pull?
✓ Pull systems are used for various reasons. Some
of the more common reasons organizations pull
products and information through the various
systems are:
✓ To help control inventory.
✓ Control the flow of information.
✓ Enable transparent information to travel upstream.
01
Flow vs. Pull vs. Push
• Flow – In Lean Six Sigma, flow is the term used to refer to a production or service
environment that continuously moves value through the value
stream without interruptions. An environment that has flow would have very low
levels of muda, muri and mura.

• Pull - A pull system is a technique used to produce only what has a demand attached to it.
Pull systems are also used to replace inventory items which may have been taken to fulfill
• a demand. Pull systems use triggers to notify individuals when a demand or a need has
been generated for the part or service.

• Push - A push system is the production or performance of any item or

activity performed at required times by a given schedule that has been
planned in advance. Many push systems build mainly to forecast. Push
systems can also include issuing material or performing an activity based on a schedule
rather than need. Push systems create excess inventory which is one of the 8 forms of
waste.

01
Benefits of Pull Systems
Controls inventory.

Facilitate instructions to workers upstream.

Prevents excess inventory.

Prevents overproduction.

Reduced wait (queue) wait times.

Quality problems and abnormal conditions are much more
obvious. 01
Lower inventory…
➢ When a pull system is put in place the level of
inventory in the organization gradually lowers.
While this might be a scary thought for some
it also inspires an organization to find, fix and
improve processes with a sense of urgency.
➢ Drives continuous improvement.

01
When would you use a pull system?
• Pull systems are used to facilitate the flow of production and
information in between process steps, but only if continuous flow is not
practical.

• Cycle times are not close. When cycle times have large variations a
In these cases aqueue can actually build up or a bottleneck is created.
pull system is more practical than continuous flow until the cycle times
can be “leveled.”

• Disconnected facilities - Another reason a pull system might be

The pullpractical is when processes or facilities are disconnected.
system can help connect processes that require transportation of
information or materials.

• Poor yield in a process can be another reason to use a pull system. The
pull system will help expose abnormalities in the process and stop lines
at the appropriate time enabling workers to perform root cause
analysis.
01
 Kanban Example
• This is a very basic example of a Kanban system
that will help you understand the idea of a “pull”
system.
Production
Kanban. Move Kanban.
I’ll take 5!

Supplying Process
(upstream) Customer
Pull customers 5 items.

5 new pieces supermarket Customers 5 items

 Flow where you can, Pull where you must.
• In Mr. Rother and Mr. Shook’s book Learning to
see they make a very important point regarding
the flow of materials.

• “Flow where you can, Pull where you must.”

• It is always much better to continuously flow

materials but there are some situations where
continuous flow may not be practical. In these
situations a pull system should be used.
 One last thought…
• Dr. Jeffery Liker leaves us with the perfect
thought to keep in mind in his book The Toyota
Way.
“The challenge is to develop a learning
organization that will find ways to reduce the
number of Kanban and thereby reduce and
finally eliminate the inventory buffer.
Remember: the Kanban is an organized system
of inventory buffers and, according to Ohno,
inventory is waste, whether it is in a push
system or a pull system.”

- Dr. Jeffrey K. Liker -

Quick changeover/SMED
 What SMED and Quick Changeover is.

Why changeover and SMED is so

important
Lecture Objectives
REDUCE Methodology

Project Plan - Footer 01

 What is SMED?
• Single minute exchange of die is a concept developed by Shigeo
Shingo which seeks to perform all setup/changeover times under
ten minutes (single minute).
History:
TPS

Lot reduction and set up time reduction had actually been going
on in the Toyota Production System since about 1945. In 1955
while visiting the US, Taiichi Ohno observed Danly stamping
presses with rapid die change capability. Subsequently, Toyota
bought multiple Danly presses for the Motomachi plant. And
Toyota started to work on improving the changeover time of their Shigeo Shingo
presses. This was known as Quick Die Change, or QDC for short.
They developed a structured approach based on a framework from
the US World War II Training within Industry (TWI) program,
Overcalled ECRS – Eliminate, Combine, Rearrange, and Simplify.
time they reduced these changeover times from hours to just 180
seconds by 1990s.
 What is a changeover?
• A changeover is the work required to change a
specific machine, resource, work center or
line from making the last good piece of an
item to making the first good piece of
another item. That means that if the first
good piece after the changeover is not good
the changeover is not complete.
Changeover Examples

What examples can you think of?

 Changeover Example….
• Let’s say you own a sewing shop. You embroider logos for
your customers. You have two different shirts to make.
After you complete shirt number 1 you stop the machine
and begin to gather thread, change shirts and input the
new program for shirt number 2 All of these activities
that take place when the machine is not running is known
as machine downtime. During this time no value is
created, which makes this span of time aste/muda.
• Downtime is the period of time during which a piece of equipment
or a machine is not functional or can not work.

©Lean Strategies International LLC

 Things to keep in mind….
• As we noted in the definition of
changeover, the changeover is not
complete when the second part begins, it
is complete when the first good piece of
another item is complete.

• If the first part is bad is the

changeover complete? No.
 Importance of fast and flexible
changeovers…
➢ Customers today expect high quality products at a low cost,
while maintaining quick delivery times. In a traditional work
environment items are pooled into “batches.”
➢ These batches are intended to spread the cost of setup and
changeover times across many different items.

➢ However, producing in large quantities (batch/lot sizes)

organically creates waste and limits an organizations ability to
meet customer needs.
 Large Batch Sizes
1. Excessive Inventory – Not only does producing excessive amounts of
RAW, WIP and FG tie up capital and resources, it does so with out
any guarantee of ever having demand. Additionally the excessive
production of items requires larger storage areas which: increases
inventory costs, reduces capacity and hides defects and rework.
2. Waiting – Customers are forced to wait for a company toproduce
large lot sizes rather than just the quantity that is needed.
3. Incur Charges - Customers often incur setup and changeover
charges if they do not want to order large quantities.
4. Spoilage and Poor Quality – Storing inventory can increase the
amount of expired or spoiled inventory and indirectly increases the
amount of scrap and rework in an organization.
5. Poor behavior – Excessive inventory creates a hidden factory and
often supports just “pulling from stock” to fix problems.
 Smaller Lot Sizes
1. Flexibility – Companies that have fast, efficient and
flexible changeovers are better equipped to meet
changing customer needs without incurring heavy
inventory costs.
2. Shorter Lead Times – Having short setups and fast
changeovers reduces waste in processes and ultimately
shortens the lead time associated with each value stream.
3. Improved quality – Not only does smaller lot sizes make
abnormalities visible right away, but also eliminates the
need for trial/pilot runs.
4. Improved productivity – The less downtime each of
your machines have the more value they are
producing. This means higher productivity.
 ©REDUCE Methodology
The reduce methodology is a simplified method of
The performing quick changeover or setup improvements.
• steps in the REDUCE methodology are:
• Required Data
• Engage with VSM
• Differentiate Internal and External steps
• Undergo Conversion
• Clean up the process
• Ensure the steps work
1. R equired data
• Once you have identified the area that your
changeover or setup reduction will take place in, you
will need to make sure that you collect the required
data for the project. Some suggestions for data you
might want to collect are yield, cycle times and of
course any types of variation in the changeover.

• Be sure to visit the Gemba and understand the

process very well.

• Film key points of the changeover/setup for review.

 E
2. ngage with VSM
The second phase of ©REDUCE is focused on •
The really understanding the current state.
best way that Lean Strategies International LLC
has found to do this is to map the process level
VSM using our ©TREAT 1,2,3 methodology.
3. Differentiate internal and external activities
• Internal setup refers to the activities associated
with elements of a setup procedure that can only
be performed while a process or machine is not
running.

• External setup is the amount of time associated

with the elements or activities of a setup
procedure that are performed while the machine is
running.
 4. Undergo conversion
• The goal of this stage of the ©REDUCE
methodology is to convert as many internal
setup activities to external activities.

• Some of the common conversions include:

• Preparing parts, tools and information ahead of time.
• Using clamps in place of bolts.
 C
5. lean up the process
• Clean up any remaining waste in the value stream.
Remove forms of:

1. Transportation
2. Inventory
3. Motion
4. Waiting
5. Over processing
6. Over production
7. Defects
8. Skills not being fully utilized
 E
6. nsure the steps work
• Be sure that all process steps work.

• Confirm steps are as balanced as possible.

• Continue improving.
Introduction to
Lean Huddles
 Objectives of Lecture

The lecture objectives outlined below will help you

understand some of the materials you will learn about
in this lecture.

❑ What a huddle is.

❑ What the benefits of a huddle are.

❑ ©HUDDLE process.
 What is a huddle?
• A huddle is an action performed by a team to strategize, support and
motivate one another towards accomplishing or aligning objectives and
goals. Huddles are typically held before an activity takes place. Huddles
can be held in any
area or department of an organization, they do not need
specific rooms just a general format to conduct the
huddle. The main difference between a huddle and a

meeting is both how it is conducted and the amount of time

the huddle takes compared to a meeting. Huddles can be
performed in under 7 minutes, but generally range from 5 to
20 minutes.
 Examples of huddles

01
• Before a work
day begins. • Before a
02 project or task
begins.

03
• Before and
during events. • Before an event
04
(recap the plan).
 Differences between meeting and huddle.
• Meetings are often scheduled to provide relief from a
build up of many different things. Members might
schedule meetings to:

• Talk through issues.

• Express built up emotions.
• Inform others or themselves.

• However a meeting can often become an all day event

where participants may stray from the objective or
goal they are trying to achieve. When this happens
meetings can become quite long, ultimately, getting
nothing done during the meeting.
 Benefits of huddle approach
1. Universal – Huddles can be used in virtually any environment (e.g. business,
healthcare, sports, manufacturing, office, etc.).

2. 5 – 20 minutes - Huddles can be performed anywhere from 5 – 20 minutes,

with 10 minutes being the ideal time range.

3. Everyone is included – Whether you are a president or a front line employee,

everyone can be a part of the huddle.

4. Positive effect on culture – Huddles bring people together to interact and

support one another. With appropriate ground rules in place the huddle can
provide an open, honest and inviting time for employees to get support, offer
support and work together in the direction of a common objective.

5. Align the team towards a goal – Huddles help teams stay in contact and align
their thoughts and efforts towards a common goal.

6. Plan – Plan for your day and understand what your teammates need to do too.
 Questions - to get you thinking…
1. If you were going to begin performing huddles
tomorrow, what three topics would you feel are
most important to address in a 5 – 20 minute time
period?

2. What type of format would you use to conduct

that huddle?
• How many people?
• Roles?
• Location?
• Tools?
THANK YOU
Insert the Subtitle of Your Presentation
Hansei
Lecture Objectives
1 What Hansei is

2 How you can use Hansei

3 3 questions of Hansei
What is Hansei?
• Hansei is a fundamental attribute of any type of
improvement. The term Hansei refers to the reflection
and recognition of one's own actions. Hansei is often u
sed to recognize one's own mistakes and commit to taki
ng the appropriate actions in order to resolve and
avoid re-occurrence of one's mistakes. The Hansei can
be performed in a team environment or in a personal re
flective manner, either way it is important that teams a
nd individuals stretch their mind enough to find someth
ing they can improve upon.
What is so powerful about pondering
and reflecting?
“Hansei is really much deeper than reflection. It is
really being honest about your own weaknesses, If
you are talking about only your strengths, you are b
ragging. If you are recognizing with sincerity, it is
a high level of strength.”
True Hansei
…
• True Hansei is a sincere way of living. It is a
philosophical technique that one applies not only to
their work life but rather, all aspects. It encompas
ses the consistent reflection and pondering of:
1. Work
2. Life
3. Personal Activities

• The intention of true/sincere Hansei is to find,

acknowledge and accept weaknesses, then improve
and continue to improve all aspects of one’s life.
Technical Hansei…
.
• In a lean environment or technical comparison Hansei can be com
pared to the CHECK stage of the PDCA cycle.

Plan

Act Do

Check
Benefits of Hansei
• Positive influence on culture and behaviors of an organization.

• Teaches us to reflect on what we’ve done and improve

• Helps us understand what we should improve on and

why we should improve.
• Invokes innovative and creative thinking and solutions
(how, thinking).
 Hansei Development
• Hansei like many aspects of our lives takes time to
develop. Because Hansei is so closely tied with
behavior it is best to understand how this powerful
reflective technique is developed in others. Like a baby
in the early stages of development others might need
to be told or guided during Hansei. This is normal. As
they experience Hansei and learn to facilitate and
coordinate the technique of Hansei with others
guidance from coaches and consultants can shift from
telling to asking thought provoking questions. When
others begin to ponder and act on questions this is a
sign that they have now reached a stage of
“understanding.” Eventually Hansei is seen in ones
character. There are no questions that need to be
asked, or directions given, rather, the student masters
the art of reflection and is able to help others develop
too.
 How to conduct Hansei…
• Let’s learn about three key questions that will give you a starting
point for Hansei. Remember as time goes on these questions will
certainly change, the questions are not standardized, merely a
suggested starting point for you to begin Hansei.

• You will complete an activity over the next 5 days using these three
questions:
1. What went or is going well?
2. What is not going well? (why, why, why, why, why)
• Use the five whys to drill as close to the root cause as possible.
*note – do not spend excessive time just a few why’s if deeper
analysis is needed place the item in a parking lot.
3. How can I change this? (focus on changing the root cause).
Keep in mind….
.
• The purpose of Hansei is not to demean, intimidate or point fingers
at one another (including yourself), rather, the purpose is to
• acknowledge one another's weaknesses and develop or harness new
strengths.
Hansei Activity

• In the next activity you will be asked to perform Hansei

either on your own or with a team.

• At the end of the five days you will be asked to write a 1-3
paragraph blog on the reflective technique of Hansei.

• Outstanding articles will be shared on Listen to the Gemba.

Thank you