TOP LEAN TOOLS

Introduction: “Lots of problems”

Financial
problems
Technical
problems
Human Resource
problems

Infrastructure
problems

Time
limitation

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 If you are facing problems, …
Think inside the box and give Work together and do
up? something?

OR

Waiting “resources” from Work with “ ? ”

somewhere. for improvement. 3
 Are you
positive thinker or negative
thinker?

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 Even if we are a positive thinker,
we still need “tools” to make our ideas realistic

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 5S-KAIZEN-
Highly Reliable Organization
Stepwise approach for
better management

TQM
Maximum use of the capacity of
the entire organization

KAIZEN
Participatory problem solving process

5S

Working environment improvement 6

 Conceptual framework “5S-KAIZEN-TQM Tree”
Highly Reliable Organization (HRO)

Total Quality Management

Quality of services and

management
Lean Management
Leadership and
commitment of

Wastes
hospital Positive mindset
management for improvement
KAIZEN of quality among
frontline workers

environment
5-S

Working
Leadership

Positive
attitude 7
 What is 5S ?

• 5S is a philosophy and a way of organizing and

managing the workspace and work flow with
the intent to improve efficiency by eliminating
waste, improving flow and reducing process
unreasonableness
• Working Environment Improvement (WEI)

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 THE FIVE S'S
• The 5S quality tool is derived from five Japanese terms beginning with the
letter "S" used to create a workplace suited for visual control and lean
production. The pillars of 5S are simple to learn and important to implement:

• Seiri: To separate needed tools, parts, and instructions from unneeded

materials and to remove the unneeded ones.
• Seiton: To neatly arrange and identify parts and tools for ease of use.
• Seiso: To conduct a cleanup campaign.
• Seiketsu: To conduct seiri, seiton, and seiso daily to maintain a workplace in
perfect condition.
• Shitsuke: To form the habit of always following the first four S’s.
• Below, the Japanese terms are translated into the English language version of
the 5S’s.

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5S

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Japanese Translated English Definition
Seiri organize sort Eliminate whatever is not needed by separating
needed tools, parts, and instructions from
unneeded materials.

Seiton orderliness set in order Organize whatever remains by neatly arranging

and identifying parts and tools for ease of use.

Seiso cleanliness shine Clean the work area by conducting a cleanup

campaign.

Seiketsu standardize standardize Schedule regular cleaning and maintenance by

conducting seiri, seiton, and seiso daily.

Shitsuke discipline sustain Make 5S a way of life by forming the habit of

always following the first four S’s.

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What 5S can do?
(Benefit of 5S)

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 5S BENEFITS
• Improved safety
• Higher equipment availability
• Lower defect rates
• Reduced costs
• Increased production agility and flexibility
• Improved employee morale
• Better asset utilization
• Enhanced enterprise image to customers,
suppliers, employees, and management
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14
Identify Abnormalities

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 Identify wastes,
and reduce the wastes

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 Target of 5S

Targets of 5S include:
 Zero changeovers leading to product/
service diversification
ZERO

 Zero defects leading to higher quality

 Zero waste leading to lower cost
 Zero delays leading to on time delivery
 Zero injuries promoting safety
 Zero breakdowns bringing better
maintenance
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 7 types of wastes in work place
Over production
Creating more material
or information or tests
Over processing or treatment than Inventory
needed More material or
Processing beyond
information than
the standard needed

Rework Waiting
People or items that
Repetition or
wait for a work
correction of a
cycle to be
process
completed

Transportation Motion
Unnecessary Unnecessary
movement between movement with a
processes process
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 7 Wastes
• https://videos.asq.org/the-seven-wastes

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7 Wastes

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 1. Transport
      Transport should be reduced to a minimum. It is
adding cost and increases quality risks.
Transportation waste includes the unnecessary
movement of information, products or components
from one area to another. Unnecessary transport
usually occur together with unnecessary movement,
product damages, lost parts and leads to extra
handling .

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2. Inventory
        Every piece of inventory you hold has a cost associated
with it, that cost is shouldered directly by yourself either
from your cash or from borrowings for which you will be
charged interest. Also, inventory leads to extra handling,
and in some cases, extra searching. Also the space
required to store it, the containers to store it in, the
administration of keeping track of it, the damage and
losses that occur during transportation, the cost of writing
off materials that become obsolete, even the costs of
insuring it: they all add up to the cost of inventory.

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 3. Motion
  Motion is every distance a product, item, tool or
  

person makes to fulfill the required task. It includes

lifting, retrieving and moving. In some cases motion
and transport are similar, but they are two distinct
wastes. It is adding cost and increases quality risks.
Motion is handling, and handling means time,
resources and risk (product damages etc.).

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4. Waiting

     Waiting is a fundamental obstruction to flow, which is

a core element from the Toyota Production System.
Waiting is the most direct and visible enemy of flow. An
important reason for waiting is an unbalanced process,
leading to differences in speed.

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 5. Over Production

  Overproduction arises when more is produced

than the customer asked for. This may include both
the production of products or components for which
there are no orders, as well as production of more
items than currently needed. This is important type of
waste, because it usually multiplies other kinds of
waste. It increases rework rate, inventory, searching,
processing, waiting, as well as unnecessary motion
and transportation.
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 6. Over Processing
•
Over processing is adding work that is not
required: it costs money because time is
spent on an unnecessary item. It also
keeps the operator from spending this time
on value adding activities. It includes extra
product checks and other types of activities
that are not required. It can also mean
producing products of a higher quality than
required. This may be due to incorrectly
used equipment, errors in rework process
and/or poor process design.

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 7. Defects

        Defects may lead to scrap. This is a straight

forward waste of material, time, resources. On top of

that, most industrial waste streams cost money....

Everything not reaching "Right First Time" can be

considered a defect. In some case, rework may limit

the damage/loss associated with the defect. Rework

takes additional resources and therefore increases

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manufacturing costs of the final product.
 What is KAIZEN ?

 Kaizen is a Japanese term meaning

"change for the better" or "continuous
improvement." It is a Japanese business
philosophy regarding the processes that
continuously improve operations and
involve all employees. Kaizen sees
improvement in productivity as a gradual
and methodical process.
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 What is KAIZEN ?

 Kaizen is a Japanese term meaning

"change for the better" or "continuous
improvement" through small incremental
steps. Many people refer to this as
continual improvements.

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 What is KAIKAKU or KAIZEN BLITZ?

 Kaizen event or Kaizen blitz are used to

provide quicker implementation results.
Kaizen events are

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What KAIZEN can do?

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Find root causes of problems
and solutions

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 Improve all kinds of
applicable management areas

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Improve quality of services

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Strengthen Team work

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 Gemba
Genba is a Japanese term meaning "the actual place".
Japanese detectives call the crime scene genba, and
Japanese TV reporters may refer to themselves as
reporting from genba. In business, genba refers to the
place where value is created; in manufacturing the genba
is the factory floor.

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 Gemba
Gemba walks denote the action of going to see the
actual process, understand the work, ask questions,
and learn. It is also known as one fundamental part of
Lean management philosophy. Taiichi Ohno, an executive
at Toyota, led the development of the concept of the
Gemba Walk.

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 Heijunka
Heijunka is a Lean method for reducing the
unevenness in a production process and minimizing
the chance of overburden. The term Heijunka comes
from Japanese and literally means leveling. It can help
you react to demand changes and utilize your capacity
in the best possible way.

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 Hoshin Kanri
QFD – Quality Function Deployment

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 Jidoka
Jidoka is a principle implemented in lean
manufacturing where machines automatically
stop working upon detecting an abnormal
condition and operators try fixing the defect to
prevent recurrence of the issue.

Autonomation describes a feature of machine

design to effect the principle of jidoka, used in
the Toyota Production System and lean
manufacturing. It may be described as
"intelligent automation" or "automation with a
human touch". 40
Jidoka

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 Just in Time (JIT)

`Just-in-time' is a management philosophy

and not a technique. It originally referred to
the production of goods to meet customer
demand exactly, in time, quality and quantity,
whether the `customer' is the final purchaser
of the product or another process further
along the production line.

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 Just in Time (JIT)
What Is Just-in-Time (JIT) in Inventory
Management? JIT is a form of inventory
management that requires working
closely with suppliers so that raw
materials arrive as production is
scheduled to begin, but no sooner. The
goal is to have the minimum amount of
inventory on hand to meet demand.

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Just in Time (JIT)

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 Kanban (Pull System)
Kanban (Japanese for sign) is an inventory
control system used in just-in-time (JIT)
manufacturing to track production and
order new shipments of parts and
materials. Kanban was developed by Taiichi
Ohno, an industrial engineer at Toyota, and
uses visual cues to prompt the action needed
to keep a process flowing. 45
 Kanban (Pull System)
The Kanban pull system is a way of
synchronizing the material and information
flow of disconnected processes to enable
Just in Time production. A Pull System itself
is a method for controlling the flow of
resources through a system.

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Kanban (Pull
System)

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Overall Equipment Effectiveness (OEE)

Overall Equipment Effectiveness is a

measure of how well a manufacturing
operation is utilized compared to its full
potential, during the periods when it is
scheduled to run. It identifies the
percentage of manufacturing time that is
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Overall Equipment Effectiveness (OEE)

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 Poka - Yoke

Poka-yoke is a Japanese term that means

"mistake-proofing" or "inadvertent error
prevention". A poka-yoke is any mechanism in
a process that helps an equipment operator
avoid mistakes and defects by preventing,
correcting, or drawing attention to human
errors as they occur.
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Poka - Yoke

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Poka - Yoke

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 Tak Time
Takt time, or simply Takt, is a manufacturing
term to describe the required product assembly
duration that is needed to match the demand.

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Drum-Buffer-Rope (DBR)
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 Drum-Buffer-Rope (DBR)

Drum Buffer Rope (DBR) is the Theory of

Constraints scheduling process focused on
increasing flow and Throughput by identifying
and leveraging the system constraint. DBR was
developed by Eliyahu M. Goldratt (Eli Goldratt), the
father of Theory of Constraints.

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Drum-Buffer-Rope (DBR)

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 Theory of Constraints
The theory of constraints is a management paradigm
that views any manageable system as being limited in
achieving more of its goals by a very small number of
constraints.

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Theory of Constraints

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