| ID |
Element
Click
Titles For More Info
|
Purpose |
Description |
|
1 |
5S |
Reduce
wasted time & motion at micro level. |
Organized
approach to housekeeping that ensures tools, parts and other
objects are in known, optimum locations. |
|
2 |
Autonomation |
Allows
automated equipment to operate without human intervention or
monitoring. |
Uses
a wide variety of ingenious devices to monitor automated machines
and stop them when problems occur. Developed at Toyota at a time
when automated equipment had few devices for preventing defects or
malfunctions. |
|
3 |
Cellular
Manufacturing |
Simplify
workflow and concentrate on a single product or narrow family. It improves quality, inventory and many other
parameters. |
Cellular
Manufacturing organizes small work units of 3-15 people to build a
single product or a narrow product family. Ideally the product is
completed without leaving the workcell. |
|
4 |
Continuous
Flow |
Coordinate
production by ensuring synchronized, continuous flow throughout
the value stream. |
Continuous
flow is the concept of moving product through a value stream at a
constant rate throughout that value stream rather than in batches. |
|
5 |
Continuous
Improvement |
To
institutionalize the practice of making many small improvements
every day and improve overall efficiency like compound interest. |
Continuous
Improvement refers to the idea that a large number of small
improvements in processes are easier to implement than major
improvements and have a large cumulative effect. |
|
6 |
Design
for Six Sigma (DFSS) |
To
ensure that a product's design is easy to manufacture without
defects and meets customer needs. |
(DFSS)
applies Six Sigma principles to the design of products and their
manufacturing processes. |
|
7 |
Elimination
of Waste |
Improve
efficiency and effectiveness. |
Elimination
of waste is an overarching theme of Lean Manufacturing. All the
various tools and techniques are aimed at this ultimate goal. |
|
8 |
Focused
Factories |
Align
process capabilities with Marketing Strategy & concentrate
expertise. |
Segregates
plants and sections within a plant by markets and product lines. |
|
9 |
In-Station
Quality Control |
Prevents
defects from passing to downstream processes and ensures immediate
feedback for correction of quality problems. |
Uses
SPC, pokayoke and conventional inspection to ensure that products
do not leave a workstation with defects. |
|
10 |
Jidoka |
Prevents
problems on one station of a production line from building
inventory and also creates urgency to find permanent solutions. |
Jidoka
is the practice of stopping an integrated assembly or production
line when any workstation encounters problems. Such stoppages
create a crises atmosphere that encourages immediate and permanent
solutions. |
| ID |
Element
Click
Titles For More Info
|
Purpose |
Description |
|
11 |
Kaizen |
To
improve work processes in a variety of ways. |
Kaizen
is a generic Japanese word for improvement or "making things
better." In the context of Lean Manufacturing, it can apply
to rapid improvement (Blitz) or slow continuous improvement (quick
& Easy). |
|
12 |
Kaizen
Blitz |
Improve
localized production areas quickly and dramatically and overcome
inertia common to many organizations. |
the
Blitz is an intense, highly focused improvement activity intended
to redesign and implement major changes within a few days. |
|
13 |
Kanban |
Schedule
production and minimize work-in-process while encouraging
improvement in many areas. |
Kanban
establishes a small stockpoint (usually at the producing
workcenter) that sends a signal when items are withdrawn by a
downstream process. The producing workcenter simply replaces the
items removed. |
|
14 |
Lean
Accounting |
To
properly account for lean activities and support the lean
initiative. |
Includes
Activity Based Costing, process costing and other approaches that
document lean savings. |
|
15 |
Lean
Office |
Carry
Lean principles to activities normally done in an office
environment. |
Many
practices, tools and techniques of Lean Manufacturing can produce
similar (or even greater) results in office and administrative
environments. |
|
16 |
Lean
Suppliers |
Push
improvements upstream in the supply chain |
This
includes a search for lean suppliers, the development of lean in
existing suppliers and a narrowing of the supplier base. |
|
17 |
Manufacturing
Strategy |
To
ensure a match, or congruence, between the company's markets and
production system capability. |
Policies
and plans that address issues of: capacity, facilities,
technology, suppliers, quality, scheduling, organization,
personnel, etc. |
|
18 |
Mixed
Model Production |
Smoothes
the demand on production processes upstream from a final assembly
line. |
This
refers to Toyota's practice of building multiple models on the
same assembly line simultaneously rather than in large batches. |
|
19 |
One-Piece
Flow |
Reduce
inventory internal to a workcell and forces improvements and work
balance. |
One-piece
flow is the concept of transferring only a single piece between
process steps within a workcell with no accumulation of inventory.
It forces near-perfect balance and coordination. |
|
20 |
Point-of-Use
Storage |
Reduce
material movement |
the
practice of storing inventory at the location where it is used
rather than in a warehouse or other dedicated storage facility. |
| ID |
Element
Click
Titles For More Info
|
Purpose |
Description |
|
21 |
Pokayoke |
Prevent
the occurrence of mistakes or defects. |
Uses
a wide variety of ingenious devices to prevent mistakes. An
example is an automotive gasoline tank cap having an attachment
that prevents the cap from being lost. |
|
22 |
Process
Mapping |
To
visualize and understand the sequence and nature of events in a
process at macro and micro levels. |
Invented
by Frank Gilbreth about 1913, process mapping visually displays
Value-Added and Non-Value Added steps using only a few clear
symbols and lines. It lays the foundation for and guides process
improvement. |
|
23 |
Production
Leveling |
Smoothes
demand variability on processes. |
Production
Leveling uses various incentives to establish a steady demand rate
for each product from the marketplace. |
|
24 |
Pull
& Synchronous Scheduling |
To
closely link and synchronize processes and prevent surges of WIP
inventory and/or shortages. |
Kanban
is one method. Direct linkage of processes with conveyors or other
devices is another. Broadcast scheduling in which every process in
a value stream operates to the same schedule is the third
principle method. |
|
25 |
Quick
& Easy Kaizen |
Formalize,
spread and maintain continuous improvement activities. |
Quick
& Easy Kaizen is a term originated by Norman Bodek that
describes Toyota's practice of soliciting and rewarding small
improvement suggestions from all employees. |
|
26 |
Setup
Reduction
(SMED)
|
To
minimize setup time and cost thereby freeing capacity and enabling
the production of very small lots. |
Rapid
Setup uses Work Simplification and other conventional techniques
to analyze each setup as a process and reduce time and other
waste. It also tends to make setups more predictable and improve
quality. |
|
27 |
Self
Directed Work Teams (SDWT) |
SDWTs
are the ultimate form teams for managing daily work. |
Teams
charged with managing their daily work without formal leadership. |
|
28 |
Six
Sigma |
Improve
quality, operational performance, practices and systems. |
A
rigorous, disciplined methodology using data and statistics. |
|
29 |
Socio-Technical
Systems |
Improves
the design of factories and offices as well as the quality of work
life for individuals. |
Eric
Trist recognized in the early 1950's interactions between people
and technology. Socio-Technical Systems theory identifies
principles to optimize these interactions. Lean Manufacturing
applies many of these principles. |
|
30 |
Statistical
Process Control (SPC) |
Improve
quality and process capability using statistical methods. |
SPC
uses a variety of analysis and measuring techniques to 1)
Establish that a process is capable and 2) that the process is in
control (operating normally). |
| ID |
Element
Click
Titles For More Info
|
Purpose |
Description |
|
31 |
Supplier
Development |
Applies
Lean Manufacturing principles upstream to the supplier base. |
Lean
Manufacturing works best with suppliers that deliver high quality
components precisely when they are needed. Supplier development
attempts to locate or train suppliers to do so and develop a
network of competent suppliers. |
|
32 |
Takt
Time |
To
balance the output of sequential production processes and prevent
inventory buildups and shortages. |
The
average time required between output units at a particular process
coordinated with final customer requirements. |
|
33 |
Team
Development |
To
provide motivation, improved coordination, reduce management
requirements and exploit the knowledge of employees. |
Organizes
small work groups of 5-15 people for problem solving or work
management. Provides structure and interpersonal skills required
for decision making. |
|
34 |
Total
Productive Maintenance |
Ensure
uptime, Improve process capability and consistency |
A
maintenance program that combines predictive and preventive
maintenance with problem solving and Total Quality. |
|
35 |
Total
Quality Management (TQM) |
Improve
quality by preventing defects from occurring. |
TQM
uses a combination of SPC and problem solving teams to improve
process capability and ensure that external factors do not
negatively affect the process driving it out of control. |
|
36 |
Value
Stream Mapping |
To
visualize macro-level processes and their conformance to Toyota
Production System (TPS) principles. |
Uses
a wide variety of symbols for many elements of TPS and helps
determine how to employ these elements in process improvement. |
|
37 |
Visual
Management |
To
provide immediate, visual information that enables people to make
correct decisions and manage their work and activities. |
Visual
Management uses a wide variety of signs, signals and controls to
manage people and processes. Traffic signs, lights and curbs are
the most familiar examples. |
|
38 |
Work
Balancing |
To
minimize idle time for people and/or equipment. |
Simple
technique using bar charts that helps to assign tasks to people
and workstations. |
|
39 |
Work
Simplification |
Reduce
wasted time and motion at macro level |
A
techniques that used various Industrial Engineering tools to
simplify and streamline work. |
|
40 |
Work
Standardization |
To
ensure that all workers execute their tasks in the same manner and
thus reduce variation from differences in work method. |
Organized
approach to work specifications and instructions. As
practiced at Toyota, work teams carefully specify the exact manner
of performing each task and then adhere to it. Changes are made by
the group when that group identifies improvements. |
