5S is one of the most widely used tool from lean manufacturing toolbox. Along with Standardised Work, 5S is considered as a "foundational" lean concept, as it establishes the operational stability required for making and sustaining continuous improvements. The primary objective of 5S is to create a clean, orderly environment- an environment where there is a place for everything and everything is in its place. Additionally, many companies begin their lean journey with 5S because it makes bottlenecks, wastes visible. It also helps establish the framework and discipline required to successfully pursue other continuous improvement initiatives. It is imed to eliminate wastes through 5 incrimantel steps, each of which is represented with a Japanese word starting with S.
- Seiri: Sort (eliminate that which is not needed)
- Seiton : Set In Order (organize remaining items)
- Seiso : Shine (clean and inspect work area)
- Seiketsu Standardize (write standards for above)
- Shitsuke: Sustain (regularly apply the standards)
4M Analysis
Used as a problem solving technique. Checks and analyse the effects of 4 resources Man machine method material
1)Man:
competencies of people and compliance with the standard works is questioned.
2) Machine
unplanned stoppages, accuracy of the machines etc.
3)Material:
Defected or wrong material usage
4)Metod:
Non standardized processes, maintenance plans etc.
A3
A3 problem solving is a structured problem-solving and continuous-improvement approach, first employed at Toyota and typically used by lean manufacturing practitioners. It provides a simple and strict procedure that guides problem solving. The approach typically uses a single sheet of ISO A3-size paper, which is the source of its name.
Andon
Visual feedback system applied during an abnormality, (like equipment breakdowns, quality issues, wrong or defected raw material or logistics materials etc. ) that indicates alert and means related responsible’s assistance is needed, and empowers operators to stop the production process.
A method from TPM (Total Productive Maintenance) for engaging operators to carry out basic maintenance activity (such as cleaning, lubrication, and inspection activity).
Identify which part of the manufacturing process limits the overall throughput and improve the performance of that part of the process. All production steps, which can not be performed within takt time is called as bottleneck.
Manufacturing where work-in-process smoothly flows through production with minimal (or no) buffers between steps of the manufacturing process.
A philosophy that reminds esp white collor office people to get out of their offices and spend time on the plant floor – the place where real action occurs.
A form of production scheduling that purposely manufactures in much smaller batches by sequencing (mixing) product variants processed through the same process.
Hoshin Kanri (Policy Deployment)
Align the targets of the company (Strategy), with the plans of middle management (Tactics) and the work performed on the plant floor (Action).
Design equipment to partially or fully automate the manufacturing process and to automatically stop when defects are detected.
Pull parts through production based on customer demand instead of pushing parts through production based on projected demand. Relies on many lean tools, such as Continuous Flow, Heijunka, Kanban, Standardized Work and Takt Time.
Kaizen (Continuous Improvement)
Kaizen means continues improvement. It is all improvement activites applied at home business social environment. A philosophy where employees work together proactively to achieve regular, incremental improvements in the manufacturing process.
Kanban means signal cards. A method of regulating the flow of goods both within the factory and with outside suppliers and customers. Based on automatic replenishment through signal cards that indicate when more goods are needed.
KPIs (Key Performance Indicators)
Metrics designed to track and encourage progress towards critical goals of the organization. Strongly promoted KPIs can be extremely powerful drivers of behavior – so it is important to carefully select KPIs that will drive desired behavior.
Anything in the manufacturing process that does not add value from the customer’s perspective.
Overall Equipment Effectiveness (OEE)
An indicator representing how effecitvely an equipment is used. Goal is to decrease the unplanned stoppages of the equipment, as much as possible. OEE depends on the availability of the equipment, performance of the operator and quality rate of the produced parts. OEE is calculated by the multiplication of these 3 factors. It is the most essential indicator of TPM studies.
- Availability (e.g. downtime, setups etc. )
- Performance (e.g. slow cycles)
- Quality (e.g. rejects)
An iterative methodology for implementing improvement.
- Plan (establish plan and expected results)
- Do (implement plan)
- Check (verify expected results achieved)
- Act (review and assess; do it again)
Design error detection and prevention into production processes with the goal of achieving zero defects. It is an quality assurance tool which is applied as a part of Jidoka studies.
A problem solving methodology that focuses on resolving the underlying problem instead of applying quick fixes that only treat immediate symptoms of the problem. Aiming to eliminate the recurrnece of the problem. A common approach is to ask why five times – each time moving a step closer to discovering the true underlying problem.
Single Minute Exchange of Die (SMED)
Reduce setup (changeover) time to less than 10 minutes. Techniques include:
- Identify the setup steps as external (performed while the equipment is running) and internal (performed while the equipment is stopped), convert setup steps to be external
- Simplify internal setup (e.g. replace bolts with knobs and levers)
- Eliminate not-essential operations
- Create standardized work instructions and give trainings.
7 +1 Big Losses DOWNTIME
7 +1 categories of productivity loss that are almost universally experienced in manufacturing:
- Defects ie scrap, rework, not right first time
- Overproduction ie used level of floorspace for storage
- Waiting ie machine wt for operator, perator waiting for machine or material
- Non use of skills no suggeston system
- Transport excessive use of forklifts, mltiple storages
- Inventory stock between processes, unread e mails
- Motion looking for tools, materials, looking for information
- Excess processing several power point slides instead of an A3, unnecessarily long emails..
Goals that are: Specific, Measurable, Attainable, Relevant, and Time-Specific.
Documented procedures for manufacturing that capture best practices (including the time to complete each task). Must be “living” documentation that is easy to change.
The pace of production (e.g. manufacturing one piece every 34 seconds) that aligns production with customer demand. Calculated as Planned Production Time / Customer Demand.
Total Productive Maintenance (TPM)
A holistic approach to maintenance that focuses on proactive and preventative maintenance to maximize the operational time of equipment. TPM blurs the distinction between maintenance and production by placing a strong emphasis on empowering operators to help maintain their equipment.
Toyota Production System (TPS)
A manufacturing strategy developed by Toyota Motor Corporation of Japan over a period of many years. TPS focuses on the complete elimination of waste from the manufacturing process, and is the progenitor of lean manufacturing.
A tool used to visually map the flow of value. Creates the snapshots of the current and future state of processes in a way that highlights opportunities for improvement.
Visual Workplace
A visual workplace is a work environment that is self-ordering, self-explaining,
self-regulating and self-improving – where what is supposed to happen does happen, on time, every time, because of visual solutions.
From “Visual Workplace, Visual Thinking” by Dr. Gwendolyn Galsworth
One Piece Flow
is a philosophy based on moving a product from one process phase to another without any inventory or assembly in between.
Spaghetti Diagram
A spaghetti diagram is defined as a visual representation using a continuous flow line tracing the path of an item or activity through a process. As a process analysis tool, the continuous flow line enables process teams to identify redundancies in the work flow and opportunities to expedite process flow.
Cycle Time
The period required to complete one cycle of an operation; or to complete a function, job, or task from start to finish.
Muda
A Japanese term for activity that is wasteful and doesn't add value to the final product.
Mura
A traditional general Japanese term for unevenness. It is the waste of variation in the production process
Muri
A traditional general Japanese term for overburden, unreasonableness or absurdity. Can be eliminated with the employment of standard work
Kata
Kata is a Japanese word that literally means form, model, pattern, type, style, or mold. It is an organizations daily habits or routines forming its "muscle memory" for continuous learning and improvements
Toyota Kata suggests that, asking these 5 questions daily, will help team to develop and mobilize creative capability.
1.What is the target condition?
2. What is the actual condition now?*
3. What obstacles do you think are preventing you from reaching the target condition? Which one are you addressing now?
4. What is your Next Step? (next PDCA/experiment) What do you expect?
5. When can we go and see what we have learned from taking that step?
Lead Time
The total time it takes for a process to convert a raw material to a finished quality part
Ishikawa Diagram
A chart that resembles a fish skeleton, with a main spine and branches (bones) used as a problem-solving tool to establish relationships between effects and multiple causes.
Genchi Genbutsu
Refers to Go see the problem.at the actual place. You must see the problem to know the problem.
Line Balancing:
Equalizing cycle times (productive capacity, assuming 100% capacity utilization) for relatively small units of the manufacturing process, through proper assignment of workers and machines; ensures smooth production flow
Machine Cycle Time:
The time it takes for an individual piece of equipment to complete its functions to produce a quality part independent of the operator’s unloading and loading time
Operator Cycle Time:
The total time it takes an operator to complete one cycle of all the standard work elements in his job.
Policy Deployment Matrix:
Form used to show relationships between 3-5 year objectives, improvement priorities, targets, resources required and benefits to the organization
Pull System:
A manufacturing planning system based on communication of actual real-time needs from downstream operations – ultimately final assembly or the equivalent – as opposed to a push system which schedules upstream operations according to theoretical downstream results based on a plan which may not be current
Five whys:
The practice of asking "why" five times whenever a problem is encountered; repeated questioning helps identify the root cause of a problem so that effective countermeasures can be developed and implemented.
Six Sigma:
A statistical term used to refer to a process that generates a maximum defect probability of 3.4 parts per million (PPM) when the amount of process shifts and drifts are controlled over the long term to less than +1.5 standard deviations from the centered mean.
Water Strider or Water Spider / mizusumashi:
someone who moves quickly and efficiently from place to place to collect and deliver material/supplies to the primary members of a flow cell; move as much of the non value added work away from the primary member as possible and ‘centralize’ it on the water spider.
Yokoten:
Japanese for “across everywhere”. Knowledge is shared and plant related activities and countermeasures may be communicated plant wide and with other branches of the company and its affiliates
Push System
"Push type" means Make to Stock in which the production is not based on actual demand. Essentially the production of goods is scheduled and based on a plan with deadlines. We then push these goods to the market.
Jishuken
jishuken is a "management-driven kaizen activity where management members identify areas in need of continuous improvement and spread information through the organization to stimulate kaizen activity." In other words, while kaizen typically involves all employees on the shop floor, jishuken requires managers to conduct hands-on kaizen activity on the factory floor.
Kaikaku
Kaikaku is the Japanese term for "radical change". In business, Kaikaku is concerned with making fundamental and radical changes to a production system, unlike Kaizen which is focused on incremental changes. Both Kaizen and Kaikaku can be applied to activities other than production.
Süpermarket
A supermarket is a method of managing inventory in which a variation of parts can be kept without knowing in what order the parts will be taken from the inventory. This means an internal customer will take a random part from the supermarket, after which the (internal) supplier replenishes the taken parts supermarket at a certain interval.
Changeover Time
Period required to prepare a device, machine, process, or system for it to change from producing the last good piece of the last batch to producing the first good piece of the new batch.
Yamazumi Chart
Yamazumi is a Japanese word that means to stack up. A Yamazumi chart (or Yamazumi board) is a stacked bar chart that shows the source of the cycle time in a given Process. The chart is used to graphically represent processes for optimization purposes..
Lean Manufacturing
Doing more with less by employing 'lean thinking.' Lean manufacturing involves never ending efforts to eliminate or reduce 'muda' (Japanese for waste or any activity that consumes resources without adding value) in design, manufacturing, distribution, and customer service processes.
Lean Thinking
Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste.
