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On LEAN
Short fresh reflections on Lean Concepts
             by Tom Curtis
On LEAN

  A power comes in thinking new thoughts
 about familiar things. This book attempts
 that with fundamental Lean c...
Waste does not ever rest     Waste wastes
Waste is a pest          Waste fosters error
Waste is tiring    Waste kills Wast...
On ERROR-PROOFING
                     Error-                   Error-
                                                   ...
On FLOW
 Flow may not be one piece         Flow may be manual
 Flow must be wanted
                       Flow may not alw...
Mapping
 Mapping                                 reveals
                                         hidden                  ...
Pull works like pulling a rope, inventory follows the demand
              Pull is helps conserve cash
                   ...
re                      in SM
                        de pu                     th ter ED
                           si zz...
On STANDARD WORK
  Standard                     Standard       Standard
                 Standard
    Work                ...
JIT
   JIT is like     JIT is never     is a crown
   clockwork           luck           jewel of
                        ...
Kanban
                             Kanban can
Kanban is a     must be                     Kanban        Kanban
          ...
5
   5                                                     why's is
why's can                                             ...
On KAIZEN
   Kaizen always requires effort          Kaizen is for the better

           Kaizen plays at all levels       ...
Andons           Andons
  Andons provide                                              Andons in
                        ne...
On YOKOTEN                                     Yokoten must be carefully
                                                 ...
On VALUE
Value is defined the CUSTOMER of the step or process

             Value is what will be paid for

   Value must b...
Takt      Takt     Takt         Takt      Takt        Takt      Takt
  is        is        is         cuts      may       ...
On A3's
         A3's
improve communication    A3's should be         A3's foster
 between organization     visible to all...
TP                            TP             TP
                                  M




                                  ...
On HEIJUNKA

                            Heijunka
 Heijunka      Heijunka      requires    Heijunka is   Heijunka is
     ...
Please feel free to contact me with any feedback or suggestions at
       ideamerchants@gmail.com or onimproving@blogspot....
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On lean

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On Lean is a collection of short thoughts on Lean concepts. Enjoy thumbing through.

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  • Transcript of "On lean"

    1. 1. On LEAN Short fresh reflections on Lean Concepts by Tom Curtis
    2. 2. On LEAN A power comes in thinking new thoughts about familiar things. This book attempts that with fundamental Lean concepts. The goal is to spark new thoughts for the reader. Capture them as they come. This book does not need to be read in sequence. Please enjoy.
    3. 3. Waste does not ever rest Waste wastes Waste is a pest Waste fosters error Waste is tiring Waste kills Waste is sloppy Waste multiplies Waste creates friction Waste loves misery Waste is a virus Waste is sneaky Waste signals opportunity Waste grows undetected like the grass Waste is the enemy of goodness Waste is loss On WASTE Waste ruins
    4. 4. On ERROR-PROOFING Error- Error- Error- Error- proofing proofing is proofing must proofing may be requires applicable not impede nudging creativity everywhere function Error- proofing prevents pain Error- Error- Error- proofing at Error- proofing may proofing may it's best is proofing is an be a be proactive nonintrusive art reminder
    5. 5. On FLOW Flow may not be one piece Flow may be manual Flow must be wanted Flow may not always look the same Flow can erode Flow is harder than it looks Flow may need to be aided for a time Flow is constant Flow requires planning and constant monitoring Flow requires stabilization first Flow must be created Flow must be maintained
    6. 6. Mapping Mapping reveals hidden Mapping reveals reveals knowledge activities inventory gaps Mapping reveals process Mapping disconnects Mapping reveals info reveals flow waste Mapping reveals much about the mappers Mapping Mapping reveals reveals frustration hopes Mapping reveals a united basis to speak and improve the process On Value Stream Mapping
    7. 7. Pull works like pulling a rope, inventory follows the demand Pull is helps conserve cash Pull usually means it is already sold Pull replaces forecasting Pull keeps inventory in it's cheapest state On PULL Pull builds the production schedule Pull is the elimination of waste Pull works up the supply chain Pull keeps inventory right Pull comes from the Customer
    8. 8. re in SM de pu th ter ED si zz e na i ch l s s a SM g l ED lik ni e an te b is e ng a ge ps ou of cr ov to t m te n be ea SM er o o yo tiv ED or uts vin nd ity re se ide g th an qu t- o e d ire up f SM ha p th s id ED nd ro in fr en s ce ki om ti ee ss ng fy k at un n s e fi st ne ce rs ep ce ss t t fix s ss ar o On SMED ou tu ar y SM y in ts re tr id o ED SM od e r to a ED uc jig too pr ev pp oc er lie of es or l te an es y s n s en SM st s E re a ep u D SM co pr s re m ED nst oce ar th us e at t is ruc ss m n is o m p ab tin se ou g d an ro t m SM uf ce in S ED n ac ss i on tu to mi ME ap rin ge zin D i pl g SM ac t t g w s a ie s b de a gr re ED tiv he h bo SM co pr oc to ou ed is ity re at ut ED ns e tr s Ka n in a do qu is d is uc s iz d f g ne ire on ab tin en or d e ou g t
    9. 9. On STANDARD WORK Standard Standard Standard Standard Work Work Work be Work eases preserves moves past easily training knowledge blaming accessible Standard Standard Standard Stand Work Work Work must Work should provides facilitates be reviewed be owner by consistency auditing frequently the doer Standard Work Standard Standard Standard surfaces Work makes Work provides Work aids hidden public the basis for Yukoten activities procedure Kaizen
    10. 10. JIT JIT is like JIT is never is a crown clockwork luck jewel of Lean JIT can't JIT prevents JIT hallmarks standalone waste flow JIT is inventory poetry JIT requires On JIT
    11. 11. Kanban Kanban can Kanban is a must be Kanban Kanban be a wide signal for recalculated followed levels must variety of something often to minimizes be tightly items or to happen keep waste audited objects improving On Kanban Kanban Kanban Kanban Kanban cannot must make Kanban must leave should be succeed as sense, must aid no doubt as set with a stand though flow or it to what is expiration alone should be must go! to be done dates principle stretching
    12. 12. 5 5 why's is why's can successful if have root cause multiple is found branches 5 why's always 5 pay off 5 why's help why's often avoid treating surprise with symptoms On 5 why's results and impact 5 why's 5 why's conducted require no without an open extensive mind may miss tools or root cause training
    13. 13. On KAIZEN Kaizen always requires effort Kaizen is for the better Kaizen plays at all levels Kaizen is contagious Kaizen can unstick thinking Kaizen creates momentum Kaizen must be followed by standardization Kaizen builds Kaizen does not have to be large Kaizen is an attitude Kaizen feeds the soul Kaizen is always possible Kaizen changes our thinking Kaizen requires seeing Kaizen requires guts Kaizen sets free Kaizen fosters flow
    14. 14. Andons Andons Andons provide Andons in need to be review can be used information without quantity equal and audited in new words no andon periodically ways Andons provide indications of normal or abnormal On ANDONS Andons must have common meaning or they create waste Andons must Andons can be Andons can be simple to conditional be inexpensive understand formatting
    15. 15. On YOKOTEN Yokoten must be carefully planed, executed, and followed-up Yokoten not practiced is waste Yokoten requires the Yokoten fuels discipline of having further Kaizen stabilized before sharing Yokoten is a hands on way to knowledge share Yokoten requires that improvements made in the new area be made in the prior as well
    16. 16. On VALUE Value is defined the CUSTOMER of the step or process Value is what will be paid for Value must be added at each step in the process Value must be our key goal Value can be defined differently for different customers Value can change and must be monitored Value addition is the purpose of a process
    17. 17. Takt Takt Takt Takt Takt Takt Takt is is is cuts may can takes rhythm even discipline waste feel slow change guts On TAKT
    18. 18. On A3's A3's improve communication A3's should be A3's foster between organization visible to all discussion levels A3's were A3's work on A3's helps named for a one page document, clarify, and paper size solve problems A3's require A3's not documented actions followed up on are with owners and dates scratch paper for follow up
    19. 19. TP TP TP M T M M P fo m w M i cu ak or nc ki l se es ng s ud w es on sur e el a pr lf u th d e un i ev ti en pr ct io ng tin oc ns g es TP is s lik e su is a M es al is fro w st ag ay pl an m s e ne ev re cr ew d er ad y TP ha to M pp go is TP en die M in On TPM g ta ca TP nd n M TP ex be er co es do M cis nd pr e u no ev fo cte re en TPM makes everything else work better rm d qu ts ac fo ire pr r ev hin an sp e s e yp ec ab nt ro ific le ce sk TPM is not a grand event, but many continuous small ss il pa ls in
    20. 20. On HEIJUNKA Heijunka Heijunka Heijunka requires Heijunka is Heijunka is Heijunka facilitates can exist efforts up a good frequently requires other lean outside of and down basis for not saying no practices the factory the value flow understood chain
    21. 21. Please feel free to contact me with any feedback or suggestions at ideamerchants@gmail.com or onimproving@blogspot.com photo slide 3 by author
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