2012 lean toolbox_4 asq

Toolbox
Quexx International Ltd.
1

LEAN Toolbox
2
Definitions
is a
systematic
approach
of
eliminating waste
so every step
adds value
for the Customer.
is a part of TOYOTA WAY.
It is a production system
based on the philosophy of
the complete elimination
of all waste from all aspects of
product creation in pursuit of
the most efficient
production method.
"The key to the Toyota Way and what makes Toyota stand out is not any of the individual elements.
What is important is having all the elements together as a system.
It must be practiced every day in a very consistent manner —not in spurts."
Taiichi Ohno

LEAN Toolbox
3
Toyota's 14 Management Principles of Lean Manufacturing*
1. Base your management decisions a long-term philosophy, even at the expense of
short-term financial goals.
2. Create continuous process flow.
3. Use pull systems to avoid overproduction.
4. Level out workload.
5. Get quality right the first time.
6. Standardization for continuous improvement and employee empowerment.
7. Use visual controls, so no problems are hidden.
8. Use only reliable, thoroughly tested technology - serves your people and process.
9. Grow leaders who thoroughly understand the work done by your company.
10. Develop exceptional people and teams
who follow your company's philosophy.
11. Respect your extended network of suppliers and
partners by challenging them and helping them improve.
12. Go see for yourself in order to understand the situation.
13. Make decisions slowly by considering all options;
implement them rapidly.
14. Become a lean organization through
relentless reflection and continuous improvement.
*Jeffery Liker‘ "The Toyota Way"
14 Principles
Heijunka Standard Work Kaizen
Stability
Jidoka
Stop process
and fix
problems
Separate
people from
machines
Continuous
Flow
Takt Time
Pull System
Just-in-Time
Highest Quality – Lowest Cost – Shortest L/T

LEAN Toolbox
4
Five core beliefs and values shared by all
Toyota team members who, at every level, are expected to apply these
values in their daily work and relations with others:
 Genchi Genbutsu - go to the source to find the facts to make correct
decisions, build consensus and achieve goals.
 Kaizen - continually improve. No process can ever be declared perfect,
there is always room for improvement.
 Challenge – embrace challenge, maintain a long-term vision and meet all
challenges with the courage and creativity needed to realise that vision.
 Teamwork - stimulate personal and professional growth, sharing
opportunities for development and maximising individual and team
performance
 Respect - respects others, make every effort to understand others,
accept responsibility and do your best to build mutual trust.
The TOYOTA WAY – Core Values

7
Supplier
Integration
LEAN Toolbox
5
Process ( ) <> Time ( )
LEAN
Focus
LEAN
Tools
and
Techniques
WEEKSCurrent
Value Stream
Future
Value Stream
Process
Value
Stream
Mapping
4
Muda
7 Wastes
Customer
Focus
6
Poka-yoke
Mistake
Proofing
Process
Cycle
Takt
Pitch
8
5S
Workplace
Organization
3
Kaizen
Continuous
Improvement
11
SPC
14
A3 Report
Process
Metrics
10
JIT
Kanban
DAYS
7
PDCA
15
Gemba
Go & See
Management
1
Strategic
Planning
13
Heijunka
Process
Levelling
5
7 Tools
Process
Flow
2
LEAN
Design
12
Andon
Visual
Controls
9
Jidoka
Autonomation

LEAN Toolbox
6
Hoshin – Kanri
Management-by-Policy HOSHIN
POINTING
DIRECTION
KANRI
PLANNING
CONTROL
MANAGEMENT
LONG-TERM
POLICY
VISION
TARGET
AND MEANS
HOSHIN KANRI
MANAGEMENT
BY POLICY
MANAGEMENT
BY TARGETS AND MEANS
MANAGEMENT
BY POLICY DEPLOYMENT
 STRATEGY - define approach
which will support
strategic objectives
 OBJECTIVES - define measurable
parameters for key
strategic areas
 MEASURES – establish metrics of
performance necessary
to achieve objectives

LEAN Toolbox
7
MBP – Key Elements
BUSINESS
DEFINITION
VISION
MISSION
THEME
OBJECTIVES
MEASURES
STRATEGY
SHORT-TERM PLAN
MID-TERM PLAN
LONG-TERM PLAN
DIRECTION
STRATEGY
PLANNING
ACTION

LEAN Toolbox
8
PCP - Process Control Plan
HOWS
Design
Features
HOW–DesignFeature#1

LEAN Toolbox
9
3P Definition
… a part of LEAN Design.
It includes:
- QFD
- design reviews at each stage
- post-start up and post-mortem
- cross-functional team approach
- de-bugging of design and systems
3P Basics
 multiple alternatives for each
process step
 evaluated against defined criteria,
e.g., takt time, cost.
 LEAN design principles followed
Design – 3P (Production Preparation Process)
Stage 1: Design
Planning
Stage 3: Design
Verification
Stage 4: Design
Validation
Design
ReviewStage 2: Design
and
Development
Design
Transfer
Design
Input
Design
Output
Design
Process
Design
Changes
Product
Customer
Needs
Design
Records
Design
Plan
Design
Research

LEAN Toolbox
10
Definition:
Kaizen = uninterrupted, ongoing incremental improvement
Key focus areas:
 people are the most important assets
 involve everybody
 gather and analyze quantitative evidence
 identify opportunities
 consider risks and benefits
 gradually eliminate waste
 keep improving
Kaizen - Principles
Go and See Gemba Mgmt
Customer Focus
New Product Devel’t
TQC
Employee Empowerment
5S Workplace and Discipline
Standardization
JIT and Kanban
Automation / Autonomation
Error-proofing
Productivity Improvement
TPM
Kaizen

LEAN Toolbox
11
Muda = Waste
MUDA:
Muda = waste, doesn't add value or is unproductive
 Transport (moving products that are not actually required to
perform the processing)
 Inventory (components, WiP and finished product not being
processed)
 Motion (people or equipment moving or walking more than is
required to perform the processing)
 Waiting (waiting for the next production step)
 Overproduction (production ahead of demand)
 Overprocessing (resulting from poor tool or product design
creating activity)
 Defects (the effort involved in inspecting
for and fixing defects)
TIMWOOD
Other forms of Waste:
 Unused or underutilized human skills
 Missed customer demand, requirements or expectations

LEAN Toolbox
12
MURA:
Mura = Unevenness (inconsistency, irregularity)
 Happens sometimes
 Happens some places
 Happens to some people
 Happens only in some conditions
 One OK; the other NOT
Mura = Unevenness
Solutions:
 Just In Time (the right part, the right time, the right amount)
 First-In-First-0ut
 Kanban “pull system”
 Heijunka – process leveling
 Multi-process handling
 Buffers
 Defects must be quickly identified and corrected.

LEAN Toolbox
13
Muri = Unreasonableness
Muri = effect of poor organization (work, workplace, logistics, etc.):
- pushing a person (or a machine, often beyond limits)
- carrying (too) heavy weights
- moving things around too much, too often
- dangerous, unreasonable or annoying tasks
- forcing work significantly faster than usual
MURI:
Muri = overburden, unreasonableness, absurdity
 obstructed work flow
 illogical directions
 non-repeatable operations or process steps
 irrational methods or decisions
 unjustified/unreasonable takt time
 endurance allowed for a process

LEAN Toolbox
14
7 Tools of Quality
INFO
FROM
FIELD
REGISTRATION
ESTABLISH
PRIORITY
REPORT REPORT
SUMMARY
TO MANA
GEMENT
TO TO
SQAQC/QA
INVESTIGATION
SUCCESSFUL
UNSUCCESSFUL
REQUEST
MORE
FIELD
INFORMATION
ESTABLISH
COUNTERMEASURE
ACTION
ISSUE
BULLETIN
ADVISE
DISTRIB.
MEETING
INVESTIGATION
REPORTING
ACTION
MONITORING
FILEADVISE
RESULT
MONITOR EFFECT
IN THE FIELD
REQUEST
INVESTIGATION
BY THE
SUPPLIER
SUPPLIER
ADMINISTRATION
INPUT:
Product
info.
Technical
Report
File - history
Dealer Visit
Service
Customer
Evaluation
Warranty
Sales
Returns
Other
FIELD
REPORT
PROCEDURE
DEALER
CHARTS:
* organization
* process
* procedure
* information
* activity
FLOW
Legend:
FILE
HIGH LOW
REPORT
EXAMPLES
Dimension
Frequency
-
-
- -
-
-
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- -
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--
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1 2 3 8
10
19
10
16
22
10
7
5 4 2 1 1
a b c d e f g h i j k l m n o p
Production process
distribution
Defective item
check
Scars
Cracks
Total:
Incomplete
Distorted
Damaged
Flows
Burrs
Indentations
Broken
Foreign matter
Overheated
3
6
1
4
12
6
2
12
3
0
2
Item location
check sheet
x
x
x
x
x
xxxx
x
x
x
x
x
x
x
x
x x
x
x
x
x
x FOREIGN PARTICLE IN GLASS
AIR BUBBLE
SCRATCHES
ParetoChecksheet
CaE or Fishbone
Scatter
Histogram
Control Charts
(P, Pn, C, U, X/R)
Flowchart
MEN
METHOD
MACHINE
MATERIAL
ENVIRON.
Illumin.
Humidity
IND.TRAINING
SPC TRAINING
ON-THE-JOB TR.
SKILLS
QUALIFICAT.
TEAMWORK
PROCESSMGM'T
WRITTEN
UP-DATED
ADEQUATE
VISIBLE
KNOWN
VERIFIED
POLIMERS
PLASTICISER
FILLERS
ADDITIVES
SEPARATORS
CLEANSERS
CATHALYSTS
RESINS
EXPERIMENTAL
ROUTINE
SCALE
MIXER
EXTRUDER
CUTTER
ABSENTEEISM
INVOLVEMENT PRODUCT
5
10
15
20
25
30
2
5
9
23
17
12
7
4
1
0.01
0.02
0.03
0.04
0.05
0.06
0.07
0.08
0.09
0.10
Freq.
mm.
Concentricity
Part: Pin
Operation:Final machining
Part No.: 608 2445 - A
Audit performed by:A.R.
Date:12.06.92
Batch No.236/92
Batch quantity:1250
Sample quantity:79
1 2 3 4 5 6 7 8 9 10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
SUB-GROUP
5
10
15
20
%
UCL/LCL
POINT
6.48
13.56
UCL
CL
pn
x
y
X
Y
III
III IV

LEAN Toolbox
15
7 Tools – Application
Rubber volume swell
Test performed in 80C temp.
0
2
4
6
8
10
12
14
16
0 1 2 3 4 5 6 7 8 9
Exposure [days]
V
o
l
u
m
e
s
w
e
l
l
[
%
]
A B C D
Legend:
likely use
most likely use
"Quality is fitness
for purpose" -
select graph for
your specific
application
being guided by
the above
QUALITY PROCESS
Problem identification
Problem investigation
Cause Identification
Select Countermeasure
Action Plan Develop't
Process Monitoring
Countermeasure follow-up
Quality verification
Quality Engineering
Quality Performance
Quality Assurance
Supplier Quality Assurance.
Quality Experiments
Quality Costs
Reliability
Durability
F
l
o
w
C
h
a
r
t
s
Brainstorming
C
h
e
c
k
S
h
e
t
s
P
a
r
e
t
o
D
i
a
g
r
a
m
C
E
D
i
a
g
r
a
m
H
i
s
t
o
g
r
a
m
R
u
n
C
h
a
r
t
C
o
n
t
r
o
l
C
h
a
r
t
S
c
a
t
t
e
r
D
i
a
g
r
m
P
i
e
G
r
a
p
h
L
i
n
e
G
r
a
p
h
Quality Planning
Quality Reporting
Quality Audits
O
t
h
e
r
G
r
a
p
h
s
FMEA
G
R
A
P
H
S
Graphs
Most
Frequently
Used
in
Quality-related
Applications
Proc.Analysis/Productivity

LEAN Toolbox
16
Definition:
Making it easy (possible) to do it right, and
difficult (impossible) to do it wrong.
Key strategies:
 Awareness:
Expecting mistakes, communicating the potential,
and planning the design of the product or process
to detect and/or prevent it.
 Detection:
Allow the mistake to happen but provide some
means of detecting it and alerting someone so
that it is fixed before sending it to our customer.
 Prevention:
Do not allow the possibility for the mistake to
occur in the first place.
Poka-Yoke -Error-proofing

LEAN Toolbox
17
PDCA <> DMAIC
DMAIC
(methodology)
 DEFINE
 MEASURE
 ANALYSE
 IMPROVE
 CONTROL

LEAN Toolbox
18
Example: Implementation Procedure
 Research - develop examples and cases (PLAN)
 Organize the team (PLAN)
 Develop a plan and budget (PLAN)
 Announce the start of the program (DO)
 Training and educate participants (DO)
 Define deadline and make commitment (DO)
 Monitor and evaluate the results (CHECK)
 Find opportunities and correct (ACTION)
PDCA = Plan-Do-Check-Act
…assist
and
prevent
occurrence
Plan
(Mgmt)
…apply
plan
and
action
items
Plan for
improvement,
define objectives
and req’d action
Check
(worker,
inspector,
Mgmt)
Action
(Mgmt)
Do
(worker)
A
P
C
D
… if improvement
“works”
and is effective
PDCA

LEAN Toolbox
19
5s – Workplace Organization
 1S - SEIRI ORGANIZATION
No mess…
everything in the right place
 2S - SEITON NEATNESS
Practical layout…
encourages productivity and safety
 5S - SHITSUKE DISCIPLINE
Follow 5S practices…
check effectiveness,
perform audits
 3S - SEISO CLEANING
Clean workplace…
improved work environment
 4S - SEIKETSU STANDARDIZATION
Making it right…
the first time and every time

LEAN Toolbox
20
5S – Workplace Standardization
PURPOSE/APPLICATION:
HELPS TO UNDERSTAND THE PROCESS
EDUCATES ABOUT PROCESS STEPS
IDENTIFIES STEPS/ACTIVITIES WHICH ARE:
* MISSING
* MISPLACED
* UNNECESSARY
* EXCESSIVE
HELPS TO MAINTAIN FOCUS
IDENTIFIES ERRORS (PROCESS / LAYOUT)
SHORTENS FAMILIARISATION
CONCISE INSTRUCTIONS , DO’s and DON’Ts
1
2
3
4
567
8
9
10
11
1213
1415
16
CONVEYOR CONVEYOR
STATION 15 Operator movement sequence
BOX
BOX
SHELVINGSHELVING
PRESS
THIS IS A RECOMMENDED SEQUENCE - Try to improve it!
FLOW CHARTS or FLOW DIAGRAMS
(diagrams that show the step-by-step sequence of actions/activities in a process)

LEAN Toolbox
21
Definition:
A process which combines automatic action (stop, alert, adjust – a Quality
Control function) of the machine with human interaction / intervention
(Quality Assurance function).
Autonomation:
 identifies defects
 eliminates overproduction
 triggers investigation
 prevents re-occurrence
Steps:
 Detect
 Stop
 Correct
 Identify the root cause
 Define and implement a countermeasure.
 Verify effectiveness
 Maintain or correct further
Jidoka - Autonomation
JIDOKA
Machine detects problem and
communicates it.
Cause of the problem
is identified
and removed.
Line
stopped.
Normal process/workflow
affected.
Standard process /
workflow is modified.

LEAN Toolbox
22
Definition:
is a “pull” scheduling system that helps determine what to produce, when to
produce it, and how much to produce.
6 Rules of Kanban:
 Do not send defective products to the subsequent process
 The subsequent process comes to withdraw only what is needed
 Produce only the exact quantity withdrawn by the subsequent process
 Level the production
 Fine tune Kanban
 Rationalize the process
JIT - Kanban
Production Instruction Kanban
Parts Retrieval Kanban
AA A A
A A A
A A A
AAA
AAA
AAA
AAA
AAA
AAA
AAA
AAA
AAA
AA A AA
A
AA
A
A
A
A
A
JIT - Kanban
Proceeding Process
Next Process

Definition:
“… the application of statistical methods
to the monitoring and control of a process
to ensure that it produces as much
conforming product as possible
with the least possible waste.”
Steps:
 Understand the process
 Identify the cause of variation
 Eliminate special causes
LEAN Toolbox
23
SPC – Statistical Process Control
USL
UCL
LCL
LSL
R
-
PROCESS NOT IN CONTROL FOR RANGES
(POINTS TOO CLOSE TO THE -/R)
USL
UCL
LCL
LSL
R
-
(LONG RUN UP)
USL
UCL
LCL
LSL
R
-
(LONG RUNS ABOVE AND BELOW -/R)
USL
UCL
LCL
LSL
R
-
(POINTS BEYOND CONTROL LIMITS)
USL
UCL
LCL
LSL
R
-
PROCESS IN CONTROL FOR RANGES

LEAN Toolbox
24
Actual:
 Designated location/position
 Defined quantity/maximum inventory
 Distinguished differences
 Specified form / format
Analog:
 Color
 Shape
 Contour
 Symbol
 Characters
 Number
 Graph
 Lights/Illumination
 Sound
 Touch
 Smell
 Taste.
Andon – Visual Control
Definition:
means, devices, or mechanisms designed to
manage or control our operations (process)
sand serve the following purposes:
 make the problems, abnormalities, or
deviation from standards visible to everyone
 allow corrective action can be taken
immediately
 display the operating or progress status in
a easy to see format.
 provide instruction
 convey information
 provide immediate feedback
24

LEAN Toolbox
25
Definition:
a technique for reducing the waste caused by process unevenness (mura) and
increase of the production efficiency by producing goods at a stable and
constant rate, to allow further processing to be subsequently carried out at a
constant and predictable rate.
Key:
 Demand Levelling
 Production Levelling
 SMED
 Levelling by Volume
 Levelling by Product
 EPEC
 Inventory proportional to the variability of demand
 Optimum between batch size, demand and process change
Levelling - Heijunka
Mixed Production - Traditional
Monday
Wednesday
Tuesday
Thursday
Friday
AAAAAAAAAA AAAAAAAAAA
AAAAAAAAAA
B B B
B B
B
B B B
B B B B B B
B B B
C C C C C C C
Monday
Wednesday
Tuesday
Thursday
Friday
B B B B B B B
B BAAA C B BAAA C
B BAAA C B BAAA C
B BAAA C B BAAA C
B BAAA C B BAAA C
B BAAA C B BAAA C
Mixed Production - TPS

LEAN Toolbox
26
 1 – Identify a problem
 2 – Research and understand it
 3 – Perform root cause analysis
 4 – Establish countermeasure(s)
 5 – Propose an implementation plan
 6 – Define follow up plan and outcomes
 7 – Discuss
 8 – Endorse
 9 – Implement
 10 – Follow and evaluate
A3 – Tataki Dai
How
Does
it
work

LEAN Toolbox
27
Definition:
Genchi Genbutsu – "go and see" requires that in order to truly understand a situation
one needs to go to 'gemba' or, the “real place” - where work is done.
- a key management problem-solving technique
- the shopfloor problems needs to be understood and solved at the shopfloor.
- the management need to frequent the place where real value is actually created.
Guidelines:
 Reports distance us from reality
 Management responsibility is to “know”
 Management is expected to lead improvement efforts
 Hands-on experience is irreplaceable
 “Management by wandering around”
 Gemba decisions given priority
 Three “reals”:
1 - real Gemba (shopfloor)
2 - real Gembutsu (product)
3 - real Jujitsu (facts)
Gemba

LEAN Toolbox
28
What’s next?
5W+H
SUGGESTION SCHEMES
MOTIVATION
TEAMWORK
COMMUNCATION
HANSEI (self-reflection)
JISHU-KANRI (autonomous
groups)
KAIZEN-TEIAN (business
improvement)
KAMISHIBAI (visual
communication of 5S)
NEMAWASHI (consensus)
QUALITY CIRCLES
SUPPLIER INTEGRATION
YOKOTEN (best practices)
LEAN Accounting
LEAN Construction
LEAN Distribution
LEAN Procurement
LEAN Government
LEAN Healthcare
LEAN IT
LEAN Jobshop
LEAN Laboratory
LEAN Office
LEAN Procurement
LEAN Software
LEAN ….
?

Ph: 1 778 628 6807 E-mail: mail@quexx.com Web: www.quexx.com
29
LEAN Toolbox

2012 lean toolbox_4 asq

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