This document discusses concepts related to production leveling including Heijunka, standard work, and continuous improvement. Heijunka involves leveling production to evenly distribute workload and demand across each day to maximize efficiency. Standard work establishes consistent processes and templates. Continuous improvement, also called Kaizen, relies on permanent and temporary teams identifying areas for improvement through reflection meetings and applying the PDCA cycle for organizational learning.

1. Heijunka, Standard work and
Kaizen
Danagul Yembergenova

2. House of Lean

4. Heijunka
Production Leveling

5. 14+18+20+17+16+22+19 /7=
What is Production Levelling?
A Simple Example
Weekly demand 90
Monday 14
Tuesday 18
Wednesday 20
Thursday 17
Friday 16
Saturday 22
Sunday 19

6. What is Takt time?
A Simple Example
8 hours available production time (480 minutes)/18=

8. What is Product Levelling?

9. Heijunka Box

11. House of Lean

12. Standard Work

13. Standard Work Steps
Steps for creating Standard work

14. Standard Work Template

15. Standard Work- DOs and DON’Ts

16. Standard work Benefits

17. House of Lean

18. Kaizen and Continuous Improvement
People and Purpose
Permanent team
Own the work processes
e.g. managers, CEOs or
shop floor workers
Temporary team
Problem solving teams

19. Hansei
You must hold yourself accountable and find a room for improvement
even if everything is going according to plan

20. Hanseika
(reflection meeting)
Team members alongside their leaders, discuss and analyze the
entire process including any abnormalities that have occurred.
This approach initiates Kaizen and usually delivers small
improvements during the process as well as at the end of it.

21. PDCA Cycle

22. Kaizen and Continuous Improvement
Organizational Learning