Map Your Lean Journey

©The Lean Coach.co.uk
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Contents
About this document………………………………………….. 3 Work centre boards………………………………………………….. 30
Part One: Core Lean Principles…………………………. 4 Waste walks……………………………………………………………… 31
Inverting the triangle………………………………………….. 5 Standard work………………………………………………………….. 32
Shadow of the leader…………………………………………. 6 Training within industry…………………………………………….. 33
Five principles of lean thinking…………………………… 8 Yamazumi (stacked bar) charts…………………………………. 34
Work classification……………………………………………… 9 Kaizen……………………………………………………………………….. 35
TIMWOODS: 7 original wastes +1……………………… 10 Practical problem solving A3…………………………………….. 37
TIMWOODS: Office wastes………………………………… 11 Improvement kata…………………………………………………….. 39
Value stream mapping………………………………………… 12 Kanban………………………………….………………………………….. 40
Visual management……………………………………………. 14 Error proofing…………………………………………………………… 41
Theory of pull……………………………………………………… 16 Andon………………………………….…………………………………… 42
Lean deployment steps………………………………………. 17 One point lesson………………………………………………………. 43
Part Two: Setting The Direction……………………….. 18 Concern & corrective action report…………………………… 44
Shared vision………………………………………………………. 20 Overall equipment effectiveness………………………………. 45
Balanced scorecard…………………………………………..... 21 Rapid changeovers……………………………………………………. 46
Policy deployment……………………………………………… 23 Leader standard work……………………………………………….. 47
Part Three: Lean Tools & Techniques……………….. 25 Part Four: Further Information………………………….….. 48
5S work place organisation…………………………………. 26 Course Directory………………………………………………………. 48
Red tagging………………………………………………………… 29 Further Reading…………………………………………….............. 57

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About This Document
This document is a collection of best practices, tools and techniques collated in a
common sense format for you to apply in your business.
Each section is deliberately short, sharp and to the point, designed to take just a
minute to read each one. Although each element may be read independently I still
encourage you to start at section 1 lean principles regardless of where you are on your
lean journey.
This booklet is intended for every one interested in lean and business improvement.
Whether you are deploying lean from scratch, an experienced change agent or just
have a passing interest in the subject I trust you will find some useful tips and
experience some ‘light bulb’ moments.
I hope the pages within inspire you to apply the tools and make improvements.
However this is just a collection of words and pictures, the real learning comes from
every day use.
- Aristotle
“We are what we repeatedly do. Excellence then, is not an act, but a habit.”

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Part One: Core Lean Principles
Lean is about maximising the value add content of
the work we all do everyday. This is often referred to as
the ‘least waste’ way
The lean tool box enables the value streams to be
quantified, wastes identified and the current state
understood. With this understanding and knowledge
the more efficient future state is more readily achieved
The ultimate goal of lean is to have teams of
employees using a systematic approach to solve their
own problems, to allow them to meet management
directed objectives. If everyone in your organisation,
everywhere, is seeking out problems everyday, then you
will find the 'least waste' way of doing things
A word of caution: lean is something you do with
people and not to people
“The place only runs
because people go to
extraordinary lengths
to get things done.”
DECREASE
WASTE
INCREASE
VALUE ADD
“Find a problem, fix a
problem, stop it from
coming back.”

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Inverting The Triangle
Recognition that the Leaders
role is to enable the work
force to do their jobs by
removing barriers and acting
upon concerns to maximise
value add
Why invert the triangle?
• It builds trust in the team, makes support visible and promotes
coaching
• It removes suspicion and fear
• It recognises the person doing the job is the person with the most
process knowledge. Therefore the best solution is found to a
problem
Director
Manager
Team Leader
Team Member
Team Member
Team Leader
Manager
Director
DO HELP
HELP
HELP
DO
DO

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Shadow Of The Leader
What is
it?
• The actions or behaviours of the leader have a direct result on the team or individuals
the lead (cause and effect)
• These actions will be positive or negative
Why Use
it?
• A truly effective leader is one that others want to follow
• It makes it easier for the leader to set the direction and drive the
organisation towards continuous improvement
• It has a positive effect upon the team providing trust and openness
• Tools such as ‘andon’ become far more effective
• It motivates people within the organisation
Where to
use it?
• Use it everyday and everywhere. Do not restrict leadership to your work environment.
Your leadership will improve proportionately to the amount of practice and become
more natural and instinctive
Tips • Always match your actions to the message you are communicating

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Shadow Of The Leader
• Set clear direction and prioritise
• Ensure roles and responsibilities are assigned and understood
• Set SMART objectives
• Policies are understood and deployed
• Provide resources to do the job
• Regular time at the work place to enforce conformance to process
• Focus on continuous improvement and drive performance
• Real time feedback and coaching
• Focus on the process not the individual
• Reward and recognise positive behaviour & results
• Review team concerns and countermeasures
• Carry out process confirmation checks
• Lead by example
• How well is your team performing (this is a good reflection on your leadership)
• What does your shadow say about you?
• Escalation processes are clear and understood

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The Five Principles Of Lean ThinkingIdentifycustomers&
specifyvalue
Identify&mapthe
valuestream
Createflowby
eliminatingwaste
Respondtocustomer
pull
Pursueperfection
The correct application of lean tools and techniques will show you how to peel away layer after
layer of waste. Much of lean will seem like common sense though it challenges some conventional
wisdoms.
The great thing about lean is that it is not about buying the latest piece of kit or having state of
the art facilities: it's about developing a different mental approach to work. It's therefore not
expensive to get started and is suitable for businesses large and small.

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Work Classification
Everything you do may be broken down in to 3 categories
Value Added
The customer (internal/external) requires it and is willing to pay for it
Changes to fit, form or function
It is right first time. Customers don’t pay for rework
Non Value Added (Waste)
Activities that take time, resources and/or space but do not
add value
Reworking or waiting for product or data
Searching for tools or information
Essential Non Value Added
Activities that don’t add value but enable value added to take
place
Perceived unavoidable non value added, often legacy
Preparation & set-up time
ELIMINATE NVA
OPTIMISE or REDUCE ENVA
MAXIMISE VA

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TIM WOODS: 7 Original Wastes +1
Transportation
Must be minimal and connected to process pull.
All forms of transportation are waste.
Inventory
Address processes that cause excess.
Inventory masks and creates many other problems.
Motion
Eliminate unnecessary movement of people.
Take the work to the operator not the operator to the work.
Waiting
Inactivity of people and equipment. Queues, set-ups, part
shortages, machine downtime, in-process waiting etc.
Over processing
Working to a tighter tolerance than that required by the customer.
Keep it simple. Complex solutions create complex problems.
Over production
Over production causes all other wastes.
Produce only what the customer wants.
Defects
When time & effort are put in to producing something that
doesn’t meet customer requirements waste has been created.
Make rework visible.
Skills
The under utilisation of people’s skills, capabilities and talent.
Delegation of tasks to untrained people creates waste.

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TIM WOODS: Office Wastes
Transportation
The movement of information that does not add value. Retrieving files,
carrying documents, going to get signatures, etc.
Inventory
Having more information on hand than is needed for the immediate operation.
Unneeded project information, excess office supplies, full in-boxes, etc.
Motion
Movement of people that does not add value. Searching for files, extra key
strokes, extra clicks, handling paperwork, etc.
Waiting
Idle time created when material, information, people or equipment is not ready.
Waiting for a printer, system response time, waiting for approval, etc.
Over processing
Efforts that create no value from the customer’s viewpoint. Expediting,
repeated manual entry of data, formatting of non-standard forms, etc.
Over production
Generating more information than the customer or next process step needs
right now. Creating extra copies, generation of unread reports, etc.
Defects
Work that contains errors, omissions, mistakes or requires rework. Date entry
errors, pricing errors, missing information, etc.
Skills
Non-utilised people or knowledge. Not knowing the full skill set and background of
everyone, training for trainings sake, using software without prior training, etc.

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Value Stream Mapping
What is
it?
• It is a tool to visualise how a process really works
• It captures the flow of work, information and materials
• A VSM is the blueprint for improvements
Why Use
it?
• It documents and visually identifies and quantifies
wastes particularly relating to time and costs
• Once the current state is captured it becomes easier to create a future state
Where to
use it?
• This versatile tool can be used on any process
• Use at the business strategic level to identify breakthrough opportunities
• Use at the tactical level to define and characterise project streams
Tips • If the information is not in the room go to the place of work to get the answers
• As the VSM is created stick copies of check sheets, templates, SOP’s next to the map
• Construct the basic process flow first, expand with detail at the next pass
• Create an A3 for each opportunity and track progress regularly

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• Determine the individual product, service or family you will map
• Determine a manageable boundary
• Select a cross functional team and assign a values stream manager. Do they
know need training in VSM and lean thinking?
• Create a working environment conducive to success
• Determine what data you will be collecting. Be consistent throughout
• Go-Look-See. Walk the process to observe reality
• Begin at the end and work upstream
• Capture material and information flows
• Add process time, lead time, costs
• Verify the map with non team members, those close to the process and suppliers
& customers
• Perform a value analysis
• Create the future state map and develop a multi-stage implementation plan
• Create an A3 for each opportunity and track progress regularly

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Visual Management
What is
it?
• It is information and action communicated through visual displays and shared with all
levels within the organisation to communicate the current state
• It is the link between the work of the operator and the work of their supervisor
Why Use
it?
• It makes the work place more effective by making the current condition of a work
place obvious at a glance.
• Simple signals let us know if something needs attention, supports identification of
wastes and ensures no problems are hidden
• Helps to maintain takt, direction and obtain full organisational involvement
• Promotes communication and status of works in progress
Where to
use it?
• Across the business in every area where it is important to see the current state and to
immediately distinguish between normal and abnormal conditions
Tips • Visual management communicates to a community, but an individual is responsible
• Leadership need to go, look, see and understand what is happening, track progress
and act upon the needs of the team

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Visual Management
Standard
Work
Standard
Management
Visual
Management
Flows from the
work
Causes immediate reactive
management
Provides support to
the operator
When an operator is unable to complete their standard work (abnormal condition), it creates the visual
management that engages the support of the standard management to identify and correct the
environment to enable the operator to follow standard work (normal condition)

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Theory Of Pull
What is
it?
• Synchronisation of production with customer demand such that the only what is
needed by the next stage in the process is produced on time (not late or early but as
required)
Why Use
it?
• Reduces the waste of over production which in turn causes all the other wastes
• Optimises the use of resources
Where to
use it?
• All processes along the entire value stream that have a customer/supplier relationship
Tips • Measure the right first time delivery of your product of value
• Know your takt time, think one piece flow
• Talk to the customer
 When do they actually require delivery?
 What level of information do they really need?

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Lean Deployment Steps
1 Do you know who your customers are?
2 Define their customer requirements (don't assume, ask them)
3 What do you supply to your customer (this is your product of value)
4 Define the value stream for your product of value
5 Is there a gap between the product of value and the customer requirements?
6 Identify opportunities using the 7 +1 wastes
7 Standardise your processes. Find the best way and replicate it
8 Focus on the flow of your product (time & quality)
9 Are you delivering to your customers needs (pull)
10 Carry out process confirmation checks
11 Make sure people know what to do when things go wrong (andon)
12 Define tip levels for people to know when to ask for help
13 Lead by example
14 Continuously identify and implement improvement opportunities

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Part Two: Setting The Direction
Q: Why do some brilliant strategies fail?
1. People cannot implement what they do not know
2. People do not implement properly what they do not
understand
3. People do not implement what they are not committed to
4. People give up on a strategy, the implications of which, have
not been anticipated and thought through
5. Management overlook the importance of the “how” when
executing the strategy

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Setting The Direction
Policy Deployment
Cascade KPI’s to every employee
Balanced Scorecard
12 month business targets (KPI’s)
Vision
3 to 5 year strategic view of the business
pecific easurable chievable elevant ime bound
Communicate
information
in useable form

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Shared Vision
What is
it?
• The vision is how leaders and managers choose to define and communicate the
fundamental purpose of the organisation
• It is a statement of the desired future state
Why Use
it?
• A shared vision is vital as it provides focus and direction
• It provides a rudder to keep processes on course when stresses develop
Where to
use it?
• Each part of the organisation should have it’s own vision of
how it will contribute to the overall vision of the organisation
Tips • It is not what the vision is but what it does
• Being a visionary leader is not about giving inspirational
speeches, it is about solving problems with the vision in mind
• Keep it simple. A vision has limited practical use if encased
in wordy text
In 1961 JFK gave a vision to put a man on
the moon by the end of the decade. This
vision provided NASA with a compelling
picture of the future they could create

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Balanced Scorecard Y = f(x)
What is
it?
• The balanced scorecard is a powerful framework for aligning strategic objectives,
management systems and corporate performance
Why Use
it?
• It enables organisations to become more adaptive and responsive to the needs of both
internal and external customers and suppliers resulting in greater opportunities for
problem solving and innovation
Where to
use it?
• Use it for planning the objectives and measures for the year
• It helps leadership teams better understand and articulate their strategies
• Use it to translate the strategy into operational terms
Tips • DO – defines goals clearly, select measures that focus on the
critical success of each goal, limit yourself to a manageable
number of measures, reassure everyone on the purpose of the scorecard
• DON’T – over measure, don’t allow the measurement process to
interfere with the employees ability to get the job done

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Balanced Scorecard Y = f(x)
• The scorecard is linked to the vision. Ensure the entire leadership team are
familiar with the key issues
• Decide what to measure. Ensure measures are understood and deployable
• Produce an implementation plan and communicate it
• Publicise the results on a regular basis
• The scorecard should not be a surprise. . .
• Do the measures in place give a holistic view of performance?
 Financial…….(profitability, growth)
 Customer perspective……(satisfaction, retention, increased market share)
 Internal perspective……(core competencies, technologies, processes, morale)
 Innovation and learning…..(new products, kaizen, people development)
• Management follow up action is an essential part of the business
• Measurement is not an end to itself; it is a guide to performance that may point
to areas that need strengthening

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Policy Deployment
What is
it?
• It aligns all employees objectives for the year to the strategic business objectives
• It cascades each objective from the CEO right through to the heart of the organisation
• It makes the strategy everyone’s everyday job!
Why Use
it?
• It provides every employee a sense of direction, purpose and urgency
• It improves motivation and communication throughout the business
• It mobilises the entire workforce towards the vision
Where to
use it?
• Throughout every level of the organisation (departments and individuals)
• In yearly performance reviews and performance meetings
Tips • It is top-down communication and bottom up implementation
• It is not top-down direction
“Policy deployment will help management identify and
practically manage the implementation of a strategy of the
company’s products, markets, customers, organisation
structure, systems, processes, people and culture”

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Policy Deployment
• Communicate the vision and scorecard
• Determine the timeframe that objectives will be cascaded by
• Ensure objectives are SMART
• Agree objectives for Leaders
• Cascade objectives to departments and individuals
• Identify appropriate performance measures
• Set-up procedures for reviewing performance
• Check you understand the ‘fit’ between what you do and the direction of the
organisation
• Management follow-up action is essential
• After the first inputs are complete, review the quality of the information and
the success of the actions. Modify the process as required

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Part Three: Lean Tools & Techniques
This section summarise a few of the common lean tools &
techniques with a view to giving you a flavour of what the tool is and
more importantly how it can improve your organisation and processes.
If the tool sounds like it could work for you in your business I
encourage you to explore it further and see if it is something to pursue
now or later. Many of these tools can be used successfully in isolation,
which makes it much easier to get started, though the benefits
compound as more tools are used as they do support and reinforce
one another.
As with any tool, to maximise the benefit from them they need to
be applied consistently. Their outputs need to be checked and
subsequently acted upon. Leaders have a huge part to play in the
deployment of any lean program.
“Just as a carpenter needs a vision of what to build in order to get the full benefit
of a hammer, Lean Thinkers need a vision before picking up our lean tools”
- James P. Womack

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5S Work Place Organisation
What is
it?
• A structured method for creating a self sustaining culture that perpetuates a clean,
safe, and highly efficient work place
• It is the foundation of the lean factory and lean office environments
Why Use
it?
• It is an enabler for flow and visual controls
• It creates a perpetual state of operational readiness
• It improves safety
• It promotes pride within the area
• It identifies variation on our standards
Where to
use it?
• 5S is for every work place from the production floor to managers’ desks
• Everywhere to help establish, reinforce and discipline the standard work
Tips • 5S is more than painting the floor or controlling the location of a stapler
• Ask; what are the tools, information, parts, and equipment needed to do the job. Are
they always available?

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4. Standardise
Do it the right way every time. Achieve a stable
platform from which to improve
3. Sweep
Check to detect, detect to correct. Achieve a
perpetual state of operational readiness
5. Sustain
Make 5S a part of everyday work.
Maintain the gains through the culture
1. Sort
Identify what is needed and
quarantine/remove what is not needed
2. Simplify
A place for everything and everything in it’s
place. Think ready retrieval ready return

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• Identify a pilot area & train the team in the essential elements of 5S
• Plan for phased deployment. Give each ‘S’ a chance to work properly
• Visit areas of best practice and invite practitioners to critique your area
• Start at SORT and progress through to SUSTAIN
• Identify waste/opportunities at all phases
• Use a checklist or audit to check progress
• Leadership – show support for team efforts. Be seen where it is
happening
• Make 5S part of the team metrics
• Use outputs from team meetings, waste walks, and concern and
corrective action reports to further improve the area
• Once the team reach the SUSTAIN phase ask the team where the focus
should be next. Where is the next level of waste?
• What needs 5S next? Offices, stores, another production line?

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Red Tagging
What is
it?
• The red tag system is a method of effectively removing and controlling excess,
duplicate, obsolete and otherwise unnecessary materials and equipment from the
work area
Why Use
it?
• It formalises the SORT phase
• It helps maintain a good 5S condition
• It visually communicates what has been deemed as unnecessary
• It promotes re-use of materials and machinery. It saves the company money!
Where to
use it?
• Primarily where ever a SORT activity takes place
• When something unidentified appears in your area
Tips • Log red tagged items and make them accessible to the rest of business
• Define and adhere to a strict time period for holding items in the red tag area
• Red tagging is not about throwing anything away that will be needed tomorrow
• Include red tag on the 5S audit sheet to provide a measure
• Do not allow the red tag staging area to become a dumping ground

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Work Centre Boards
What is
it?
• Work centre boards are the visual management tool used to display the current state
of your team and your part of the business
• It’s content is determined by what your team does
• Content will typically include KPI’s, A3’s, and concern and corrective action reports
Why Use
it?
• Results and status are visible and understood by all
• Collective engagement around waste reduction and process improvement
• Clarity of activities
• Saves time. No presentations to prepare, agenda is based around status
Where to
use it?
• Anywhere – but keep it visible and close to where the work is done
• There are different levels of application to support escalation process
Tips • Acid test; would someone new to the area get an understanding
of what is happening/current state from your work centre board?
• Keep it up to date
• Use it to form the basis of team meetings with management

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Waste Walk
What is
it?
• A planned visit to where work is being performed to observe what is happening and to note
the waste.
Why Use
it?
• It supports team efforts in waste visualisation
• Be seen. Show that you care
Where to
use it?
• Anywhere where the work is done. Go-Look-See & Understand
• Think departments, areas, offices, workshops, etc.
• Use it as a coaching tool
Tips • The longer you have worked in an area the harder it is to see
the waste. Ask for fresh eyes
• Consider using simple tools such as concern and corrective
action reports
• Make sure everybody in the team is familiar with TIM WOODS
• Don’t be in a hurry. Standstill for an hour and just watch the
process, people & parts

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Standard Work
What is
it?
• It is one of the most powerful lean tools. By standardising the current best practice the
baseline for continuous improvement is formed. As the standard is improved the new
standard becomes the baseline for further improvements and so on.
Why Use
it?
• Having only one variant of a process means it is easier to control, improve and maximise
efficiencies
• Standard work is the way to sustain the gains.
• It makes training easier, promotes problem solving, and reduces accidents
Where to
use it?
• Everywhere! Why wouldn’t you want to use the single best way in all of your processes?
Tips • It is a never ending process, there is always a better way
• Measure it, document it, audit it
• Check the sequence of work is optimal, that there is enough WIP so as not to starve the
process and that every step may be completed in a known time

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Safety
Knowledge
of Work
Knowledge of
Responsibilities
Skill in
Instructing
Skill in
Improving
Methods
Skill in
Leading
Training Within Industry
What is
it?
• TWI is a powerful set of learning disciplines for supervisors, comprising of 3 separate programs
1. Job instruction – how to instruct employees to quickly remember how to do a job, correctly, safely, and conscientiously
2. Job Methods – how to improve methods for producing greater quantities of quality products in less time with the same resource
3. Job Relations – provides a foundation for developing and maintaining good employee relations throughout the organisation
Why Use
it?
• It is a good place to start the improvement journey, looking at the way your people work doesn’t
cost anything
• Prepare work standards (Job instruction)
• Provide training and make certain that operators observe standards (Job instruction)
• Improve the status quo by improving standards (Job methods)
• Take notice of abnormalities and address them the right way (Job methods)
• Create a good working environment (Job relations)
Where to
use it?
• Use the TWI methodology wherever you need to teach people to quickly learn to do a job,
identify and remove waste, resolve personnel problems & institutionalise general problem solving
Tips • Don’t take short cuts. TWI is a tried and trusted methodology requiring disciplined deployment
• Use it in conjunction with standard work

34
Yamazumi (Stacked Bar) Charts
What is
it?
• It is a visual depiction of the time spent on work categories within a process
• It is a load chart that breaks down the individual work tasks representing the time they take
Why Use
it?
• It can be used for process waste elimination or line balancing activity
• It helps you breakdown and identify work elements
Where to
use it?
• When there is a need to re-balance the work due to changes in demand or as a result of
improvements
Tips • Work elements identified in this way dovetail very nicely with TWI job instruction
0
10
20
30
40
50
60
1 2 3 4 5 6 7
Time
Process

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Kaizen
What is
it?
• The literal translation is “change for the better”
• It is continuous improvement in small incremental steps, always raising the standard
Why Use
it?
• It has a valuable impact on the culture of a company
• Communication and morale improves as management and workforce develop a
common language around process improvement
• Collaboration between functional departments increases
• It ultimately yields better delivery, improved quality, and lower costs
Where to
use it?
• Everyone, everywhere, everyday – be dis-satisfied with the status quo
• Kaizen what matters
Tips • Kaizen must be done with people and not to people
• The Kaizen foundation is built upon humility and respect for the individual
• Think sustain. Think continuous improvement, not continuous revolution!
• Perfection as a target means waste will always be present. . .

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Kaizen
Small Incremental Steps Measurable Over Time
Increase workforce
Work longer
Work harder
Reduce Waste & work
smarter
Increase Quantity
Increase Quality

37
Practical Problem Solving A3
What is
it?
• The A3 provides a disciplined way of reporting on problems that
establishes a concrete structure to implement PDCA management
• It is a plan on a page, a single piece of A3 paper
Why Use
it?
• It documents concisely the collaborative efforts of the team
• It is a template for addressing the root causes of problems in a
systematic way
Where to
use it?
• Use an A3 for every problem for which the solution is not yet known
• At the point in the process where the problem occurs
• Use it as a coaching tool
Tips • Keep it visible and at the point where the problem is occurring
• Pictures and charts are often more effective than wordy text
• You can use a pencil. You don’t need PowerPoint
• Modify the template to suit the storyline
“The A3 report is just a tool. The real benefit comes from the fostering of deep
learning, engaging collaboration and thoroughness its use promotes”

38
Practical Problem Solving A3

39
Improvement Kata
What is
it?
• It is a set of behavioural practices that lead us along the path to long term cultural change
• It is a 4 step model of scientific thinking that includes structured practice routines to habitualise
the thinking and our remove cognitive bias
Why Use
it?
• Use it to equip people with a mindset that is not solution orientated but discovery orientated
• It helps you experience uncertainty more as an opportunity and ensures you only work on
obstacles that need to be worked on
Where to
use it?
• Use it at all levels of an organisation to navigate unclear territory
• Use it where you need to iterate toward the future state one achievable step at a time
Tips • Use PDCA cycles record sheet and ask the 5 coaching kata questions after every experiment
• Practice everyday. Make the routine habitual and subconscious

40
Kanban
What is
it?
• It is a visual management tool used to trigger an action
• A method of controlling and balancing the flow of resources by only replacing what the
process has consumed
Why Use
it?
• It highlights quality issues quickly
• It reduces lead time and work in process inventory
• It helps organise the work place
Where to
use it?
• Use for all processes where you want to control the flow
• Use for any process where you want to improve response to customer demand
Tips • Real world data and common sense must be applied
• No matter how tempting, it is important to obey Kanban
rules and respond only to the trigger when it is received

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Error Proofing
What is
it?
• A method of designing or modifying processes (both shop floor and administrative)
which will, by their nature, automatically prevent errors
Why Use
it?
• Use it to make your processes such that mistakes cannot be made
• Because mistakes occur due to variation in the process
• Use it to help stabilise cycle time by ensuring a part is not over worked or under worked
Where to
use it?
• Use it in product design, tool design, process design, and start-up/shutdown operations
• Apply to process steps with high variation or have critical process characteristics
• Use it for processes that have high error potential or are routine or ‘boring’.
Tips • Strive for error prevention rather than defect detection – there is a difference!
• Keep designs as simple as possible

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Andon
What is
it?
• It is a ‘visual’ signal that is used to indicate an abnormal condition
• It is a signal for an immediate call for assistance
Why Use
it?
• It prevents the problem from reaching the customer and helps ensure on
time delivery
• A history of andon calls can be mapped to identify ‘hot spots’ within a process
• It indicates operators are actively looking for opportunities to improve
• It guarantees no surprises
Where to
use it?
• Use it in standardised processes where a no blame culture truly exists and a
response to the signal is defined and swift
• Use it in processes with a high degree of autonomy
Tips • Ensure the escalation process and response to an andon call are known
• Solutions will be different dependent on the process and environment. Andon
systems may include text, graphics, lights and audio elements

43
One Point Lesson
What is
it?
• A one point lesson is a simple, easy to use visual learning tool designed to aid
understanding on a single specific topic
• Contains: What to do, how to do it, key points/data, etc. On one page !
Why Use
it?
• It is easy to use, typically constructed by those using the process
• They re-enforce learning and drive improved results
Where to
use it?
• Use for any process where a trick or knack is needed to do it right
• Use OPL’s to create awareness and display them at the point of use
Tips • Keep a log of OPL’s to avoid duplication and keep up to date to
capture best practices
• Verify the OPL is correct before introducing it to the team and
displaying it in the area
• Use a template – make OPL’s instantly recognisable

44
Concern & Corrective Action Report
What is
it?
• The CCAR sheet is a method
of raising and recording
concerns within an area
Why Use
it?
• It gets issues in to the open
and engages everyone
Where to
use it?
• Use it everywhere
throughout the business
from the smallest team to
the largest department
Tips • Expect big and small issues to appear. Ensure the day to day issues are addressed and the tool
will evolve into a process improvement mechanism
• Keep it visible - what gets measured gets done. Use the number of issues and the closure
profile as a measure

45
Overall Equipment Effectiveness
OEE quantifies how well a manufacturing unit performs relative to its designed capacity, during the periods
when it is scheduled to run
OEE = Availability x Performance x Quality

46
Rapid Changeovers
What is
it?
• It is a system for reducing the time it takes to complete equipment changeovers and
set-up. The target is single digit figures hence the common name Single Minute
Exchange of Die (SMED)
Why Use
it?
• Use it to reduce equipment down time, improve lot sizes, increase responsiveness
and flexibility, and lower inventory
• It enables a less arduous and less variable set-up process
Where to
use it?
• Use it with any process that produces different variants of a part on the same line to
improve the flexibility and reduce lead time
Tips • Be consistent in your measure. Time the last good part out
from the out going product to the first good part out of the
next product
• Utilise other lean tools such as standard work, 5S and error
proofing
• Think F1 pit-stop mentality

47
Leader Standard Work
What is
it?
• Leader standard work is a management process that is a predictable and repeatable
activity that builds problem solving ability moving people ever closer to daily
continuous improvement
Why Use
it?
• Constantly changing variables in the environment mean that if a process is not put in
place to maintain standard work it will degrade and disappear
• It shows that you care
Where to
use it?
• Use it to lock in the gains and prevent back sliding particularly after change
• Use it to audit processes to identify lack of process adherence and/or process
performance
Tips • Walk the Gemba. Observe abnormalities & wastes, ask
questions and support people in making improvements
Go get your boots on

48
Part Four: Course Directory
Lean foundation 5S …………………………………………………………. 49
A3 Problem solving …………………………………………………………. 50
Standard work ………………………………………………………………… 51
Value stream mapping ……………………………………………………. 52
Lean immersion ……………………………………………………………… 53
TWI: Job instruction ……………………………………………………….. 54
For more information on these and other lean courses please visit
www.theleancoach.co.uk

49
Lean Foundation 5S
Duration: 4 hours Max no. of participants: 12
Objective: This course will introduce participants to 5S and will give
attendees a good understanding of workplace organisation
through the use of interactive training
Content: By the end of the course, attendees will:
• Understand what the 5S’s are
• Appreciate the benefits of 5S
• Understand how to implement 5S
• Be able to identify waste in their place of work
• Have taken part in a waste walk
Note: This course is run at your site to allow the waste walk to be 100%
relevant and meaningful to your employees and business

50
A3 Problem Solving
Duration: 2 days + 2 days Max no. of participants: 12
Objective: This course will involve participants in solving an actual problem
pertinent to your organisation
• Be familiar with the A3 problem solving tool
• Be able to define the current and target condition
• Have an understanding of process mapping and root cause
analysis
• Understand the difference between containment and
permanent corrective action
• Understand how to develop and implement effective
countermeasures
• Know how to sustain the gains
Note: This course is run at your site with real life problems currently facing
your business

51
Standard Work
Duration: 2 days Max no. of participants: 12
Objective: This course will give participants hands on experience of
implementing and improving standard work
• Understand the elements of standard work
• Appreciate the importance and benefits of standard work
• Be familiar with observation techniques
• Be familiar with standard work forms
• Be familiar with the concepts of line balancing
• Be familiar with the concept of Kanban and the use of visual
controls to achieve flow
• Have an appreciation of other associated lean tools

52
Duration: 1 day Max no. of participants: 12
Objective: This course will provide participants with the practical skills to
understand material and information flow
• Be familiar with the concepts of value stream mapping
• Be able to develop a current state map
• Be familiar with the 7+1 wastes
• Be able to identify opportunities within a current state map
• Be able to develop a future state map
• Be able to develop a multi-generational plan to realise the
future state

53
Lean Immersion
Duration: 3 days Max no. of participants: 12
Objective: This course introduces the main concepts of lean end enables
attendees to deploy a lean mind set within their workplace
Content: By the end of the course, attendees will be familiar with:
• The history of lean
• The concept of value add
• 7+1 wastes
• 5S
• Visual controls
• Standard work
• Error proofing
• Value stream mapping
• A3 reports

54
TWI: Job Instruction
Duration: 2 hours a day for 5
consecutive days
No. of participants: 10
Objective: This course will certify supervisors as TWI: job instruction
practitioners
• Understand the 5 needs model of good supervisors
• Be able to make a timetable for training
• Be able to break down a job
• Will be able to effectively instruct on how to do a job
• Understand the importance of preparation and follow up
Note: This course is run at your as participants will need to break down and
demonstrate an actual job from their work place

55
Further Reading

Map Your Lean Journey

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