Leanfor6S FreeTPS Overview 134slides 2020

©David Devoe ®Lean for 6S.
com
Welcome
MAY YOUR FUTURE BE LIT BY THE
KNOWLEDGE OF THE PAST
CHECK AND FIND THE CHANGES OF THE TIMES
Kiichio Toyoda
Non-Stop shuttle change Toyota

Automatic Loom Type-G ©David Devoe lean.for.6s@gmail.com
©David Devoe ®Lean for 6S.com
8 Hour AGENDA Example

Welcoming 8:00 5 mins.
Today’s Agenda 8:05 5 mins.
The 5P Model Vision (Lean Journey) 8:10 5 mins.
Module #1a/b Introduction to TPS
EMPLOYEE (24 slides) 8:15 45 mins.
STAFF (13 slides) 9:00 45 mins.
Break 10
Module #2 5S (RED TAG) (41 slides) 9:30 75 mins.
Break 10
5S Assimilation (exercise) 10:15 15 mins
Module #3 MUDA (24 slides) 10:45 45 mins.
Module #4 Standardized Work (30 slides) 11:30 60 mins.
Lunch 30
Module #5 KAIZEN (21 slides) 1:00 60 mins.
Module #6 Jidoka (24 slides) 1:45 60 mins.
Break 10
Module #7 Just-In-Time (20 slides) 2:30 60 mins.
©David Devoe lean.for.6s@gmail.com

LEAN TPS 5P MODEL

Problem Solving
RWT group
(Cont. Improvement Learning)
People & Partners

Quality Circles
(Respect, Challenge, and Grow Them)
Kaizen (Incremental Improvement) Process

(Eliminate Waste)
Philosophy
5S
(Housekeeping - Workplace Organization - Clean up - Keep cleanliness - Discipline)

Module 1:
Introduction to the Toyota Production
System (TPS)
Staff Overview

Agenda - Goals
• TPS Terms used in this Module
• Introduce the 14 Toyota Management
Principles
• Introduce TPS
• Discuss the TPS Management
Philosophies
• Introduce TPS Problem Solving tools
14 Toyota Way Principles

Section I ( 1 )
Long-Term Thinking
Principle # 1
Base your management decisions on long term philosophy, even at the
expense of short-term financial goals
Section II (2 – 8)
The Right Process Will Produce the Right Results

Principle # 2
Create continuous process flow to bring problems to the surface.
Principle # 3
Use “pull” systems to avoid overproduction.


Principle # 4
Level out the workload (Heijunka). (Work like the tortoise, not the hare)
Principle # 5
Build a culture of stopping to fix problems, to get Quality right the first time
Principle # 6
Standardized tasks are the foundation for continuous improvements and
employee empowerment.
Principle # 7
Use visual control so no problems are hidden.


Principle # 8
Use only reliable, thoroughly tested technology that serves your people and
processes
Section III ( 9 – 11 )
Add Value to the Organization by Developing Your People

and Partners
Principle # 9
Grow leaders who thoroughly understand the work, live the philosophy, and
teach it to others
Principle # 10
Develop exceptional people and teams who follow your company’s
philosophy.


Principle # 11
Respect your extended network of partners and suppliers
by challenging them and helping them improve.
Section IV (12 – 14 )
Continuously Solving Root Problems Drives
Organizational Learning
Principle # 12
Go and see for yourself to thoroughly understand the situation
(Genchi Genbutsu)
Principle # 13
Make decisions slowly by consensus, thoroughly considering
all options; implement decisions rapidly
Principle # 14
Become a learning Organization through relentless reflection
(Hansei) and continuous improvement (Kaizen)

Benefits of the PDCA Wheel

Man-hours
Inadequate
Plan Large number of
man-hour
P D C A
Adequate Small number of

Plan man- hour
In the top example, inadequate planning

has resulted in increased time spent
checking and taking corrective action.
PDCA Report Format Theme States purpose of report in general terms
Problem Situation
•
P Countermeasure(s) P
Background • Address root cause
• Standard: what should be happening • Short-Term: something to get things going
• Current Situation: what is happening Long-Term: deal with the root cause and
• Discrepancy: deviation between standard and prevent recurrence of the problem
current situation • Why recommended
• Extent: what is the trend of this problem
• Rationale: why should this problem be addressed
Implementation (Gantt Chart) D
• WHAT actions need to be done to put the D
Target(s) P countermeasure(s) in place
• WHO will take that action
What you want to accomplish within a certain time
• WHEN will the action be taken
frame: (Do What, To What, By When & How Much)
Follow-Up C
Cause Analysis
Investigating the problem based on confirmed facts
P • What needs to be checked
all the way to the root cause. • When does it need to be checked. A
•Potential causes • What recommendations do you have now
•How checked & results (FTA, 5-Why, Fishbone, etc.) that countermeasures are in place.
•Identify actual root cause(s) • Include a line graph showing your progress
toward the goal.
Become a Learning Organization

A TPS learning organization has three key elements:
1. Identify Root Causes and Develop Countermeasures.
2. Use Hansei: Responsibility, Self-Reflection, and Organizational

Learning.
3. Utilize Policy Deployment (Hoshin Kanri). This is Toyota’s process of

cascading objectives from the top of the company down to the
work group level.

TPS Proverb
Mistakes are inevitable in any job. However, the
difference lies in whether a mistake is dismissed
as only a mistake or if measures are taken to
continuously prevent recurrence.
It may be no exaggeration to say

that organizations, which do not
carry out real Recurrence
Prevention cannot hope to improve
continuously and efficiently.
TPS Summary
Proactive prevention earns the trust of
customers and reduces cost. It also
promotes self-development in an
associate’s ability to consider and to
think ahead.

Module 1:
Introduction to the Toyota Production
System (TPS)
Employee Overview

Agenda - Goals
• TPS Terms
• A little TPS History
• What is TPS?
• TPS problem Solving Tools
• TPS Management Philosophies
• Cost reduction
• Basic Elements of TPS
• Leaders Roles

Toyota Terms
Genchi Genbutsu: “Go and see”
Heijunka: The act of leveling the variety

and/or volume of items produced
at a process over a period of time.
Jidoka: Automatic stop when the system
detects error or unusual situation.
Just-in-Time: Everything arrives with Necessary

Goods, Necessary QTY and
Necessary Time

Toyota Terms
Value: (In the TPS world ) Value is an item or feature for which a customer is
willing to pay
Kanban: Is the Japanese word for “card”, “ticket” or “sign” and is a tool for managing
the flow and production of materials in a Toyota-style “pull” production
system
Nemawashi: In Japanese company culture is an informal process of quietly laying

the foundation for some proposed change or project by talking to the
people concerned, gathering support and feedback and so forth.
GEMBA: Is a Japanese word meaning real place (workplace),

where the real action takes place.

History
Sakichi Toyoda
Introduced the concept of Jidoka in 1902
Kiichiro Toyoda
Set target to catch America in 1945
Marked the start of present TPS
Laid the foundation for Just-In-Time in 1930
Taiichi Ohno
Discovered the Kanban System in 1956
The Toyota Production System gained global attention in
1973
What is TPS?
By eliminating waste (Muda), quality is improved,
production/service time is reduced, and cost is reduced.
TPS Tools include constant process analysis (Kaizen), “pull”
production (by means of Kanban) and mistake-proofing
(poka-yoke).
Lean as a management philosophy, is also very focused on
creating a better workplace through the Toyota principle of
“respect for humanity.”

TPS Problem Solving

Before attempting to solve problems, you must
understand what the true root cause is.
You must go and see for yourself at actual site

of the problem to understand Genchi
Genbutsu.
This is a key Toyota philosophy.

Viewpoints for Hands-on

Observation - Genchi Genbutsu
• Compare (line up) actual items
• Look with five or even six senses
(eyes/ears/nose/skin/feeling and others）
• See the movement in slow speed “GO
(use of high-speed camera, etc.）
• Enlarge the object
SEE”
• Disassemble, cut in section, or destroy the object
• See the work site when the line is stopped
• Carry out the operation by yourself

TPS Problem Solving Tool

Continuous improvement relies on
applying a cyclical methodology of
problem solving:
– Plan
– Do Action Plan
– Check
Check Do
– Action
PDCA Wheel
A 5 Why example
Level of Problem Corresponding Level of
?? There is a puddle of oil on the
Countermeasure
Clean up the oil.
shop floor.
? Because the Hydraulic Lift

Ram is leaking oil.
Fix the Lift Ram.
Because the O-ring blew out Replace the Seal

? of the Ram Seal
Because the Supplier made Change Seal material
? the seals from cheaper specifications
material
Because Supplier could Change purchasing policies
reduce price on the new Seal
Because the purchasing Change the evaluation policy

agent gets evaluated on for purchasing agents.
short-term cost savings
Fault Tree Analysis OHG Example

Why
What If
5W1H
Part Change
Out of Wire
Robot Maintenance Scheduled

Down
Equipment
Mat’l
Breakage Handler
busy Paint
Line
Late late Signal
stoppe
OHG not at
d
Install at No Cart
right time Full at Paint Waiting Paint
Paint
Operator error
Tacky
Warehouse
signal late System Error
Materials Error
Toyota Production System

The basic purpose of TPS is to achieve continuous
gains in efficiency
Features of TPS:
TPS is continuously evolving
TPS is a system for the absolute elimination of waste
TPS is about shortening the time it takes to convert
customer orders into stone deliveries
TPS is a flow process
TPS identifies problems where they occur
TPS is a philosophical framework for managing Operations

TPS Management Philosophies

Toyota’s core competency is the TPS managerial
philosophy
Securing profits is essential for survival and

fulfilling social missions
Cost reductions are required to increase profits
Customers set the selling price

TPS Cost Reduce

(1) Traditional View (2) TPS View
Cost + Profit = Selling Price Profit = Selling Price - Cost
Profit Selling
price Profit Selling
Cost price
Cost


When production and business Process
Flow, Improvements will yield Cost
advantages over competitors, assuming the
same base costs for design, equipment, and
materials.
Others Raw
material
Energy purchase Cost in common Cost caused by
between companies differences in
production method
Labor
expense Parts
purchase

THREE BASIC ELEMENTS OF TPS

TAKT TIME
STANDARDIZED WORK SEQUENCE
STANDARDIZED WORK-IN-PROCESS

TAKT
Formula
Takt Time = Customer Demand / Available Work
Time per Period
Cycle Time
Actual amount of Time (stopwatch)

Takt Time
TAKT TIME is a
Mathematical
Exercise calculating Takt time: Equation
Available work time = 1000 minutes

Number of units = 100 units
1000 min / 100 units = 10 minute Takt

TAKT time
EX. Hours of Operation:
– 6:00 a.m. – 5:30 p.m. = 11.5 hours or 690 minutes
– Customer Demand example 324 units
EX.
690 min / 324 units = 2.16 min. or 2 min 10 sec. Takt
Available Time:
– 6:00 a.m. – 5:30 p.m. = 11.5 hours or 690 minutes
– Morning (stand up) meeting = 10 minutes
– Lunch = 30 minutes
– 5S = 5 minutes
Total = 45
690 - 45 = 645 available time
645 min / 324 units = 1.99 min. or 2 min Takt

Standardized Work Sequence
The Toyota Production System organizes all jobs around

human motion, attempting to create an efficient production
sequence without any “Muda” (waste). Work organized in
such a way is called Standardized Work (SW).
Working sequence refers to the sequence of

operations in a single process which leads
a worker to produce quality goods
efficiently and in a manner which reduces
overburden and minimizes the threat of
injury.

Standardized Work-In-Process
This is the minimum quantity of parts/material always on

hand for processing on and between sub-processes. It
allows the worker to do his/her job continuously in a set
sequence of sub-processes, repeating the same operation
over and over in the same manner

The Role of the TL

• Responsible for the Quality provided to the next
process
• Review and Correct the standard
• Over view of daily activities
• Responsible for Safety and Health issues
• Promote Teamwork
• Advisor for Quality Circles

The Role of the ATL

• Responsible for all building Quality
• Prepare and revise the standards
• Correct worker and problems causing daily

delays
• Instruct in Safe working methods
• Training
• Leadership
10 Minute
Break

Module: 5S
The House Toyota Built
5S
Operational Excellence
•Quality, Cost, & Delivery
• Empowered employees
• Customer focused culture
Just In Seiri Seiton Seiketsu Jidoka

•Built-in quality
Time Seiso 5S Seiso •Poka yoke
•Takt Time •5 Why
•Harmony of
•One-piece Flow
Visual Controls man & machine
•Downstream Pull
Heijunka
Standard Work
•Averaged daily volume & mix
Kaizen
•Smooth production schedule
Objectives
• Provide an overview of 5S philosophy
• Explain the purpose and application of each of
the 5 steps
• Explain the tools and procedures for managing
5S
• Define the roles and responsibilities

Overview of 5s
• What is 5s?
• What are the 5 elements of 5s?
• Why implement 5s?
• What are the benefits of 5s?

What is 5s?
• 5S is a key lean tool for waste removal
• A process for creating and maintaining
an organized, clean, and high
performance work place
• Reduces waste of motion
• Serves as a foundation for continuous
improvement activities

Elements of 5s
• Sort – Housekeeping (Seiri)
• Set in Order - Workplace Organization (Seiton)
• Shine – Cleanup (Seiso)
• Standardize - Keep Cleanliness (Seiketsu)
• Sustain - Discipline (Shitsuke)

Why Implement 5s?

• Eliminate wastes that result from uncontrolled
processes
• Gain control on equip., material, and inventory
• Standardize improvements for maintenance
• Improve delivery consistency
• Improve quality
• Improve safety
• Improve reliability

Benefits of 5S
Employee
• Reduces clutter
• Reduces the time it takes to look for tools and
equipment - “A place for everything and everything
in its place”
• Improves how the operation appears to customers –
always be “tour ready”
• Creates pride in the workplace
• Creates a safer work environment

Benefits of 5S
WorkPlace Organization
A safe, clean, neat, arrangement of the workplace
which provides a specific location for everything
and eliminates anything not required.

Benefits of 5S
Company
• Provides the company with a foundation for
higher quality
• Reduces costs
• Provides greater customer satisfaction

Sort – Step One

• Separating items into categories
• those that are necessary to do the job
• those that are not
• Unnecessary items are removed from the work area

Sorting Items for Removal

• Ask three questions about each item:
– Is it needed within one week, one month,

etc?
– In what quantity?
– Where should it be located?

Red Tag Process

• Red tags will be used to
identify the items to be
removed.
• Identify items to be red
tagged
• Machines & equipment
• Tools
• Inventory
• Shelves, cabinets, files, desks

Red Tag Identification

• Attach tags
• Enter item to be removed into the Red Tag log
– Explain why it is being removed
– Where the product should go next
• Back to stock
• Removal from area
– Documentation required
– Asset disposal

Set in Order – Step Two

• Properly arranging and aligning tools and materials
that are determined to be necessary to do the job.
• If necessary tools, are disorderly and/or not
conveniently located for ease of use, it will add
unnecessary work movements.
• Sorting helps to build in quality.

Set in Order - Organization

Make it obvious where things belong
• Everything has a useable place
• Every item must be visible, reachable,
available when needed
• Locate tools, and inventory, squares etc.
• Clear, shiny work areas
• Everything should be labeled or color
coded
Elements of Set in Order

• Set in Order and Standardization
– Standardize the processes and guidelines for the company to
follow when doing this step
• Visual Controls
– Devices or methods which show, at a glance, how work
should be done and/or where items should be placed
(painting lines on floor, shadow boxes, pictures, etc)
• Principles of Deciding Locations
– Get rid of unnecessary motion: “motion improvement.”
– Get rid of whole operations: “radical improvement.”

Strategies for Set in Order

• Signboard
Strategy
• Painting Strategy
• “After” 5S map
• Color-coding
Strategy
• Outlining Strategy

Before Picture – Second Floor
BEFORE

Before Picture – Second Floor

AFTER

Shine – Step Three
• Machinery and equipment dirtied by

shavings ,burrs, grease, etc. is not
only unsafe but causes mechanical
breakdowns.
• Cleaning is important to maintaining a
smooth operating process.

Shine
• Clean everything, inside and out
• Prevent dirt and contamination from reoccurring
• Results in
– Fewer breakdowns
– Greater safety
– Product quality
– More satisfying work environment

Shine Means Inspection
• When you clean an area, you also do some

inspection of machinery, equipment, and working
conditions.
• Including inspection with shine procedures turns

“cleaning” into “cleaning/inspection.”

Shine Guidelines
– Clean areas where red tagged items were removed
– Remove dirt, oil, scraps, and garbage
– Clean on a daily basis
– Audit the cleaning process
– Improve equipment maintenance
– Clean aisles, walkways, floors, machines, desks
– Assign cleaning responsibilities
– Cleaning checklists
– Cleaning is a team effort
– Correct root cause of uncleaned items

Standardize – Step Four

• Establish guidelines for maintaining Sort, Set in Order, and
Shine.
• Standardize methods to ensure the improvements become
a way of life.
• Create or revise check sheets and operator instructions.
• Scan the work place.

Standardizing Control
• Maintaining and controlling continual improvement
achievements
• Ensuring that systematic organization, sorting, and
scrubbing clean are synchronized
– Why, Who, What, When, Where, How, How much
– Plan, allocate, act, verify
– Step 1: Planning
• Who does what and when
– Step 2: Allocation
• Assign resources to tasks
– Step 3: Act
• Perform tasks and integrate into daily operations
– Step 4: Verify
• Ensure effectiveness
Sustain – Step Five

• Ongoing improvement of the 5s
system. Key points to maintain
discipline of the 5s system.
– 1. Each new employee is trained in 5s
– 2. 5s begins immediately on new
equipment
– 3. Standards change to continually
challenge the employee, department,
and the company
Sustain
• Ongoing renewal and improvement.
• Teams build on earlier accomplishments.
• Employees make a habit of using correct
procedures.
• Organization creates disciplines to sustain
improvements. For example:
– Audits
– Recognition
– Accountability

Sustaining 5s
• Remember :
- 5S is a requirement not only if you have time.
- It is a necessary portion of our processes.

Set In Order
Sort
Sustain Shine
Standardize
5S Tools and Procedures
• 5s
– Red Tag process
• Asset Disposal process
– 5s Standards
– 5s Score Card

WORK STATION 5S CHECK LIST
• No unneeded items in work area

• All needed items have been visibly identified
• All tools & fixtures are neatly organized at shift end.
• Parts modules, carts stored neatly & in proper
location
• Machines, fixtures & railings are wiped clean
• No personal belongings visible in work area
• Computer terminals& stations wiped clean
• All work station floor space is swept
• 5S housekeeping stations contain all
necessary items

5S Standards
# 5 S Evaluation & Scoring Criteria
5=Excellent 0=Poor Score Improvement Comments
1 There are no unneeded items in the work area
2 Appropriate locations for needed items have been visibly identified.
3 All hand tools are neatly organized in appropriate location.
4 Work in process is stored properly in appropriate areas.
5 Floor stock is stored in proper containers & located in appropriate areas.
6 Parts modules, carts stored neatly & safely in proper location.
7 There are no personal belongings visible in the work stations.
8 Machines, fixtures & railings are wiped clean of excessive grease, oil, dust etc.
9 Machine controls are clearly labeled and up to date
10 The paint finish on carts, cabinets, racks, work benches etc. is in good, presentable condition.
11 Computer terminals & station wiped clean, with keyboard covers in place and not damaged.
12 Areas Clean & organized under benches and shelving.
13 All bench tops are clean & organized.
14 All work station floor space is swept clean including under benches.
15 5S housekeeping stations contain all necessary items.
16 Information regarding employee 5S responsibilities & check lists is posted in area
17 Safety and fire equipment clean and unobstructed and accessible
18 Aisles clear and not being used for WIP
19 Counter measure plan in place for correction of low scores
20 Only paper documents required to do the job are visible.
©David Devoe lean.for.6s@gmail.com 0

5S HOUSEKEEPING AUDIT SUMMARY

NO. TRACTOR & ATTACHMENT AREA 13-Mar 3-May 28-Jun 13-Sep 8-Nov
1 Tractor Final #1 84 99 100 89 96
2 Tractor Final #2 82 96 97 89 94
3 Tractor Final #3 80 98 93 89 96
4 Tractor Final #4 85 98 95 87 97
5 Attachment Robot 82 92 95 85 98
6 Tractor Tack 86 93 99 95 98
7 Tractor Robot 78 93 97 93 97
8 Door Weld 84 81 94 95 98
9 Rear DR Sub Weld -- -- 95 84 99
AREA AVERAGE SCORE 82.6 93.8 96.1 89.6 97.0
TARGET = 90% ©David Devoe lean.for.6s@gmail.com

PLAN FOR CORRECTION OF LOW SCORES

• Any problem items that can be resolved during audit must be fixed
right then and there by the Foreman/employee.
• All problems highlighted by the audit that cannot be resolved by the

Foreman must be forwarded to the necessary departments so that the
problems can be addressed in a timely manner.
• Foreman responsible to ensure that operators in all work stations have

the necessary tools and equipment to do the job and that everything is
located in it’s proper location at the end of each shift and that the
system is being followed.
• Operator responsible to ensure that all parts and carts

are in their proper position at the station and within the
squares provided.

Roles of Employees
• Task completion of 5s activities
• Sustaining 5s standards
• Generating ideas for improving their work
areas related to 5s

Roles of Supervisor
• Accountable for 5s deployment in their areas
• Provide guidance and direction
• Reporting
• Holding Employees accountable

Roles of 5s TPS Department & Area Support teams
• Provides technical guidance

• Prepare project plan
• Manage implementation plan
• Coordinates 5s activities
• Provides 5s training
• Provide guidance and support to areas
• 5s process experts
• Red Tag process
Management
• 5s Communications
• Strategy
• Visibility
• Hold all other groups accountable
• Develop & Educate Employees on Policies

Summary: Elements of 5s
• Sort – Housekeeping
• Set in Order - Workplace Organization
• Shine – Cleanup
• Standardize - Keep Cleanliness
• Sustain - Discipline

10 Minute
Break

Welcome
“A man who dares to WASTE
one hour of time has not
discovered the value of life”.
Charles Darwin

Module 2: DISCOVERING MUDA
The First Step To Raising Efficiency
TPS

Agenda - Goals

• Quick review of the TPS Management
Philosophy regarding Muda.
• Introduction to the types of Waste.
• Introduction to the types of Muda.

Toyota Terms
Non-Value (waste): Any activity that does not

add market form or
function or is not
necessary.
Value Added: Any activity that increases
the market form or
function of the
product or service.

The 3 Wastes
Muda: Waste of Non-value Added
Mura: Waste of Unevenness
Muri: Waste of overburdening

people or equipment

WASTE ?
Waste is “anything other than the minimum amount of
equipment, materials, parts, space, and worker’s time,
which are absolutely essential to add *value to the
product.”
— Shoichiro Toyoda
President, Toyota
*value is defined by the customer*

Lean Thinking = Eliminating Waste

Maximizing Eliminating/Reducing
”Value Added” “Non-Value Added” (Waste)
Value Added
•Non-Value Added
▪ Defects
▪ Overproduction
▪ Waiting
▪ Non or Underutilized People
▪ Transportation
▪ Inventory (Excess)
▪ Motion (Excess)
▪ Extra Processing
Typically 95% of©David

allDevoe
lead time is non-value-added!
lean.for.6s@gmail.com
Reducing waste is essential in the TPS

system
Reducing waste in manufacturing and

business processes means eliminating
anything that serves only to increase
the cost of doing business.

Muda Exists Everywhere

Net work [C] A. Muda: any
Muda unnecessary motion
in operation
[A] B. Incidental Work: non-
Operator’s value adding, but
5W2H
Motions necessary under
present work
condition
Work C. Net Work Achieved:
Non Value-
Adding Work
[B] value-adding
operations

EXAMPLE
Objective: To demonstrate the difference between Value Added work
and Incidental Work
Tool: A Torque wrench is used to secure lug nuts on the front wheel of a Rock Truck.
Procedure: a. Hoist tire into position.

b. Align tire onto hub
c. Push tire onto the studs
d. Pick correct size/quantity nuts from bin on workbench
e. Apply anti seize to bolts

f. Start nuts onto lugs (finger tight)
g. Apply Torque to Nuts

EXAMPLE
Objective: To demonstrate the difference between Value Added work
and Incidental Work
Tool: A Torque wrench is used to secure lug nuts on the front wheel of a Rock Truck.
Procedure:
e. Apply anti-seize to nuts

f. Start nuts in truck (finger tight)
g. Apply Torque to Bolts

The 8 Wastes
OVER PRODUCTION
Inventory Motion
Scrap / Rework
Waiting
(Manpower, Material, Machine)
Processing
LEAN

Under Utilized People
Transportation
Muda of Overproduction
• Too Much - Too Soon

• Excess inventory
• Extra material handling equipment
• Extra manpower
• Interest money
• Space

Muda of Motion
• Movement of hands, feet, and eyes are all

considered in Muda of motion.
• Very small improvements provide significant
benefits.

Example: Muda of Motion

Example: Muda of Motion

Muda of Waiting
• Waiting on a machine (scale) to

complete a cycle
• Waiting on materials from preceding
process (Quarry)
Muda of Conveyance
• Transporting further than necessary
or temporarily locating, re-stacking,
and moving parts is considered
MUDA.

Muda of Processing
• Muda in Processing is found when a

conveyor, screen, or machine is not
operating at peak efficiency. Delays in
the function of a process is considered
waste.

Muda of Repair
• Repair or Rework of defective parts

• Equipment
– Machines
– Tools
– Facilities

Muda of Inventory
• Excess Work in Progress (WIP)

– In Process
– In between Processes
• Excess Purchased Parts

Muda of Under Utilized People

• Not learning from each other; not
sharing “Best Practices”
• Not asking for ideas
• Not enough cross-training
• Lack of involvement/participation
by team members
• Not knowing potential,
skills & talents that
others have.
LEAN
TPS
TOOL BOX
Understanding the Root Causes of Waste
The Simple Toyota approach:

1. Go and see
2. Analyze the situation
3. Use one piece flow and problem alerts
(Andon) to surface the problems
4. Ask “Why” 5 times”
5. Implement Counter measures

Review
• What are the three types of waste?
• Name three types of Muda.
• What action(s) can you take in your
department to identify Muda?

10 Minute Break

RW Tomlinson Production System
If everyone is moving forward together, then success takes

care of itself.
Welcome Henry Ford
Any colour You can't build a reputation on

- so long as it's what you are going to do.
black.
Coming together is a beginning;

keeping together is progress;
working together is success.

Even a mistake may turn out to be the one thing
necessary to a worthwhile achievement.
Thinking is the hardest work there is, which is probably the reason
why so few engage in it.
Don’t find FAULT, find a remedy ©David Devoe lean.for.6s@gmail.com

Module 4: KAIZEN
The House Toyota Built
Operational Excellence
• Best Cost, Quality, Delivery

• Empowered employees Kaizen
• Customer focused culture
Just In TPM Kanban Jidoka

•Built-in quality
Time SMED 5S 3P
•Poka yoke
•Takt Time •5 Why
•Harmony of
•One-piece Flow
Visual Controls man & machine
•Downstream Pull
Heijunka
Standard Work
•Averaged daily volume & mix
Kaizen
•Smooth production schedule
Agenda - Goals

• Kaizen Meaning
• Introduce goal of Kaizen
• Discuss purpose of Kaizen
• Discuss elements of Kaizen
programs

Toyota Terms
Kaizen: Japanese for “change for the better” or

“improvement” the English translation is
“continuous improvement” or “continual
improvement”
Improvement: As a part of a successful Kaizen strategy,

"improvement" goes beyond the dictionary
definition of the word.

Kaizen Meaning
Kaizen is a daily activity whose purpose goes beyond
improvement. It is also a process that when done
correctly Humanizes the worplace, eliminates hard work
(both mental and physical), teaches people how to do
rapid experiments using the scientific method, and how
to learn to see and eliminate waste in business
p r o c e s s e s .
The only way to truly understand the intent meaning and
power of Kaizen is through direct participation
many, many times

Kaizen
• The goal of Kaizen is incremental
Improvement activities.
• Activities focus on:
• Improving quality
• Refining process
• Eliminating waste

Purpose of Kaizen
• Eliminate waste
• Involve employees in problem solving
• Apply immediate action to address small
improvement opportunities

Elements of Kaizen
• Types of Kaizen
– Process improvements
– Equipment improvements
• Key Principles for improvements:
– Elimination
– Combination
– Rearrangement
– Simplification
4 Principals of Kaizen
Eliminate Combine Rearrange Simplify
Can we -Reduction
-stop it ? Can we -Replace the order -Easy to see
-eliminate it? -gather them? -Change the -Use tools
etc. -join them? methods -Easy to take out and
-do at the same -Exchange put in etc.
Make the purpose time? etc. -Reverse
of the operation -Change process Jobs can be
clear. sequence etc. performed without
Try to change the much thought, staring
methods. and skill.
Please apply these principles and practice KAIZEN.

Examples of Kaizen
Eliminate Combine
Conveyor Guide
Joint 2 different
sizes of wrench
Wrench Joint
Omit an operation
Hose Brush
Simplify
Rearrange Stopper Press
Jig
Brush It doesn’t
need skill or
knack.
Omit holding
Bolt tightening Cramp
Felt pen Glue Use both

hands

Forcing Work vs. Raising Efficiency through Kaizen

Action Based on Kaizen Needs

• Know the problem through firsthand
observation – “Go See” for yourself
• Define the Kaizen purpose or goal
• Set a proper target for the

improvement

Setting Kaizen Goals / Targets

Challenge what you must do – rather
than what you can do
If a repair will take time
Do Kaizen for a quick repair
Do Kaizen for no defects

Involving Others
• Involve actual operators in Kaizen
• Operators have better hands-on

knowledge

Root Cause Analysis

Ask “Why” 5 times or perform
Fault Tree Analysis to get to the root cause
before trying to solve the problem or make
improvements

Take Immediate Action
• Make a quick Kaizen instead of a slow

ingenious improvement
• Just do it – even if you’re not sure it’s the

best change

MUDA Kaizen before Equipment Kaizen
• Equipment Kaizen costs money
• Always do Process Kaizen before

Equipment Kaizen
• Performing Equipment Kaizen after

Process Kaizen is more
economical
Before Implementation of Kaizen
When a countermeasure is decided, always

check and considerations before
Implementing

What is a Kaizen Improvement Event?

Jishuken
• A cross functional group of people who
study a process, identify all possible
types of waste, then make changes to
eliminate as much waste as possible.
• It is the engine that powers radical
change and Continuous Incremental
Improvement.

Jishuken Direct
Translation
What is Jishuken?
Toyota Production System Jishu Kenkyuu Kai
Ji Shu >Study & Learn

>I or Me, >Research & Develop
Ken
>Myself >Enhance knowledge and
自主研 skill
of
>Self Motivated,
>Take Ownership, TPS
>Autonomously
Project Charter – (Jishuken Event)

Project Charter Defines:
• Purpose
• Scope
• Business objectives for Teams
Project Charter Includes:

• Theme Leader
• Host Support (P I C (person-in-charge)
• Team members
• Project Summary
• Financials (KPIs)
• VSM (I & F Charts)
… ©David Devoe lean.for.6s@gmail.com
SAMPLE – Charter
• Reduce Product Cost (Internal)
• Shorten Product Lead Times (VSM)
• Reduced Wait/Down Time (Flow)
• Reduce Defects, Scrap, & Rework (Waste)
• Improve Operational Equipment Efficiency (OEE)

Total Productive Maintenance

TPM is a maintenance philosophy
designed to integrate equipment
maintenance into the manufacturing
process.

The goal of any TPM program is to eliminate

losses tied to equipment maintenance or, in
other words, keep equipment producing only
good product, as fast as possible with no
unplanned downtime.

Benefits of Quick Changeover SMED

▪ Shorter lead time
▪ Less material waste
▪ Fewer defects
▪ Higher productivity
▪ Greater flexibility

TPM’s Two Major Principles:
Eliminate Equipment Related Waste
Share Responsibility for Equipment

Reliability

Equipment Related Waste

Downtime Losses
– Equipment breakdowns
– Setup and adjustment
Speed Losses
- Idling and minor stoppages
- Reduced operating speed
Defect Losses
- Process defects
- Reduced yield
Establish Shared Responsibility

Maintenance Task Responsibility Matrix
Maintenance Operators
• Operator training • Cleaning
• Equipment improvement • Lubrication
• Preventive maintenance • Inspection
• Predictive maintenance • Adjustment
• Major repairs/rebuilds • Minor repairs
• Record keeping
• Record keeping
Make it easy!
QC Circle
A Quality Control circle is a small group of workers (6-
10 persons) from the same work unit who meet
regularly to identify, select and analyst work-related
problems. The group then put forwards suggested
solutions to the Management for consideration and
decision.
Subsequently, they implement the decisions of the

Management..

Toyota Production System Basic Training Activities 2006/2007

Master TPS Training Pie Chart
Schedule
showing percentage of
Management Employees Trained
Committee 2006 = 268
training
dates 2007 = 156
TOTAL = 424
TPS Training
Schedules
TPS Training Modules
Day & Aft. Mod Intro to TPS
Shift (Employee & Salary)
Mod 1 5S / 5S Red Tag
Mod 2 Muda (8 Wastes)
Mod 3 Standardized Work
Mod 4 Kaizen
(Continuous Improvement)
Mod 5 Jidoka
Mod 6 Just-In-Time
Mod 7 TPS Applications
Mod 8 Nut & Bolt TPS
Assimilation Exercise
Questions ?
THANK YOU

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CHECK AND FIND THE CHANGES OF THE TIMES

Non-Stop shuttle change Toyota

8 Hour AGENDA Example

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LEAN TPS 5P MODEL

People & Partners

Kaizen (Incremental Improvement) Process

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14 Toyota Way Principles

The Right Process Will Produce the Right Results

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14 Toyota Way Principles

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14 Toyota Way Principles

Add Value to the Organization by Developing Your People

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14 Toyota Way Principles

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Benefits of the PDCA Wheel

Adequate Small number of

In the top example, inadequate planning

PDCA Report Format Theme States purpose of report in general terms

Become a Learning Organization

1. Identify Root Causes and Develop Countermeasures.

2. Use Hansei: Responsibility, Self-Reflection, and Organizational

3. Utilize Policy Deployment (Hoshin Kanri). This is Toyota’s process of

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It may be no exaggeration to say

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Heijunka: The act of leveling the variety

Just-in-Time: Everything arrives with Necessary

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Nemawashi: In Japanese company culture is an informal process of quietly laying

GEMBA: Is a Japanese word meaning real place (workplace),

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TPS Problem Solving

You must go and see for yourself at actual site

This is a key Toyota philosophy.

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Viewpoints for Hands-on

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TPS Problem Solving Tool

? Because the Hydraulic Lift

Because the O-ring blew out Replace the Seal

Because the purchasing Change the evaluation policy

Fault Tree Analysis OHG Example

Robot Maintenance Scheduled

Toyota Production System

TPS is a flow process

TPS identifies problems where they occur

TPS is a philosophical framework for managing Operations

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TPS Management Philosophies

Securing profits is essential for survival and

Cost reductions are required to increase profits

Customers set the selling price

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TPS Cost Reduce