Lean Thinking and Methods

Kaizen
Kaizen, Japanese for "improvement" or "change for the best", often is considered to be the "building block" of all lean production methods. Kaizen focuses on eliminating waste, improving productivity, and achieving sustained continual improvement in targeted activities and processes of an organization.

Lean production is founded on the idea of kaizen or continual improvement. his philosophy implies that small, incremental changes routinely applied and sustained over a long period result in significant improvements.

" %hys
! he " whys# analytical techni$ue is used to identify how $uickly you can eliminate waste in a targeted process or production area.

Repeating "Why" Five Times Why did the machine stop? here was an overload, and the fuse blew. Why was there an overload? he bearing was not sufficiently lubricated. Why was it not lubricated sufficiently? he lubrication pump was not pumping sufficiently. Why was it not pumping sufficiently? he shaft of the pump was worn and rattling. Why was the shaft worn out?

here was no strainer attached, and metal scrap got in.

Kaizen (enefits

Kaizen can be a powerful tool for uncovering hidden wastes or waste&generating activities and eliminating them. Kaizen focuses on waste elimination activities that optimize e'isting processes and that can be accomplished $uickly without significant capital investment. his creates a higher likelihood of $uick, sustained results.

!"

") is a system to reduce waste and optimize productivity through maintaining an orderly workplace and using visual cues to achieve more consistent operational results.

* typical ") implementation would result in significant reductions in the s$uare footage of space needed for e'isting operations.

+t also would result in the organization of tools and materials into labeled and color coded storage locations, as well as "kits" that contain ,ust what is needed to perform a task.

!" #mplementation $pproach

") is a cyclical methodology- sort, set in order, shine, standardize, sustain the cycle. his results in continuous improvement.

he ") /illars

"ort & the first ), focuses on eliminating unnecessary items from the workplace that are not needed for current production operations. *n effective visual method to identify these unneeded items is called "red tagging#. * red tag is placed on all items that are not important for operations or that are not in the proper location or $uantity.

Set In Order.focuses on creating efficient and effective storage methods to arrange items so that they are easy to use and to label them so that they are easy to find and put away.

"hine % once the waste is eliminated and remaining items are organized, the ne't step is to thoroughly clean the work area.

"tandardize is the method to maintain the first three pillars, creates a consistent approach with which tasks and procedures are done.

Sustain is often the most difficult ) to implement and achieve, because of the tendency to return to the status $uo and the comfort zone of the "old way" of doing things. ools for sustaining ") include signs and posters, newsletters, pocket manuals, team and management check&ins, performance reviews, etc..

Kanban
Kanban 0 0 1 0literally signboard or billboard1 is a scheduling system for lean and ,ust&in&time 0J+ 1 production. Kanban is a system to control the logistical chain from a production point of view, and is not an inventory control system. Kanban was developed at oyota to find a system to improve and maintain a high level of production.

Kanban 2escription

Kanban often referred to as the "nervous system" of lean production, it determines a processes production $uantities, and in doing so, facilitates J+ production and ordering systems.

Kanban is a card, labeled container, computer order, or other device used to signal that more products or parts are needed from the previous process step. Kanban are used to control work&in& progress 0%+/1, production, and inventory flow.

Kanban serves to ultimately eliminate overproduction, a key form of manufacturing waste.

K*4(*4 (enefits

Kanban systems reduce the amount of necessary in&process and post&process inventory, thereby reducing the potential for products to be damaged during handling and storage.

ypically Kanban re$uires less floor space for e$ual levels of production. 3ence, reduce in energy use for heating, air conditioning, and lighting.

Kanban systems also help facilitate worker&lead process improvements, as workers are more motivated to make product improvements when there is no e'cess inventory remaining to be sold.

)i' )igma

> )igma +ntro

)i' )igma consists of a set of statistical methods for systemically analyzing processes to reduce process variation, which are sometimes used to support and guide supply chain continual improvement activities.

)i' )igma was developed by 5otorola in the 6778s, drawing on well&established statistical $uality control techni$ues and data analysis methods.

he term sigma is a 9reek alphabet letter 0:1 used to describe variability. * sigma $uality level serves as an indicator of how often defects are likely to occur in processes, parts, or products. * )i' )igma $uality level e$uates to appro'imately ;.< defects per million opportunities, representing high $uality and minimal process variability.

+mplementation *pproach

$ se&uence of steps called the "i' "igma (M$#) *(efine+ Measure+ $nalyze+ #mprove+ and )ontrol, is typically used to guide implementation of "i' "igma statistical tools and to identify process -astes and -eaknesses . (efine. his phase focuses on defining the pro,ect improvement activity goals and identifying the issues that need to be addressed to achieve a higher sigma level. Measure. +n this phase, the aim is to gather information about the targeted process. $nalyze. his phase is concerned with identifying the root cause0s1 of $uality problems, and confirming those causes using appropriate statistical tools. #mprove . implementation phase of creative solutions & ways to do things better, cheaper, and?or faster & that address the problems identified during the analysis phase takes place. )ontrol. his phase involves integration of the improved system by modifying policies, procedures, and other management systems. /rocess performance results are again periodically monitored to ensure productivity improvements are sustained.

)i' )igma (enefits

$ reduction in defects can help eliminate -aste from processes in three fundamental -ays fewer defects decreases the number of products that must be scrapped@ fewer defects also means that the raw materials, energy, and resulting waste associated with the scrap are eliminated@ fewer defects decreases the amount of energy, raw material, and wastes that are used or generated to fi' defective products that can be re&worked.

)i' )igma techni$ues that focus on product durability and reliability can increase the lifespan of products. his can reduce the fre$uency with which the product will need to be replaced, reducing the overall environmental impacts associated with meeting the customer need.

0/ /roduction /reparation /rocess

Lean e'perts typically view ;/ as one of the most powerful and transformative advanced manufacturing tools, and it is typically only used by organizations that have e'perience implementing other lean methods. %hereas kaizen and other lean methods take a production process as a given and seek to make improvements, the /roduction /reparation /rocess 0;/1 focuses on eliminating waste through product and process design.

Method and #mplementation $pproach

he pro,ect team spends usually several days working to develop multiple alternatives for each process step and evaluating each alternative against manufacturing criteria and a preferred cost. The goal is typically to develop a process or product design that meets customer re$uirements best in the "least waste way". he typical steps in a ;/ are Define Product or Process Design Objectives/Needs :. he team seeks to understand the core customer needs that need to be met. +f a product or product prototype is available, the pro,ect team breaks it down into component parts and raw materials to assess the function that each plays. Diagraming:.* fishbone diagram or other type of illustration is created to demonstrate the flow from raw material to finish product.. Find and Analyze E am!les in Nature:. he pro,ect team then tries to find e'amples of each process keyword. "uild# Present# and Select Process Prototy!es :. he team prototypes and then evaluates the chosen process, spending several days 0if necessary1 working with different variations of the mock&up to ensure it will meet criteria. $old Design %evie&:.Ance a concept has been selected for additional refinement, it is presented to a larger group 0including the original product designers1 for feedback. Develo! Project Im!lementation !lan:.+f the pro,ect is selected to proceed, the team selects a pro,ect implementation leader who helps determine the schedule, process, resource re$uirements, and distribution of responsibilities for completion.