lean tools sundeel

7/31/2019 Lean Tools Sundeel

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Lean Tools

Lean Tool What Is It? How Does It Help?

Heijunka (LevelScheduling)

A form of production schedulingthat purposely manufactures inmuch smaller batches bysequencing (mixing) productvariants within the same process.

Reduces lead times (since eachproduct or variant is manufacturedmore frequently) and inventory(since batches are smaller).

Hoshin Kanri (PolicyDeployment)

Align the goals of the company(Strategy), with the plans of middle management (Tactics)and the work performed on theplant floor (Action).

Ensures that progress towardsstrategic goals is consistent andthorough – eliminating the wastethat comes from poorcommunication and inconsistentdirection.

Jidoka (Autonomation) Design equipment to partiallyautomate the manufacturingprocess (partial automation istypically much less expensivethan full automation) and toautomatically stop when defectsare detected.

After Jidoka, workers canfrequently monitor multiplestations (reducing labor costs) andmany quality issues can bedetected immediately (improvingquality).

Just-In-Time (JIT) Pull parts through productionbased on customer demandinstead of pushing parts throughproduction based on projecteddemand. Relies on many leantools, such as Continuous Flow,Heijunka, Kanban, StandardizedWork and Takt Time.

Highly effective in reducinginventory levels. Improves cashflow and reduces spacerequirements.

Kaizen (ContinuousImprovement)

A strategy where employees worktogether proactively to achieveregular, incrementalimprovements in themanufacturing process.

Combines the collective talents of a company to create an engine forcontinually eliminating waste frommanufacturing processes.

Kanban (Pull System) A method of regulating the flowof goods both within the factoryand with outside suppliers andcustomers. Based on automaticreplenishment through signalcards that indicate when moregoods are needed.

Eliminates waste from inventoryand overproduction. Can eliminatethe need for physical inventories(instead relying on signal cards toindicate when more goods need tobe ordered).

KPI (Key PerformanceIndicator)

Metrics designed to track andencourage progress towardscritical goals of the organization.Strongly promoted KPIs can beextremely powerful drivers of behavior – so it is important tocarefully select KPIs that willdrive desired behavior.

The best manufacturing KPIs:

Are aligned with top-levelstrategic goals (thus helping toachieve those goals)

Are effective at exposing andquantifying waste (OEE is agood example)

Are readily influenced by plantfloor employees (so they can



drive results)

Muda (Waste) Anything in the manufacturingprocess that does not add valuefrom the customer’’s perspective.

Eliminating muda (waste) is theprimary focus of leanmanufacturing.

Overall Equipment

Effectiveness (OEE)

Framework for measuring

productivity loss for a givenmanufacturing process. Threecategories of loss are tracked:

Availability (e.g. down time)

Performance (e.g. slow cycles)

Quality (e.g. rejects)

Provides a benchmark/baseline

and a means to track progress ineliminating waste from amanufacturing process. 100% OEEmeans perfect production(manufacturing only good parts,as fast as possible, with nodowntime).

PDCA (Plan, Do, Check,Act)

An iterative methodology forimplementing improvements:

Plan (establish plan andexpected results)

Do (implement plan)

Check (verify expected resultsachieved)

Act (review and assess; do itagain)

Applies a scientific approach tomaking improvements:

Plan (develop a hypothesis)

Do (run experiment)

Check (evaluate results)

Act (refine your experiment; tryagain)

Poka-Yoke (ErrorProofing)

Design error detection andprevention into productionprocesses with the goal of achieving zero defects.

It is difficult (and expensive) tofind all defects through inspection,and correcting defects typicallygets significantly more expensiveat each stage of production.

Root Cause Analysis A problem solving methodologythat focuses on resolving theunderlying problem instead of applying quick fixes that onlytreat immediate symptoms of theproblem. A common approach isto ask why five times – each time

moving a step closer todiscovering the true underlyingproblem.

Helps to ensure that a problem istruly eliminated by applyingcorrective action to the “rootcause” of the problem.

Single MinuteExchange of Die(SMED)

Reduce setup (changeover) timeto less than 10 minutes.Techniques include:

Convert setup steps to beexternal (performed while theprocess is running)

Simplify internal setup (e.g.replace bolts with knobs andlevers)

Eliminate non-essentialoperations

Create standardized workinstructions

Enables manufacturing in smallerlots, reduces inventory, andimproves customerresponsiveness.

Six Big Losses Six categories of productivity lossthat are almost universallyexperienced in manufacturing:

Breakdowns

Setup/Adjustments

Small Stops

Reduced Speed

Provides a framework forattacking the most commoncauses of waste in manufacturing.



Startup Rejects

Production Rejects

SMART Goals Goals that are: Specific,Measurable, Attainable, Relevant,and Time-Specific.

Helps to ensure that goals areeffective.

Standardized Work Documented procedures formanufacturing that capture bestpractices (including the time tocomplete each task). Must be“living” documentation that iseasy to change.

Eliminates waste by consistentlyapplying best practices. Forms abaseline for future improvementactivities.

Takt Time The pace of production (e.g.manufacturing one piece every 34seconds) that aligns productionwith customer demand.Calculated as Planned ProductionTime / Customer Demand.

Provides a simple, consistent andintuitive method of pacingproduction. Is easily extended toprovide an efficiency goal for theplant floor (Actual Pieces / TargetPieces).

Total ProductiveMaintenance (TPM)

A holistic approach tomaintenance that focuses on

proactive and preventativemaintenance to maximize theoperational time of equipment.TPM blurs the distinction betweenmaintenance and production byplacing a strong emphasis onempowering operators to helpmaintain their equipment.

Creates a shared responsibility forequipment that encourages

greater involvement by plant floorworkers. In the right environmentthis can be very effective inimproving productivity (increasingup time, reducing cycle times, andeliminating defects).

Value Stream Mapping A tool used to visually map theflow of production. Shows thecurrent and future state of processes in a way that highlightsopportunities for improvement.

Exposes waste in the currentprocesses and provides a roadmapfor improvement through thefuture state.

Visual Factory Visual indicators, displays andcontrols used throughoutmanufacturing plants to improvecommunication of information.

Makes the state and condition of manufacturing processes easilyaccessible and very clear – toeveryone.

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