35 Lean Manufacturing Tools: The Ultimate List
1) Kaizen
What is Kaizen?
Kaizen is the Japanese word for “continual improvement.” The term refers to activities that
improve every function of a business and is generally applied to manufacturing, but can be used
to make almost any business more efficient.
By definition, Kaizen includes the involvement of all employees, from upper management to
assembly line workers and can be used to improve every process in a supply chain, from
purchasing to logistics. The lean manufacturing tool was first used by the Japanese in World War
Two and was a major influence of the book “The Toyota Way.”
What is the goal of Kaizen?
Kaizen seeks to improve standardized processes in order to eliminate waste, fix workflow issues,
and solve business problems.
How is Kaizen implemented? The Kaizen method generally involves 5 primary steps:
1.
2.
3.
4.
5.
Identify problem area that will be given focus.
Utilize videotape to analyze current method.
Test and evaluate improvement tactics.
Implement improvements.
Analyze results and present to upper management for feedback.
What is Kaizen most applicable to?
The Automotive industry. In fact, the Toyota Production System made the tool famous. If
problems occur within the production process, Toyota assembly line personnel and their
supervisors are expected to stop the production process and begin a Kaizen.
2) One-Piece Flow
What is One-Piece Flow?
One-Piece Flow is the sequence of a product or service through a process that is one unit at a
time. One-Piece Flow is the opposite of batch processing, where a large number of products are
created at once and they are sent through the manufacturing process as a batch or group. In OnePiece Flow the focus is on the manufacturing of the product itself rather than the waiting,
transportation, and storage of the product.
What are the advantages of One-Piece Flow?
The advantages are:





Ability to detect defects earlier and more accurately.
More flexibility for customization and meeting customer demands.
Reduces costs by eliminating waste.
Reduce the amount of work in progress to make each step more efficient.
Easier to predict shipment times.
To increase efficiency, companies can choose to implement One-Piece Flow or simply reduce
the number of products produced in a batch.
3)
Jidoka
What is Jidoka?
Jidoka was invented in 1896 and was used to stop the shuttle of an automatic loom in a case
where a thread broke. Not only did this reduce the number of defects when threading, it allowed
operators to operate multiple looms at once instead than having to watch only one in case
something went wrong. It is essentially automation with a human element.
What are the principles of Jidoka?
The principles can be broken down into four steps:
1.
2.
3.
4.
Discover an abnormality or problem.
Stop the operation process.
Fix the problem at hand.
Discover the root cause to prevent future issues.
The primary innovation Jidoka brought to lean manufacturing is the idea of examining a
manufacturing issue in the middle of the process rather than at the end. Inspecting throughout the
manufacturing process can play a key role in preventing defects and fixing problems before they
cause significant damage.
4) Poka Yoke
What is Poka Yoke?
Poke Yoke was developed by Toyota and is very similar to Jidoka. The idea of Poka Yoke is to
prevent mistakes from becoming defects. Mistakes, it argues, are inevitable, but defects that
actually reach customers are preventable. The goal is to create a form of quality control that
highlights defects automatically and eventually takes humans out of the equation.
Why use Poka Yoke?
The tool was invented because of human error. Humans that perform repetitive manufacturing
tasks day in and day out can very easily miss common mistakes and defects. Automation was
necessary to improve the manufacturing process.
A real-life example of Poka Yoke? An alarm that goes off automatically when you leave a car
without turning off the headlights. Another example is a conveyer belt that rejects a product that
is underweight. The goal is to prevent mistakes automatically, without human inspection.
5)
Visual
Management
What is Visual Management?
Visual Management is a communication technique that uses visual aids to convey messages
quicker and more efficiently
What is the goal of Visual Management?
The objectives of Visual Management are:




Clarify waste.
Display problems in a simpler way.
Clearly indicate your efficiency goals.
Increase effective communication.
An example of Visual Management? Stock controls, auditing boards, and shadow boards.
Often times, visual management can improve communication and help improve efficiency. Other
times, visual aids can become confusing and too much to remember.
Where is Visual Management best applied? Work instructions can often be simplified and far
easier to understand when visual aids are included. For example, if a work must build a piece of
furniture from multiple parts, it will often be better understood in a visual format. It is
particularly useful for tasks that are difficult to explain with words alone. Another example may
be showing works a picture of a completed task.
6)
Kanban
What is Kanban?
Kanban is the Japanese word for “Signal Card.” In previous decades, manufacturing workers
would fill out a signal card when a part was running low. The signal card would be sent to a team
or employee that’s job was to order more of that part. Today, this process is mostly
computerized. The idea of Kanban is to buy more parts only when needed.
The goal of Kanban? The primary goal of Kanban is to reduce waste. If parts are only bought
when needed, you are less likely to waste time, money, or space ordering unnecessary parts.
However, if parts are bought automatically, without knowing if they are needed, it can cut into a
company’s profits.
The strategy creates more efficient processes because the strategy is implemented based on
consumer demand. If there is a lot of demand for a product only then should you order more. If
there isn’t sufficient demand, companies can prevent unnecessary orders.
7)
Demand
Management
What is Demand Management?
Demand Management is a lean tool used to identify all demand coming from an external
environment, manage it, and input it into a supply chain within a company.
The goal of Demand Management:
Demand Management has three primary goals:



Improve forecast accuracy.
Lessen investment in inventory.
Create a more effective balance between supply and demand.
How is Demand Management implemented? The main element of implementing Demand
Management is creating a more transparent supply chain. Companies must ensure transparency
from all suppliers working with a company, from the largest to the smallest. By ensuring that
every player in the supply chain is transparent, you can begin to create a more efficient supply
chain.
Next, companies must determine, which inventory is unnecessary and can be reduced. Having
too much inventory is expensive and difficult to maintain. Ultimately, this technique gets
products out to consumers more efficiently.
8)
Heijunka
What is Heijunka?
Heijunka is the Japanese word for “leveling.” Heijunka is meant to level the type and quantity of
production, while reducing batching. Ford Motor was once known for manufacturing cars in
batches. Toyota used Heijunka to minimize batching and create a more efficient manufacturing
process.
What is the goal of Heijunka? To reduce inventories, capital costs, manpower, and production
time to a minimum.
When is Heijunka implemented? According to many lean experts, Heijunka is best
implemented after a company has already implemented more basic lean principles?
What’s a good example of Heijunka? Say a hat manufacturer receives 500 orders for hats
every week. 100 on Monday, 50 on Tuesday, 50 on Wednesday, and 300 on Thursday. Instead of
manufacturing 500 hats at the beginning of the week or the exact amount needed each day, the
company would produce exactly 100 hats per-day. By producing the same amount every day, the
factory can optimize the manufacturing process for 100 hats and therefore create a more efficient
process.
9)
Just
in
Time
What is Just in Time?
As you could probably guess, Just in Time is a lean tool that calls for the production of what a
customer wants, when they want it, in the quantity they want it, and where they want it. Instead
of creating a large stock of a product that sits in warehouses, you only create as much of an item
as a customer actually wants. This reduces unnecessary inventory and ensures that companies
only spend on stock that will be paid for.
What is the history of Just in Time?
Just in Time was invented by Toyota during WWII. The tool was invented at a time when
producing extra stock was simply too expensive and not possible. Companies could only afford
to produce what a customer actually wanted.
The idea for Just in Time came from a visit to US supermarkets by Toyota managers. They
noticed that shelves were only filled when a product ran out, not before that.
10)
Takt
Time
What is Takt Time?
Takt Time comes from the German word for “pulse.” It’s the maximum amount of time a
product needs to be produced while still meeting consumer demand. Takt creates a rhythm across
a supply chain to ensure continuous flow and full utilization of available resources.
What is the goal of Takt Time? The goal of Takt is to deliver the right product to the right
customer at the right time, all with minimal waste. It ensures that products are manufactured in
the most efficient way, while meeting consumer demand.
Another goal of Takt Time is to create a solid flow of operations within a supply chain.
Measuring Takt Time will allow managers to determine capacity and synchronization issues
within a supply chain and then find proper solutions.
Example of Takt Time? Here is an example:
Total Time: 8 Hrs X 60 Min = 480 Min
Breaks: 50 Min
Time Available : 430 Min
Customer Demand in 8 Hrs: 100 Pieces
Takt Time: 430 / 100 = 4.3 Min = 258 Sec
11)
Bottleneck
Analysis
What is a Bottleneck?
Bottleneck (or constraint) in a supply chain refers to the resource that takes the longest time in
operations. When hiking, for example, a bottleneck refers to the slowest member of a hiking
group. That member can determine the speed of the entire group. The same goes for processes in
manufacturing. If one part of a supply chain is unnecessarily slow, it can reduce the speed and
efficiency of the entire manufacturing process.
The goal of Bottleneck Analysis?
The goal of Bottleneck Analysis is to determine the slowest parts of the manufacturing process
and then figure out how to speed them up. The process can be costly, but will usually lead to
increased efficiency and profits. Ignoring a bottleneck issue can be very costly down the line.
When should Bottleneck Analysis be implemented? When managers or operators suspect that
the manufacturing process is taking too long. At this point, managers will try to determine
exactly where the bottleneck is occurring.
12)
Andon
What is Andon?
Andon is a signaling system used in the manufacturing process when there is an abnormality or
some sort of important action is required. It is a form of visual management.
How is it used? In manufacturing, Andon lights are generally used in assembly lines. Different
colored lights are used to signal different problems and actions required. Operators may turn on
an Andon in order to signal that there is a problem in an assembly line. In an office setting, a red
colored light (Andon) may signal that a fax machine or printer is broken.
In cars, warning lights on a car’s dashboard would be examples of Andons. Andons work best
when they are highly visible and easy to understand. They must go hand in hand with an action.
So, for example, an Andon warning light on a car that signals low gas, would indicate a clear
action: fill up the tank with more gas.
13)
Source: agileleanhouse.com
What is Gemba?
Gemba
In Japanese, Gemba means “the real place.” In business, refers to an area where there is value
created. In manufacturing, it refers to the factory floor. It can also be a construction site, sales
floor, etc. The idea of Gemba in lean manufacturing is that management must go to factory floor
to search and fix visible problems. Manufacturing problems, Gemba argues, cannot be solved
from an office. They require an actual physical presence by problem solvers on the
manufacturing floor.
How is Gemba implemented?
Gemba is a step by step process:
1.
2.
3.
4.
Engineers physically go to manufacturing floor to observe processes.
Engineers collect data and understand the work being done
Engineers ask questions.
Engineers learn about problems and come up with solutions.
Gemba Walks refer staff taking the time to walk through the factory, examine what is going on,
and determine if there are any issues. In the lean management philosophy, staff are expected to
do Gemba Walks at least once a week.
14)
Hoshin
Kanri
Source: media.licdn.com
What is Hoshin Kanri?
Hoshin Kanri is a seven-step planning process that involves a systematic method to meet
strategic planning goals and manage progress towards those goals.
What is the goal of Hoshin Kanri? The goal of Hoshin Kanri is to determine your strategic
objectives and then align them with specific resources and action plans to meet those objectives.
What are the 7-steps of Hoshin Kanri?
The 7-steps of Hoshin Kanri:
1. Determine an organizational vision. Figure out what your current mission and long-term
vision is.
2. Establish breakthrough objectives. Determine what significant improvements a business
needs in the next three to five years.
3. Come up with annual objectives to complete on a yearly basis.
4. Determine metrics to measure objectives.
5. Implement objectives.
6. Review objectives monthly. Determine your progress each month to see where your
business needs improvement.
7. Review objectives yearly. Determine your progress each year to see where your business
needs improvement.
15) Overall Equipment Effectiveness (OEE)
Source: wikihow.com
What is OEE?
OEE is a system used to measure manufacturing productivity. It measures the percentage of time
that a manufacturer is truly productive. So, a 100% would mean that a manufacturer is
productive 100% of the time. OEE includes measurement of quality, performance, and
availability.
What is the goal of OEE?
By measuring productivity in terms of time, manufacturers can gain insight into how to improve
overall manufacturing performance. The system helps to identify waste, track progress, and
improve manufacturing equipment efficiency.
What do quality, performance, and availability really mean?



Quality measures the number of defects. A 100% score indicates that there are zero
defects.
Performance measures slow cycles and stop. A 100% score indicates everything is
running as quickly as possible.
Availability takes into account any stops. A 100% score indicates that the process is
always running during set production times.
16) Cellular Manufacturing
What is Cellular Manufacturing?
Cellular Manufacturing is the process of producing similar products in one cell. The product, in
Cellular Manufacturing, moves through the production process in a single unit without
interruptions. In Cellular Manufacturing, similar products can be produced on the same assembly
line.
What are the benefits of Cellular Manufacturing?
The benefits of Cellular Manufacturing include:






Group similar products together to reduce time of changeover.
Effectively utilize space during entire production process.
Increase flexibility and transparency.
Reduce lead time.
Increase overall productivity.
Enhance teamwork and communication between employees and departments.
Example of Cellular Manufacturing? A metallic case arrives in a factory and needs to be
assembled. Assembly requires a variety of different steps. The goal of Cellular Manufacturing is
for all the steps to occur in one area, in a single cell. This reduces the time it takes to transport
the parts during the production process.
17) Continuous Improvement
Source: mktgcdn.leankit.com
What is Continuous Improvement?
Continuous Improvement is a methodology within lean manufacturing that advocates following
formal practices to improve efficiency over time.
What are the benefits of Continuous Improvement?
The benefits of Continuous Improvement include:




Efficient workflows.
Saves time.
Reduces cost.
Reduces resources needed.
How is Continuous Improvement implemented? Continuous Improvement is implemented in
four steps:
1.
2.
3.
4.
18)
Figure out what needs to improvement and create a plan.
After plan is complete, implement the plan.
Collect data to figure out if the plan worked and if it needs improvement.
Once the plan has worked on a small scale, implement it on a wider scale.
Total
Productive
Maintenance
Source: nevilleclarke.com
What is Total Productive Maintenance?
Total Productive Maintenance is a lean tool used to prevent machine downtime within the
production process. The goal is to limit downtime as much as possible in order to increase
production efficiency
How is Total Productive Maintenance implemented?
Total Productive Maintenance includes three main components:



19)
Preventative maintenance. These included planned maintenance activities that are
regularly scheduled. The crew will perform these periodically throughout the year. It
includes checking all equipment for problems and fixing any issues. The goal is to
prevent problems before they occur.
Corrective maintenance. Managers and crew check equipment and determine whether
problematic equipment needs to be replaced altogether. Oftentimes, it is more costeffective to replace equipment before they break. Replacing equipment can often increase
efficiency and profits.
Maintenance prevention. This procedure makes sure that all equipment bought is exactly
what’s needed. Buying faulty or incorrect equipment can result in increased maintenance
responsibilities and and production inefficiencies down the line.
Total
Source: smartsheet.com
What is Total Quality Management?
Quality
Management
Total Quality Management is an organizational effort to improve the quality of a manufactured
product. The goal is to increase quality of every single step in an organizational workflow.
What are the origins of Total Quality Management? Total Quality Management was first
implemented in 1923 by Walter Shewhard while he was working at Bell Telephone Laboratories.
It was later used by Japanese Manufacturers and implemented on a mass scale in the 1980s.
What are the principles of Total Quality Management?
There are a few main principles of Total Quality Management:



Focus on the customer. The goal of Total Quality Management is to improve the product
offered to customers and therefore keep customers satisfied.
Strategy. Total Quality Management requires a strategic approach that utilizes a set
methodology.
Continuous improvement. Ensuring quality takes time and it must be analyzed and
improved annually.
20) Root Cause Analysis
Source: apollorootcause.com
What is Root Cause Analysis?
Root Cause Analysis is a lean problem solving method that aims to get to the root of a problem.
The philosophy of RCA is predicated on the idea that it’s best to treat the root cause of a
problem, not the obvious symptoms. By treating the root cause, manufacturers can eliminate
larger problems down the road. Still, Root Cause Analysis will generally not fix problems in one
try and is generally an iterative process.
What are the main principles of Root Cause Analysis?
The main principles of Root Cause Analysis include:



21)
The aim of Root Cause Analysis is to identify the root cause of a problem in order to
prevent it from ever occurring again. It’s a long term solution.
Root Cause Analysis must be an investigative and systematic process to work effectively.
Every problem only has one root cause.
Value
What is Value Stream Mapping?
Stream
Mapping
Value Stream Mapping is a lean tool that uses a flow diagram to depict every step of a process.
What is Value Stream Mapping used for?
Value Stream Mapping serves three main purposes:



Identify waste.
Reduce manufacturing time.
Make entire manufacturing process more efficient.
What is Value Stream Mapping applicable to? Value Stream Mapping can be applicable in
almost any industry, but it is primarily used for: logistics, supply chain, product development,
and administrative processes.
What data should be collected to create a Value Stream Mapping? Some data points to
collect for Value Stream Mapping include:







Inventory.
Number of operators.
Number of shifts worked.
Batch size.
Time it takes to make one product.
Time it takes to switch from one product to the next.
How much time factory can run.
22)
Continuous
Flow
Source: agilelea.com
What is Continuous Flow?
Continuous Flow is the opposite of batch production and is closely associated with Kanban and
Just-in-Time. The goal of Continuous Flow is to use ongoing examination and improvement to
integrate all elements of production. By aiming for a Continuous Flow production process, waste
and other problems come to the surface and can then be solved. Ultimately, many lean principles
and tools center around creating a Continuous Flow production process.
The Continuous Flow process generally involves a factory running 24/7 without interruption and
with little waste. Areas like oil refining, metal smelting, and natural gas processing are ideal for
the Continuous Flow process.
What are the benefits of Continuous Flow?
The benefits of Continuous Flow include:



Stability.
Continuity.
Waste-less process.

No time wasted.
23) Lean Audit
Source: exegens.com
What is a Lean Audit?
A Lean Audit is a tool used to determine how well lean manufacturing principles are working in
a factory or company.
How is a Lean Audit implemented?
A Lean Audit generally has 5 steps:
1. Identify the objective of your audit. This involves determining what lean processes you
are already using and coming up with metrics to decide how well they are working. The
goal of a lean audit should be to improve overall efficiency, reduce waste, and lower
production costs.
2. Determine who will conduct the audit. Lean Audits are best performed by a third party
team in order to ensure objectivity, however, senior management may choose to conduct
the audit internally.
3. Create a point system to measure progress.
4. Use a system to perform the audit. Ideally, a Lean Audit will be performed using lean
principles.
5. Follow up with the audit to ensure that all problems get fixed. Ideally, Lean Audits
should be performed on a small-scale monthly and on a large-scale yearly.
24)
Quick
Changeover
What is Quick Changeover?
Changeover is the amount of time it takes to change a piece of equipment between the
production of one item to the next. In Lean, the goal is to ensure a Quick Changeover.
An example of Quick Changeover?
A pit-crew at a car race is a great example of Quick Changeover. The quicker a crew can a
changeover, the better chance a racer has of winning. A slow changeover will often result in
losing a race.
What are the benefits of Quick Changeover?
The main benefits of Quick Changeover are:




25)
Reduce amount of defects.
Reduce inventory costs.
More production flexibility.
Better chance of on-time delivery.
Right
First
Time
What is Right First Time?
Right First Time is a lean philosophy that stresses getting processes right the first time, every
time. The concept involves planning and a deep understanding of manufacturing processes.
How is Right First Time implemented?
Right First Time has 3 primary steps:
1. Track performance. The first step of Right First Time is figuring out how often you’re
getting your manufacturing processes right the first time. Search for areas in the
manufacturing process where things do not go smoothly the first time around. By
identifying the problems, you can figure out where your manufacturing processes need
work.
2. Improve performance with a systematic process. Often, the biggest problem
manufacturers have is human error. The more systematic a process becomes, the more
likely you can get things right the first time.
3. Identify areas of waste and use the Right First Time tool to cut them out. Main areas to
focus on include inventory, overproduction, defects, and transportation.
26)
7
Wastes
Source: blog.triaster.co.uk
What is 7 Wastes?
In lean manufacturing, 7 Wastes refers to seven typical places manufacturers have waste. Using
the 7 Wastes tool, manufacturers can determine where they have waste and can improve their
processes in each area. The method was invested by Toyota and is an integral part of the Toyota
production system.
What are the 7 Wastes?
The 7 Wastes are as follows:
1. Overproduction. Overproduction refers to producing a product before it is needed. In the
Toyota production system, products are produced only when there is customer demand.
2. Waiting. Waiting refers to the time between one operation and the next.
3. Transporting. Transportation adds no value to a product and only too much transporting
only increases the risk of defects.
4. Inappropriate processing. This refers to using overly expensive equipment to accomplish
tasks that can be processed by simpler and most cost-effective equipment.
5. Unnecessary inventory. The goal is to reduce inventory to what’s needed.
6. Excessive motion. Human motion should be reduced in the manufacturing process.
7. Defects. Reducing defects is crucial for reducing costs.
27)
Six
Big
Losses
Source: e-qms.co.uk
What is Six Big Losses?
Six Big Losses refers to the six most common reasons for ineffective production. TPM and OEE
are generally used to eliminate the Six Big Losses.
What are the Six Big Losses?
1. Breakdowns. Breakdowns refer to machine failure and the need for intensive
maintenance.
2. Setup/Adjustment. Setup/Adjustment refers changeover and machine warm-up.
3. Idling. Idling refers to jams, obstructions, and cleaning.
4. Speed. Speed refers to operator efficiency and machine wear down.
5. Defects in process and rework. Defects refer to product damages and the need for
corrections.
6. Start up losses. Start up losses refer to improper assembly and losses due to product
defects.
28)
SMART
Goals
What is SMART Goals?
SMART Goals is a method to set goals in a productive manner. In order to effectively use lean
manufacturing methods, management must set proper goals strive for. Ideally, those goals should
be clearly defined and communicated.
What does SMART stand for? In order for a goal to be achieved it should be:




Specific. A goal should be concrete and based on actual facts and figures.
Measureable. Results must be quantified with clear numbers.
Attainable. Goals should be attainable and not too ambitious. Impossible goals hurt
employee morale.
Realistic. Similar to attainable, goals must be set in a realistic way based on available
resources and time.
Time based. Goals must be given a due date that is realistic based on available resources.
29)
KPIs

What are KPIs?
KPI is an acronym for Key Performance Metric and it refers to metrics used to assess and
analyze manufacturing efficiency. KPIs are essentially metrics set by management in order to
measure the success of lean manufacturing goals.
What are some common manufacturing KPIs?
Some common manufacturing KPIs include:





Speed. Measuring speed is essential for increasing efficiency and profits.
Count. This refers to the amount of product produced.
Reject ratio. Manufacturing processes will sometimes produce scrap. Reducing scrap is
essential for increasing productivity.
Takt time. This can refer to the amount of time it takes to produce a product or the
amount of time it takes for one specific operation. Measuring this can help identify where
there are bottlenecks or constraints in the manufacturing process.
Downtime. Breakdown or machine changeover often cause downtime. Lean seeks to
reduce downtime as much as possible.
30) The 5S Method
What is The 5S Method?
The 5S Method refers to five Japanese and English terms that begin with an “S” and provide a
workplace organization method.
What does each “S” stand for?





Sort (Seiri): Decide which items in a factory are necessary and which ones are not. Get
rid of the ones that are not.
Straighten (Seiton): Make sure every item in a factory is in the right place. Items should
be easy to find and access.
Shine (Seiso): Clean factory regularly. By getting rid of dirt, garbage, etc. you can more
easily identify problems in the manufacturing process.
Standardize (seiketsu): Create standards to ensure a clean and neat factory floor.
Sustain (shitsuke): Create habits that ensure standards are met over the long term. Set
responsibilities for managers and operators to ensure that habits are set.
31)
SMED
What is SMED?
SMED stands for Single-Minute Exchange or Die. The goal of SMED is to get all changeovers
and startups down to 10 minutes. Each step should be one minute or less. By reducing setup
time, factories can greatly improve efficiency. SMED as invented by Frederick Taylor in 1911
and was later used by Ford Motors in 1915.
What are the main principles of SMED?

Identify all changeover tasks.



Analyze each task to determine purpose.
Determine low cost solutions.
Goal should be to reduce changeover time.
What are the steps to implement SMED? The steps to perform SMED are as follows:
1.
2.
3.
4.
5.
6.
7.
8.
32)
Separate internal from external setup operations
Convert internal to external setup
Standardize functions
Use functional clamps or eliminate fasteners altogether
Use intermediate jigs
Adopt parallel operations
Eliminate adjustments
Mechanization
A3
Problem
Solving
Source: sixsigmaconcept.com
What is A3 Problem Solving?
A3 Problem Solving is a problem solving method that uses a structured, continued growth
methodology to improve manufacturing practices. The method was invented by Toyota and is
based on the work of Edward Deming.
How is A3 Problem Solving implemented?
A3 Problem Solving has 7 steps:
1.
2.
3.
4.
Determine what is the company generally trying to fix.
Analyze the current situation. What is currently being done?
Decide what the company’s goals are. What specifically will be accomplished?
Determine what the gap is between current processes and where the company wants to
be.
5. Come up with possible solutions and determine what the barriers will be.
6. Decide on a plan. What will the new process look like?
7. Follow up. Track results and figure out what’s working.
33)
PDCA
Source: PDCA
What is PDCA?
PDCA stands for Plan-Do-Check-Act and is a four-step method for creating and carrying out
change. The PDCA method is a cycle and is repeated over and over again in order to drive
continuous improvement.
When is PDCA used?
PDCA is primarily used when:




Conducting an improvement project.
Designing a repetitive work process.
Developing a new process or product design.
Implementing changes in the manufacturing process.
What are the PDCA steps?
PDCA steps include:
1. Plan. Find an area that needs improvement and plan a change.
2. Do. Test the change on a small-scale.
3. Check. Check how the test went by analyzing the results and determining what you’ve
learned.
4. Act. Take action based on what you’ve learned. If the change you made did not work,
start from the beginning and determine a different test. Use your failures to determine
where you will go next.
34)
Source: truenorththinking.ca
Standardized
Work
What is Standardized Work?
Standardized Work is a tool used to document current best practices, improve the standard, and
ensure that the new standard becomes a baseline for improvement.
What does Standardized Work improve?
Standardized Work improves 3 important aspects of the manufacturing process:
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The rate at which products are produced in order to meet customer demand.
The operator’s work sequence to produce products at that time rate.
The standard inventory needed to ensure a smooth manufacturing process.
What are the benefits of Standardized Work? The main benefits of Standardized Work
include:
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Better documentation of current processes.
Easier training for operators.
Few injuries and strains.
Baseline to make improvements.
Reduces variability.
Adds discipline to a work culture.
Promotes problem solving.
Increases teamwork across organization.
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5
Whys
Source: qualityaretegroup.com
What is 5 Whys?
5 Whys is a lean method used to determine the root cause of a problem. Managers repeat the
question “Why?” and each answer forms a basis for the next question. This process continues
until a conclusion is reached. The 5 Whys technique was developed by Sakichi Toyoda and has
been used by Toyota to improve its manufacturing processes. The 5 Whys technique generally
requires persistence and determination for it to work effectively.
What are the rules surrounding 5 Whys?
In order to properly perform 5 Whys, managers should follow a variety of rules:
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Use paper or a whiteboard, not a laptop or computer.
Clearly define the problem and make sure every team member understands it.
Use a step by step process to find the root cause. Avoid jumping to conclusions.
Identify what the causes are, not the symptoms.
Use logic, not emotion.
Focus on making sure answers are as precise as possible.
Use customer’s point of view when answer the “Why” questions.
Facts and knowledge should be the basis for each answer.