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Learning About Lean
Lean is Efficiency and Effectiveness
"Lean" means doing less and getting more. It is the methodology Toyota has perfected which is known as the Toyota Production System, which has set the world standard for being the most efficient company possibly in the world! When referring to "Lean", people automatically link "Lean" with the elements of the Toyota Production System.
Lean is a Culture Change
Unfortunately most executives forget that "Lean" is 85% philosophic and 15% physical change. Too many 'experts' are teaching the unknowing all the physical aspects of "Lean", telling us that Kaizen events are the main tool, that by employing 5S, Kanban and developing a Pull System, reduce WIP, employ TPM, SMED, and Jidoka, we can emulate the Japanese successes. What we haven't heard though is that there must be a paradigm shift in the way we run a business. This change, which represents the 85% of the "Lean" transformation, consists of involving workers in decision-making with Participative Management, Kaizen Suggestion Programs, by teaching the value of time, how to eliminate waste, develop the sense of urgency, the importance of dedication and the total commitment needed. For many getting "Lean" is a destination; in reality it is a continuous journey to perfection.
Work Smart not Hard
The preliminary understanding of "Lean" focuses on the elements of the Toyota Production System from the psychological view first.The experts from Toyota remind us that only after a worker understands what the Toyota Production System is, as a methodology based on the elimination of non-value added activities and the total commitment to do away with all waste, then only can he make the logical physical moves to shape a workplace into a "Lean" mechanism that does more with less and continues to evolve into a leaner state the longer it survives. It is like a muscle; the more you use it the stronger it gets. If you don't use it, it atrophies.
If You Can't Measure it, You Can't Improve It
In order for a new methodology to succeed there has to be a new set of operating rules and controls. The way we measure progress has to change to reflect new metrics, which guide the journey towards perfection.
The idea is to be able to solve problems at the lowest level, closest to where they originate, by the people most familiar with the everyday operation. Waste no time asking your supervisor what to do, instead we train the workers to be able to make the same decision as the supervisor, give them training that qualifies them to do what the supervisor used to have to do to make the decision.
Lean is a NEW CULTURE
The cultural aspect of implementing "Lean" must be learned first; that workers who co-author change will champion change because it is what they believe in, not what was mandated to them.
Once the cultural aspects of Participative Management and Teaming are understood and adopted, and then the physical aspects of "Lean" can be taught. Before the "Lean" initiatives can be started there has to be complete acceptance by upper management to fully support this endeavor.
They must support it like the pig that gives us bacon for breakfast, not like the chicken that gives us the eggs.
The New Culture becomes the accepted way of life, the natural way to work because it's "By the People, For the People, With the people".
Heijunka, New Philosophy with Lean Methodology
The 14 Concepts of the Toyota Production System
The First concept, Genchi Genbutsu Shugi
The First concept, “Genchi Genbutsu Shugi” which is the Japanese phrase for saying that practical, hands-on experience is valued over theoretical knowledge. This means that all leaders, supervisors and management must lead by example, on the shop floor or in the middle of the action. Not remotely from an office, far removed from the worksite.
The Second concept, Visual management
The second concept requires there must be sufficient ‘visual management’. This consists of charts, graphs, pictures and videos. These are used to track the key metrics that track production progress and quality.
• “Production Analysis” sheets which track the reasons for slowdowns or problems.This allows for “Kaizen” events to be done in the areas that needs the improvements.
• “Line Productivity Control” sheets track daily changes of productivity, defect ratio, availability, etc. These track production output and are used to adjust resources and overtime to achieve daily Takt time. (Takt time is a German word for beat or pace, at which production must happen in order to satisfy the daily production needs of the customer. It is the daily production schedule.).
• SPC charts are tools that track the process to ensure that it is stable. It is not used to check parts for conformity! If the process shows a trend that indicates deviate parts may be made, then the process stops or the operator stops the process before any deviate parts can be made.
• Multi-skilled map or Skills-Matrix is the visual chart, which shows each operator’s training and abilities, as it applies to the jobs required in production. It also tracks and allows for training to be scheduled as to the needs of the area and team member.
• Quality check sample table and check sheets allow the current processes to be monitored continuously, by management and the customer.
Third concept, Normal or Abnormal
Establish check sheets to compare production amounts. These are done on an hour-by-hour basis, noting any problems with production or quality.
• Quality check sheets to verify part attributes. These are diagrams that list the critical dimensiona attributes of a part that must be checked.
• Performance check-sheets to track machine performance. Every time there is a stoppage, it must be explained in detail. The stoppages are later analyzed and Kaizen events are done to eliminate the problems.
• All results are graphed and saved for later comparison. Are there negative trends developing? If so where? And how can the data be used to prove a process is in control?
Fourth Concept, Maintenance
Keeping the process stable by keeping the machines producing at the level to which they were designed. The speed, feed and tooling changes and adjustments are tracked. Optimum settings are standardized and maintained. There must be a baseline for all processes and machines in which to refer back to in times of catastrophic failure or major repairs.
Fifth Concept, “Kaizen”
This is the concept of continuous improvement to everything that can be improved: process, design, movement, material, assembly etc. There are three levels of Kaizen:
• “Work Operation Kaizen” is Kaizen that the operator can usually do himself to his own machine or process, simply, cheaply, immediately and with little impact on surrounding people or processes. It is the first choice to implement.
• “Kaizen Equipment” is improvements made to a machine or piece of equipment which requires, more time, cost and resources than just a “Work Operation” kaizen and may effect other people and processes.
• “Process Kaizen” affects the complete manufacturing process and may affect all the equipment in a process. It may be done to greatly increase production capacity, or incorporate engineering changes or to eliminate cost and time. When conducting a “Kaizen Event” where cells are developed and production is transformed from batch and queue, this method is usually used.
Sixth concept is the ability to Find Problems.
Here is where the concept of: “Six-sigma” may be employed. Analysis of data as well as the actual viewing of a problem is the basis for the discovery of problems. Now is when the accumulated base data is reviewed and visually confirmed.
Seventh concept, Leadership by Example.
This simply states that workers will follow good leaders but may not “Go where they are told to go” by supervisors who do not lead but tell what to do only. This goes back to the first concept: called “Genchi Genbutsu Shugi” which is the Japanese phrase for saying that practical, hands-on experience is valued over theoretical knowledge. It also requires obedience to the training and the persistence to concentrate on not making the same mistakes again! A person must continually ask why seven times or until the root cause is discovered.
The Eighth Concept is 5S
5S is the application of five Japanese words that describe the basic elements of organization. They have been translated in English to Mean:
• Seiri (Simplify) to remove all unnecessary clutter from a work area. Keep only what is needed. This allows for the smooth flow of goods. The work area is clear of distractions. There are no hiding placesfor unused raw material or tools. The area is safer and organized.
• Seiton (Set in order) to organize items neatly and label them clearly. This reduces the time necessary to find tools and items needed for production. It allows for SMED, which is S= single, M= minute, E= exchange of, D= dies or tools. (Doing a change-over on a machine in less than 10 minutes)
• Seiso (Scrub and Shine) is to make the worksite pleasant and to allow for the equipment to be checked as it is being cleaned. This is also an inner element of “Genchi genbutsu,” know and see first hand the work area.
• Seiketsu (Stabilize and Standardize) To be clean and neat in your personal appearance. The first step in maintaining a quality production facility is to have the equipment spotless. Uniformity of the previous S’s. This is where we paint lines on the floor, to show aisles, parking and locations of items used in the area, and the location of tools and equipment. To show limits, locations and indicate danger.
“Everything in its place – A place for everything.”
• Shitsuke (Sustain) Instill the discipline in everyone, necessary to follow the rules and maintain all of the S’s without fail! This is a cultural change, accepting the importance of cleanliness in the workplace.
(Some American companies add a sixth S; one signifying Safety.)
These elements are implemented with Seiri first and culminating with Shitsuke. It is customary to do a weekly 5S assessment of each work-area, and post the results in the information station at each department. It is assumed that each area will strive to improve their scores. This is part of the continuous improvement culture. (Here is an example of how the new culture drives the physical activities.)
The Ninth concept is Safety
Safety is the first priority of the supervisor. He is responsible to ensure that all of his team members know and understand all aspects of working safely. The team member must then obey all safety rules.
Concept Ten, Cross-train
The requirement to train all team members and maintain a skills matrix which shows who was trained and to what level, what jobs each team member is capable of doing and the schedule of future training. Training is emphasized in all areas of Japanese business. Training is perceived as an investment in the future of the company. Employees that are taught the right philosophies will practice those skills and the reward will be a “Lean” organization, where “MUDA” is minimized and “Time” is valued.
Concept Eleven, Self-Education
All team members should strive to be cross-trained in all the work-place tasks. Some team members aspire to have Team Leader training and Team Leaders aspire for Group Leader training and so on. All team members should contribute “Kaizen” suggestions regularly, and implement those that they can.
Concept Twelve, Teams
The basic idea that teams is more productive than individuals. Synergy is the result. There is an old proverb in Japan that states, “The nail that sticks up is the one that gets pounded down.” Which basically means that “Individualists” are not wanted. Only “Team Members” are welcome!
Concept Thirteen, Communication
Is about the importance of communication. It begins with the team. One benefit of teaming is that each member knows as much about a situation as the next. The Team Leader has the task of ensuring that all team members are informed. He must create an atmosphere of honesty and trust. Each team member must trust each other, the Team Leader, the Group Leader and all of management, just as management must trust each worker. The whole organization is more like a family than a workplace.
Concept Fourteen, Quality Circle
Is the understanding of the Quality Circle; Plan, Do, Check Act philosophy. It begins with each employee having a common goal to work together as a team, cooperate and help each other. The supervisors must foster an atmosphere where subordinates can discuss issues and know that management will listen and act on their suggestions and ideas. The Quality Circle is a key tool that forces the correct actions to take place in the proper sequence and without deviation. The quality circle consists of the following:
Plan: First identify problems and analyze them. Then make an improvement plan for their countermeasures
Do: Implement the plan
Check: To verify and evaluate the results
Action: Consider the standardization and permanent adoption or next countermeasure
A
abnormality management—The ability to immediately detect an irregularity that is in violation of standard operation and control it.
activity-based costing—An accounting system that tracks costs to a product based on the amount of resources used.
affinity diagram—A brainstorming tool where everyone in a group writes down their ideas. Then the ideas are grouped and realigned by subject matter in a chart and discussed.
agile manufacturing—An approach using techniques that add to the flexibility of a process, thus reducing the impact of product mixes and volume changes.
andon—A Japanese term for a visual control device that constantly shows the current status of production and equipment, alerting team members to emerging problems or shortages. For example, in an assembly plant, the means by which workers can stop the track to signal a problem—often by pulling
a rope—an andon cord.
arrow diagram—Visual directive symbols used within Pert charts to show the steps necessary to complete a plan.
ASME—American Society of Mechanical Engineers.
autonomation—Equipment automated to be able to detect the production of a single defective part.
B
backflush—A computer-based technique of not subtracting parts from inventory control until all assemblies are completed.
baka-yoke—A foolproof system that is usually part of autonomation (Japanese)—same as pokayoke.
balanced plant—A factory where capacity is perfectly equitable with market demand.
balanced scorecard—A measure that balances the strategic intent of the current plan and gives weight to more important measures.
baseline—A statistic that compares new metric results with previous metrics, which are deemed to be “standards.” Comparison is made to determine the effects of improvements.
batch and queue—Refers to the traditional mass-production environment wherein large lots of parts are made and then sent in batches to the next operation.
benchmark—A performance measure where best known processes and practices in current use in industry are compared to one another and to those in use at the investigating organization.
bottleneck—A choke point in a process resulting from line imbalances, which limits the throughput of the entire manufacturing process.
brownfield—An established manufacturing environment with batch and queue manufacturing processes and set minds.
business process reengineering—Restructuring or redesigning operational processes so they better reflect the core competency of the business and address customer-oriented concerns.
business renewal—Within a company, the strategically initiated process of periodically re-evaluating all core competencies and adjusting actions as needed.
C
CAD—Computer-aided design, more specifically, drawing by computer generation and not by hand.
CAM—Computer-aided manufacturing—all those automated, computerized functions that aid the manufacture of products, including computer-aided design (CAD) and other computer-driven programs, such as computer numerical control (CNC).
catchball—see hoshin kanri (Japanese term).
cause-and-effect diagram—An illustration used to analyze the characteristics of a process or situation. Also known as a fishbone graph or cause-and-effect diagram with the addition of cards (CEDAC).
cell—Machines and workstations arranged in a closed-loop system to manufacture a family of parts, typically in a U shaped layout, which minimizes the space required and enables an operator to run single-piece flow.
cellular manufacturing—Alignment of production machines and processes in proper sequence so operator(s) remain within the cell to continually load and unload machines in sequence, without leaving to get materials.
chaku-chaku—A method of single-piece flow in which an operator takes a part from machine to machine, to load. (The Japanese term means load-load.)
champion—An individual, at any level in an organization, who is assigned to lead the implementation and integration of lean.
change agent—The main driver whose mission is to convert from batch-and-queue processes to the future ideal state, which is lean manufacturing.
changeover—All actions required to switch from producing one part configuration to another, including the replacement of tools, dies, or fixtures on machines.
check sheet—A hardcopy form designed to tabulate the results of a situation.
CNC—Computer numerical control, is a type of automation that directs machines as they produce parts via a program running on a binary computer system.
co-makership—Also known as strategic partnering, an initiative that focuses on joining with suppliers of goods or services to include them in the process of defining and delivering value to the organization.
concurrent engineering— Refers to product design, development, production planning, and procurement processes taking place as far as possible in advance, in parallel rather than in series, and using multidisciplinary, project-oriented, team-based organizational structures supported by electronic information management and communication systems. The collaborative input of all concerned parties, including manufacturing, sales, and customers, is shared from a project’s conception, enabling problem solving early on.
constraint—An operational bottleneck, which limits the output rate of a process and thus the entire system. Also known as the slowest task in a process.
continuous improvement—The definition of kaizen—it is the philosophy of making frequent, ongoing changes to production processes, the cumulative results of which lead to high levels of quality and efficiency, decreasing variation, decreasing costs, and improving the effectiveness of an organization. It requires a commitment to cultural change, which empowers workers to constantly make positive changes.
control chart—A hardcopy diagram used to track the two typesof variation: the inevitable and abnormal.
CQM—Company-wide quality management, it is an offshoot of total quality management (TQM).
cross-functional management—Typically used with hoshin planning, it is the utilization of the combined expertise of individuals who represent several functional constituencies within an organization.
cross-functional team—A group comprised of representatives from several functional disciplines in an enterprise. cycle time—The time required to complete one sequence of an operation, at one workstation, by one operator.
D
demand flow—A pull system or system that produces an exact order quantity required by the customer, and not to a predetermined schedule.
diagnosis—The structured, strategic, and tactical process of identifying opportunities for improvement in an enterprise.
E
early equipment management—Focusing on total productive maintenance, a strategy encompassing all activities directed at optimizing overall equipment effectiveness.
EDP—Electronic data processing, which refers to using a computer to compute difficult mathematical equations.
elemental time—Time allotted to a specific operational step within standard work.
employee involvement—Participation in decision making by employees at all levels to further the implementation of lean initiatives within an organization.
empowerment—The leadership act of transferring decision making and implementation to employees at all levels of an organization. external setup—The work elements of tooling setup that can be performed while the machine is still running production.
F
factory within a factory—A complete product-based, flow manufacturing facility resulting from the success of lean initiatives, also known as a focused factory.
FEI—Focused equipment improvement—A specialized application of total productive maintenance wherein there is a concentrated effort to improve equipment performance.
FIFO—First-in-first-out—A method used in accounting for inventory cost, meaning the first (older) product on the shelf is the first used. It is typically used in the bakery or perishable foods industry.
FILO—First-in-last-out—A method used in accounting for inventory cost, meaning the first (older) product on the shelf is the last used.
FINO—First-in-never-out—A phrase indicating the first product on the shelf is never used. This is what sometimes happens to material in batch-and-queue operations.
five S—Five Japanese words beginning in the letter “S” that relate to levels of cleanliness. They are seiri, seiton, seiso, seiton, and shitsuke. Translated into English
they are sort, set in order, shine,standardize, and sustain. They prescribe the method for obtaining an orderly and clean environment.
five whys—Taiichi Ohno’s practice of asking “why” five times to get to the root cause of a problem.
flow—The movement of a part through a manufacturing process continuously until its completion.
FMS—Flexible manufacturing system—a system comprised of computer numerically controlled machines linked together and driven by computer-generated programs. The machines are capable of making many varieties of parts through this automation.
focused factory—Contrary to a batch-and-process-based operation, it is the result of implementing cells in a product-based manufacturing
system within a lean manufacturing environment.
FPQ—First pass quality rate—a lean metric representing a manufacturing operation’s first-pass success rate, expressed as a percentage.
G
Gantt chart--- A chart that tracks progress of a project, in a linear mode, allowing for visual indication of progress.
gap analysis—A comparison of existing manufacturing results to projected results once improvements are implemented.
global production system—The Toyota Production System as it is applied world-wide.
graph—A visual tool that shows comparisons of data in a variety of ways—using circles (pie), columns, lines, dots, and a multitude of other illustrations and symbols.
greenfield—A new design for a new production facility that incorporates lean thinking and tools from the beginning.
group technology (GT)—A manufacturing philosophy based on the identification and exploitation of the underlying similarity of part shapes and manufacturing processes. By grouping similar parts into part families, it is possible to reduce costs through more effective design rationalization and design data retrieval, lower stock levels and purchase quantities, simplify and improve production planning and control, reduce tooling costs and setup times, create flow-line production by machine groups/cells, reduce in-process inventory, reduce total throughput time, reduce NC programming costs, and more efficiently use NC machines.
H
hanedashi—The Japanese term for a device that allows a machine to automatically unload a part without the need for an operator.
heijunka—The Japanese term for the creation of a “level schedule” by sequencing orders in a repetitive pattern.
Herbie—Goldratt’s coined name for a constraint in the production process.
histogram—A bar graph of a frequency distribution in which the widths of the bars are proportional to the classes into which the variable has been divided and the heights of the bars are proportional to the class frequencies. The variation of quality characteristics is referred to the “distribution.”
honcho—Japanese word for leader or sensei.
hoshin kanri—The Japanese phrase referring to a strategic planning tool that focuses resources on critical initiatives to accomplish goals. Using visual matrix diagrams, three to five key objectives are selected while all others are clearly deselected. The selected objectives are translated into specific projects and deployed down to the implementation level in the firm. Progress toward key objectives is then measured on a regular basis against clear targets. “Hoshin” translates literally as “shining metal” or more poetically as “the glint from the spear of a forward guide that leads the way” and “kanri” means “control.”
I
integrated flow—Same as one-piece flow. internal setup—The elements of tooling changeover that must be performed when the machine is not running.
inventory—All raw materials, purchased parts, work in process (WIP), and finished goods not yet sold.
Ishikawa diagram—A problem-solving tool developed by Kaoru Ishikawa that uses a graphic description of the various process elements to analyze potential sources of variation or problems.
J
jidoka—A Japanese word that means autonomation with a human touch.
junjo-biki—The Japanese term for a sequenced withdrawal system or kanban.
just-in-time (JIT)—A system for producing and delivering the right items to the right location, in correct amounts, at the right time with the elimination of waste as its ultimate objective.
K
kaikaku—The Japanese term for a radical change to an activity to make it lean.
kaizen—The Japanese term for the process of continuous improvement.
kaizen breakthrough—A time-based, rapid deployment methodology that employs a focused, cultural-driven, team-based approach to continuous improvement.
kaizen costing—Reducing manufacturing costs in existing processes and operations to be competitive with others.
kaizen teian—The Japanese phrase for suggestions or a suggestion system used in support of continuous improvement.
kanban—The Japanese term for visual control of the movement of materials and inventory throughout the plant. A “kanban” is a card containing information that follows a product through each stage along its path to completion. These cards are used to control work-in-process (WIP), production, and inventory flow. A kanban system consists of a set of these cards, with one being allocated for each part being manufactured. Taiichi Ohno developed the kanban system.
keiretsu—Partnering Japanese companies that band together for business advantages and strength.
L
lead time—The time it takes for one part to travel through the manufacturing process to its completion.
lean—A way of thinking and applying a group of specific tools within an organization to emulate the Toyota Production System, wherein the ratio of value-added to non-value-added processes is substantially greater.
lean enterprise—An organization that has adopted the lean philosophy and is totally focused on the continuous elimination of nonvalue-added activities and waste.
lean manufacturing—Streamlining processes and using fewer resources to produce more product with teams, while concentrating on continuous improvement of the quality, cost, and delivery aspects of the business.
lean production—Production systems characterized by optimum automation using material requirements planning, just-intime production scheduling and just-in-time supplier delivery disciplines. Other features of the philosophy are quick tool changeover times, minimum parts and work-in-process (WIP) inventory, high levels of quality, and continuous improvement.
level loading—The result of heijunka, a production schedule that is smooth and without major fluctuations.
level selling—A system that attempts to sell at an even pace without major demand peaks.
M
machine automatic time—The pure machine cycle time to make one piece, exclusive of loading and unloading.
machine cycle time—Machine automatic time plus load and unload times.
manufacturing execution system (MES)—A system using network computing to automate production control and process automation by downloading recipes and
work schedules and by uploading production results, thereby bridging the gap between business and plant floor or process control systems.
manufacturing resource planning (MRP II)—A computerized method for planning the use of a company’s resources, such as scheduling raw materials, vendors, production equipment and processes. Such a system includes financial, manufacturing, and distribution management.
mass customization—A system of production that stresses the production of small lots of customized goods rather than large volumes of standardized products.
mass production—The opposite of lean production, large-scale manufacturing with high-volume production and output, implying pre-computer-era methods, with departmentalized operation and reliance on economies of scale to achieve low per-unit costs.
materials requirements planning (MRP)—A software module using the bill of material, inventory data, and the master production schedule (MPS) to calculate requirements for materials and make recommendations to release replenishment orders for materials.
matrix data analysis diagram—A more detailed graph than the matrix diagram (second level), it is used to show the complex interrelationships between two differing factors.
matrix diagram—A graph used to show the relationship between two differing factors.
meister—The German word for “master” or leader, and the same as a Japanese sensei.
milk route—The continuous path material handlers (Water Spiders) take when delivering material.
mittlestand—A German word meaning family business.
mizusumashi—The Japanese word for a person who performs kanban replenishment by bringing material to the line in set amounts via a set route. This person is also called a water beetle or whirligig (translations from Japanese).
monument—Any large process or machine that cannot be easily moved to facilitate flow-based production.
MPD—Maintenance preventive design—Where maximum efficiency of machines and processes is designed-in to begin with—a more advanced Toyota Production System trait.
muda—The Japanese term for waste, of which there are 10 forms.
multi-machine operation—A production layout incorporating multiple machines, wherein operators are required to run more than one machine continuously.
mura—A Japanese term for the variation of process quality, product cost, and delivery.
muri—A Japanese term meaning unreasonableness; in manufacturing, customer demand exceeds capacity.
N
nagara system—A Japanese scheme for accomplishing two or more activities with one motion.
non-value added—Any activity that adds cost or time without adding value to the process.
O
OEE—Overall equipment effectiveness—The primary metric of total preventive maintenance (TPM), for which the equation is: machine or equipment availability rate × machine or equipment performance rate × quality rate.
Ohno, Taiichi—Person referred to as the inventor of the Toyota Production System.
one-piece flow—A system where product moves through manufacture without stopping, one-by-one. For example, work is done in cells, a piece at a time as opposed to a batch and queue process.
one-piece production—Just-in-time flow manufacture of single parts.
one-touch exchange of dies—A tooling changeover with one component or “touch” to change.
one-touch setup—The method used to facilitate quick change of tooling, fixtures, and dies, which employs snap-together connections as opposed to screws.
open-book management—A process where all facets of a company’s financial information is made available.
operation—An activity performed on a product by a single machine or process.
operator cycle time—Time needed for an operator to complete a sequence of operations, minus waiting time.
order cycle—Also known as the kanban cycle, the time interval between production orders, which is usually measured in days.
P
pacemaker—The technique of pacing a process to takt time.
pareto diagram—A bar graph used to visualize the priority of data sets.
PDPC—Process decision program chart—A special chart used in operations research.
point kaizen—An improvement activity directed specifically at one workstation or bottleneck and performed with a minimum team in two or three days.
poka-yoke—The Japanese term for mistake-proofing processes, also known as baka-yoke.
policy deployment—Also known as hoshin kanri, a strategic planning tool that focuses resources on critical initiatives to achieve goals.
Policy-Objectives Matrix---Same as X-chart, an X shaped chart that tracks company objectives, policies, targets and impacts by using deployment teams
predictive maintenance—Advanced total productive maintenance (TPM), where the frequency of maintenance is based on the historical records of equipment performance prior to failure.
pre-production planning—a systematic method of analyzing potential new products to determine their feasibility, cost, and components when manufactured in a lean environment.
process—A series of individual operations required to complete a product.
process capacity table—A chart used in the machining environment, which compares machine loading to available capacity.
process map—A workflow diagram that uses the x-axis to indicate process time and the y-axis to indicate participants and tasks.
product family—A group of related products with compatible attributes that can be run in the same cell.
product quantity analysis—Used in the course of conducting kaizen events to see the relationship between products and the quantity of products to determine flows. It groups parts into families for process comparison purposes.
production smoothing—Also known as heijunka, the creation of a level schedule by sequencing orders in a repetitive pattern, which over time eliminates customer demand fluctuation by producing every part every day.
pull system—A system of production driven from the last operation, which draws from the previous operation exactly what is needed to satisfy the customer at the end.
Q
QS-9000—A quality standard based on ISO 9000 and used by the American domestic automobile manufacturers to register their suppliers.
quality audit—A systematic and independent examination to determine if quality related activities are implemented effectively and comply with quality systems and/or quality standards.
quality circle—Originating in 1962, a cross-departmental group of plant workers who meet to discuss ways to improve quality. quality function deployment
Quality Function Deployment (QFD)—A structured method employing matrix analysis for linking what the market requires to how it will be accomplished in the development effort. This method is most valuable during product development when a multifunctional team agrees on how customer needs relate to product specifications and features.
queue time—The period of time a product spends waiting to be processed or moved.
R
re-engineering—The redefinition of a company’s internal processes. relation diagram—Also known as a cause-and-effect diagram, an illustration used to analyze the characteristics of a process or situation.
right-sizing—The process of eliminating monuments by replacing them with in-line, appropriately sized equipment.
S
scatter diagram—A graph in which two pieces of corresponding data are plotted using dots to show their relationship.
sensei—Japanese word for teacher or master (same as the German word meister).
Shingo, Shigeo—Considered the master consultant to industry and dean of productivity and quality, he is the author of more than 20 books.
shusa—Japanese term for a powerful and strong person, usually a team leader.
single-piece flow—A line where parts are processed one at a time andmoved one at a time through to completion.
six sigma—Also called total quality management (TQM), it is a vision of quality, which equates with only 3.4 defects per million opportunities for each product or service transaction. The methodology relies heavily on statistical techniques to measure success.
SMED—Single-minute exchange of die—Refers to all forms of tooling, including dies, which can be changed over in single-digit minutes (or less) from the last good finished part using the existing tooling, to the next good part using the new.
spaghetti diagram—A path on a plant layout that shows the actual distance and sequence taken during manufacture. The graph looks like a plate of spaghetti when drawn.
standard costing—A management accounting method, which allocates costs (or earned hours) to products based on the number of machine hours and labor hours available. It is also the method used to estimate production capacities.
standard operation—The best combination of people and machines utilizing the least amount of labor, space, inventory, and equipment.
standard work combination sheet—A document showing the sequence of production steps to be performed by the operator, including the time-consuming activities of each process, such as machine run times.
standard work in process—The minimal quantity of material required to complete one cycle of work without delay.
standard work instruction—The written description of exactly how a part is to be made by workers, specifying takt time, cycle time, sequence of operations, etc.
standard work layout—A diagram of a workstation or cell showing the sequence of standard work.
statistical quality control (SQC)—A procedure that applies the laws of probability and statistical techniques to the observed characteristics of a product or process.
stop-the-line authority—When problems occur, the operator is empowered to stop the process to prevent bad parts from being produced.
sub-optimization (of equipment)—Keeping all equipment running without consequence, which usually wastes material.
supermarket—On the shop floor, the line-side location for parts to be run in a cell.
supply chain management—The use of information technology to endow automated intelligence to an ever-growing network of vendors and raw material suppliers.
T
takt—The German term for the pace at which the customer requires a part. Takt time is equal to the customer demand divided by time available, minus any planned subtractions of time for breaks, etc.
target cost—The projected expense of making an item, which can not be exceeded.
team—A group of persons who participate in or manage a project.
team leader—The person who captains a team. He or she is responsible for ensuring that milestones and deliverables are achieved.
therblig—A term coined by Frank B. Gilbreth (Gilbreth spelled backwards) referring to the 18 elemental human movements in timemotion study.
throughput time—The period of time it takes to complete one part through the manufacturing process, including all queue times and nonvalue-added activities.
time-based strategy—Business objectives built around economy-of-time principles.
Toyota Production System—A philosophy and methodology for the elimination of waste, which uses 14 principles based upon 40 years of internal improvements at Toyota.
TPM—Total productive maintenance, which comprises a formal plan for preventive maintenance to ensure that machines and equipment are always able to perform their required tasks without fail and at the designed rates. In theory, never experiencing lost production time because of unscheduled maintenance. Machine operators are responsible for daily cleaning and minor adjustment of the machines they work on.
TQM—total quality management—A comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback from customers.
tree diagram—A chart that shows the interrelationship of goals and measures. In value engineering, it is used in functional analysis.
V
value added—The act or process by which tangible product features or intangible service attributes are bundled, combined, or packaged with other features and attributes in response to customer feedback. An activity that adds value to the customer, and for which the customer is willing to pay.
value analysis—Assessing the activities involved in producing a product to determine the percentage of actual value-added activities.
value stream—All activities in the manufacturing process required to complete a product or part family—from the initial order to the hands of the customer.
value stream mapping (VSM)—A pictorial depiction of the complete manufacturing process showing value-added and non-valueadded steps with specific identifying details.
visual control—The use of standards in the workplace, which make it obvious if anything is out of order. For example, the arrangement and labelling of all necessary tools and devices in plain view and closest to where they are used. Such order is intended to actually control or guide the action of workers.
visual factory—Refers to visual controls and displays used to relate information and data to employees in the work area.
voice of the customer (VOC)—A process for eliciting needs from consumers via structured, in-depth interviews. Needs are obtained through indirect questioning to gain an understanding of how consumers meet their needs, and more importantly, why they choose a particular solution.
W
waste—same as muda. Any activity that utilizes equipment, materials, parts, space, employee time, or other corporate resources beyond the minimum amount required for value-added operations and to ensure manufacturability.
WIP—Work in process--- The inventory waiting between operations.
work sequence—The orderly and exact steps an operator takes to perform his or her job.
X
X chart---Also called Policy-Objectives Matrix. An X shaped chart that tracks company objectives, policies, targets and impacts by using deployment teams
xerography---Process for copying printed material using electrically charged surfaces to attract ink which is then fused to the paper, a Xerox machine
Y
Yahoo---A bumpkin
Z
zenith---The highest point, the peak or summit
zephyr---A gentle breeze
Glossary of terms used in today's businesses
