Enna 2015 Product Catalog

Back & Front

Knowledge into Practi ceTo order please phone us at 360-306-5369 or order online at www.enna.com

Tags & Forms

BooksTraining Packages & GamesQuick Study Guides Videos/DVDsLean Posters Leadership Posters

Knowledge into Practi ce

Training Packages & Games 4

Books 24

Quick Study Guides 13

Lean Posters 29

Videos/DVDs 16

Leadership Posters 33

Tags & Forms 55

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INTRODUCING OUR LATEST PRODUCT PARTNERSHIP - UTTANA.COM 17

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A Letter from Enna’s President

Here at Enna we pride ourselves on our competitive prices. We are dedicated to bringing you the best deals possible on all our products and shipping expenses.

Our pricing is updated constantly to ensure you get the low-est price available. More than that, Enna is committed to showing you the honest price on our website - which is why we never lead in with phony prices.

When you order with us, we want you to get exactly what you want – at the best possible value.

Whether you are looking to train a small group of people, a large organization, or learn more yourself, we hope that you find everything that you need on our site. If not, give us a call! We are always looking to expand our product lines and provide the most accurate and applicable educational and training materials on the market!

Collin McLoughlinPresidentEnna

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Enna Ships WORLDWIDE!

Hours of Operation:Monday - Friday 8am - 5pm PST

To Order:Online ............... www.enna.com/productsEmail ................. [email protected] .................... +1 360 756 5030Phone ............... +1 360 306 5369

Orders received by 1pm Pacific Standard Time (PST) can ship out same day.

Shipping

Our primary method of shipping is via UPS. If you have an account with UPS, or with a different shipper, you may provide Enna with your account number and we will ar-range a pick up to fulfill your order.

You can view your Order Status online at enna.com 24 hours a day, 7 days a week, to view the most up-to-date status of your order.

Payment

We accept Visa, Mastercard, Discover Card, and American Express for credit card orders, Purchase Orders, and Electronic Fund Transfers (EFT) for International orders.

Note: For International customers, we require payment prior to release of shipment.

Pricing

Our prices are current as of September 1, 2014. Though it is uncommon, prices are subject to change without noti ce. All pricing on enna.com is accurate, and all prices will be verifi ed before your order is complete.

Discounts

We offer discounts on large quantity orders, as well as for educational institutions. Please contact our Customer Service Department at +1 360-306-5369 or [email protected] to inquire about these discounts.

[email protected] | +1 360 306 53694

5S Training PackagesThe 5S Solution Package has been designed to train both staff in the principles of 5S and create the under-standing needed to commit to an organization-wide Lean Transformation. This comprehensive training package is action oriented to ensure the successful learning and communication of Lean Manufacturing Principles.

Training Package Contains:1 Facilitator Guide w/ Presentation CD

1 Preparation Guide

8 Participant Workbooks

2 5S Poster (v1 or v2)

2 7 Wastes of Operations Poster

1 Form Pack (including 100 Red Tags)

5S Office Training PackagesLean organizations know that for a 5S program to be suc-cessful there needs to be implementation throughout all areas of the business. Marketing, design, accounting, engineering, and other departments benefit from 5S just as much as the shop floor. Enna understands the im-portance and difficulties of transferring a 5S program to different departments, so we have developed a solution for companies wishing to begin or sustain an Office 5S program.


1 Preparation Guide


2 5S Poster (v1 or v2)



5S v1 - Sort, Straighten, Sweep, Standardize, Sustain Item: 12 Price: $429.995S v2 - Sort, Set in Order, Shine, Standardize, Sustain Item: 17 Price: $429.995S Office v1 - Sort, Straighten, Sweep, Standardize, Sustain Item: 13 Price: $459.995S Office v2 - Sort, Set in Order, Shine, Standardize, Sustain Item: 19 Price: $459.99

order online at www.enna.com 5

Training Packages

Lean MFG Training PackageOne of the most critical tools to generate rapid sustainable Lean improvement is a successful training program. The dramatic improvements your organization will realize by implementing the tools and methods learned throughout the work-shop will provide the evidence necessary to create a sustainable, long-term improvement program.


1 Preparation Guide


1 Lean Mindset Poster


1 5S’s of Lean Poster

1 Continuous Improvement Poster


Quick & Easy Kaizen Training PackageQuick & Easy Kaizen is the most effective and pow-erful way to implement a practical and sustainable employee-led improvement system by encompass-ing the often-ignored, human side of Lean manu-facturing. Enna’s Quick and Easy Kaizen is authored by Norman Bodek and made popular by his award winning Shingo Prize book, Quick and Easy Kaizen: The Idea Generator.


1 Preparation Guide


2 Kaizen Mindset Poster

1 8 Wastes of Lean Poster

1 Quick & Easy Kaizen Form Pack

Intro to Lean Training PackageThe Introduction to Lean Solution Package has been designed to both train staff in the principles of Lean and create the understanding needed to commit to an organization-wide Lean Transformation. This comprehensive training package is action oriented to ensure successful learning and communication of Lean Manufacturing Principles.


1 Preparation Guide


2 Just in Time Poster


1 7 Wastes Observation Form Pack

Kaizen Workshop Training PackageOne of the most critical tools to generate rapid sustainable Kaizen improvements is a successful training program. Enna’s Classic Kaizen Workshop Solution Package is a solid foundation for train-ing that will engage your business teams, utilizing proven techniques to help your employees realize more streamlined manufacturing and overall business processes.


1 Preparation Guide


1 Kaizen Mindset Poster





Intro to Lean Training Package Item: 11 Price: $349.99Lean MFG Workshop Training Package Item: 21 Price: $429.99Classic Kaizen Workshop Training Package Item: 20 Price: $549.99Quick & Easy Kaizen Training Package Item: 18 Price: $699.99

[email protected] | +1 360 306 53696

TPM Training PackageTPM is a system that focuses your energies on eliminating down-time and unexpected losses in order to bring your productivity to world-class standards. Your employees will develop a custom-ized TPM system based upon the tools that they learn throughout the workshop.


1 Preparation Guide


1 6 Major Equip. Losses Poster

1 7 Types of Abnormalities Poster

1 5 Pillars of TPM Poster

1 7 Autonomous Maint. Steps Poster

1 Lean Mindset Poster

1 TPM Form Pack (including 100 TPM Tags)

VSM Office Training PackageThe VSM Office Training Package is the most effec-tive and powerful way to first understand, docu-ment, and then improve your office. This com-prehensive training package is action oriented to ensure successful learning and facilitate the com-munication of Value Stream Mapping Principles, tailored to your office.


1 Preparation Guide





1 Value Stream Mapping Poster

1 VSM Form Pack (including Data Boxes & Kaizen Burst)

Quick Changeover Training PackageQuick Changeover of machinery throughout the various processes in your business is key to enabling you organization’s adaptability to constantly chang-ing environments. By implementing a Single Minute Exchange of Die (SMED) Program you will start your organization on the path to flexibility and increased value-added time.


1 Preparation Guide


1 5S Poster



1 Rules for Quick Changeover Poster

1 SMED Form Pack (including 50 Red Tags)

VSM Training PackageCovering the foundational elements and outlin-ing how to properly Value Stream Map, the VSM Training Package is the most effective and power-ful way to first understand and document, then improve your workplace. This comprehensive training package is action oriented to ensure suc-cessful learning and facilitate the communication of Value Stream Mapping Principles.


1 Preparation Guide





1 Value Stream Mapping Poster

1 VSM Form Pack (including Data Boxes & Kaizen Burst)

SMED Quick Changeover Training Package Item: 14 Price: $529.99TPM Total Productive Maintenance Training Package Item: 23 Price: $669.99VSM Value Stream Mapping Training Package Item: 15 Price: $429.99VSM Office Training Package Item: 16 Price: $449.99

Training Packages


Training Packages

5S AutoBody Training PackageThe 5S Auto Body Training Package is a compre-hensive guide to implementing 5S within the Auto Body Industry. This training kit will provide you with the tools and information necessary to implement a world-class 5S program within your company.


1 Preparation Guide


2 5S Poster

2 8 Waste of Lean AutoBody Poster

1 5S AutoBody Form Pack (including 100 Red Tags)

5S Supply Chain Training PackageThe 5S Supply Chain & Logistics Training Package is a comprehensive guide to implementing 5S within the Supply Chain, Logistics, and Distribution Indus-try. Through this training package your staff will learn the fundamentals of 5S, including definitions, the elimination of wastes, and the benefits that a 5S program will provide not only your company but themselves as well.


1 Preparation Guide


2 5S Poster

1 8 Wastes of Lean Poster

1 5S Supply Chain Form Pack(including 100 Red Tags)

Intro to Lean AutoBody Training PackageThe Introduction to Lean Auto Body Solution Pack-age has been designed to both train technicians in the principles of Lean and create the understanding needed to commit to an organization-wide Lean Transformation within your own shop.


1 Preparation Guide



2 8 Wastes of Lean AutoBody Poster

1 Lean AutoBody Form Pack

Intro to Supply Chain Training PackageThe Introduction to Lean Supply Chain & Logistics Solution Package has been designed to both train staff in the principles of Lean and create the under-standing needed to commit to an organization-wide Lean Transformation. This comprehensive training package is action oriented to ensure successful learning and communication of Lean Principles.


1 Preparation Guide




1 8 Wastes of Lean

1 8 Wastes Observation Form

Intro to Lean AutoBody Training Package Item: 24 Price: $399.995S AutoBody Training Package Item: 25 Price: $549.99Intro to Lean Supply Chain Training Package Item: 26 Price: $399.995S Supply Chain Training Package Item: 27 Price: $549.99

[email protected] | +1 360 306 53698

5S Action Kit

The 5S Action Kit

Visualize the power and benefits of 5S with our new 5S Action Kit. Our innovative, hands on exercise facili-tates team building as it walks participants through the 5S principles. The participants will learn by doing. Step by step, team members become familiar with 5S by taking 5S concepts and applying them directly to the exercise. The interactive aspects of our 5S game link knowledge with action, providing a tactile as well as visual learning experience.

Easily upgradable to accommodate larger groupsWorks in conjunction with our 5S Solution package, a full 5S training and implementation packageIncludes a Facilitator Guide to guide the trainer through the exerciseIncludes a Flash Presentation to facilitate the exerciseComes packaged in a handsome, heavy duty messenger bag for easy transport

Included in the 5S Action Kit:1 - Facilitator Guide with CD Presentation2 - Tool kits2 - Sets of Lego pieces2 - Stop watches3 - Pads of Post-it® notes1 - Package of markers for the 5S game1 - 5S Evaluation Review Form (5S Audit Form)50 - 5S Red Tags

5S Action KitLean Training Games

Item: 1082 | Price: $299.99


JIT Factory Flow Kit

The JIT Factory Flow Kit

The Just in Time (JIT) Factory Flow Kit to helps train employees in the basics of Just in Time Manufactur-ing. Use this simulation exercise to train all employees. It is dynamic enough for high-level management training, yet has enough detail for production staff as well.

The simulation takes approximately 90 minutes from start to finish. Measurements of lead-time, quality, production, work-in-process inventory, number of changeovers, and profitability are measured through each of the three rounds of the simulation.

The first round is performed in the traditional manufacturing process (batch production). In the second round batch sizes are cut in half while the participants stay in the traditional layout. The outcome of the second round proves that smaller batch sizes actually promote faster throughput without negatively affecting output. In the third round, the simulation is run with a batch size of one unit. During this the participants learn the concept of ‘pull’ from person to person and are encouraged to change the manu-facturing layout to best promote flow.

Included in each JIT Factory Flow Kit:1 - Facilitator Guide with CD Presentation2 - Flashlights and components160 - Batteries1 - Container for flashlight bodies1 - Container for flashlight parts

JIT Factory Flow KitLean Training Games

Item: 1083 | Price: $479.99

[email protected] | +1 360 306 536910

Lean Training Games

Lean Supply Chain Simulation

Lean Supply Chain & Logistics Simulation

This is a hands-on simulation that demonstrates the effectiveness of Lean in the specialized context of the Supply Chain, Logistics, and Distribution environment.

Throughout the three rounds of the simulation the participants will learn the importance of reducing batch size and streamlining the process flow, as well as learning how to apply new concepts. Step by step, team members become familiar with Lean and take these Lean concepts and apply them directly during the simu-lation. By dealing with everything from orders received, working with the supplier, and finally shipping the product, the participants will gain an understanding of the importance of seeing the entire Supply Chain.

Included in the Lean Supply Chain & Logistics Simulation:1 - Facilitator Guide with CD Presentation1 - Set of Lego pieces2 - Stopwatches4 - Calculators1 - Red Marker2 - Baskets20 - Plastic BagsRubber BandsAll of the necessary paperwork for the simulation

Lean Supply Chain Simulation

Item: 1083 | Price: $479.99

How long does the simulation take?Overall the simulation should take anywhere from 90 – 120 minutes, de-pending on how in depth the discussions are regarding improvements and the tools outlined during the simulation. Each round is 10 minutes long, and there is discussion afterward about what worked and what did not work.

How many people can participate?We recommend that no more than 7 people participate (as there are a total of 7 active roles within the simulation), though it can be run with only 6 people. This is meant to give each participant a greater chance of retention and knowledge transfer, as people learn better when they are immersed in a project rather than viewing from the outside.


Lean Training Games

Flow SimulationFlow Simulation

The Flow Simulation

Enna’s Flow Simulation makes it easier for trainers to communicate the principles of Lean through a simula-tion exercise.

Our Flow Simulation reinforces employees’ understanding of Just in Time (JIT), Lean Manufacturing, and/or Kaizen. Use this training aid after participants have already been trained in the concept of Lean, or to refresh employees’ understanding of Lean principles.

Each Flow Simulation includes a presentation guiding you through the steps of the flow exercise and a pro-gram displaying the change in production through each round of the lean simulation. The Flow Simulation is designed using Flash Technology and the Flash Player is included to ensure compatibility.

Enna’s programs are designed for practical use and our Flow Simulation allows you to involve and document in an interactive manner.

Item: 50 | Price: $79.99

12

Enna’s Lean Quick Study Guides provide a visual reference of the tools and methodologies that best help in adopting Lean methods.

Utilize these Quick Study Guides when you are explaining new concepts, finding wastes on the shop floor, or need a quick concept reference during your Lean events and implementation.

Why Use Quick Study Guides?

• Easy-to-understand visual aids• Reinforce what you have learned• Helps retain standards of work• Short, concise descriptions• Low cost with high value

Use Your Quick Study Guides:

• During projects• On daily Gemba walks• To teach and train• To reinforce skills and teachings• As quick reference on the job site

You can write on them with Dry Erase Markers!

Product Details:

Size: 11” x 17”Double SidedLaminated$9.99/ea

Folds down to 8.5” x 11” for easy transportation

Quick Study Guides

13order online at www.enna.com

KAIZEN, a “can do” continuous improvement philosophy. “Improvement usually means doing something that we have never done before.”~Shigeo Shingo

5S creates a high performance workplaceand is a requirement for Lean. 5S gets everyone in the workplace involvedto maintain clean and organized areas. 5S is low cost but high-impact and itsimplementation makes the 7 Wastes more visible (See Guide 7 Wastes).

.

.

.

Sustain

Standardize

Shine (Sweep)

Sort

Set in Order (Straighten)

Also check out our line of 5S posters tosupplement this guide.

Why 5S?

The first “S” in the 5S program. Deciding which items, tools, and machines in an area are necessary, which aren’t, and which potentially could be.

The second “S” in the 5S program. Set in Order is the activity that identifies the best placement for all items, tools, and machines in the area.

The third “S” in the 5S program. Shine is the constant action of cleaning an area so that anomalies and problems can easily be seen and addressed.

The fourth “S” in the 5S program. Standardize is the act of creating an area-wide standard regarding procedures on item placement, cleaning, and so forth, that must be followed by all employees.

The fifth “S” in the 5S program. Sustain is the act of maintaing the other four S’s to keep an area continuously clean, organized, and ready to use.

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Sustain

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Why 5S?Why 5S?

5S WorkplaceQUICK STUDY GUIDE

TEL: 360.306.5369

THE 3 ELEMENTS OF WORK

waste+

work =

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aste+w

ork=

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Value-Added Work

Non Value-Added Work

Wasteful Activities

Value-Added Work


capacity

information

materials

capacity

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THE 3 ELEMENTS OF WORK

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Wasteful ActivitiesWasteful ActivitiesWasteful ActivitiesWasteful ActivitiesWasteful ActivitiesWasteful Activities

Non Value-Added WorkNon Value-Added WorkNon Value-Added WorkNon Value-Added Work

creates inferior prod

ucts

Wasteful ActivitiesWasteful Activities

creates quality p

roducts

customer d

oes not want to p

ay for

customer w

ants to pay for

materials

The tools and the employees that use them.

The proper information is needed for the employees to finish the task.

In order to finish the work, materials are needed.

WASTE reduction Why should we focus on reducing waste?WASTE reduction Why should we focus on reducing waste?

We can see from the chart that reducing waste is a great practice to maintain because a customer does not want to pay for something that has no percievedvalue to the finished product.

}SYMPTOMS OF WASTE

Value-added work can be as low as 5%but will be higher after eliminating waste.

“The most dangerous kind of waste is the waste we do not recognize.”~Shigeo Shingo

An organizatio

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as more than 80% non value-added a

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THE “80/20” RULE & WORK

This rule is important because it reminds us to worksmarter and that we should focus 80% of our time and energy on the important 20% slice of work. Basically this 20% produces 80% of our results.

Machines, workers waitingLowered productivityElevated energy costsLong walk, reach distanceLonger lead timesToo much handlingLowered quality

Too much handling, inventory,paperwork, handoffs, emissions, and energy consumptionLarge storage areasOver-staffingReduced qualityTransport of disposal

Too many raw materialsPointless workToo much floor space andinventory utilizedUnbalanced material flowDepartmental back-upsComplicated information managementFrequent disposal costsElevated utility costs

Machines, workers waitingLowered productivityElevated energy costsLong walk, reach distanceLonger lead times

80%

Too much handling, inventory,paperwork, handoffs, emissions, and energy consumptionLarge storage areasOver-staffingOver-staffingReduced qualityTransport of disposal

Over-staffing

Too many raw materialsPointless workToo much floor space andinventory utilizedUnbalanced material flow

20%

Defects

Inventory

Rework from salvage materialsLarge amount of scrap leftoverVery few inspection points

Complex tracking systemsExtra rework, storage, andhandlingPaperworkHalted information flowElevated disposable costs Obsolete material(s)Elevated utility costs

Processing

Pointless workToo much equipment and material movementLonger lead timesReduced productivitySorting, testing, and inspectionUnnessesary use of resourcesElevated energy consumption

Motion

Overproduction

Misusage of resourcesLowered productivityIdling equipmentRunning equipment but not producingPointless testing

Waiting

Transportation

When you make only the quantity needed, extra manpower is released to do other work instead of being wasted on redundancies.

Fruitless meetings, pointless layers of approval, unread reports and, anything classified as rework are Pure Waste.

The Non-Utilization of Talent is called the “8 Waste of Lean” and was developed after the original 7 Wastes.

TH

Check out the line of posters,including the 7 Wastes of Operations, to supplement this guide.

The tools and the employees that use them.The tools and the employees that use them.The tools and the employees that use them.The tools and the employees that use them.The tools and the employees that use them.

Departmental back-upsComplicated information managementFrequent disposal costsElevated utility costs

WASTES

The tools and the employees that use them.The tools and the employees that use them.

Unbalanced material flowDepartmental back-ups

Machines, workers waiting

Long walk, reach distance

Too much handling, inventory,paperwork, handoffs, emissions, and energy consumptionLarge storage areasOver-staffingOver-staffingReduced qualityTransport of disposal

Over-staffing

Too many raw materialsPointless workToo much floor space andinventory utilizedUnbalanced material flow

Defects

Inventory

Rework from salvage materialsLarge amount of scrap leftover

Complex tracking systemsExtra rework, storage, and

Elevated disposable costs

Processing

Sorting, testing, and inspectionUnnessesary use of resourcesElevated energy consumption

Motion

Misusage of resourcesLowered productivityIdling equipmentRunning equipment but Running equipment but not producingnot producingPointless testing

The tools and the employees that use them.The tools and the employees that use them.The tools and the employees that use them.The tools and the employees that use them.The tools and the employees that use them.

Departmental back-upsComplicated information managementFrequent disposal costsElevated utility costs

WASTES

SYMPTOMS OF WASTEWASTESYMPTOMS OF WASTEWASTE

The 7 Wastes of OperationsQUICK STUDY GUIDE

TEL: 360.306.5369

Introduction To LeanQUICK STUDY GUIDE

TEL: 360.306.5369 Introduction To LeanWhat is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?What is Lean?

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Single Minute Exchange of Die (SMED), is a technique developed by Dr. Shigeo Shingo during the 1950’s in response to Toyota’s decision to manufacture differing car models on the same production line. The process was time-consuming, taking hours to set up a new die. Therefore a quick changeover system was designed to reduce the setup time of machines to less than 10 minutes. Today SMED is the most successful Lean tool used around the world.

Total Productive Maintenance (TPM), is a maintenance program for organizations with production equipment and personnel. The major goals are to keep unexpected and scheduled maintenance of machines as low as possible, raise production, plan ahead for the servicing of machinery, and increase employee job satisfaction. TPM should not be used as a “quick fix,” since the average timeframe for full implementation and company-wide action takes years. The main reasons for TPM failure in an organization are from a lack of time, resources, and knowledge for implementation.

5S is an approach to organizing the workplace to improve performance that stems from 5 Japanese words (Seiri, Seiton, Seiso, Seiketsu, Shitsuke) translated to Sort, Set in Order, Shine, Standardize, and Sustain. 5S utilizes visual controls to remove unnecessary materials and equipment, places items where thay are needed to eliminate reaching and moving, standardizes the labeling and organization of items, and maintains this through consant, thorough cleanliness and adherence to the first 4 Ss. This creates a safe, clean, organized, and high performing work environment.

Defects, Inventory, Processing, Waiting, Motion, Transportation, and Overproduction. These wastes are common steps within any operation which add no value from the customer’s point-of-view. These original Wastes were described by Taiichi Ohno, and have since been added on to as Lean moves into industries that deal with more than just physical production.

A Value Stream Map (VSM) is a high-level, visual representation of all the process steps (both value-added and non value-added) that are required to transform a customer request into delivered products or services. VSMs show the connection between information and product flow, as well as any major barriers to flow. By using VSMs to document current and future state conditions, the identification and removal of non value-adding activities can take place.

Lean Philosophies

Waste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste 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EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationWaste EliminationMuri (Overburden), Mura (Unevenness), and Muda (Unusefulness) are Japanese terms that are used for waste classification. What is known today as the 7 Wastes has expanded upon these foundations of waste classification.

DefectsInventoryProcessing

MotionTransportationWaiting

OverproductionInventoryProcessing

TransportationTransportationTransportationWaitingWaiting

Single Minute Exchange of Die (SMED), is a technique developed by Dr. Shigeo Shingo during the 1950’s in response to Toyota’s decision to manufacture differing car models on the same production line. The process was time-consuming, taking hours to set up a new die. Therefore a quick changeover system was designed to reduce the setup time of machines to less than 10 minutes. Today SMED is the most successful Lean tool used around the world.

Lean PhilosophiesLean Philosophies

Total Productive Maintenance (TPM), is a maintenance program for organizations with production equipment and personnel. The major goals are to keep unexpected and scheduled maintenance of machines as low as possible, raise production, plan ahead for the servicing of machinery, and increase employee job satisfaction. TPM should not be used as a “quick fix,” since the average timeframe for full implementation and company-wide action takes years. The main reasons for TPM

minutes. Today SMED is the most successful Lean tool used around the world.

Total Productive Maintenance (TPM), is a maintenance program for organizations with production

5S is an approach to organizing the workplace to improve performance that stems from 5 Japanese words (Seiri, Seiton, Seiso, Seiketsu, Shitsuke) translated to Sort, Set in Order, Shine, Standardize, and Sustain. 5S utilizes visual controls to remove unnecessary materials and equipment, places items where thay are needed to eliminate reaching and moving, standardizes the labeling and organization of items, and maintains this through consant, thorough cleanliness and adherence to

timeframe for full implementation and company-wide action takes years. The main reasons for TPM failure in an organization are from a lack of time, resources, and knowledge for implementation.

5S is an approach to organizing the workplace to improve performance that stems from 5 Japanese

A Value Stream Map (VSM) is a high-level, visual representation of all the process steps (both value-added and non value-added) that are required to transform a customer request into delivered products or services. VSMs show the connection between information and product flow, as well as any major barriers to flow. By using VSMs to document current and future state conditions, the identification and removal of non value-adding activities can take place.identification and removal of non value-adding activities can take place.

Flow Improvement Reduced Setup Times Shorter Cycle TimesTime Harnessed Lowered Inventory Organized WorkplaceProductivity Raised Continuous Refinement Job SatisfactionQuality Improved Costs Lowered Waste Elimination

Have a look at these tools on the reverse side!

ValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValueValue is important to the customer and the manufacturer. The customer sees value in the product that is purchased, but the manufacturer sees value as unwasted time used to create the same product. create the same product.

value = qualitycost

value ==qualityqualityqualityquality

organization of items, and maintains this through consant, thorough cleanliness and adherence to the first 4 Ss. This creates a safe, clean, organized, and high performing work environment.


A Value Stream Map (VSM) is a high-level, visual representation of all the process steps (both

organization of items, and maintains this through consant, thorough cleanliness and adherence to the first 4 Ss. This creates a safe, clean, organized, and high performing work environment.

Defects, Inventory, Processing, Waiting, Motion, Transportation, and Overproduction. These wastes

A Value Stream Map (VSM) is a high-level, visual representation of all the process steps (both


Defects, Inventory, Processing, Waiting, Motion, Transportation, and Overproduction. These wastes

WASTES

identification and removal of non value-adding activities can take place.identification and removal of non value-adding activities can take place.

A New Way of Thinking: Where do I start?

create the same product. create the same product. create the same product. create the same product. create the same product.

Steps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building LeanSteps for Building Lean

5S Quick Study Guide

Enna’s 5S Quick Study Guide provides you with an easy to follow definition of the 5S’s of Lean and how they impact you and your workplace.

The 5S’s of Lean are fundamental to a more stable, safe, and quality focused workplace – and now you can reference their defini-tion and descriptions quickly, at a glance, when it is most convenient for you! Never be far from the definition of the building blocks of improvement activity with Enna’s 5S Quick Study Guide.

7 Wastes Quick Study Guide

Comprehensive yet simple enough to quickly reference on the shop floor, Enna’s 7 Wastes of Lean Quick Study Guide can help build understanding and confidence in eliminating waste from the workplace. The 7 Wastes Quick Study Guide gives not only the definitions of the 7 Wastes but also the symptoms of each waste to help enhance your ability to see waste. Graphics help provide visual references to reinforce defini-tions and concepts.

Introduction to Lean Quick Study Guide

Enna’s Introduction to Lean Quick Study Guide is an introduction to the basic tools, concepts, and methods most commonly utilized during Lean implementation. From an overview of the Seven Wastes of Lean to SMED and TPM, this Quick Study Guide pro-vides you with a concept of the next steps in Lean or Kaizen implementation.

Item: 602 Price: $9.99



Quick Study Guides

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Quick Study Guides

PDCA stands for Plan, Do, Check, Act. We most often use this idea during kaizen activities. It involves taking a planned approach to change and problem solving where all details are considered. It is well known in Lean that the best executed improvement actions can be traced back to thorough planning. Sub-par planning can lead to poor processes.

stands for Plan, Do, Check, Act. We most often use this idea during kaizen activities. It involves taking a planned approach to change and problem solving where activities. It involves taking a planned approach to change and problem solving where PDCAPDCA stands for Plan, Do, Check, Act. We most often use this idea during kaizen

A3 Problem SolvingQUICK STUDY GUIDE

TEL: 360.306.5369

Plan

Do

Check

PlanPlanHow does this relate to the business plan? How does the creation of an action plan bene�t the overall plan? How will this plan be meaningful to all levels of the organization?

The “Do,” answers the “what”, “how,” and ”who” for each part of your organization, e�ectively bringing everyone together.

Ac t

Review all measurements and make notes on what has or hasn't worked.

Acting will enable you to make necessary adjustments to plans and priorities to ensure the success of strategic breakthroughs.

The “Do,” answers the “what”, “how,” and ”who” for each part of your organization, The “Do,” answers the “what”, “how,” and ”who” for each part of your organization,

Review all measurements and make notes on what has or hasn't worked.Review all measurements and make notes on what has or hasn't worked.

Acting will enable you to make necessary adjustments to plans and priorities to ensure the success of strategic breakthroughs.

Time Spent P D C A

P D C APlan more = Reduce overall time spent

Plan less = More time spent on D, C, A sections, increasing overall time spent

Time Saved

Why A3?A3 is actually a conduit for PDCA thinking; it is a tool to PDCA’s methodology. A3’s genius comes from its e�ectiveness. How to e�ectively develop and use an A3 can be taught to anyone in a company. With everyone’s participation, you create a company full of problem solvers, who create an incremental improvement of processes and overall reduction of waste.

If planning is thorough at the start, the total time spent in the rest of the PDCA steps will be greatly reduced.

If planning is rushed, excessive time will be spent in the other steps. This will increase the overall time spent invested in your PDCA endeavors.

Time Spent

A3 is a problem solving technique used in Lean organization to keep track of and fully �esh out the solutions to problems.

Single Minute Exchange of Die (SMED), is a technique developed by Dr. Shigeo Shingo during the 1950’s in response to Toyota’s decision to manufacture differing car models on the same produc-tion line. The process was time-consuming, taking hours to set up new dies. Therefore a quick changeover system was designed to reduce the setup time of machines to less than 10 minutes. Today SMED is the most successful Lean tool used around the world.

Jigs Specialized Setup Cart

Visual ControlQuick Connectors

Rolling BolstersThese tools are mainly used in automobile production. A complete change of a die in the stamp process can take under 5 minutes, since a Rolling Bolster can be fully automatic in opera-tion. These tools used to be prohibitively expensive but are now becoming more widely available.

This category encompasses a variety of devices but they all share the same concept. These special kind of connectors allow fast coupling and promote an efficient workflow.

Visual Control is a means of conveying a message without the use of words. These are designed for the purpose of exposing malfunctions and any other miscommunica-tions that arise on production lines.

This tool decreases an operator’s margin of error by standardizing the path or motion a tool makes while processing a part. Jigs are based on the concept of accu-rate repeatability in the work-place and styles can vary widely.

A Specialized Cart that is designed to facilitate a Quick Changeover, these carts carry all the tools required for the setup process. Most impor-tantly, these carts are always positioned within easy reach of the operator.

When working with two parts that interface together, a few locating pins can assist the fitting of these parts together with very low interference. These pins can greatly reduce the setup time for changing dies and many different types of these pins exist today to aid in virtually any application.

Locating PinsWhen working with two parts When working with two parts that interface together, a few that interface together, a few locating pins can assist the locating pins can assist the fitting of these parts together fitting of these parts together with very low interference.

Locating Pins

These pins can greatly reduce These pins can greatly reduce

When working with two parts When working with two parts that interface together, a few that interface together, a few locating pins can assist the fitting of these parts together fitting of these parts together with very low interference.

Locating Pins

These pins can greatly reduce These pins can greatly reduce the setup time for changing the setup time for changing the setup time for changing the setup time for changing the setup time for changing dies and many different types dies and many different types dies and many different types dies and many different types dies and many different types of these pins exist today to aid of these pins exist today to aid of these pins exist today to aid of these pins exist today to aid of these pins exist today to aid of these pins exist today to aid in virtually any application.in virtually any application.in virtually any application.in virtually any application.

These pins can greatly reduce These pins can greatly reduce These pins can greatly reduce These pins can greatly reduce

When working with two parts When working with two parts When working with two parts When working with two parts When working with two parts When working with two parts that interface together, a few that interface together, a few that interface together, a few that interface together, a few that interface together, a few locating pins can assist the locating pins can assist the locating pins can assist the locating pins can assist the locating pins can assist the fitting of these parts together fitting of these parts together fitting of these parts together fitting of these parts together fitting of these parts together fitting of these parts together with very low interference. with very low interference. with very low interference. with very low interference.

Locating Pins

the setup time for changing the setup time for changing dies and many different types dies and many different types dies and many different types dies and many different types of these pins exist today to aid of these pins exist today to aid of these pins exist today to aid in virtually any application.

prohibitively expensive but are now becoming more widely

allow fast coupling and promote allow fast coupling and promote allow fast coupling and promote

share the same concept. These

exposing malfunctions and any other miscommunica-tions that arise on production

tantly, these carts are always positioned within easy reach

based on the concept of accu-rate repeatability in the work-place and styles can vary

Rolling BolstersThese tools are mainly used in automobile production. A complete change of a die in the stamp process can take under 5 minutes, since a Rolling Bolster can be fully automatic in operation. These tools used to be prohibitively expensive but are now becoming more widely available.

Internal Setup, Inner Exchange of Die (IED)Internal Setup, Inner Exchange of Die (IED) External Setup, Outer Exchange of Die (OED)

variety of devices but they all share the same concept. These special kind of connectors allow fast coupling and promote an efficient workflow.

This tool decreases an operator’s margin of error by standardizing the path or motion a tool makes while processing a part. Jigs are based on the concept of accurate repeatability in the workplace and styles can vary widely.

The activity that takes place DURING the operations.The activity that takes place AFTER the operations have ceased.

Waste?Investigate setups and determine waste.

Revise Setups:Which setups can be refined? Revise Setups:Which setups can be refined? Which setups can be refined?

Transfer From Internal to External Setup:Will the new, altered setups impede flow?

YES

Discard the old method.

NO

Jigs

What are some ways to improve Changeover?

What is a Changeover?Changeover is the time it takes to changeover a machine from the last good piece of a Production Run to the next good piece of the next Production Run.

Value-Added Time

Changeover is the time it takes to changeover a machine from the last good piece of a Production Run to the next good piece of the next Production Run.Changeover is the time it takes to changeover a machine from the last good piece of a Production Run to the next good piece of the next Production Run.Changeover is the time it takes to changeover a machine from the last good piece of a Production Run to the next good piece of the next Production Run.Changeover is the time it takes to changeover a machine from the last good piece of a Production Run to the next good piece of the next Production Run.

What is a Changeover?Changeover is the time it takes to changeover a machine from the last good piece of a Production Run to the next good piece of the next Production Run.Changeover is the time it takes to changeover a machine from the last good piece of a Production Run to the next good piece of the next Production Run.Changeover is the time it takes to changeover a machine from the last good piece of a Production Run to the next good piece of the next Production Run.

Value-Added Time Non Value-Added Time

External Setup External SetupInternal Setup

Value-Added TimeValue-Added Time

External Setup

Value-Added Time

Example Checklist New Material Dust-off New Material Conveyance Power Check Tooling Check for Next Process

Example Checklist Clean Debris Speed Check Paperwork Confirmations Approvals

Example Checklist Tooling Change Measurement of Cut Clutch Change

Production Line

Quick ConnectorsThis category encompasses a variety of devices but they all variety of devices but they all share the same concept. These special kind of connectors allow fast coupling and promote an efficient workflow.

This tool decreases an This tool decreases an This tool decreases an This tool decreases an A Specialized Cart that is

This category encompasses a This category encompasses a Visual Control is a means of

These tools are mainly used in These tools are mainly used in

When working with two parts When working with two parts When working with two parts When working with two parts When working with two parts When working with two parts When working with two parts When working with two parts When working with two parts When working with two parts When working with two parts When working with two parts

Analysis

SMED Fundamental Flowchartsetup process. Most imporsetup process. Most imporsetup process. Most imporsetup process. Most importantly, these carts are always positioned within easy reach of the operator.

setup process. Most importantly, these carts are always positioned within easy reach of the operator.

setup process. Most imporsetup process. Most imporsetup process. Most imporsetup process. Most impor

A Specialized Cart that is designed to facilitate a Quick Changeover, these carts carry all the tools required for the setup process. Most impor

Specialized Setup CartA Specialized Cart that is A Specialized Cart that is designed to facilitate a Quick

Specialized Setup CartA Specialized Cart that is A Specialized Cart that is designed to facilitate a Quick

Specialized Setup CartA Specialized Cart that is designed to facilitate a Quick Changeover, these carts carry all the tools required for the setup process. Most impor

designed to facilitate a Quick Changeover, these carts carry all the tools required for the setup process. Most impor

Changeover, these carts carry all the tools required for the all the tools required for the setup process. Most impor

A Specialized Cart that is designed to facilitate a Quick

Specialized Setup CartA Specialized Cart that is designed to facilitate a Quick Changeover, these carts carry Changeover, these carts carry all the tools required for the all the tools required for the

A Specialized Cart that is designed to facilitate a Quick A Specialized Cart that is designed to facilitate a Quick Changeover, these carts carry Changeover, these carts carry all the tools required for the all the tools required for the

of the operator.

tantly, these carts are always positioned within easy reach of the operator. of the operator.

tantly, these carts are always positioned within easy reach of the operator.

Visual ControlVisual Control is a means of conveying a message without the use of words. These are designed for the purpose of exposing malfunctions and any other miscommunications that arise on production lines.

Visual Control is a means of

Implementation

External Setup, Outer Exchange of Die (OED)External Setup, Outer Exchange of Die (OED)External Setup, Outer Exchange of Die (OED)External Setup, Outer Exchange of Die (OED) the operations.

External Setup, Outer Exchange of Die (OED) the operations.

External Setup, Outer Exchange of Die (OED)External Setup, Outer Exchange of Die (OED)External Setup, Outer Exchange of Die (OED) the operations.

External Setup, Outer Exchange of Die (OED) the operations. the operations.

External Setup, Outer Exchange of Die (OED)DURINGDURING

External Setup, Outer Exchange of Die (OED)External Setup, Outer Exchange of Die (OED)External Setup, Outer Exchange of Die (OED)The activity that takes place

External Setup, Outer Exchange of Die (OED)The activity that takes place The activity that takes place The activity that takes place The activity that takes place

External Setup, Outer Exchange of Die (OED)The activity that takes place The activity that takes place The activity that takes place

External Setup, Outer Exchange of Die (OED)External Setup, Outer Exchange of Die (OED)The activity that takes place The activity that takes place the operations have ceased. the operations have ceased.

Internal Setup, Inner Exchange of Die (IED)Internal Setup, Inner Exchange of Die (IED) the operations have ceased. the operations have ceased.

Internal Setup, Inner Exchange of Die (IED)Internal Setup, Inner Exchange of Die (IED)Internal Setup, Inner Exchange of Die (IED) the operations have ceased.

Internal Setup, Inner Exchange of Die (IED) the operations have ceased. the operations have ceased. the operations have ceased. the operations have ceased.

Internal Setup, Inner Exchange of Die (IED) the operations have ceased. the operations have ceased.

Internal Setup, Inner Exchange of Die (IED)Internal Setup, Inner Exchange of Die (IED)Internal Setup, Inner Exchange of Die (IED)Internal Setup, Inner Exchange of Die (IED)AFTERAFTERThe activity that takes place The activity that takes place

Internal Setup, Inner Exchange of Die (IED)The activity that takes place The activity that takes place

Internal Setup, Inner Exchange of Die (IED)Internal Setup, Inner Exchange of Die (IED)Internal Setup, Inner Exchange of Die (IED)The activity that takes place

Internal Setup, Inner Exchange of Die (IED)The activity that takes place The activity that takes place

Analysis

The activity that takes place

Analysis

The activity that takes place

Internal Setup, Inner Exchange of Die (IED)The activity that takes place

Benefits of a Quick SetupInventory is reducedSetup Cost is reducedScrap is reducedAverage Setup Times are lowered between 50% and 80%

Reducing the number of steps for setup and downtime are what makes SMED/Quick Changeover a success:

Plan production by focusing on creating less setup protocols and by combining and/or omitting unnesessary steps.

As a foundation, design product(s) with efficiency as a main goal. In terms of design, how could parts fit together with one less cut?

YESYESNO

Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.Waste?Waste?Waste?Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.Waste?Investigate setups and determine waste.Investigate setups and determine waste.Investigate setups and determine waste.

Which setups can be refined? Which setups can be refined? Which setups can be refined? Which setups can be refined? Which setups can be refined? Which setups can be refined? Which setups can be refined? Revise Setups:Revise Setups:Revise Setups:Revise Setups:Which setups can be refined? Revise Setups:Revise Setups:Which setups can be refined? Which setups can be refined? Which setups can be refined? Which setups can be refined? Revise Setups:Revise Setups:Which setups can be refined? Revise Setups:Revise Setups:Which setups can be refined? Which setups can be refined?

Transfer From Internal to External Setup:Will the new, altered setups impede flow?Transfer From Internal to External Setup:Transfer From Internal to External Setup:Will the new, altered setups impede flow?Transfer From Internal to External Setup:Will the new, altered setups impede flow?Will the new, altered setups impede flow?Will the new, altered setups impede flow?Transfer From Internal to External Setup:Will the new, altered setups impede flow?Transfer From Internal to External Setup:Transfer From Internal to External Setup:Transfer From Internal to External Setup:Will the new, altered setups impede flow?Will the new, altered setups impede flow?Will the new, altered setups impede flow?Transfer From Internal to External Setup:Will the new, altered setups impede flow?Will the new, altered setups impede flow?Will the new, altered setups impede flow?Transfer From Internal to External Setup:Will the new, altered setups impede flow?Transfer From Internal to External Setup:Transfer From Internal to External Setup:Transfer From Internal to External Setup:Will the new, altered setups impede flow?Will the new, altered setups impede flow?Will the new, altered setups impede flow?

ImplementationImplementation

Transfer From Internal to External Setup:Will the new, altered setups impede flow?Will the new, altered setups impede flow?Transfer From Internal to External Setup:Will the new, altered setups impede flow?Transfer From Internal to External Setup:Transfer From Internal to External Setup:Transfer From Internal to External Setup:Will the new, altered setups impede flow?Transfer From Internal to External Setup:Transfer From Internal to External Setup:

There are other tools to assist a Quick Changeover other than the ones covered on this page such as:Stoppers, Overhang Tools, Attachment Plates, and other Standardized Tools.

What are some ways to improve Changeover?What are some ways to improve Changeover?What are some ways to improve Changeover?What are some ways to improve Changeover?What are some ways to improve Changeover?What are some ways to improve Changeover?1950’s in response to Toyota’s decision to manufacture differing car models on the same produc1950’s in response to Toyota’s decision to manufacture differing car models on the same produc-Single Minute Exchange of Die (SMED), is a technique developed by Dr. Shigeo Shingo during the , is a technique developed by Dr. Shigeo Shingo during the 1950’s in response to Toyota’s decision to manufacture differing car models on the same produc1950’s in response to Toyota’s decision to manufacture differing car models on the same produc

Single Minute Exchange of DieQUICK GUIDE

TEL: 360.306.5369

Total Productive MaintenanceQUICK STUDY GUIDE

TEL: 360.306.5369

Total Productive Maintenance (TPM), is a maintenance program for organizations with production equipment and personnel. The major goals are to keep unexpected and scheduled maintenance of machines as low as possible, raise production, plan ahead for the servicing of machinery, and increase employee job satisfaction. TPM should not be used as a “quick fix,” since the average timeframe for full implementation and company-wide action takes years. The main reasons for TPM failure in an organization are from a lack of time, resources, and knowledge for implementation.

TPM’s objectives help promote employee and management’s participation and to eliminate wasteful machine main-tenance practices. Improved practices such as keeping quality consistent while raising product quantity, preventing defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM, and for manufacturing operations.

The main reasons for TPM failure in an organization are from a lack of time, resources, and knowledge for The main reasons for TPM failure in an organization are from a lack of time, resources, and knowledge for implementation.

TPM’s objectives help promote employee and management’s participation and to eliminate wasteful machine mainTPM’s objectives help promote employee and management’s participation and to eliminate wasteful machine maintenance practices. Improved practices such as keeping quality consistent while raising product quantity, preventing defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM, defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM,

TPM Objectives

Implement improvement activities

Establish a system of autonomous maintenance performed by equipment operators

Develop a planned maintenace system

Implement training courses

Create a system for maintenace prevention design and early equipment management

I

II

III

IV

V

defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM,

TPM Goals

Zero Defects

Zero Failures

Zero Accidents

Zero Abnormalities0

TEL: 360.306.5369TEL: 360.306.5369

Overall Equipment Effectiveness (OEE), measures how well equipment is used, exposing machine capacity that is not easily seen, and for finding which of the 6 Types of Equipment Losses are the most prevalent. Before starting TPM, it is important to evaluate the equipment’s condition so that you have a base measure from which to guage your TPM results upon.

defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM, defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM,

TPM Goals

0000defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM, defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM, and for manufacturing operations.and for manufacturing operations.defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM, defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM,

Yield Loss is when the difference of a product that is produced and scheduled product production, are creating a loss such that there is sizable waste occuring.

Defects in quality can create backlash from customers as well as the production line. These losses waste time and resources.

Speed Losses can occur from machines working at a lower capacity or by minor stoppages.

The time lost from minor stoppages can add up, causing lost time on par with large stoppages. These seemingly small things can be tricky to spot at first.

Machine failures always occur from any type of neglect or innapropriate usage. TPM teaches a maintenance regimen to the workforce, preventing these issues.

Long setups can hurt productivity, and with this comes a greater chance for operator error.

Breakdowns & FailuresBreakdowns & FailuresBreakdowns & Failures

Setup & AdjustmentSetup & AdjustmentSetup & Adjustment

}

Minor Stops & IdlingMinor Stops & IdlingMinor Stops & Idling

Speed Speed Speed

Quality Defects & ReworkQuality Defects & ReworkQuality Defects & Rework

Yield Yield Yield

6 Major Types of Equipment Losses6 Major Types of

Equipment Losses6 Major Types of

Equipment Losses6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of

3 Benchmarks of Equipment Performance

Availability (Tooling Changes, Unplanned Downtime)

Performance Efficiency (Actual and Design Capacity)

Quality Yield (Defects and Rework)

OEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x QOEE = A x P x Q

*Net Operating Time = Net Available Time - Unplanned Down-time

AVAILABILITYOperating Time - Downtime

Operating Time

QUALITY = Actual Output - ( Rejected Output + Reclaimed Output)Actual Output

PERFORMANCE = Ideal Cycle Time x Actual Output*Net Operating Time

An OEE of 100% means that your production couldn’t get any better, that its basically perfect since you would be manufacturing only items without defects, no downtime in between and producing as rapidly as possible!

Long Long setups can hurt productivity, and with this Setup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & Adjustment

Machine Machine failures always occur from any type of Breakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & Failures

6 Major Types of Equipment LossesEquipment Losses6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of

Equipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment Losses6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of 6 Major Types of

Equipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment LossesEquipment Losses

neglect or innapropriate usage. TPM teaches a neglect or innapropriate usage. TPM teaches a maintenance regimen to the workforce, preventing maintenance regimen to the workforce, preventing maintenance regimen to the workforce, preventing maintenance regimen to the workforce, preventing these issues.these issues.

Breakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & FailuresBreakdowns & Failures

The time lost from The time lost from minor stoppages can add up, Minor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & Idling

Long Long setups can hurt productivity, and with this comes a greater chance for operator error. comes a greater chance for operator error. comes a greater chance for operator error. comes a greater chance for operator error. comes a greater chance for operator error. comes a greater chance for operator error. comes a greater chance for operator error. comes a greater chance for operator error. comes a greater chance for operator error. comes a greater chance for operator error.

Setup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & AdjustmentSetup & Adjustment

Speed LossesSpeed Losses can occur from machines working at can occur from machines working at Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed

The time lost from The time lost from minor stoppages can add up, causing lost time on par with large stoppages. causing lost time on par with large stoppages. causing lost time on par with large stoppages. These seemingly small things can be tricky to spot These seemingly small things can be tricky to spot These seemingly small things can be tricky to spot at first.at first.

Minor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & IdlingMinor Stops & Idling

Yield LossYield LossYield LossYield Loss is when the difference of a product that is is when the difference of a product that is produced and scheduled product production, are produced and scheduled product production, are produced and scheduled product production, are produced and scheduled product production, are produced and scheduled product production, are produced and scheduled product production, are creating a loss such that there is sizable waste creating a loss such that there is sizable waste creating a loss such that there is sizable waste creating a loss such that there is sizable waste occuring.occuring.occuring.

Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield Yield

DefectsDefectsDefects in quality can create backlash from in quality can create backlash from Quality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & Rework

Speed LossesSpeed Losses can occur from machines working at can occur from machines working at a lower capacity or by minor stoppages. a lower capacity or by minor stoppages. a lower capacity or by minor stoppages. a lower capacity or by minor stoppages.

Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed Speed

DefectsDefectsDefects in quality can create backlash from in quality can create backlash from customers as well as the production line. These customers as well as the production line. These customers as well as the production line. These customers as well as the production line. These customers as well as the production line. These losses waste time and resources.losses waste time and resources.losses waste time and resources.losses waste time and resources.losses waste time and resources.

Quality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & ReworkQuality Defects & Rework

Total Productive MaintenanceTotal Productive MaintenanceTotal Productive Maintenance (TPM), is a maintenance program for organizations with production equipment and , is a maintenance program for organizations with production equipment and personnel. The major goals are to keep unexpected and scheduled maintenance of machines as low as possible, personnel. The major goals are to keep unexpected and scheduled maintenance of machines as low as possible, personnel. The major goals are to keep unexpected and scheduled maintenance of machines as low as possible, personnel. The major goals are to keep unexpected and scheduled maintenance of machines as low as possible, raise production, plan ahead for the servicing of machinery, and increase employee job satisfaction. TPM should not raise production, plan ahead for the servicing of machinery, and increase employee job satisfaction. TPM should not be used as a “quick fix,” since the average timeframe for full implementation and company-wide action takes years. be used as a “quick fix,” since the average timeframe for full implementation and company-wide action takes years.

THE FIVE PILLARS OF TPM DEVELOPMENTTHE FIVE PILLARS OF TPM DEVELOPMENTTHE FIVE PILLARS OF TPM DEVELOPMENT

implementation.

TPM’s objectives help promote employee and management’s participation and to eliminate wasteful machine mainTPM’s objectives help promote employee and management’s participation and to eliminate wasteful machine main

TPM ObjectivesTPM Objectives

} } } } } TPM’s objectives help promote employee and management’s participation and to eliminate wasteful machine main

} TPM’s objectives help promote employee and management’s participation and to eliminate wasteful machine mainTPM’s objectives help promote employee and management’s participation and to eliminate wasteful machine main

} TPM’s objectives help promote employee and management’s participation and to eliminate wasteful machine maintenance practices. Improved practices such as keeping quality consistent while raising product quantity, preventing

} tenance practices. Improved practices such as keeping quality consistent while raising product quantity, preventing defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM, } defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM, } } } defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM, } defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM, and for manufacturing operations.} and for manufacturing operations.} } defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM, } defective products from being made, and keeping costs low. Planned machine downtime is an integral part of TPM, } 3 Benchmarks of Equipment Performance} } 3 Benchmarks of Equipment Performance} } Availability (Tooling Changes, Unplanned Downtime) } } Availability (Tooling Changes, Unplanned Downtime) } } Performance Efficiency (Actual and Design Capacity)} } Quality Yield (Defects and Rework)

} } Quality Yield (Defects and Rework)

} The equation to calculate OEE is revealed below:

“The most critical part of our decision making is to analyze which factor needs to be prioritized in order to reduce the overall cost of production.” ~ Shigeo Shingo

x 100

x 100

x 100

A3 Quick Study Guide

Enna’s A3 Quick Study Guide walks you through the why and how of filling out an A3 report, as well as providing insight into the PDCA, or Plan-Do-Check-Act, cycle.

By combining these concepts and methods together, you will be able to more effective-ly and efficiently uncover the root cause of workplace issues, train everyone in problem solving, and move your organization toward a less wasteful and more thoughtful way of working.

SMED Quick Study Guide

By graphically helping you visualize a Single Minute Exchange of Die, the SMED Quick Study Guide gives you the knowledge you need to successfully reduce your change-over times.

Referencing both the major steps and tech-niques used to accomplish those steps the SMED Quick Study Guide is a fantastic aid in supporting your venture towards a reduced changeover.

TPM Quick Study Guide

Enna’s Total Productive Maintenance (TPM) Quick Study Guide is more that just a reference, it covers the basics of TPM, and includes guidelines to follow during your implementation. The Five Pillars of TPM Development will help guide you in your creation of a planned maintenance system, as well as integration of training and im-provement activities.





Quick Study Guides

OXOX

Material Flow

It is important to note that performing the initial mapping is done with a pencil and some paper.

I

Inventory can range from raw materials to finished products. It is placed between two processes and if there is more than one inventory group, indicate with another icon seperately.

processprocess This Process Box is used to describe an activity within the Value Stream. A title is given as well as all the relevant information for each production process.

activity within the Value Stream. A title is given as well as all the relevant information for each production process.for each production process.

This indicates material movement via Pull Signal. Also indicates physical removal from downstream.

A Material Push Arrow represents the pushing of material from one process into another.

This is a temporary inventory Safety Stock, and safeguards against problems from system failures or other unforseen issues. A note from management should be included for its proper use.

An inventory “Supermarket” or Kanban Stockpoint is a small-sized inventory used as supplies in downstream workers’ use. This is useful if continuous flow is impractical, lowering overproduction and total inventory.

Information Flow

Signal. Also indicates physical removal . Also indicates physical removal . Also indicates physical removal . Also indicates physical removal . Also indicates physical removal from downstream.from downstream.

CURRENT STATE MAPPING

A Shipping Arrow defines all finished materials moving inside the Value Stream, from a supplier or to a customer.given as well as all the relevant information given as well as all the relevant information given as well as all the relevant information given as well as all the relevant information

A Material Pushpushing of material from one process into pushing of material from one process into

A Shipping Arrowmaterials moving inside the Value Stream, materials moving inside the Value Stream, materials moving inside the Value Stream, from a supplier or to a customer.

This indicates a First-In-First-Out inventory, which is an element of JIT. Remember to note the maximum possible inventory, as this is a system that limits input.

Inventory can range from raw materials to can range from raw materials to Inventory can range from raw materials to Inventoryfinished products. It is placed between two finished products. It is placed between two

Remember to note the maximum possible Remember to note the maximum possible inventory, as this is a system that limits inventory, as this is a system that limits input.input.

FIFO

This Pull Ball represents given instruction to subassembly process for production of a predetermined type and quantity of product without using a supermarket.

Often used with two-card systems to exchange production and withdrawal kanban, a Kanban Post, is a location where kanban reside for pickup.

The Load Leveling of kanbans are batched in order to level the production volume and mix over a period of time.

A Withdrawal Kanban signals the need for a certain type and quantity of materials to be withdrawn from the supermarket by an operator.

signals the need for a certain type and quantity of materials to be withdrawn from the supermarket by an

A Production Kanban shows the supply of parts downstream and also indicates a predefined quantity for production.

Jagged arrows indicate that Informationis Transmitted Electronically.

Straight arrows indicate that Information is Transmitted Manually.

A Signal Kanban is used when supermarket levels lower to a predetermined minimum level. This level is then allowed to be replenished by the specifics noted on the kanban.

A Kaizen Burst shows the need for, and description of, a kaizen activity within the Value stream.

Miscellaneous Icons

A manufacturing Workcell, or U Cell, process a limited family of products which are then passed along to the next cell in the stream.

This icon represents a Worker and the number of personnel required to operate a particular process.

A Timeline is important to see how time is wasted and is used to calculate the Total Cycle Time and Lead Time as well.

company x company x

This indicates a First-In-First-Out

This icon represents an Outside Source in the form of customers or suppliers.

This Truck Shipment icon indicates an outside delivery from a supplier or to a customer by conveyance of a truck.

can range from raw materials to finished products. It is placed between two

This is a temporary inventory This is a temporary inventory Stock, and safeguards against problems , and safeguards against problems

from downstream.from downstream.

This This Truck ShipmentTruck ShipmentTruck ShipmentTruck Shipmentoutside delivery from a supplier or to a outside delivery from a supplier or to a outside delivery from a supplier or to a customer by conveyance of a truck.customer by conveyance of a truck.customer by conveyance of a truck.customer by conveyance of a truck.customer by conveyance of a truck.customer by conveyance of a truck.

Icons A sampling of popularly used icons for VSM:

A Go-See icon represents the need for visual inspection as a means of gathering information within the Value Stream.

When mapping, participating with knowledgeable team mates will assist your accuracy of data gathering.

There is no perfect Value Stream Map, remember that the most important thing to do is gather all the data that you need first.

When gathering data for VSM creation, you should gain support from all departments in order to have fresh insight of the entire Value Stream.

This indicates a inventory, which is an element of JIT. Remember to note the maximum possible

This indicates a This indicates a inventory, which is an element of JIT. inventory, which is an element of JIT. Remember to note the maximum possible Remember to note the maximum possible FIFO

company x company x company x company x company x company x company x company x company x company x

This indicates a This indicates a This indicates a

company x company x company x company x company x the form of customers or suppliers.the form of customers or suppliers.the form of customers or suppliers.the form of customers or suppliers.

Shared Process is a workstation or department that is shared by other Value Stream families.

another.

An inventory An inventory An inventory Stockpoint is a small-sized inventory used Stockpoint is a small-sized inventory used Stockpoint is a small-sized inventory used as supplies in downstream workers’ use. as supplies in downstream workers’ use. as supplies in downstream workers’ use.

another.

C/T=

C/O=

Batch=

Avail=

A Data Box stores information in order to analyze the Value Stream. It can be placed under any factory and process icons.

A Signal Kanbanlevels lower to a predetermined minimum level. This level is then allowed to be replenished by the specifics noted on the kanban.

process

S

Tips

Identify the Primary Value Streams

Map Overall Process Flow

Complete the Data Boxes

Draw Inventory and Day Supply

Summarize Timelines

Illustrate Information Flow

Fill Out Kaizen Bursts9999999

Value Stream Mapping is a technique from Lean Manufacturing that is used to analyze value-added and non value-added work, the flow of materials and information for the purpose of discovering the current state flow, and working out a future state implementa-tion. VSM was developed at Toyota and can be used for any process stream.

TAKT TIME = Net Available Time

Customer Demand

(minutes of work/day)

(units required/day)

Product Families These are groups of products that have the same or similar production processes, process channels, and other elements. Before starting a VSM, grouping products into a family can simplify the mapping process since one map per family is necessary.

In order to analyze and observe the system, you will fill these boxes in with the data that you have collected.

In order to analyze and observe the system, you will summarize the data you collect.

Calculate RatiosVALUE-ADDED PERCENTAGE = X 100

Value-Added Time

(Value-Added Time)+(Non Value-Added Time)

DAY SUPPLY =Total Inventory

Daily Demand

Key Metrics are chosen based on performance indicators, such as: Delivery & Lead Time, Cost & Productivity, Quality & Customer Satisfaction, Safety & Ergonomics, and Morale & Employee Satisfaction. From these categories, common metrics are chosen.

Identify the Key Metrics

Timeline Total

Space Used Total

Distance Traveled Total

*See Inside

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A Value Stream Map is a high-level, visual representation of all the process steps (both value-added and non value-added) that are required to transform a customer request into delivered products or services. VSMs show the connection between information and prod-uct flow, as well as any major barriers to flow. By using VSMs to document current and future state conditions, the identification and removal of non value-adding activities can take place.

C/O Changeover Time

OCT Operator Cycle Time

Value-Added Space

Information Flow Manual/Electronic

VAT Value-Added Time

Batch Batch Size

MCT Machine Cycle Time

Title Units

Productivity Units/Person/Hour

Quality % Defects/Scraps Rate

Total Space Square ft/m

Square ft/m

Product Travel Feet/Meters

Inventory (INV) Before: After:

Shifts NET Avail. Time: Secs.

COMMON METRICS

Y ft/m Total X ft/m22

X ft/m Y ft/m Total

value-added time

non value-added time Total

Total

Day Supply

system, you will fill these boxes in with

www.enna.com@© Enna 2006

Operator CycleTime: OCT

Machine CycleTime: MCT

ChangeoverTime: C/O

Quality:% Defects/Scrap Rate

Value-AddedTime: VAT

Product Travel:Feet/Meters

Information Flow:Manual/Electronic

Product Flow:Push/Pull

Shifts:NET Avail. Time (Sec.)

Inventory:INV

Process:

Verb/Noun:

Before: After:

Productivity:Units/Person/Hour

Total Space:Sq. Feet/Meters

Value-AddedSpace: (sq.ft/m)

# of Operators

DATA BOX

Push Pull

Manual Elec.

Net Avail:

Final Assemblyattach sub-assemblies

300 sec.45 sec.

3%

3

12/1/130 by 65 ft.7 by 11 ft.300 ft.

2 50,400300 75

75 sec.N/A

Quality:% Defects/Scrap Rate

Productivity:Units/Person/Hour

Total Space:Sq. Feet/Meters

3%

12/1/1

30 by 65 ft.

DefectKaizen

CommunicationKaizen

InventoryKaizen

Don’t forget to check out ’s line of posters, including Value Stream Mapping, to complement this guide!

Kaizen Burst

A manufacturing process a limited family of products which process a limited family of products which are then passed along to the next cell in are then passed along to the next cell in the stream.the stream.

particular process.

*Note that the colors used in these icons do not reflect a required standard, but are for the purpose of enhancing the page.

Go-See icon represents the need for visual inspection as a means of gathering information within the Value Stream.

A Kaizen Burstdescription of, a kaizen activity within the Value stream.

A Kaizen Burst

the stream.the stream.the stream.the stream.

A Go-Seevisual inspection as a means of gathering

WorkcellKaizen

Information FlowInformation Flow

This Pull Ballto subassembly process for production of a predetermined type and quantity of product without using a supermarket. product without using a supermarket.

Often used with two-card systems to Often used with two-card systems to

Map Overall Process Flow

Summarize Summarize Timelines value-added time

Draw Inventory and Inventory and Inventory Day SupplyDay Supply

Identify the Identify the Key Metrics

Identify the Identify the Primary Value StreamsPrimary Value Streams

Illustrate Information FlowInformation Flow

Fill Out Kaizen Bursts

Value Stream Mapping is a technique from Lean Manufacturing that is used to analyze is a technique from Lean Manufacturing that is used to analyze

Net Available Time (minutes of work/day)(minutes of work/day)

Product Families These are groups of products that have the same These are groups of products that have the same

Miscellaneous IconsMiscellaneous Icons

This icon represents a This icon represents a number of personnel required to operate a number of personnel required to operate a particular process.particular process.particular process.particular process.

A manufacturing A manufacturing process a limited family of products which process a limited family of products which

particular process.particular process.particular process.

Material Flow Icons A sampling of popularly used icons for VSM:A sampling of popularly used icons for VSM:A sampling of popularly used icons for VSM: is a high-level, visual representation of all the process steps (both

value-added and non value-added) that are required to transform a customer request into

IconsIconsIcons is a high-level, visual representation of all the process steps (both defdefdefdefdefdefdefdef value-added and non value-added) that are required to transform a customer request into value-added and non value-added) that are required to transform a customer request into defdefdefdefdefdefdefdefdef A Value Stream MapValue Stream Map is a high-level, visual representation of all the process steps (both is a high-level, visual representation of all the process steps (both value-added and non value-added) that are required to transform a customer request into value-added and non value-added) that are required to transform a customer request into A Value Stream MapValue Stream Map is a high-level, visual representation of all the process steps (both

Value Stream MappingQUICK STUDY GUIDE

TEL: 360.306.5369 Current State

Material Flow

I

Inventory can range from raw materials to finished products. It is placed between two processes and if there is more than one inventory group, indicate with another icon seperately.

processprocess This Process Box is used to describe an activity within the Value Stream. A title is given as well as all the relevant information for each production process.

activity within the Value Stream. A title is given as well as all the relevant information for each production process.

This indicates material movement via Pull Signal. Also indicates physical removal from downstream.

given as well as all the relevant information

A Material Push Arrow represents the pushing of material from one process into another.

This is a temporary inventory Safety Stock, and safeguards against problems from system failures or other unforseen issues. A note from management should be included for its proper use.

An inventory “Supermarket” or Kanban Stockpoint is a small-sized inventory used as supplies in downstream workers’ use. This is useful if continuous flow is impractical, lowering overproduction and total inventory.

Information Flow

FUTURE STATE MAPPING

A Shipping Arrow defines all finished materials moving inside the Value Stream, from a supplier or to a customer.given as well as all the relevant information

A Material PushMaterial Pushpushing of material from one process into pushing of material from one process into pushing of material from one process into pushing of material from one process into

A Shipping Arrowmaterials moving inside the Value Stream, materials moving inside the Value Stream, materials moving inside the Value Stream, from a supfrom a sup

This indicates a First-In-First-Out inventory, which is an element of JIT. Remember to note the maximum possible inventory, as this is a system that limits input.

This Pull Ball represents given instruction to subassembly process for production of a predetermined type and quantity of product without using a supermarket.

Often used with two-card systems to exchange production and withdrawal kanban, a Kanban Post, is a location where kanban reside for pickup.

The Load Leveling of kanbans are batched in order to level the production volume and mix over a period of time.

A Withdrawal Kanban signals the need for a certain type and quantity of materials to be withdrawn from the supermarket by an operator.

signals the need for a certain type and quantity of materials to be withdrawn from the supermarket by an

another.

An inventory An inventory An inventory Stockpoint is a small-sized inventory used Stockpoint is a small-sized inventory used Stockpoint is a small-sized inventory used as supplies in downstream workers’ use. as supplies in downstream workers’ use. as supplies in downstream workers’ use.

pushing of material from one process into another.

A Production Kanban shows the supply of parts downstream and also indicates a predefined quantity for production.

Jagged arrows indicate that Informationis Transmitted Electronically.

Straight arrows indicate that Information is Transmitted Manually.

A Signal Kanban is used when supermarket levels lower to a predetermined minimum level. This level is then allowed to be replenished by the specifics noted on the kanban.

A Kaizen Burst shows the need for, and description of, a kaizen activity within the Value stream.

Miscellaneous Icons

A manufacturing Workcell, or U Cell, process a limited family of products which are then passed along to the next cell in the stream.

This icon represents a Worker and the number of personnel required to operate a particular process.

A Timeline is important to see how time is wasted and is used to calculate the Total Cycle Time and Lead Time as well.

company x company x

This icon represents an Outside Source in the form of customers or suppliers.

This Truck Shipment icon indicates an outside delivery from a supplier or to a customer by conveyance of a truck.

Icons A sampling of popularly used icons for VSM:

A Go-See icon represents the need for visual inspection as a means of gathering information within the Value Stream.

When mapping, participating with knowledgeable teammates will assist your accuracy of data gathering.

There is no perfect Value Stream Map, remember that the most important thing to do is gather all the data that you need first.

When gathering data for VSM creation, you should gain support from all departments in order to have fresh insight of the entire Value Stream.

Information FlowInformation Flow

This Pull Ballto subassembly process for production of a predetermined type and quantity of product without using a supermarket. without using a supermarket.

Often used with two-card systems to Often used with two-card systems to

Kaizen Burst

A manufacturing process a limited family of products which process a limited family of products which are then passed along to the next cell in are then passed along to the next cell in the stream.the stream.

particular process.

This indicates a y, which is an element of JIT.

Remember to note the maximum possible

company x company x company x company x company x company x company x company x company x company x the form of customers or suppliers.the form of customers or suppliers.the form of customers or suppliers.the form of customers or suppliers.the form of customers or suppliers.the form of customers or suppliers.

process Shared Process is a workstation or department that is shared by other Value Stream families.

C/T=

C/O=

Batch=

Avail=

A Data Box stores information in order to analyze the Value Stream. It can be placed under any factory and process icons.

Information

A Signal Kanbanlevels lower to a predetermined minimum level. This level is then allowed to be replenished by the specifics noted on the kanban.

S

Tips

Assess based on Takt Time

One-Piece Flow: Flow where possible,eliminate trigger points

A Value Stream Map (VSM) is a high-level, visual representation of all the process steps (both Value-Added and Non Value-Added) that are required to transform a customer request into delivered products or services. VSMs show the connection between information and product flow, as well as any major barriers to flow. By using VSMs to document current and future state conditions, the identification and removal of Non Value-Adding activities can take place.

Build to Supermarket/Shipment Level Load Production Mix

Future State Mapping continues from the Current State Mapping process. Here, Takt Time is the focus instead of Cycle Time, so this computation should be done first. For the most part, the Current State Map steps will apply to constructing a Future State VSM.

TAKT TIME = Net Available Time

Customer Demand



TAKT TIME = = 7 Minutes Per Product 420

60



This is an opportunity to compare the Current and Future State Value Stream Maps in order to analyze the Kaizen action. Is implementation possible? What is necessary in order to facilitate this action?

Utilize 5S at this step to identify any existing Non Value-Added steps and remember the 7 Wastes: Overproduction, Inventory, Defects, Processing, Transportation, Waiting, and Motion. The utilization of SMED, TPM, and other Lean tools may be necessary here as well.

Reduce or Eliminate Non Value-Added steps

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Don’t forget to check out ’s line of posters, including Value Stream Mapping, to complement this guide!

One-Piece Flow means that there is flow between processes which create no wasted material. Products are not made in large batches, therefore there is no possibility of Work-In-Process to accumulate around the workstation.

In order to understand this concept better, we have 2 different products being produced, X and Y, at a certain company. Product X would typically be ordered the most on Tuesday, and Product Y on Friday. The lull between Wednes-day and Thursday, and Friday and Tuesday, would send workers home while the busy Tuesday and Friday would have everyone working overtime. Load Leveling would solve this issue by leveling out the production of Product X and Y throughout the week.

Cus

tom

er O

rder

s

Day of Week

Demand

T F

X

Y

This practice enables materials to be temporarily stored until a use for them arises downstream. Then after a certain number of them are depleted, they are replaced via the Kanban action.

Example from the Current State Map:

Customer CustomerSupplier Supplier

I

Production Supervisor

Cutting

MCT=

C/O=

Prod=

=2

Milling

=3

Painting

=2

Washing

=1I

MCT=

C/O=

Prod=

MCT=

C/O=

Prod=

MCT=

C/O=

Prod=

105

Weekly Schedule

Weekly Forecast

Daily Orders

Annual Production Plan

Weekly ScheduleW

eekl

y Sch

edul

e

Daily Schedule

15 mins.

2 mins.

30 mins

60 mins.

5/3/112/2/1

Weekly Orders

60 mins

5 mins.

5/2/1

11 mins

1 min.

8/1/1

2.5 Day

10 mins.

0.8 Day

29 mins.

0.2 Day

60 mins.

0.2 Day

2 min.

0.5 Day

ProductionControl

ProductionControl

ProductionControl

ProductionProductionProductionProductionControlControlControlControl

Weekly Daily

7

I

5

I

6 PullKaizen

I

Cutting

MCT=

C/O=

Prod=

=2 I

105

15 mins.

2 mins.

12/2/1

10 mins.

MCT=

C/O=

105

Prod=SetupKaizen

Weekly Schedule

Weekly ScheduleW

eekl

y Sch

edul

e

Wee

kly

Sched

ule

PaintingMilling

I

WorkcellKaizen

=3

30 mins

=3I

7

I

7

29 mins.

0.8 Day0.8 Day

29 mins.

QuickChangeover

Kaizen

The Load Levelingin order to level the production volume and mix over a period of time.

This is an opportunity to compare the Current and This is an opportunity to compare the Current and Future State Value Stream Maps in order to analyze Future State Value Stream Maps in order to analyze Future State Value Stream Maps in order to analyze Future State Value Stream Maps in order to analyze the Kaizen action. Is implementation possible? the Kaizen action. Is implementation possible? What is necessary in order to facilitate this action? What is necessary in order to facilitate this action?

Confirm Kaizen Bursts with Future State

of kanbans are batched in order to level the production volume and

A A TimelineTimeline is important to see how time is wasted and is used to calculate the Total Cycle Time and Lead Time as well.

can range from raw materials to finished products. It is placed between two

from downstream.from downstream.

This is a temporary inventory This is a temporary inventory StockStock, and safeguards against problems

This This Truck ShipmentTruck ShipmentTruck ShipmentTruck Shipmentoutside delivery from a supplier or to a outside delivery from a supplier or to a outside delivery from a supplier or to a customer by conveyance of a truck.customer by conveyance of a truck.customer by conveyance of a truck.customer by conveyance of a truck.customer by conveyance of a truck.customer by conveyance of a truck.

*Note that the colors used in these icons do not reflect a required standard, but are for the purpose of enhancing the page.

A Kaizen Burstdescription of, a kaizen activity within the Value stream.

A Go-See icon represents the need for

A Kaizen Burst

the stream.the stream.the stream.the stream.

WorkcellKaizen

OXOX

Inventory can range from raw materials to can range from raw materials to Inventory can range from raw materials to Inventoryfinished products. It is placed between two finished products. It is placed between two

Remember to note the maximum possible Remember to note the maximum possible inventory, as this is a system that limits inventory, as this is a system that limits input.input.

This indicates a This indicates a inventorinventory, which is an element of JIT. inventory, which is an element of JIT. inventorRemember to note the maximum possible Remember to note the maximum possible

Stream families.Stream families.

FIFO

Miscellaneous IconsMiscellaneous Icons

This icon represents a This icon represents a number of personnel required to operate a number of personnel required to operate a particular process.particular process.particular process.particular process.

A manufacturing A manufacturing process a limited family of products which process a limited family of products which

particular process.particular process.particular process.

is a high-level, visual representation of all the process steps (both Material Flow Icons A sampling of popularly used icons for VSM:A sampling of popularly used icons for VSM:A sampling of popularly used icons for VSM:IconsIconsIcons

A Value Stream Map (VSM) is a high-level, visual representation of all the process steps (both is a high-level, visual representation of all the process steps (both is a high-level, visual representation of all the process steps (both defdefdefdefdefdefdefdefdef

A Value Stream Map (VSM) is a high-level, visual representation of all the process steps (both is a high-level, visual representation of all the process steps (both is a high-level, visual representation of all the process steps (both defdef

Value Stream MappingQUICK STUDY GUIDE

TEL: 360.306.5369 Future State

C/O: Changeover Prod: ProductivityVA: Value-AddedC/T: Cycle Time

OCT: Operator Cycle TimeMCT: Machine Cycle Time

Day of WeekDay of Week

T F

C/O: Changeover Prod: ProductivityProd: ProductivityVA: Value-AddedVA: Value-AddedC/T: Cycle Time

OCT: Operator Cycle Time

Common Abreviations implemented in a Value Stream Map:

Lean Supply Chain ManagementQUICK STUDY GUIDE

TEL: 360.306.5369

Supply Chain Management (SCM) consist of tools used to pass data and expectations between suppliers and customers. The primary purpose for the customer is to have what is needed, in good quality, at the lowest possible price.

A Lean Supply Chain & Logistics process is streamlined to reduce and eliminate waste, or Non Value-Added activities, to the total Supply Chain flow and the products moving within the Supply Chain. Waste can be measured in time, inventory, and unnecessary costs. Meanwhile material and information within the Supply Chain should flow.

Costs Versus SalesTypical Supply Chain & Logistics costs as a percent of Sales:For every $1 saved through the Supply Chain you would need to have an additional $3 to $10 of Sales in order to equal the same contribution.

The act of not properly utilizing people to the best of their abilities. An addition to the original 7 Wastes of the Toyota Production System, this is commonly refered to as the 8th Waste.

Defined as making more than what is needed. Overproduction leads to large inventories and wasted resources. Batch production is also risky because long Lead Times are needed to fulfill customers’ needs.

Waiting is created when workers become idle due to the lack of materials, machines, information, inspections and so forth. Traditionally, the time an item is spent waiting in a specific process is considered waiting.

Conveyance of a material. Transportation can be risky since damage can result and there is nothing added to the product that the customer is willing to pay for.

Any material or Work-in-Process other than what is needed immediately to satisfy the customer is considered waste. Inventory that the customer has not yet taken ownership of is classified as waste.

Movement of people during the course of a work day. Motion as a waste can affect the safety of personnel, and indirectly increase the wear and damage to equipment.

Work is performed on a part or item which does not add value from the customer’s point of view. Wasteful processing can also mean equipment that is needlessly precise, overly pricey, or complex in nature.

DefectsOverproductionWaitingTransportationInventoryMotionExtra ProcessingNon-Utilized TalentsNon-Utilized TalentsExtra ProcessingNon-Utilized Talents

MotionExtra Processing

InventoryMotion

WaitingTransportationTransportationInventoryTransportationInventory

DefectsDefectsDefectsOverproductionOverproductionWaitingWaiting

The 8 Wastes of Lean

Develop a Lean culture of team-based Continuous Improvement, reducing “silo” thinking

Understand value from the customer’s perspective

Value Stream Map critical Supply Chain processes and identify wastes and places where material/information does not “flow”

Determine core competencies; find partners with complementary abilities

Benchmark best practices; use that information to set goals for Kaizen Events

Create flow, visibility, and flexibility in the Supply Chain VSM “Future State”

Continually measure performance

Flow ProductionA production method which processes items in small quantities in sequential steps, rather than in large batches or mass processing. Products or services flow from one process to the next without having to wait, and only approved quality products or services are accepted by the downstream customer.

Pull SystemThis is where the downstream process takes the product they need, pulling it from the producer. A thoroughly launched Pull System will ultimately minimize waiting, inventory, and overproduction.

Takt TimeTakt Time is the “Beat Time” for operations set by the customer; it is the rate at which the customer buys products.

Create flow, visibility, and flexibility in the Supply Chain VSM Create flow, visibility, and flexibility in the Supply Chain VSM “Future State”“Future State”

Continually measure performanceContinually measure performance

Just In Time

Intelligent Automation

Level Loading

Just In TimeJust In TimeJust In TimeJust In TimeJust In TimeJust In TimeJust In TimeJust In Time

Lean Organization

InspectPaintAssembleMachineFormPlan InspectPaintAssembleAssemble PaintMachineMachineMachineMachine AssembleAssembleFormPlan Form

Takt Time cannot be measured; Takt Time is only calculated. Takt Time only changes if customer demand or available time changes. Balance all Cycle Times to Takt Time.

Machines that are given "human intelligence" so that they are able to prevent defects by shutting down an operation if a defect is detected. This is essential in introducing One-Piece Flow to a production line, as it allows the line to be stopped and the number of defects produced to drastically be cut.

The leveling of quantities, types of products, and services that are produced for the customer.

A production system that makes what is needed, when it is needed, in the quantity that is needed. This is achieved by simplifying processes, eliminating waste, reducing set-up times, and improving layout redesign.

Implementing Kaizen to energize your Supply Chain

The importance of recognizing waste and other Kaizen methodologies is the first step to a successful Supply Chain Management. Here is a rundown of key things to consider:

Just In Time is three principles: Takt TimeFlow ProductionPull System

Just In TimeHaving what the customer needs, when they need it, where they need it, in the quantity needed.

Uses the least amount of effort, materials, equipment, machinery, and space to get the job done.

Exposes hidden problems and the 8 Wastes.


Pull SystemThis is where the downstream process takes the product they need, pulling it from the producer. A thoroughly launched Pull System will ultimately minimize waiting, inventory, and overproduction.ultimately minimize waiting, inventory, and overproduction.

Takt Time is the “Beat Time” for operations set by the customer; it is the rate at which the customer buys products.


the customer buys products.


the customer buys products.

Takt Time cannot be measured; Takt Time is only calculated. Takt Time cannot be measured; Takt Time is only calculated. Takt Time cannot be measured; Takt Time is only calculated. Takt Time only changes if customer demand or available time changes. Takt Time only changes if customer demand or available time changes. Takt Time only changes if customer demand or available time changes. Balance all Cycle Times to Takt Time.Balance all Cycle Times to Takt Time.Balance all Cycle Times to Takt Time.

Takt TimeTakt TimeFlow ProductionFlow ProductionPull System

Takt TimeFlow ProductionPull System

Cycle Time

FormPlan Form

Unsatisfactory work against the request of the next process or the customer’s specifications. Making bad parts, having scrap, wrong information, and/or having to rework items.


Takt Time cannot be measured; Takt Time is only calculated. Takt Time only changes if customer demand or available time changes. Balance all Cycle Times to Takt Time.Balance all Cycle Times to Takt Time.Balance all Cycle Times to Takt Time.

Takt T

ime

For every $1 saved through the Supply Chain you would need to have an additional $3 to $10 of Sales

Overproduction

TransportationTransportationInventoryInventory

Extra ProcessingExtra ProcessingNon-Utilized TalentsNon-Utilized Talents

Supply Chain50% - 70%

Supply Chain50% - 70%

Logistics7% - 8%

A production method which processes items in small quantities in sequential steps, rather than in large batches or mass processing. Products or services flow from one process to the next without having to wait, and only approved quality products or services are accepted by the downstream customer.

Takt T

ime

Kaizen Progress

VSM: Current State Quick Study Guide

Enna’s Value Stream Mapping: Current State Quick Study Guide covers the basics of VSM Iconography, with in-depth yet easy to understand definitions of the symbols used in creating a Value Stream Map. Along with these explanations comes a step-by-step workflow for creating a useful Current State Value Stream Map.

VSM: Future State Quick Study Guide

Enna’s Value Stream Mapping: Future State Quick Guide covers the definitions of each of the VSM Future State steps, along with instructions for calculating the necessary values. When you flip the quick guide over you will be presented with a clear, visual outline for creating your own Future State Map.

Lean Supply Chain Quick Study Guide

Lean Supply Chain is an industry that is fast-expanding in their use of Lean and Kaizen tools. Enna’s Lean Supply Chain Quick Study Guide provides a visual reference of the tools and methodologies that best help in adopting Lean methods. This is outlined in both examples of the 8 Wastes of Lean, as well as a visual snapshot of a factory floor.




[email protected] | +1 360 306 536916

Shingo Vol I Item: 505 Price: $229.99Shingo Vol II Item: 506 Price: $229.99

THE GURU COMES DOWN FROM THE MOUNTAIN

Volumes I & II of Dr. Shigeo Shingo on the Shop FloorAccompany the world’s greatest consultant as he ana-lyzes manufacturing processes at an AT&T facility in 1990. This is the only documented footage that shows Dr. Shingo on the shop fl oor addressing quality and defects in his customary straightf orward, and oft en humorous, manner. We have enhanced the raw VHS footage to provide the clearest image and sound as possible and added subti tles to reinforce key points.

The Human Side of Lean ManufacturingIn this unique Lean Manu-facturing video, workers explain how they designed and built their own work-cell.

Item: 504 | Price: $229.99

5S Into Acti onThis DVD is the best 5S video on the market! Professionally writt en and produced to ensure that the key concepts of 5S are communicated to an audience that includes managers as well as employees.

Video Highlights:• Set in the 5S training room and on the shop fl oor.• Explains ‘why’ 5S is done and ‘how’ to achieve results.• Fully explains the benefi ts of 5S to employees.• Multi ple examples with specifi c video and illustrati ons.

Item: 508 | Price: $199.99

Best Selling Training DVD!

Lean Accounti ngThis program features Nor-man Bodek revealing how accounti ng personnel can support change in a Lean company.

Item: 501 | Price: $229.99

Quick & Easy KaizenBodek presents at the AME conference an overview of the Quick and Easy Kaizen system and provides exam-ples from his experience.

Item: 503 | Price: $229.99

DVDs


No more sitti ng through hours of instructi on and rhetoric — get started right away with ütt ana’s short, concise, and highly focused Lean and Kaizen videos!

Visit us online to learn more and get started todayat www.utt ana.com!

At ütt ana, along with hundreds of videos, you will also receive:• Quizzes• Defi niti ons• Photos• Presentati ons• Transcripts of each Video

For the fi rst ti me there is a comprehensive and eff ecti ve learning system that goes hand-in-hand with Lean implementati on products! Introducing utt ana.com, your new headquarters for streaming Lean and Kaizen training videos.

Learn at the point of use, instead of having to spend enti re days in a training room with no connecti on to the workplace. These highly focused training videos are perfect for learning a concept and immediately applying that learning!

Choose any Lean or Kaizen tools or method’s individual program and only pay for the con-cepts you want to learn. With ütt ana’s course rental system you pay less than anyone else!

.comPresenti ng Your Source for Online Lean Learning:

DVDs

[email protected] | +1 360 306 536918

1 Introduction to Lean Time: 47 mins Item: 7037 $229.992 Introduction to Lean: Key Players & Principles Time: 37 mins Item: 7038 $229.993 Fundamental Principles of 5S Time: 30 mins Item: 7033 $229.994 Advanced Applications of 5S Time: 36 mins Item: 7034 $229.995 Lean Wastes - Combat Waste in Any Business Time: 29 mins Item: 7027 $229.996 Foundations of Standard Work Time: 12 mins Item: 7020 $229.997 Developing and Supporting Standard Work Time: 31 mins Item: 7021 $229.998 A3 Problem Solving Time: 44 mins Item: 7023 $229.99

1 2

5 6

7 8

3 4

Introduction to LeanLean, deriving its origins from the Toyota Production System, is a set of tools, methodologies, and prin-ciples that help guide organizations to a high level of productivity and efficiency.

Fundamental Principles of 5SThis DVD will provide you with an understanding of where 5S originated, why it is so popular as a cleaning and organizing toolset, and how you can begin implementing 5S in your own organization.

Lean WastesDiscover the wastes of Lean and Kaizen, as well as new tools and methods that you can use to identify and combat them.

Developing & Supporting Standard WorkThis DVD, broken into 3 chap-ters, will help you dive deeper into the tools and method-ologies that will guide you to a well-rounded system for your organization.

Key Players & PrinciplesThis DVD provides the funda-mental information regarding Lean’s history and origins, as well as how to begin fostering a culture of continuous improve-ment.

Advanced Applications of 5S5S was one of the first tools of Kaizen to be popularized in the Western World because it is such a powerful methodology. However there is much more to be known about 5S than most people realize.

Foundations of Standard WorkThe common misconception is that standards are only writ-ten so people can be easily replaced, when in fact the truth is that people will then have the time to put their energy toward new, exciting work.

A3 Problem SolvingA3 is a problem solving method developed by Toyota to gather all information related to a problem on a single page for reference. Use it to find the root cause and address the problem as a group to find a viable solution.

DVDs

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9 Visual Management - Simple but Sophisticated Time: 52 mins Item: 7028 $229.9910 Foundations of SMED Time: 35 mins Item: 7029 $229.9911 Utilizing SMED Time: 38 mins Item: 7030 $229.9912 Introduction to TPM Time: 41 mins Item: 7035 $229.9913 Implementing TPM Time: 48 mins Item: 7036 $229.9914 Lean Layout Time: 29 mins Item: 7043 $229.9915 VSM - Mapping the Value Stream Time: 60 mins Item: 7039 $229.9916 VSM - Beyond Just Mapping the Value Stream Time: 29 mins Item: 7040 $229.99

9 10

13 14

15 16

11 12

Visual ManagementLearn the concepts behind some of the most powerful Lean tools, known as Visual Manage-ment, and why it is important to implement visuals into your own organization.

Utilizing SMEDThis DVD will provide useful techniques and tools to allow you to effectively understand practical approaches to achiev-ing quick changeovers.

Implementing TPMImplementing TPM can be a chal-lenging & complicated process. This DVD, dives into best practic-es for implementing a TPM pro-gram, useful forms to help guide the process, and setting up an appropriate support structure.

VSM Mapping the Value StreamThe key to effective and suc-cessful implementation of new methods within an organization is a complete understanding of how to implement the new tools and concepts and why.

Foundations of SMEDSMED is designed to bring the changeover time for machines down to less than 10 minutes. This DVD will introduce you to the foundational elements of SMED Quick Changeover.

Introduction to TPMTotal Productive Maintenance is an essential methodology to de-veloping an organization where there is no loss of time, materi-als, or equipment because of breakage and shutdowns.

Lean LayoutThis DVD is broken into two chapters, providing you with the foundational structure to un-derstand Lean Layout concepts, and how they can benefit your workplace.

VSM: Beyond Just Mapping the Value StreamAdd depth to your Value Stream Mapping efforts by understand-ing and applying the methods and concepts that go beyond the simple mapping process.

DVDs


[email protected] | +1 360 306 536920

17 Lean in a Modern Office Time: 45 mins Item: 7041 $229.9918 Advanced Office Kaizen Time: 53 mins Item: 7042 $229.9919 Hoshin Kanri - Policy Deployment Time: 46 mins Item: 7024 $229.9920 3P - Production Preparation Process Time: 52 mins Item: 7022 $229.9921 Kaizen Workshop - Engage Your Staff Time: 62 mins Item: 7025 $229.9922 Kanban - Step-by-Step Time: 63 mins Item: 7026 $229.9923 Barriers to Lean Time: 29 mins Item: 7031 $229.9924 Time and Motion Study Time: 65 mins Item: 7032 $229.99

17 18

21 22

23 24

19 20

Lean in a Modern OfficeToo often Lean is associated with only physical movement or the creation of physical items. But the concepts of Lean and Kaizen can be applied anywhere work is done - including your office and administrative functions!

Hoshin KanriOutline the best direction for your organization and learn how to guide your efforts toward this goal through the use of Hoshin Kanri, or Policy Deployment. A properly aligned organization will reap great benefits.

Kaizen WorkshopThe purpose of a Kaizen Work-shop is to facilitate the mindset of small, incremental changes that add up to greater overall improve-ments. Tap into the creative tal-ents of everyone to reduce waste and increase efficiency.

Barriers to LeanThis DVD deals with challenges that are evident in any orga-nization and appear with any change effort, including how to address resistance to Lean and facilitate a successful Lean Transformation.

Advanced Office KaizenAdvancing the concepts of Lean and Kaizen in the office, this DVD provides you with the tools, measurements, and understanding to begin imple-menting a world-class initiative in your organization.

3P - Production, Preparation, ProcessUnlike Kaizen, or continuous im-provements, 3P fosters Kaikaku – breakthrough change for your organization. This DVD provides useful approaches and thorough explanations of the 3P Method.

Kanban Step-by-StepOne of the more advanced con-cepts in Lean is the implementa-tion of Kanban. Kanban Systems utilize Supermarkets to store a minimal amount of Work-in-Process to level load and enable flexible manufacturing.

Time and Motion StudyConducting a Time and Motion Study is the process of accurate-ly recording the time it takes to perform a process, and the mo-tions that take place within it.

DVDs



25 Lean Facility Layout Time: 38 mins Item: 7044 $229.9926 Essentials of Lean Supply Chain Time: 53 mins Item: 7045 $229.9927 Applications of Lean Supply Chain Time: 52 mins Item: 7046 $229.9928 Advanced Methods of Lean Supply Chain Time: 44 mins Item: 7047 $229.99

25 26

27 28

Lean Facility LayoutBuilding on the foundational elements of a Lean Layout, this DVD supplies a greater depth of knowledge and illustrates a wide breadth of tools to use to accomplish the best layout pos-sible in your facility.

Applications of Lean Supply ChainLearn the best applications of Lean Supply Chain to move your Lean efforts forward and enable you to develop a more agile and flexible Supply Chain.

Essentials of Lean Supply ChainBefore you can begin expanding and incorporating Lean into your outside network of suppliers, you must first build the founda-tion of your own Lean Supply Chain.

Advanced Methods of Lean Supply ChainLearn the best methods and training tools of Lean to your Supply Chain, which will enable you to expand your Lean efforts well beyond your own four walls.

DVDs

Don’t forget to check our website frequently for more available DVDs. We are constantly updating our library to provide the most

comprehensive and meaningful Lean and Kaizen content!

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22

Study Mission to JapanStudy Mission to JapanLean JourneyLean Journey

Embark on the Lean Benchmarking Tour of a LifetimeJoin Enna on a Study Mission to Japan that will broaden your thinking, bring you depth of understanding, and expand your idea of the possible. See More, Do More with Enna.

Immerse Yourself

From the moment you touch down you will be en-veloped in the rich, vibrant, and unique culture that is Japan.

Why Enna?

Our Kaizen factory tour provides the perfect combination of education, exposure to best-in-class Lean practices, in-depth tours, and interactive discussion.

DVDs

$7,995.00 USD All-Inclusive* week-long tour in Japan*Includes domestic airfare and travel in Japan, hotels, group meals, and celebration dinner. Does not include airfare to and from your country of origin to Japan.

Learn More at www.enna.com/japantrip

23

DVDsDVDsDVDs

Kaizen Workshop

See and experience the dynamics of Kaizen in action on the shop fl oor. Utilize your senses to see and hear training in action on the shop fl oor. The host companies you visit are eager to hear your input and questions as they show you their practices. Nowhere else will you be afforded the opportunity to witness such dynamic work-shops.

Tour Dates at www.enna.com/japantrip

Exposure to Multiple Industries

Although Toyota is responsible for popularizing Lean, you will learn from more than just the automotive industry. You don’t need to go to Japan to sit in classrooms and have professional consultants simply speak to you; go to Japan to master World Class Lean operations applied in varying industries with differing business climates. Visiting locations in multiple industries demonstrates a wide breadth of application, ensuring you take home real applicable knowledge to shift your Lean Transformation paradigm.

Host Companies We Visit

Don’t see a company from your industry on the list? Contact us to discuss how we can customize a tour to visit industries and companies who will benefi t your organization.

Lean Topics covered

While the tools of Lean may be simple in theory, there are many obstacles that may need to be overcome in order to put them into practice within your unique or-ganization. Gain insight into the various uses of Lean tools and how these tools integrate together and can be adapted to fi t your organizational needs.

• Toyota• Nissan• Honda• Mitsubishi• Denso• Yamaha• Kawasaki

• TPS• 5S• Visual Management• Kanban• Suggestion Systems• Waste Identifi cation• QC Circles

• Lexus• Aishin• Ricoh• Sony• Nikon• TOTO • Daihatsu

• Engagement• VSM• TPM• SMED• Kaizen Training• Just In Time (JIT)• Mistake-Proofi ng

See What You Want to See

Not just any study mission will do. You are invest-ing a substantial amount of time and money to go to Japan – be sure you see and experience what you want. From the tour preparation package, host com-panies, and management interactions, everything on the tour is centered around your needs.

Whether you are looking for industry or tool spe-cifi c learning, the Lean Study Mission to Japan will deliver above and beyond your expectations.

Benchmarking

The hallmark of Lean manufacturing is innovation, built up through the sharing of ideas. Utilize benchmarking to compare your processes with best practices, both within and outside of your organization. Join us in Japan to learn how to maximize your Lean transformation through the discovery of best practices and strategies. Observe and discuss improvement methodology as it is being implemented in real time and benchmark your own company’s Lean journey against World Class.

[email protected] | +1 360 306 536924

Forging a Kaizen CultureIn this paradigm shift ing book about waste eliminati on in all its forms, Sensei Hitoshi Yamada will open your eyes to the various forms of waste and addresses the issue of wastefulness, abundant in all areas of each individual’s life.

Item: 932 | Price: $29.99

Clinical 5S for HealthcareIt is no secret that problem areas are abundant within the healthcare industry, but what if you could eliminate these problems? Clinical 5S provides you with the tools and meth-odology for Lean success in healthcare.

Item: 930 | Price: $45.99

Kaizen & The Art of Creati ve ThinkingDr. Shingo presents six unique models, the sum of which he calls the Scienti fi c Think-ing Mechanism. This concept provides the foundati on for any Lean Initi ati ve to be built upon.

Item: 909 | Price: $59.40

The Toyota Way in Sales and Marketi ngThis book discusses how to use the principles of Lean and Kaizen within the structure and frame-work of customer service, dealer networks, sales experience concept, and feedback to the manufacturing arm of Toyota.

Item: 918 | Price: $28.99

Fundamental Principles of Lean ManufacturingThis book provides the technical know-how to plot a course of improvement and reveals the practi cal applicati on of tools such as Kanban and Layout Design. A must read for any en-gineer, manager, or executi ve!

Item: 921 | Price: $64.80

The Toyota MindsetFrom the brilliant mind of a legend in the Lean Manufactur-ing world comes the reasoning behind the importance of using your intellect, challenging your workers, and why conti nuous improvement is not only helpful but a necessity on the shop fl oor.

Item: 920 | Price: $34.99

Books

In this digital age of reading news and informa-ti on on cell phones and laptops, a constant bombardment of ads and fl ashy distracti ons, its nice to have a fi xed, focused item from which we can learn. Re-enter the book. Something you can take on a plane (no having to turn this device off !) when you travel, write in, and constantly go back to in order to re-read or refresh a learning point.


Books

TWI: Bulletin Series Item: 914 $34.99TWI: Job Instruction Item: 922 $34.99TWI: Job Methods Item: 923 $34.99TWI: Job Relation Item: 924 $34.99TWI: Problem Solving Item: 927 $34.99TWI: Program Development Item: 926 $34.99TWI: Union Job Relations Item: 925 $34.99

Training Within Industry (TWI) SeriesTraining Within Industry is the structural genesis of Lean Manufacturing and the heart of Kaizen, the practice of small continuous improvements. From the Toyota Production System to the standardiza-tion of training retail sales clerks, Training Within Industry proves that true innovation is timeless.

The Training Within Industry (TWI) service was created by the United States Department of War, run-ning from 1940 to 1945 within the War Manpower Commission. Its immediate purpose, as far as could be seen then, was to provide a clearing-house service and consultation in industrial training tech-niques to contractors, whose personnel were being conscripted into the US Army.

The four basic training programs (10-hour sessions) developed by TWI were developed by experts on loan from private industry: Job Instruction, Job Methods, Job Relation, and Program Development. As well there were a few other programs, such as Problem Solving and the short-lived Union Job Rela-tions. Enna also offers the TWI Bulletin Series, a series of bulletins that circulated explaining the need for training and accepted training techniques.

[email protected] | +1 360 306 536926 [email protected] | +1 360 306 536926

Books

12 Keys to Sustainable Company SuccessA must have for companies of any size looking to achieve and sustain long-term success. Twelve Keys will open your mind to the key factors of a suc-cessful company and what you can do to achieve great heights.

Item: 931 | Price: $19.95

Value Stream & Process MappingThe Strategos Guide to Value Stream and Process Mapping has helpful ti ps on facilitati ng group VSM exercises and helps put VSM in the greater Lean context. With photos and ex-amples of related Lean practi ces, the book focuses on implementi ng VSM, not just on draw-ing diagrams and graphs. This is the most comprehensive and practi cal book on the subject to date.This book acquaints the reader with Value Stream Mapping as well as Process Mapping, and thereby provides a dual set of tools which are more eff ecti ve than either technique alone.

Item: 905 | Price: $47.00

Organizing for WorkWhen approached from the Lean perspecti ve, Henry Gantt ’s Organizing for Work provides a window into the American origins of the 2nd Pillar of Lean - Respect For People.

Item: 910 | Price: $21.99

100% LeadershipThere is no recipe for success. If there were, we would all use it and it would cease to be eff ecti ve. In reality there are many roads that can lead to success - the secret is to choose the right road for your organizati on!

Item: 915 | Price: $21.99

Principles of Scienti fi c ManagementThe American classic that inspired Shigeo Shingo! As the basis of modern organizati onal effi ciency, this instrumental book has moti vated managers and engineers for almost 100 years.

Item: 912 | Price: $21.99

Mistaken KanbansThis book will open your eyes to the reasons most Kanban implementati ons do not work, as explained by an expert in Kanban, & give you a road map to guide you through the necessary steps to implement a successful Kanban System.

Item: 919 | Price: $27.99

Shopfl oor ManagementShop Management is a manual that goes into the nuts and bolts of effi ciency and im-provement. Taylor’s Four Prin-ciples of Organizati onal Change should be hung in any environ-ment where improvements are sought.

Item: 907 | Price: $21.99


Books

KaikakuKai ka ku are Japanese charac-ters meaning a ‘transformation of the mind,’ ‘working with oth-ers to achieve radical change,’ and ‘to bring new and vital energy to your organization.’

Item: 901 | Price: $47.52

Norman BodekThe Strategos Guide to Value Stream and Process Mapping has helpful tips on facilitating group VSM exercises and helps put VSM in the greater Lean context. With photos and examples of related Lean practices, the book focuses on implementing VSM, not just on drawing diagrams and graphs. This is the most comprehensive and practical book on the subject to date.

All You Gotta Do Is AskThis book explains how to promote a tidal swell of ideas from your employees. It will show you why it is important to have a good idea system, how to set one up, and what it can do for you, your employees, and your organization.

Item: 906 | Price: $37.50

How To Do KaizenIn this book is everything we know about Kaizen, an amazing system designed to empower all employees to make their work easier and more interest-ing, and to become personally responsible for building their own skills and capabilities.

Item: 929 | Price: $47.52

JIT is FlowHirano’s ‘5 Pillars of the Visual Workplace’ and ‘JIT Implementa-tion manual’ were classics. They contained detailed descriptions of the techniques and clear instructions that could be im-mediately implemented on the shop floor.

Item: 903 | Price: $47.52

Rebirth of American IndustryThis book traces the evolution of manufacturing management along two lines: that pioneered by Henry Ford, then furthered by Toyota to its modern level of success, versus that which origi-nated from General Motors, still in use today.

Item: 904 | Price: $47.52

The Idea GeneratorThe Kaizen mindset enables a company to utilize its resourc-es to the fullest by directly in-volving all of its manpower in the enhancement & improve-ment of the productivity of its operations.

Item: 902 | Price: $47.52

[email protected] | +1 360 306 536928

Add visual reminders to your workplace to reinforce important learning points and remind people to keep Kaizen at the forefront of the workday, ever day.

Enna’s posters do more than communicate specific principles, our posters are designed by leading experts who have contributed to Enna’s research and development process by ensuring the combination of image, design, and layout communicate the concept and fo-cus of each poster in the best manner. When posters are designed well they not only to communicate principles but impress on the audience reminders of key concepts.

Lean Posters - Visualizing the Tools and Methods of Lean in the Workplace.


Lean Posters

1 10 Steps to Maintain Standard Work Poster Size: 22” x 28” Item: 96 $33.992 3 MUs Poster Size: 22” x 28” Item: 120 $33.993 5S - Sort Poster Size: 22” x 28” Item: 80 $33.494 5S - Straighten Poster (v1) Size: 22” x 28” Item: 81 $33.495 5S - Set in Order Poster (v2) Size: 22” x 28” Item: 82 $33.49

6 5S - Sweep Poster (v1) Size: 22” x 28” Item: 83 $33.497 5S - Shine Poster (v2) Size: 22” x 28” Item: 84 $33.498 5S - Standardize Poster Size: 22” x 28” Item: 85 $33.499 5S - Sustain Poster Size: 22” x 28” Item: 86 $33.4910 5S Poster v1 Size: 22” x 28” Item: 72 $29.99

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[email protected] | +1 360 306 536930

Lean Posters

11 5S Poster v2 Size: 22” x 28” Item: 77 $29.9912 5S Shopfl oor Series w/Summary v1 Size: 22” x 28” Item: 87 $180.9913 5S Shopfl oor Series w/Summary v2 Size: 22” x 28” Item: 88 $180.9914 5S Auto Body Poster Size: 22” x 28” Item: 130 $33.9915 5 S’s of Kaizen Poster Size: 22” x 28” Item: 91 $29.99

16 5 S’s of Lean Poster Size: 22” x 28” Item: 94 $29.9917 6S’s for Safety v1 Poster Size: 22” x 28” Item: 95v1 $29.9918 6S’s for Safety v2 Poster Size: 22” x 28” Item: 95v2 $29.9919 6 Major Types of Equipment Losses Poster Size: 22” x 28” Item: 97 $33.9920 6 Acti ons to Fix Equipment Losses Poster Size: 22” x 28” Item: 124 $33.99

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Lean Posters

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Improve the flow of materials

Shift from specialization to multi-skilled lines and operators

Reduction of motion

Establish rules for operations

Improvements in equipment

Separate people and machines

Preventing defects

IMPROVEMENT OF OPERATIONS FOR

STANDARD WORK IMPROVEMENT OF OPERATIONS FOR

STANDARD WORK

21 7 Autonomous Maintenance Steps Poster Size: 22” x 28” Item: 122 $33.9922 7 Types of Abnormaliti es Poster Size: 22” x 28” Item: 98 $33.9923 7 Wastes of Operati ons Poster Size: 22” x 28” Item: 71 $29.9924 8 Wastes of Lean Poster Size: 22” x 28” Item: 89 $29.9925 8 Wastes of Lean Auto Body Poster Size: 22” x 28” Item: 129 $33.99

26 8 Rules for Quick Changeover Poster Size: 22” x 28” Item: 75 $29.9927 Commandments for Conti nuous Improvement Size: 22” x 28” Item: 74 $29.9928 Identi fying Wastes on the Shop Floor Poster Size: 22” x 28” Item: 99 $29.9929 Improvement for Standard Work Poster Size: 22” x 28” Item: 121 $33.9930 Just in Time Poster Size: 22” x 28” Item: 73 $29.99

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[email protected] | +1 360 306 536932

Lean Posters

41 The Kaizen Mindset Poster Size: 22” x 28” Item: 90 $29.9942 The Lean Mindset Poster Size: 22” x 28” Item: 93 $29.9943 TPM (Total Productive Maintenance) Poster Size: 22” x 28” Item: 92 $33.9944 Value Stream Mapping (VSM) Poster Size: 22” x 28” Item: 76 $29.99

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All of Enna’s posters are available with a UV Film Coating to protect against dust and grime, fading due to light exposure, and oil from finger marks. We encourage our customers to protect their posters with this product.

As well, to display the poster without damage, we offer an option to purchase a set of poster hangers and rails.

Poster Rails and Hangers


Leadership Posters

All of Enna’s Leadership Posters are printed on special photo quality paper for durability. They are also available with a thin Plastic Film Coating to protect against dust and grime, fading due to light exposure, and oil from finger marks.

All Leadership Posters have a 3 days lead time to ship.

KaizenContinuous improvement is the result of continu-ous involvement.- Canon

Item: 1709 | Price: $32.99 | Size: 19” x 15”

Poster Image

Item Number,Price, Size

Poster Title

Quote from the Poster

Below is our most popular Leadership Poster, and a description of pricing and information for each of posters you will find on the following pages.

[email protected] | +1 360 306 536934

Leadership Posters

Above and BeyondThe best approach is to dig out and eliminate problems where they are assumed not to exist.- Shigeo Shingo

AchievementPut a good person in a bad system and the bad system wins, no contest.- W. Edwards Deming

AccountabilityTime stays long enough for anyone who will use it.- Leonardo Da Vinci

AcuityUnless you persistently identify hidden Muda you will not realize what you are capable of achieving.- Hitoshi Yamada

Item: 1715 | Price: $32.99 | Size: 21” x 16”

Item: 1717 | Price: $32.99 | Size: 21” x 16”

Item: 1716 | Price: $32.99 | Size: 21” x 16”

Item: 1718 | Price: $32.99 | Size: 21” x 16”


Leadership Posters

AdaptThe most effective way to cope with change is to help create it

Aim HighThe impossible is often the untried.- Jim Goodwin

AdvanceThe starting point for identifying and eliminating waste is to question how work is performed.- Hitoshi Yamada

AspireAchieving Zero Defects is an Attainable Goal. - Taiichi Ohno

Item: 1701 | Price: $32.99 | Size: 14” x 22”

Item: 1720 | Price: $32.99 | Size: 21” x 16”

Item: 1719 | Price: $32.99 | Size: 21” x 16”

Item: 1702 | Price: $32.99 | Size: 21” x 16”

[email protected] | +1 360 306 536936

Leadership Posters

AttitudeNot failure, but low aim is a crime.- Ernest Holmes

Befit the OccasionIf you do not react to problems you will never ac-complish great results.- Hitoshi Yamada

Be the BridgeChange starts with you, so show everyone that you are different now – today.- Collin McLoughlin

BelieveDevelop a strong desire to carry out what you have learned. It is more important to apply you knowledge to your work than to simply learn.- Hitoshi Yamada

Item: 1721 | Price: $32.99 | Size: 21” x 16”

Item: 1722 | Price: $32.99 | Size: 21” x 16.5”

Item: 1725 | Price: $32.99 | Size: 21” x 16”

Item: 1723 | Price: $32.99 | Size: 21” x 16.5”


Leadership Posters

ChallengeGreat works are performed not by strength but by perseverance.- Samuel Johnson

Believe to SucceedThe world we have created is a product of our thinking; it cannot be changed without changing our thinking.- Albert Einstein

BrillianceDoing little things well is a step toward doing big things better.- Harry F. Banks

Coach Your PeopleAn organization that wants to lead its people must develop its people.- Collin McLoughlin

Item: 1726 | Price: $32.99 | Size: 17” x 26”

Item: 1724 | Price: $32.99 | Size: 21” x 16.5” Item: 1782 | Price: $32.99 | Size: 21” x 16.5”

Item: 1728 | Price: $32.99 | Size: 24” x 18”

[email protected] | +1 360 306 536938

Leadership Posters

CommitmentThe path of least resistance is what makes rivers run crooked.- Elbert Hubbard

ContextThe line that never stops is either really great or really bad.- Taiichi Ohno

ComplacencyNo one has more trouble than the person who claims to have no trouble.- Taiichi Ohno

ConvictionThe power of an idea can be measured by the degree of resistance it attracts.- David Yoho

Item: 1727 | Price: $32.99 | Size: 24” x 18”

Item: 1729 | Price: $32.99 | Size: 24” x 18”

Item: 1784 | Price: $32.99 | Size: 26” x 17”

Item: 1731 | Price: $32.99 | Size: 21” x 16”


Leadership Posters

CooperationManpower is something that is beyond measure-ment. Capabilities can be extended indefinitely when everyone begins to think.- Taiichi Ohno

CreativityIt is when man starts thinking of ideas that the dif-ference between man and machine emerges.- Soichiro Honda

Courage90% of resistance is cautionary.- Shigeo Shingo

Dare to SoarIt is hard to look up to a leader who keeps his ear to the ground.- James H. Boren

Item: 1703 | Price: $32.99 | Size: 21” x 16”

Item: 1704 | Price: $32.99 | Size: 20” x 16”

Item: 1730 | Price: $32.99 | Size: 21” x 16”

Item: 1732 | Price: $32.99 | Size: 21” x 16”

[email protected] | +1 360 306 536940

Leadership Posters

DedicationLeadership is the result of strong will power, hard work, vision, and choosing the right priorities.- Gabriel Hevesi

DirectionThere is a correct sequence to Lean.- Taiichi Ohno

DeterminationEfficiency is doing things – not wishing you could do them, dreaming about them, or wondering if you can do them.- Frank Crane

DestinyPeople were not created to be managed, they were created to be led.- Collin McLoughlin

Item: 1733 | Price: $32.99 | Size: 21” x 16”

Item: 1785 | Price: $32.99 | Size: 26” x 17”Item: 1735 | Price: $32.99 | Size: 21” x 16”

Item: 1734 | Price: $32.99 | Size: 17” x 26”


Leadership Posters

DistinctionMeasurements and judgements are different, measurements are relative and judgments are absolute.- Shigeo Shingo

EmpowerGood management consists of showing average people how to do the work of superior people.- John D. Rockefeller

Embrace the ChallengeIf you find a path with no obstacles, it probably doesn’t lead anywhere.- Frank A. Clark

EffectivenessHigh efficiency does not always equal low cost.- Taiichi Ohno

Item: 1705 | Price: $32.99 | Size: 22” x 14”


Item: 1706 | Price: $32.99 | Size: 17” x 26”

[email protected] | +1 360 306 536942

EnduranceContinuous effort - not strength or intelligence - is the key to unlocking our potential.- Liane Cardes

EssenceCommunication is an irrigation of ideas, without irrigation everything dies.- Gabriel Hevesi

EnthusiasmEven if you’re on the right track you’ll get run over if you just sit there.- Will Rogers

ExcellenceWe need normal people developing brilliant systems, not brilliant people operating in broken systems.- Collin McLoughlin

Item: 1707 | Price: $32.99 | Size: 23” x 18”

Item: 1729 | Price: $32.99 | Size: 21” x 16”

Item: 1738 | Price: $32.99 | Size: 21” x 16”

Item: 1740 | Price: $32.99 | Size: 17” x 26.5”

Leadership Posters


FocusWhen solving problems, dig at the roots instead of just hacking at the leaves.- Anthony J. D’Angelo

GoalsOur lives consist of roughly 30,000 days. If your goal is to maximize your time then you can never allow yourself to ignore wasteful work.- Hitoshi Yamada

Follow ThroughNever mistake motion for action.- Ernest Hemingway

GrowthWhere there is no standard there can be no Kai-zen.- Taiichi Ohno

Item: 1741 | Price: $32.99 | Size: 17” x 26”

Item: 1744 | Price: $32.99 | Size: 21” x 16.5”

Item: 1742 | Price: $32.99 | Size: 21” x 16”

Item: 1708 | Price: $32.99 | Size: 21” x 16”

Leadership Posters

[email protected] | +1 360 306 536944

Leadership Posters

HumanityEliminating Muda is the desire to improve. You cannot see Muda without the aspiration for improvement each day, and there is no way to improve when you do not see Muda.- Hitoshi Yamada

InnovationWise men put their trust in ideas and not in cir-cumstances.- Ralph W. Emerson

ImaginationTo think is one of the most difficult things. That is probably the reason why so few people practice it.- Henry Ford

IntegrityMake products that sell without effort. Marketing only becomes necessary because of overproduc-tion.- Hitoshi Yamada

Item: 1743 | Price: $32.99 | Size: 17” x 26.5”

Item: 1746 | Price: $32.99 | Size: 21” x 16”

Item: 1745 | Price: $32.99 | Size: 17” x 26”

Item: 1747 | Price: $32.99 | Size: 21” x 16”


Leadership Posters

Lead the CrisisIn the long run, a short cut seldom is.- Malcolm Forbes

LeadershipA true leader is a person who understands the or-ganization’s purpose and identifies and recognizes who the followers are.- Hitoshi Yamada

Lead the WayWhen you fail to use your will and wisdom at work you fall into slavery. Are you spending eight hours a day doing only as you are told to do according to standard tasks and manuals? - Hitoshi Yamada

Learn to be a LeaderThe only things that evolve by themselves in an organization are disorder, friction, and malperfor-mance.- Peter Drucker

Item: 1749 | Price: $32.99 | Size: 21” x 16”

Item: 1748 | Price: $32.99 | Size: 21” x 16”

Item: 1750 | Price: $32.99 | Size: 21” x 16.5”

Item: 1751 | Price: $32.99 | Size: 21” x 16”

[email protected] | +1 360 306 536946

Leadership PostersLeadership Posters

Let it FlowBusiness is Service.- Gabriel Hevesi

Make it HappenDon’t tell me what our costs are, show me how you are reducing them.- Collin McLoughlin

ListenLeadership is action, not position.- Donald H. McGannon

Make Your MarkIn times of change, the learners will inherit the earth, while the knowers will find themselves beautifully equipped to deal with a world that no longer exists.- Eric Hoffer

Item: 1752 | Price: $32.99 | Size: 21” x 16”

Item: 1754 | Price: $32.99 | Size: 21” x 16”

Item: 1753 | Price: $32.99 | Size: 17” x 26”

Item: 1755 | Price: $32.99 | Size: 21” x 16.5”


Leadership PostersLeadership Posters

MotivationTime waste differs from material waste in that there can be no salvage. The easiest of all wastes, and the hardest to correct, is this waste of time, because wasted time does not litter the floor like wasted material.- Henry Ford

One GoalAim for excellence. Good is not good enough.- Gabriel Hevesi

Never Give UpFailure is only the opportunity to begin again more intelligently.- Henry Ford

OpportunityEverything requires time. It is the only truly univer-sal condition. All work takes place in time and uses our time. Yet most people take for granted this unique, irreplaceable, and necessary resource.- Peter Drucker

Item: 1756 | Price: $32.99 | Size: 21” x 16.5”

Item: 1758 | Price: $32.99 | Size: 21” x 16”

Item: 1757 | Price: $32.99 | Size: 21” x 16”

Item: 1759 | Price: $32.99 | Size: 21” x 16.5”

[email protected] | +1 360 306 536948

Leadership Posters

OptimismProgress is a process of refinement that requires an intolerance of the status quo.- Tracy S. Epley

PerseveranceInnovation is the achievement that allows more discovery and leads to more inventions for the future – it is never ending.- Hitoshi Yamada

PassionThe great accomplishment of business results from linking customers to employees’ creation.- Collin McLoughlin

PersistenceIf there is no struggle there is no progress.- Frederick Douglass

Item: 1760 | Price: $32.99 | Size: 21” x 16”

Item: 1762 | Price: $32.99 | Size: 21” x 16.5”

Item: 1761 | Price: $32.99 | Size: 21” x 16”

Item: 1710 | Price: $32.99 | Size: 17.5” x 16.75”


Leadership Posters

PerspectiveEven the most complex systems are really just a collection of simple things.

Power of KnowledgeWhere there is no standard, there can be no im-provement.- Shigeo Shingo

PowerCost exists to be reduced.- Taiichi Ohno

PracticePractice, Try, Fail, Practice, Try S___!, Practice… - The line that stops the most is the one that is down the least.- Unknown

Item: 1711 | Price: $32.99 | Size: 23” x 18”

Item: 1764 | Price: $32.99 | Size: 21” x 16”

Item: 1763 | Price: $32.99 | Size: 21” x 16”

Item: 1765 | Price: $32.99 | Size: 21” x 16”

[email protected] | +1 360 306 536950

Leadership Posters

PreventionInspections don’t reduce defects.- Shigeo Shingo

QualityWe need to get rid of the idea of “the more, the better” as soon as possible.- W. Edwards Deming

PromisePeople who do not question how they perform their work can never eliminate Muda.- Hitoshi Yamada

ProgressEvery decision must be based on these principles: ‘Can the cost really be lowered?’ and ‘Can this ac-tion help the company’s overall performance?’- Taiichi Ohno

Item: 1712 | Price: $32.99 | Size: 20” x 16”


Item: 1713 | Price: $32.99 | Size: 14” x 23”


Leadership Posters

RespectDo not simply manage people – lead them.- Gabriel Hevesi

Reveal the TruthDevelop leaders. If you do so, management is not necessary.- Collin McLoughlin

ResponseNo problem discovered when stopping the line should wait longer than tomorrow to be fixed.- Taiichi Ohno

SacrificeThere are two ways of meeting difficulties: you alter the difficulties, or you alter yourself to meet them.- Phyllis Bottome

Item: 1768 | Price: $32.99 | Size: 21” x 16”

Item: 1769 | Price: $32.99 | Size: 26” x 17”

Item: 1714 | Price: $32.99 | Size: 22” x 17.5”

Item: 1770 | Price: $32.99 | Size: 21” x 16”

[email protected] | +1 360 306 536952

Leadership Posters

ServiceIf you do not react to problems you will never ac-complish great results. Unless you persistently try to identify hidden Muda you will not realize what you are capable of achieving.- Hitoshi Yamada

SpiritYour wits do not work until you feel the squeeze.- Taiichi Ohno

Set ExpectationsAn environment where people have to think brings with it wisdom, and this wisdom brings with it Kaizen.- Teruyuki Minoura

Story TellingEyes to see Muda; Courage to eliminate Muda; Wisdom to remove Muda; Muda-tori improves both experience and quality of life.- Hitoshi Yamada

Item: 1771 | Price: $32.99 | Size: 21” x 16.5”

Item: 1773 | Price: $32.99 | Size: 21” x 16”

Item: 1772 | Price: $32.99 | Size: 21” x 16”

Item: 1774 | Price: $32.99 | Size: 21” x 16.75”


Leadership Posters

SurvivalThere can be no economy where there is no ef-ficiency.- Benjamin Disraeli

TalentIn God we trust. All others bring data.- W. Edwards Deming

SynergyWhere there is unity there is always victory.- Publilius Syrus

TensionTo say “I cannot do it” means to say you are not skilled enough to do it. To say “It is difficult for me” means to say that you aren’t willing to change the way you work, to be flexible enough to react to changing environments.- Hitoshi Yamada

Item: 1775 | Price: $32.99 | Size: 21” x 16”

Item: 1777 | Price: $32.99 | Size: 21” x 16”

Item: 1776 | Price: $32.99 | Size: 21” x 16”

Item: 1778 | Price: $32.99 | Size: 21” x 16.5”

[email protected] | +1 360 306 536954

Leadership Posters

TomorrowHe who excels at resolving difficulties does so before they arise.- Tu Mu

TruthThe second rule of any technology used in a busi-ness is that automation applied to an inefficient operation will magnify the inefficiency.- Bill Gates

TrustThe more things are fixed (set), the less things need to be fixed (corrected).- Kiichiro Toyoda

VisionThe difficulties and struggles of today are but the price we must pay for the accomplishments and victories of tomorrow.- William J.H. Boetcker

Item: 1779 | Price: $32.99 | Size: 21” x 16”

Item: 1781 | Price: $32.99 | Size: 21” x 16.5”

Item: 1780 | Price: $32.99 | Size: 17” x 26”

Item: 1783 | Price: $32.99 | Size: 24” x 18”


Tags & Forms

Enna’s Tags and Forms

Enna’s Tags are all 3.25” x 7” - larger than the basic tags (such as Red Tags) you will fi nd on the market. This is large enough to accommodate normal handwriti ng, in order to properly document what needs to be recorded. Along with the size, each tag comes individually pre-wired with 12” long wire, rather than cheap plasti c ti es, to ensure that the tags remain at-tached unti l you are ready to remove them.

As well, our tags are designed to be used in conjuncti on with our forms, which come with each Training Package, as well as in individual units. Enna’s forms are designed for practi cal use and to accomplish two main roles in your Lean training program: involve and document.

The forms are designed at 11” x 14”, with a solid cardboard backing for ease of use on the shop fl oor. Each pad of forms consists of 25 sheets.

[email protected] | +1 360 306 536956

Tags & Forms

ISO 5S TagsThe same informati on as our 5S Red Tags, but printed on a neutral color. We realize that some organizati ons use red to indicate hazards, so we off er this version of the Red Tag to best fi t your needs.

5S Healthcare Red TagsEnna has specially designed Lean Healthcare 5S Red Tags for use in the healthcare industry, whether it be in a hospital, clinic, lab, or re-search facility.

TPM Inspecti on CardsThese TPM Inspecti on Cards are att ached to a machine in accordance with their respec-ti ve areas on the TPM Inspec-ti on Form.

Includes 30 Daily, 15 Weekly, 15 Monthly, and 15 Yearly.

TPM Blue TagsTPM Blue Tags are used as the foundati onal tool to Total Producti ve Maintenance. This tag is an eff ecti ve communi-cati on label to ensure your project team and mainte-nance are working together.

5S Auto Body Red TagsEnna has specially designed 5S Auto Body Tags for use in the paint, body shop, repair, and maintenance workplaces. Customized to meet the requirements of the automo-ti ve industry.

Eti quetas Rojas(Spanish 5S Red Tags)Enna’s popular 5S Red Tags, now in Spanish. Las Eti quetas Rojas son usadas para man-tener el proceso de cambio durante el taller de 5S mien-tras uno se manti ene orga-nizado en el proceso.

5S Red TagsUsed to keep the process of change going throughout the 5S workshop while remaining organized in the process, 5S Red Tags are used for the visual management of a workspace, clearly marking items that need to be moved creati ng workplace organizati on. Enna has specially designed 5S Red Tags for use in the workplace. We have improved on the basic 5S Red Tags that is off ered in the market today to provide you with the most comprehensive tool available.Sold in packs of 100 tags, individually wire ti ed for ease of use during a 5S red tagging event.

Item: 100 | Price: $16.99

Item: 110 | Price: $16.99

Item: 107 | Price: $18.99

Item: 105 | Price: $99.99

Item: 104 | Price: $16.99

Item: 106 | Price: $18.99

Item: 454 | Price: $16.99


Tags & Forms

Item: 215 | Price: $9.99

Item: 212 | Price: $7.99

Item: 213 | Price: $7.99

Item: 214 | Price: $7.99

Item: 211 | Price: $7.99

Item: 252 | Price: $7.99

5S Forms

5S Evaluation Review Form

5S 30 Day Action Log

5S Map

5S Sustainment Schedule

5S Red Tag Register

5S Tracking Sheet

Enna’s forms are designed for practical use and to accomplish two main roles for Lean: involve and document. A pad of forms consists of 25 - 11x14 sheets of paper with a cardboard backing.

[email protected] | +1 360 306 536958

Tags & Forms

Item: 216 | Price: $9.99

Item: 227 | Price: $7.99

Item: 228 | Price: $7.99

Item: 229 | Price: $7.99

Item: 226 | Price: $7.99

Item: 252 | Price: $7.99

5S Office Forms

5S Office Evaluation Review Form

5S Office 30 Day Action Log

5S Office Map

5S Office Sustainment Schedule

5S Office Red Tag Register

5S Tracking Sheet



Tags & Forms

Item: 220 | Price: $7.99

Item: 219 | Price: $7.99

Item: 101 | Price: $7.99

Item: 218 | Price: $7.99

Item: 254 | Price: $7.99

SMED Quick Changeover Forms

Setup Combinati on Worksheet

Moti on Diagram

7 Wastes Observati on Form

Changeover Observati on Form

Skills Matrix

Enna’s forms are designed for practi cal use and to accomplish two main roles for Lean: involve and document. A pad of forms consists of 25 - 11x14 sheets of paper with a cardboard backing.

[email protected] | +1 360 306 536960

Tags & Forms

Item: 242 | Price: $7.99

Item: 241 | Price: $7.99

Item: 246 | Price: $7.99

Item: 243 | Price: $7.99

Item: 245 | Price: $7.99

Item: 248 | Price: $7.99

TPM (Total Productive Maintenance) Forms

Abnormality Assessment Form

30 Day TPM Action Log

One-Point Lesson Form

Autonomous Maintenance Form

OEE Worksheet

TPM Inspection Form



Tags & Forms

Item: 249 | Price: $7.99

Item: 247 | Price: $99.99 Item: 104 | Price: $16.99

Item: 254 | Price: $7.99

TPM (Total Producti ve Maintenance) Forms Cont’d.

TPM Tag Register

TPM Inspecti on Card Set TPM Blue Tags

Skills Matrix

Enna’s forms are designed for practi cal use and to accomplish two main roles for Lean: involve and document. A pad of forms consists of 25 - 11x14 sheets of paper with a cardboard backing.

3” x 4” Full Color Inspecti on Cards are drilled to allow att achment to machinery, color-coded for respecti ve frequency checks, and labeled Daily/Weekly/Monthly/Yearly. They each have a blank area so you can add your own numeri-cal checking sequence.

Sold in packs of 100, Enna’s TPM Blue Tags are 3.25” x 7” and individually wired for ease of tagging items. The bright blue color stands out on the shop fl oor, and its perforated design allows the assigned person to take the ti cket with them for record keeping.

[email protected] | +1 360 306 536962

Tags & Forms

Item: 224 | Price: $7.99

Item: 225 | Price: $7.99

Item: 112 | Price: $11.99

Item: 223 | Price: $7.99

Item: 111 | Price: $14.99

VSM (Value Stream Mapping) Forms

VSM Histogram Analysis Sheet

VSM Product Family Matrix

Kaizen Bursts

VSM Pareto Analysis

VSM Data Boxes



Tags & Forms

Item: 232 | Price: $7.99

Item: 233 | Price: $7.99

Item: 112 | Price: $11.99

Item: 231 | Price: $7.99

Item: 111 | Price: $14.99

VSM (Value Stream Mapping) Office Forms

VSM Office Histogram Analysis Sheet

VSM Office Product Family Matrix

Kaizen Bursts

VSM Office Pareto Analysis

VSM Data Boxes


[email protected] | +1 360 306 536964

Tags & Forms

Item: 240 | Price: $7.99

Item: 237 | Price: $7.99

Item: 251 | Price: $7.99

Item: 219 | Price: $7.99

General Lean & Kaizen Forms

30 Day Action List

Distance and Tasks Chart

A3 Problem Solving Form

Motion Diagram


Item: 101 | Price: $7.99 Item: 221 | Price: $4.99

7 Wastes Observation Form Workshop Feedback Form


Tags & Forms

Item: 235 | Price: $7.99

Item: 239 | Price: $7.99

Item: 236 | Price: $7.99

Item: 238 | Price: $7.99

Item: 255 | Price: $7.99

General Lean & Kaizen Forms Cont’d.

Standard Work Sheet

Time Observation Form

Standard Work Combination Sheet

Time Bar Graph

X-Matrix


Item: 254 | Price: $7.99

Skills Matrix

Hours of Operation:Monday - Friday 8am - 5pm PST

To Place an Order:Online ............... www.enna.com/productsEmail ................. [email protected] .................... +1 360 756 5030Phone ............... +1 360 306 5369

Orders received by 1pm Pacific Standard Time (PST) can ship out same day.

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