Lean Tools Summary

7/27/2019 Lean Tools Summary

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Lean Process

Improvement

Memory Jogger


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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE

GE Healthcare Confidential and ProprietaryInformation

The information contained in this document is disclosedin confidence and is subject to a confidentiality

agreement between GE Healthcare and the customer. Itis the property of GE Healthcare. This notice shall appearon any reproduction, in whole or in part. The information

contained herein should not be used by others, ordisclosed to others, without the express written consent

of GE Healthcare.


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Operations inover100+ countries

300,000+employeesworldwide

Manufacturingfacilitiesin 40+ countries

GE is a family of businesses aligned with ourcustomers needs and acting as one company

to drive growth.

CommercialFinance

Healthcare

NBC

Universal

Industrial

ConsumerFinanceInfrastructure

GE a Global Company


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GE Healthcare

GE Healthcare brings the world medical science and technologies thatare helping to transform healthcare. We are working with our partners

in healthcare to help them predict, diagnose, inform, and treat diseaseearlier than ever.

Diagnostic Imaging Interventional Cardiology & Surgery ClinicalSystems

Healthcare Information Technologies Services Life Sciences Medical Diagnostics

90+ years in Healthcare

By inventing the high vacuum x-ray tube in1913, we enabled the first modern x-ray tube.

Throughout the past century we've ledmedical breakthroughs, such as the recentcreation of the first all-digital hospital, with

real-time electronic patient records andmedical images accessible to doctors

worldwide

Continuing Innovation

MOLECULAR MEDICINECombining today's sophisticated

diagnostic imaging with an increasingunderstanding of both the human

genome and the body's chemistry, GE ishelping to transform after-the-fact

treatment to before-onset care


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Sustainable Impact

Performance Culture

Formula for Success

Quality

Lean SixSigma

Acceptance

ChangeAcceptanceProcess &

Work-Out

Accountability

Performance

Management &

Effective

Leadership

& &

GE Healthcare are not like otherconsultants, they use these tools

internally as well, in one of theworlds largest and mostsuccessful companies.

James Barbour, CEO NHS Lothian

Success Factors

Based on our extensive experience ofdelivering programmes oftransformational change in the NHS,

we know there are three thingscritical for success:

Solid and deep methodology,tailored to the NHS andneeds of particular trusts

Clinical engagement andacceptance of change

Accountability supported bystrong leadership

1

3

2

Performance Solutions -Formula for Success

Our Team

Clinically

TrainedHealthcare

Experts

HealthcareManagement

GE Lean SixSigma &Change

Acceleration

Consulting

Experts


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Capabilities and Applicationareas

Market Leader inHealthcare

Market Leader inHealthcare

PerformanceImprovementPerformanceImprovement

Clinical engagementClinical engagement

LeadershipLeadership

Training & EducationTraining & Education

ProjectTeam

ProjectTeam

GE CapabilitiesGE Capabilities Hospital areasHospital areas

We bring experience and understanding of delivering

process transformation in healthcare

We bring experience and understanding of delivering

process transformation in healthcare

A&E

Outpatients

Diag

nostics

Treatment

Theatres

Rec

overy

Disc

harge

Discharge points

Value Stream Management

Scheduling BookingDischargePlanning

BedManagement

Keyareasfor

improvement

ValueC

hain


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Our Delivery

Examples of Projects Examples of clients

Cancer Pathways

Pharmacy

Trauma

Mental Health

Cardiac

Theatres

A&E

Business Planning

Skills Transfer

Key Offerings

Performance & Process ImprovementChange Acceleration & ManagementProductivity Improvement InitiativesCultural ChangeLeadership DevelopmentSix Sigma Black Belt & Lean Leader Development

Management & Leadership SystemResource Development Coaching & Mentoring


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Components for EffectiveChange

Quality x Acceptance x Accountability = Effect Results

Change Acceleration

Process

SixSigma

Work-Out

Lean

Effective

Results

Project Framework

=

Quality

X

Acceptance

Accountability


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Benefits of Lean

Lean eliminates or minimises waste / non value add activity within a processwhich either shortens the overall cycle time or allows for more quality valueadd activities to take place or both.

After

Before

Wait / Waste . . .Non Value Add Time

Lean attacks waste here

Work . . .Value Add Time

Lead Time / Cycle Time

After

Before

Wait / Waste . . .Non Value Add Time

Lean attacks waste here

Work . . .Value Add Time

Lead Time / Cycle Time

This leads to: Improved customer satisfaction Better quality of service delivered Reduced cycle times More efficient delivery More capacity Increased Productivity


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VA vs. VE vs. NVA

1 VA = Value-Added Lean defines a value from the patients point of view.

2 VE = Value-Enabling No Value in the patients eyes but

necessary for the process

Start to look at processes from the patients point of view!VALUE

Examples: Consultant talking to a patient a nurse taking blood radiologist looking at X-ray scans surgery

Value-Added work are all processes..which add direct value to the patient...All contact with a clinician is considered.. value

Examples: Check in at reception booking and scheduling anaesthetic Reporting regulations Data collection

Pt recovery at natural rate

Value-Enabling steps are steps whichthe patient would not be willing to pay forbut cannot be deleted from the process Steps regard to work which have to be

done because of laws and regulations.

Most important vocabulary in Lean issues. NVA work is waste. All processes and steps without

direct Value to the patient are Waste.

3 NVA = Non-Value-Added = Waste


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8. DefectsA mistake in the process => very dangerous inhealthcare

=> Examples: giving patient wronginjection

7. Under utilizationStaff working on processes under their specificskill

=> Examples: Doctors transportingpatients to treatment rooms

5. OverproductionProducing more to the patient than required orneeded

=> Examples: MRI scan that could havebeen done with X-ray

6. Excessive processingNot necessary or duplicated processes

=> Examples: patient repeatedly askedfor their details

2.TransportationUnnecessary transportation while providing a

service direct to the patient

=> Examples: Bring wheel chair patient towrong treatment room, multiple be moves

1.WaitingTime that passes while a step or activity ends

until the next step can start

=> Examples: Waiting for an exam,

waiting in a queue

4.MotionNot optimized and standardized processes

creating unnecessary motion

=> Examples: Transportation of patientfiles

3.InventoryEverything that ties up resources

=> Examples: Batching blood samples

Any wasteful activity or anyobstruction to the smooth flow of an

activity

Types of Waste (Muda)

* NVA = Non-Value Add


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VA*

NVA*

17 Minutes

39 Minutes

66 Minutes

15 Minutes

4 Minutes

13 Minutes

149 Minutes

89 Minutes

149 Minutes

89 Minutes

149 Minutes

89 Minutes

Reception WardAssessment

Admitted

HoldingBay Recovery

Home/

2 6ORAnaesthetic

Room

OperaiPAS

I I I

KAIZEN!

KAIZEN!KAIZEN!

Value Stream

Visualize your processes and find the wasteA Value Stream Map is a pictorial view of Value-Added and Non-

Value-Added activities that are required to bring the patientthrough the whole process

A Value Stream is the set of activities that convert patients needsinto delivered services

*VA = Value Add

*NVA = Non Value Add

Phone

Call

Movement of

PatientPatient

ElectronicInformation

Flow

Data

System

1Number of

operators

Care

Provider

Pull of

PatientTransportPatient

inventoryI

ManualInformation

Flow


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Flow

Why

Have a Lean lookon movement (flow)of products, servicesand informationdown the valuestream

TargetCreate a continuousflow as product,service andinformation istransformed bycontinuously addingvalue

HowFlow is created byeliminating queuesand stops, andimproving processflexibility and reliability

In Healthcare:An example of flow is the patient journey

Patientarrives inHospital

Patient isbooked in

atReception

Patient isbroughtto Ward

Patienthas

Surgery

Patientrecoverson ward

Patientleaves

hospital

One continuous flow of a patient or material.One at a time

Let processes flow like water=> find the easy way!


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Pull

Target

No action is takenuntil thedownstreamprocess initiates it

Why

To createprocesses whereonly the requiredamount is taken

When the Flow is determined by pull from further downthe Process. As opposed to being pushed through theprocess

To produce only requested amounts

In Healthcare:an Example of PullWhen a patient is called by theatres to an operation. It is theatre whodetermines the rate of flow and that only the required amount of patientsare pulled into the next step

How

Let the end customerpull theproduct/servicethrough the valuestream.=> Each step pulls theproduct/transactionwhen needed from the

preceding step


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The Perfect Process

Current State

Future State

Next Future State

Original State

The perfect process is a continuous flow ofcustomer value add, without interruption

Current State

23 Days

Future State

14 Days

HEALTHCARE EXAMPLE

Valuable - Would the customer be equally happy if the step was left out? Capable - Can it be conducted with the exact same result every time? Available - Can it be performed whenever it is needed? Adequate -Can it be done exactly when required Flexible - Can it shift quickly between different requirements? Flow - Does the product Flow from one step to the next with no delay?


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Spaghetti Map

A diagram that shows the motion

and transportation of the patient /family / caregiver / supply

throughout the care experience orprocess

How Draw a layout from thebirds eyes perspective ofthe focus area

Observe apatient/family/caregiverwhile doing their joband draw it on the layoutby not lifting the pencilfrom the paper

Why Creates a betterunderstanding an overviewof the whole process

Visualizes waste intransportation and motionlike no other lean tool

Quantifies travel time/distance elimination

Visualize transportation and motion

Paper Referral Trail in Booking Centre

KEY=paper referral=Cancer urgent

TL= TeamLeaderCI =Cancer Intray

KEY=paper referral=Cancer urgent

TL= TeamLeaderCI =Cancer Intray


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Implementing LeanImprovements


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Lean Event Key Phases

Pre Workincl. Training

VSM KAIZEN Sustainability

Project Timeline

3 4 Weeks 3days 1 Week 30 Days

Key Reporting Points

Success Metrics.Further

improvementsimplemented.Feedback fromteam & staff.Furtheropportunitiesidentified

Implementedimprovements.

Success Metrics.Ongoing trackingmechanism.Sustainability Plan.Further Action Plan

Current & FutureState Value

Stream Map.Quick Winactions.Prioritised optionsfor focus of RIE

Deliverable(s)

SustainabilityRIEVSMReportingPoint

Q x A = E2


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KAIZEN: Its not a spectator sport

Rapid Improvement Event or KAIZEN

Try-Storming

Very Hands On try new ways, stop atany issues, solve them and continue

Continuous evaluation & tracking

Communicate & Celebrate successes

Organise Event

Mobilise Team

Trystorm Improvements

Track Success

Communicate & Celebrate

TaskNo.

Category Task OwnerDate

AssignedTarget

Complet ion Status

1TransitiontoIn-PtWard

ImplementationofDischargeCoordinator / BedManager as pilot

DebsHorrocks/AngelaMurpy 11-Apr 9-May Complete


ImplementationofDischargeCoordinator / BedM an ag er a s Ac ti ng up op pr tu ni ty A ng el a Mu rp hy 1 1- Ap r 9 -M ay Co mp le te


Reaffirmedshiftcoordinator allocatedthroughtheduty rota Angela Murphy 11-Apr 9-May Complete


ReaffirmedA&EliasonNurse allocatedthroughtheduty rota Angela Murphy 11-Apr 9-May Complete


SectorisationofCrisisTeamsQualifiedPractionerTeams A ng el a Mu rp hy 1 1- Ap r 9 -M ay Co mp le te

6T ra ns it io n to I n- Pt W ar d L au nc h Ro le o f t he b le ep h ol de r S ha ro n. Mo rr is on 1 1- Ap r 9 -M ay C om pl et e


ReviewOperationalpolicyAdultinpatients fromfeedback Sharon.Morrison 11-Apr 9-May In progress


ReviewoperationalpolicyMapleHouseFromfeedback Sharon.Morrison 11-Apr 9-May In progress

9TransitiontoIn-PtWard ReviewoperationalpolicyCRHT team

AngelaMurphyP au la So lo mo n 1 1- Ap r 9 -M ay I np ro gr es s

10Tr an s it i on t o I n- P t W ar d R a ti f y Ro l e of s h if t c o or d in at o r A n ge l a Mu r ph y 1 1- A pr 9 - Ma y C omp le te

11AdmissionSupport

Ensuringinformationpacks(basicblack andwhiteformat) areonK2 S Johnson 11-Apr 18- Apr Complete

12

AdmissionSupport

Examiningfeasibilityofdouble-sidedcolour printingonK1for futurestocks of informationpacks andal ternatives if requir ed S Johnson 11-Apr 18-Apr Inprogress

13AdmissionSupport

Undertakingweeklyevaluationofnewadmissions onK2 S Johnson 11-Apr 9-May Complete

14AdmissionSupport

Amendingpatientinformationbasedonevaluationa nd i n fo r ma l f ee db a ck f r om pa t ie nt s /s t af f S Jo hn so n/ K C oo pe r 1 1- A pr 9 - Ma y C omp le te

15

A dmi ss i on S u pp or t Mo ni t or i ng s t af f t ak e -u p an d u se o f n ew ob s f or ms A De n ha m/B E a rp 1 1- A pr 9 - Ma y C omp le te16

AdmissionSupport

Examiningfeasibilityofstaff scanningforms(workerallocation,exitand entry,level3obs,handover) andsavingelectronically- discussionwithAnneWarburton/wardmanagers S Johnson/B Earp 11-Apr 18-Apr Inprogress

17AdmissionSupport

Observinghandovers andobtainingfeedbackfromstaff. B Earp 11-Apr 9-May Complete

18AdmissionSupport

Respondingtostafffeedbackandamendinghandover sheet as indicated B E arp 11-Apr 9-May Complete

19

ACTION PLAN

0.00

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100.00

7 -2 00 7 8 -2 00 7 9 -2 00 7 1 0- 20 07 1 1- 20 07 1 2- 20 07 1 -2 00 8 2 -2 00 8 3 -2 00 8 4 -2 00 8 5 -2 00 8 6 -2 00 8

Bolton

Salford

Trafford

Average of LoS

Dischargeperiod

Directorate

CouncilTax Benefits- 01204331599

PALS0800587 4793

CitizensAdviceBureau- 0844826907

CouncilHousing - 01204335811

MIND- 01619534006

Benefits (DWP) - 08456088510

Samaritans- 084579090 90

Useful Telephone Numbers

CreativeSupport - 01204366347

PatientsCouncil- 01204546088

BAND- 01204546070

BEST- 01204337523

MHIST- 01204527200

AgeConcern - 01204382411

HousingBenefi ts- 01204331590

Useful Telephone Numbers

DontForget!!!

KAI-ZEN


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The House of Lean

Lean Transaction Production System

JIDOKA

JUST-IN-TIME

HEIJUNKA

Single PieceFlow

Pull Production

TAKT TimeProduction

Autonomation

Stopping atAbnormalities

Level Loading

Sequencing

J

idoka

Just-in-Time

Heijunka

LeanTransaction

Production System Single Piece

Flow

Pull Production

TAKT TimeProduction

Autonomation

Stopping atAbnormalities

Level Loading

Sequencing

J

idoka

Just-in-Time

Heijunka

LeanTransaction

Production SystemHouse of lean


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Jidoka

Healthcare Example:

Impact:

Visual Timeline

Highlights delays

Prompts action Instant Progress Snapshotfor all

Clear plan to meetEstimated ..Discharge Date

Building human intelligence intomachines or software

giving automation the ability to make adecision to shut down automatically inthe case of an abnormality

in order to stop defective productsfrom flowing into the next process.Example: Automatic loom can detect abroken thread

One of the 3 main principles of Lean

2) Autonomation:1) Stop at an Abnormality:

Stopping the processwhen an abnormality hasbeen detected

Countermeasureimplemented to preventrepeat occurrences

Jidoka

Just-in-Time

Heijunka

LeanTransaction

Production System

Jidoka

Just-in-Time

Heijunka

LeanTransaction


Jidoka

Just-in-Time

Heijunka

LeanTransaction

Production System

Jidoka

Just-in-Time

Heijunka

LeanTransaction



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JIT Just In Time


Just-in-Time provides theCustomer

what is needed

when needed,

without excess, the amountneeded

Single Piece Flow

Process 1 task at a timeand check at the end of

process. Ensuresdefects are detectedand not passed on. Thebasis for Jidoka

Pull

A system where eachprocess step takes

product or knowledgeit needs from theproceeding processwhen needed, in theproper amount

Takt Time

Derived from Heijunkaplan. Establishes thepace the system willoperate at

Takt Time = AvailableTime/Customer Demand

3 Main Elements must work together to achieve JIT

Jidoka

Just-in-Time

Heijunka

LeanTransaction

Production System

Jidoka

Just-in-Time

Heijunka

LeanTransaction


Jidoka

Just-in-Time

Heijunka

LeanTransaction

Production System

Jidoka

Just-in-Time

Heijunka

LeanTransaction



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Heijunka

2 key elements:1. Leveling: Leveling or Level

Loading of a process to

reduce variation in output2. Sequencing: Defining theSequence which work isprocessed

A Methodology to establish stability in aSystem where Customer Demand is erratic


Jidoka

Just-in-Time

Heijunka

LeanTransaction

Production System

Jidoka

Just-in-Time

Heijunka

LeanTransaction


Jidoka

Just-in-Time

Heijunka

LeanTransaction

Production System

Jidoka

Just-in-Time

Heijunka

LeanTransaction



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Healthcare Example:

Takt-Time

Specific production time showing the neededcompletion time of a process to hit customers

satisfaction.

Takt Time =Available working time*

Actual Demand

* excluding breaks, meetings, etc.

8 hrs. (480min, 28800sec) work per day60 patients per day = 8 min

(480 secs)Takt Time =

Takt time here shows that every 8 min an exam needsto be completed to hit patients demand

How to calculate Takt-Time calculate your demand for a specific time period (day, week, month)

Look at your available working time during that period*

60 Patients arrive at a X-Ray on a given day and X-Raydept. is working 8 hours per day => Takt-Time here would

be calculated as follows:

The heartbeat of the organization


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Appendix


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The process of level loading and sequencing the timing of production.Heijunka

A method of conducting single-piece flow in which the operatorproceeds from machine to machine (in a counter-clockwise fashion),taking a part from the previous operation and loading it in the nextmachine. Then taking the part just removed from that machine,checking it and loading it into the following machineetc,

Chaku-Chaku

Building Blocks for process discipline and control; Sort, Shine , Set inOrder, Standardize, Sustain.

5S

(Kaizen) 3-5 day team based activity focused on quickly solvingproblems through physical simulation and evaluation.

Action Workout

A visual device (light) or pin-pan-pon that operators use to call attentionto an abnormality. The use of this is to request immediate attention and

action to the problem.

Andon

Increasing the delivery frequency of parts, such as parts from outsidevendors, in order to keep inventory to a minimum.

FrequentConveyance

Work done simultaneous to or in conjunction with transportation orconveyance. e.g. (1) an assembly is moving down a line while a person isperforming work, (2) a person acts as a conveyor carrying a part to thenext machine in a Chaku-chaku fashion. The main purpose of flow is to

quickly and continuously identify and eliminate waste.

Flow

Defects per unit.DPU

The total time required for a task to be complete. Elements includemanual and travel times, automated or machine run time.

Cycle Time

Carrying out one-piece-at-a-time production in order to eliminatestagnation of work (queue) in and between processing steps(see Flow)

Continuous FlowProcessing

The optimal physical layout or machines and manpower for a productor family of products that identifies and eliminates waste.

Cell

Any machine or process that limits flow or capacity.Bottleneck

The process of separating the work of man and machine characterizedby: work not movement; quality built into the process; and visualmanagement. (see Jidoka)

Autonomation

The use of machines working independently of manpower.Automation


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Internally led Kaizen event.Lean AWO

Machines that have human intelligence built into them, giving them theability to shut down automatically in the case of an abnormality to stopdefective products from flowing into the next process. Jidoka measuresare incorporated in the assembly process by use of Andons and Pin-Pan-Pon; stopping when abnormality is detected.

Jidoka

(Just in time) theory of production characterized by (1) single piece flow, (2)

producing according to TAKT time,

(3)

pulling of material from upstreamprocess, keeping inventory at minimum, established levels.

JIT

Change for the better; a process quality tool for improvement involving aseries of activities whereby instances of waste are eliminated one by oneat minimal cost, by workers pooling their ideas and increasing efficiency ina timely manner. It emphasizes manual work operations rather thanequipment. (see action workout)

Kaizen

A method/device of pulling from previous processes in order to controlmaterial flow, cap inventory levels, and to take pulse of the customer. Itserves as: an instruction for when to produce; a tool for visual controlagainst over production and a detection of irregular processing speeds.Kanban can be broadly categorized into 2 categories: Production Kanbanand Pick-up Kanban. These can be further stratified into Ordinary, Signal,Transport, and Purchase.

Kanban

Grouping component parts used in a process or build for ease of assembly.( see material presentation )

Kitting

Introducing material to the line or cell in a manner that is easy andeffective for the operator. Usually broken into 3 categories (1) items thatare too large to kit (2) items that are too small to kit (3) items that lendthemselves to be kitted.

MaterialPresentation

The hands-on time it takes for the worker to perform a task.Manual Time

The time from machine switch on, processing, to machine returning tooriginal position, during which there is no hands-on work by the operator.

Machine Time

Overall leveling in the production schedule of the variety and volume ofitems produced in a given time period. ( see Heijunka)

LevelProduction

The total time it takes the product to go from raw inventory to the finished

product. Order to remittance lead time refers to the total time from whenan order is placed until the finished product is shipped.

Lead Time


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Mixing of products for central services (i.e. heat treat), OV, kits forcomponents and assemblies.

Mincing

Any type of waste elements that add no value to the product:i.e. Waiting, Transporting, Over production, Excess Motion, InventoryDefects, Human Touches.

Muda

One shop worker operating two or more similar machines that aregrouped together.Multi-MachineHandling

An operator being able to perform more than one process(which may or may not include machines).

Multi-processHandling

Broadening a workers skills so that the worker can operate multipletypes of equipment and processes in order to facilitate cell developmentand one piece flow.

Multi-skillDevelopment

A product that deviates from drawing or an internal quality system.

A product with a defect.

Non-conforming

Material

Production system in which only one part at a time is processed orassembled and the work is verified before being sent along theproduction line to follow processes.

One Piece Flow

Mistake proof: usually refers to the use of fail-safe devices in the processin order to prevent defects from occurring and insure quality. When thisingredient is added to automation will yield autonomation. ( see Jidoka )

Pokeyoke

A form of Andon that is auditoryspecial sounds are designated tocertain points on the line. e.g. A pin-pin-pin repeating sound may beassociated with power supply installation, calling attention to it when anabnormality has been detected.

Pin-Pan-Pon

A study of the process and machine sequence for a group of similarparts. It can be used to standardize product flow for ease of cellimplementations.

Process RouteAnalysis

A series of steps to achieve a desired result.Process

A technique used to follow the detailed flow of a product through amanufacturing cycle.

Process Mapping

Indicates the maximum capacity for parts processing at any one

process. Recorded on it are: the amount of time spent in manual work,machine time, setup time, etc.

Process Capacity

Table

Maximum amount of product that can be produced through a processfor a given period of time.

Process Capacity


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A study of the quantities demanded of different products produced at awork location. This picture of the volume and variety of products can beused to identify high impact areas to concentrate efforts or identify theneed to use process razing to make products more similar.

Process QuantityAnalysis

System of manufacturing in which each process withdraws the parts itneeds from the preceding process when they need them, in the exactstandardized amount needed.

Pull System

Shows the outline of work for each worker in a cell. Recorded on it are: Takttime, work sequence, standard WIP, quality checks, safety precautions, etc.

Standard WorkSheet

Total customer satisfaction-involves having all employees Customerfocused.

Quality

The time a part sits waiting to be worked on.Queue Time

The order in which the part is processed.Sequence ofProcessing

The order in which an operator performs a series of repetitive tasks.Sequence of Work

Machine changeover steps that are performed while the machine isprocessing parts or off-line from production time.Set-up, External

Machine changeover steps that are performed while the machine isstopped during production.

Set-up, Internal

A quality standard of 3.4 defects per million opportunities - used to insure

customer satisfaction.

Six Sigma

Single Minute Exchange Die (i.e., under 10 min) has become a title for thecategory of improvement devices used in manufacturing to allow for quickchange over of machine/fixture set-ups.

SMED

Sequence of repeatable tasks that an operator performs.Standard Work

Minimum (and standardized) amount of work in process required toperform repetitive operations economically.Standard WIP

Combining people and machines to accomplish production in such a wayas to minimize waste.

StandardOperations

Statistical Process Control: analysis of variation in a process.SPC


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A table that clarifies how much time is spent doing manual work andtraveling at each production process. It is used to examine the range ofprocesses that one worker can take care of within Takt time and theamount of time during which machines are operated automatically.These are recorded to help determine what combination of operationsare possible.

Standard WorkCombination Sheet

The specific activities required to design, order, and provide a productfrom concept to launch order to delivery raw materials to finishedgoods.

Value Stream

A visual system that has a predetermined amount of inventory and allfacets of 5s in order to detect abnormalities. With this system, theshopper from the downstream process can buy from the supermarket.Once the purchase has been made, and material consumed, a signal canbe sent to the upstream process to supply more. (see pull)

Super Market

Available production time / required production (fcst & actdemand)..must be like units; e.g., 1 shift = 1980 min/wk

Takt Time

Total Productive Maintenance involves of all employees in a cell toimprove the process.

TPM

The time is takes a worker to move to the next station to pick up or putdown parts, tools, etc. May occur during operations as well.

Travel Time

The process of detailing the process of converting raw material tofinished goods. This is typically mapped with the 7 flows (info, people,equipment, raw material, sub-assembly, assembly,engineering) one at atime, or in a combination.

Value StreamMapping

Refers to the means by which anyone can tell at a glance if productionactivities are proceeding normally or not. A communication, disciplineand pacing tool.

VisualManagement

Work In Process; inventory of materials that has been already startedprocessing.

WIP

Rework, set-ups, inspection, repair processing, transportation,unnecessary work to complete of a product. Anything that isnt directlychanging the form fit or function of the part.

Work, Non-valueadded

Only necessary direct work to manufacture a product. Anything that thecustomer is willing to pay for or an operation that changes the form, fit,or function of the part.

Work, Value Added


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Title Topic/Focus

Lean Thinking Lean Background /

Case Studies

Becoming Lean: An inside Lean Background /

story of US Manufacturers Case Studies

The Toyota Production System: Lean Background

Beyond Large Scale Production

The Machine That Changed The World: Origination of Lean

The Story of Lean Production outside of Japan

Learning to See Value Stream

Mapping

Creating Continuous Flow Creating flowwithin a cell

Additional Lean resources


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Title Topic/Focus

The Goal: A Process of OperationalExcellence

Ongoing improvement

Poke Yoke: Improving Product Implementation of

Quality by Preventing Defects Poke Yoke

techniques

The Toyota Production System DetailedImplementation

of TPS

The Toyota Way Managementprinciples

from Toyota

Lean Solutions Lean thinkingbeyond the

factory floor

Additional Lean resources

Documents

Lean Tools Summary