5/20 rule, 172
2 Second Lean (Akers), 46
3P layout planning, 112
4D group tech matrix, 75
audit sheet, 170
benefits of, 170
board, 171
program, 169
red-tag strategy, 171
5W2H, 211
AGV (automatic guided vehicles) robots, 183, 184
Akers, Paul, 46
AMA, see American Management Association
American Management Association (AMA), 50
Assembly standard work form, 146
4D group tech matrix, 75
clock time vs. labor time, 95
cross cells issues, 73
group-tech matrix (see Group-tech matrix)
Lean implementation, 48
point-to-point diagrams, 56–58
potential total savings, 106
process block diagram, 64–65, 90
process-flow analysis (see Process-flow analysis)
process wall map (see Process wall map)
setup (see Setup)
single-minute exchange of dies, 94
total process optimization, 105–106
transactional processes, 58–59
walking the process, 54
WIP categories, 52
workflow analysis (see Workflow analysis)
“A3” thinking, 9
Barnes, Ralph, 94
Barriers, 20
change, 18
resistance to, 19
chrono file, 26
desired, actual cycle time vs., 43–44
five-day Lean training seminar, 15–16
health check, 25
impact of barriers, 20
leadership team training, 15
Lean implementation, 14, 22–23
one-piece flow, 21
process-focused metrics, 43
productivity vs. efficiency vs. effectiveness., 45
sales per employees, 45
team charter, 16
team leader characteristics, 17
team member characteristics, 17
throughput time, 44
transactional ten wastes, 27–28
value-stream mapping (see Value-stream mapping)
waste exercise 30-30-30, 28–29
BASICS model
administrative-type processes, 4
objective of, 4
problem statement, 9
target condition, 9
tools hierarchy, 39
transactional processes and, 3–4
definition, 20
inefficiency, 21
one-piece flow vs., 20
wastes, 27
Baton handoff-style line, 160–161
Baton zones, 157
Between-process storage (B), 52
Breadman systems, 185
Build-to-order systems, 214
Bumping
guidelines for running, 159
kanban squares, 158
results, 160
rule, 158
station balancing vs., 152, 154, 158
Certified supplier program, 191
Chaku–chaku cell, 120
Change, 18
resistance to, 19
Change equation, 223
compelling need to change, 14
next steps, 15
resistance to change (Rchange), 14
sustain, 15
vision, 15
Changeover, 105
types of, 99
5W2H, 211
build-to-order systems, 214
capacity and load, 219
demonstrated output capacity, 214
exposing gap, 207
fishbone tool, 212
gemba walks, 207
Lean implementation, 206
MES systems, 208
mixed-model changeovers, 221–222
pareto waterfall chart, 212, 213
production sequencing, 215–216, 220
scheduling (see Scheduling)
shop-floor scheduling, 217
system of, 205
takt—flow—pull, 215
Chrono file, 26
Clock time
internal time and, 96
labor time vs., 95
Collins, Jim, 234
Competing Against Time, 58
Contact device, 195
Context-switching waste, 27
Control-plan template, 195–196
Creating a Lean Culture, 226
Cross cells issues, 73
Cross-training matrix, 152, 153
Cultural barriers, 20
“Daily Kaizen,” 236
Dashboard, 176
Day-by-hour chart, 161, 162–163
Days of supply (DOS), 188
Decision project prioritization matrix, 62
Demand Flow Technology (DFT) layout, 114, 117
Demonstrated output capacity, 214
Designing Organizations, 151
Desired, actual cycle time vs., 43–44
Detailed layout, 124
DFA (design for assembly), 197
DFM (design for manufacturability), 197
DFT layout, see Demand Flow Technology layout
Discipline, 229
DOS, see Days of supply
Early supplier involvement (ESI), 190
EBR, see Emotional-based resistance
EDI, see Electronic data interchange
Effectiveness, 45
Efficiency, 45
Electronic data interchange (EDI), 189
Emotional-based resistance (EBR), 19
Equipment/machine improvement, 150
Erector set-style workstations, 130
ERSC, 35–36, 53–54, 61, 87, 102
ESI, see Early supplier involvement
External checklist, 102
External time, 96
Facilities/information systems improvement, 150
Failure-mode effects analysis (FMEA), 109, 111, 191
Fishbone tool, 212
Five-day Lean training seminar, 15–16
Fixed-value method, 195
Flex zones, see Baton zones
FMEA, see Failure-mode effects analysis
Forecasts, 190
Formulas, 203
Future requirements analysis, 123
G&A costs, see General and administrative costs
Gailbraith, Jay, 151
GDP, see Goal Deployment Process
General and administrative (G&A) costs, 3
Goal Deployment Process (GDP), 230
Goal, The, 4
Good to Great, 234
4D group tech matrix, 75
accounts payable, 74
capacity analysis derived from, 77
creating, 70
with kanban analysis, 76
layouts, 75
Hanedashi device, 120
Harvey, John, 46
Health check, 25
Heijunka, scheduling and, 214
Hewlett Packard, 154
Honer setup standard, 98
components of, 230
apparent vs. true efficiency, 138, 140
assembly standard work form, 146–147
baton handoff-style line, 160–161
bumping (see Bumping)
capacity and labor requirements, 148
certified supplier program, 191
cross-training matrix, 152, 153
dashboard, 176
day-by-hour chart, 161, 162–163
days of supply, 188
DFMA, 197
early supplier involvement, 190
equipment/machine improvement, 150
facilities/information systems improvement, 150
gemba walk, 175
inventory and cash flow, 188
kanbans (see Kanbans)
key formulas, 203
key performance indicator board, 165–167
Lean implementation, 138
Lean line package, 140
line operations/pre-assembly, 161
long-term agreements, 189
mistake-proofing, 191–192, 193
overall equipment effectiveness, 202, 203
parallel implementation, 138
part production capacity sheet, 148–149
process capability, 192
process improvement, 150
process- vs. results-focused metrics, 176
quick-response team, 141
rabbit-chase line-balancing methodology, 156–157
risk mitigation plans, 191
roles and responsibilities matrix, 151–152
separate man from machine, 147
staffing analysis and plan, 149
standard work (see Standard work)
standard work combination sheet, 142–143
standard work in process, 143–144
station balancing (see Station balancing)
supply sequencing, 190
takt time vs. actual real-time status, 163
total productive maintenance (see Total productive maintenance)
true bottleneck, 150
true partnered suppliers, 189
true standardized work, 144–145
TWI training, 151
warning devices, 195
wetting vs. drying line, 144
work improvement, 149
work standards, 145
Internal time, 96
Isolated islands, 114
electronics assembly layout, 115
in fractional labor, 115
monument-type machines, 116
JIT, see Just in time
Job breakdown, 142
Just in time (JIT), 201
Kaizen events, BASICS model and, 2–3
failure modes, 178
replenishment, 177
Kanban-square system, 155
Key performance indicator (KPI) board, 165–167
KPI board, see Key performance indicator board
Labor time, clock time vs., 95
Layout redesign, overarching guidelines to, 128–129
Lead-time offsets, 214
Lean
assess/analyze, 48
check, 206
data as guide, 22
implement, 138
non-negotiable guidelines with, 22–23
product analysis, 66
scrum approach to, 137
shared vision, 18
suggest solutions, 110
knowledge, four quadrants, 10
layoffs and, 5
root-cause thinking, 9
Lean culture
discipline, 229
visual controls, 228
desktop setup reduction summary page, 103
desktop tool selection screen, 56
editing clips using, 57
video editing screen, 63
Lean line package, 140
Lean maturity path visualization, 29
Lean Thinking, 44
Learning to See, 31
Line balancing, 160
Lineside materials, transition to, 180–183
mistake-proofing elements, 183
strategies for warehouse, 180
Little’s Law, 66
Logic-based resistance, 19
Long-term agreements (LTAs), 189
Lot delays (L), 52
LTAs, see Long-term agreements
Machine losses, 200
Making Materials Flow, 185
Mann, David, 226
Master layouts
baseline with point-to-point diagram, 122
block diagram for, 126
centralized, decentralized vs., 127
detailed layout, 124
future requirements analysis, 123
phased implementation plan, 126, 127
point-to-point diagram, 123–124
process for creating, 122
MES systems, 208
Mistake-proofing, 191–192, 193
designs, 196
elements, 183
Mixed-model changeovers, 221–222
Motion step method, 195
Motion study, 92
efficiency with humans, 94
observations for operator, 94
time study sheet, 93
Non–value-added workflow analysis, 82–83
Not Now Not Ever, 19
No-touch exchange of dies (NTED), 99
NTED, see No-touch exchange of dies
OBA gauge, 133
OEE, see Overall equipment effectiveness
batching vs., 20
definition, 21
One-piece flow (OPF), 21
One-Piece Flow vs. Batching, 21
One-shot (cycle) exchange of dies (OSED), 99
One-touch exchange of dies (OTED), 99
Operations routine sheet, 142–143
Operator flex (bumping) zones, 120
Operators, 10
factors related to, 200
involving, 86
job breakdown for, 142
OPF, see One-piece flow
OSED, see One-shot (cycle) exchange of dies
OTED, see One-touch exchange of dies
Overall equipment effectiveness (OEE), 202, 203
Parallel-line layouts, 118, 119
Pareto waterfall chart, 212, 213
Part production capacity sheet (PPCS), 148–149
PDSA, see Plan–do–check–act
Peak demand, 42
Peters, Tom, 58
PFA, see Process-flow analysis
PFEP, see Plan for every part
Phased implementation plan, 126, 127
Place–place/load–load cell, see Chaku–chaku cell
A3 report, 8
cycle, 8
methodology, 7
Plan for every part (PFEP), 185–187
buffer and safety stock, 188
example, 186
vision for, 186
boards/meetings, 168
delivery, 165
inventory, 165
plus (+), 164
productivity, 165
Point-to-point diagrams, 56–58, 123–124, 134
PPCS, see Part production capacity sheet
Problem statement, 9
Process, 29
Process barriers, 20
Process block diagram, 64–65, 90, 109
Process capability (CPk), 192
Process-flow analysis (PFA), 49–50, 61
example, 53
on machines, 66
roles, 53
on transactional processes, 62–63
Process-focused metrics, 43
Process improvement, 150
Process wall map
map the process, 61
“match up the paperwork,” 60
yellow sticky, 60
Production sequencing, 215–216, 220
Production smoothing, 41–42, 216
Productivity, 45
Protzman, Charlie, 52
“Push” production, 18
“Push”-type system, 214
Quick-response team, 141
Rabbit-chase line-balancing methodology, 156–157
RACI chart, 151
Rapid kaizen improvement, 202
Rathore, Ranveer Singh, 94
Red-tag strategy, 171
Return on investment (ROI) analysis, 106, 126, 128
Revolution in Manufacturing: The SMED System, A (Shingo), 96
Risk mitigation plans, 191
Risk priority number (RPN), 109
ROI analysis, see Return on investment analysis
Roles and responsibilities (R&R) matrix, 151–152
Root-cause thinking, 9
Rother, Mike, 175
RPN, see Risk priority number
Safety stock, 187
Sales per employee, 45
Scheduling
board rules, 218
heijunka and, 214
issues, 214
Seeing the Whole, 31
Setup
analysis, steps for, 97–99, 105
components of, 96
improvement, 99
matrix example, 98
parts of, 103
Shewhart, Walter A., 6
Shingo, Shigeo, 96, 195, 211, 238
Shop-floor scheduling, 217
Simple visual pull scheduling system, 217
Single-minute exchange of dies (SMED), 99, 103
definition, 94
process steps, 97
Six Sigma tools, 191
SMED, see Single-minute exchange of dies
SPC, see Statistical process control
Spear, Steven, 46
Speed is Life video, 58
Standard job sheets, 147
Standard work, 141–142, 226–227
creation of, 142
cycle time, 142
true standardized work and, 144–145
work sequence, 142
Standard Work Combination Sheet (SWCS), 142–143
Standard work in process (SWIP), 90, 142, 143–144
kanban-square system, 155
man-/station-loading chart, 156
problems with, 156
Statistical process control (SPC), 191
Straight lines layouts, 118, 119
Suggestions systems, 235
Suggest solutions (S), 1–2, 109
fit up, 136
isolated islands (see Isolated islands)
Lean implementation, 110
master layouts (see Master layouts)
moving parts vertically, 121–122
OBA gauge, 133
optimal layout, 112
office layouts, 113
parallel-line layouts, 118, 119
point-to-point diagram, 123–124, 134
process block diagram, 109, 110
return on investment analysis, 117–118
sitting vs. standing and walking operations, 134–136
straight lines layouts, 118, 119
tool boxes, 133
before vs. after layout report card, 121
workstation design, 111, 129–133
accountabilities, 225
high-level implementation plan, 236, 237
Lean culture
discipline, 229
visual controls, 228
line of thinking, 225
long-term sustainment tools, 229–230
manage by fact, 235
organization upgrade, 234
problem-solving thinking, 235–236
suggestions systems, 235
sustaining tools, 227
sustainment issue, 224
SWCS, see Standard Work Combination Sheet
SWIP, see Standard work in process
Systems thinking, 6
Takt—flow—pull, 215
Takt time (TT), 41
available time, 42
customer demand and, 41
interpreting, 43
peak demand, 42
Takt time vs. actual real-time status, 163
T.A.PE., see Target, Actual, Please Explain
Target, Actual, Please Explain (T.A.PE.), 232
Target condition, 9
Team leader, 17
Team member, 17
Technical barriers, 20
Throughput time, 44
Thurlow, Nigel, 137
Time, The Next Dimension of Quality, 51
inspection, 50
storage, 51
transport, 50
TLT, see Total labor time
Total labor time (TLT), 86–87, 148, 149
Total process optimization, 105–106
Total productive maintenance (TPM), 197
daily checklist, 201
goals, 199
machine downtime logs, 198
metrics goals, 201
participative management, 198
predictive maintenance, 197
preventive maintenance, 197
Toyota Production System, The, 177
TPM, see Total productive maintenance
Traditional DFT Fishbone layout, 117
Training within industry (TWI), 151, 152–153
Transactional line, 58
Transactional processes, 58
conducting process-flow analysis on, 62–64
process wall map (see Process wall map)
Transactional process improvement, 27
Transactional ten wastes, 27–28
True bottleneck, 150
True partnered suppliers, 189
True standardized work, 144–145
TT, see Takt time
TWI, see Training within industry
Value-added workflow analysis, 81–82
Value-Based Lean Six Sigma Master Training, 5
Value-stream mapping (VSM), 26, 31–39
data box, 34
decision matrix of tasks, 39
icons, 34
key points, 41
on paper with stickies, 36
parts of, 33
tool, 31
on transactional processes, 39–41
BASICS tools hierarchy, 39
value-stream layout maps, 37, 40
on whiteboard with stickies, 32
Vendor-managed inventory, 185
Video
guidelines for product, 49
Visual boards, 5/20 rule for, 172
Visual displays, 172
Visual management, 6, 168, 207–208
pyramid, 168
visual displays, 172
Visual workplace, 174
VOC, see Voice of the customer
Voice of the customer (VOC), 18, 51
VSM, see Value-stream mapping
Warning devices, 195
Waste exercise 30-30-30, 28–29
Waste of making defective products, 26
Waste of (worker) movement, 26
Waste of overproduction, 26
Waste of (too much) processing, 26
Waste of resources, 27
Waste of stock on hand (inventory), 26
Waste of talent, 27
Waste of time on hand, 26
WFA, see Workflow analysis
Within-process storage (W), 52
Workflow analysis (WFA), 80
analyze to second, 84
example, 84
pick parts/tools/documents, 82
video guidelines for operator, 84–86
video the operator, 79
Work improvement, 149
Work standards, 145
erector set-style, 130
flexible, 131
X-matrix, 230
Young, Jerald, 19
Zero breakdowns, 201
Zero setup, 99