Index

5/20 rule, 172

2 Second Lean  (Akers), 46

3P event, 109110

3P layout planning, 112

4D group tech matrix, 75

5S, 169171

audit sheet, 170

benefits of, 170

board, 171

program, 169

red-tag strategy, 171

5W2H, 211

ABC classifications, 188189

Accountability, 228229

AGV (automatic guided vehicles) robots, 183, 184

Akers, Paul, 46

AMA, see American Management Association

American Management Association (AMA), 50

Andon, 208, 209210

A3 problem-solving, 7, 8

Assembly standard work form, 146

Assess/analyze (A), 1, 47

4D group tech matrix, 75

changeover, 9495

clock time vs. labor time, 95

cross cells issues, 73

ERSC, 5354

group-tech matrix (see Group-tech matrix)

leanEdit®, 54, 56

Lean implementation, 48

motion study, 9294

point-to-point diagrams, 5658

potential total savings, 106

process block diagram, 6465, 90

process-flow analysis (see Process-flow analysis)

process wall map (see Process wall map)

quality paradox, 6566

results of analysis, 106107

setup (see Setup)

single-minute exchange of dies, 94

spaghetti diagram, 87, 8990

TIPS analysis, 4951

total process optimization, 105106

transactional processes, 5859

video, 4749

walking the process, 54

WIP categories, 52

workflow analysis (see Workflow analysis)

world class, 9091

“A3” thinking, 9

Baka yoke, 192193

Barnes, Ralph, 94

Barriers, 20

Baseline (B), 1, 13

baseline metrics, 1718

batching, 2022

change, 18

contract for, 1819

resistance to, 19

change equation, 1315

chrono file, 26

desired, actual cycle time vs., 4344

five-day Lean training seminar, 1516

health check, 25

impact of barriers, 20

improvement paths, 4546

leadership team training, 15

Lean implementation, 14, 2223

man-to-machine ratio, 4445

metrics, 2324

one-piece flow, 21

pilot criteria, 1617

process-focused metrics, 43

productivity vs. efficiency vs. effectiveness., 45

sales per employees, 45

second worth, 2526

seven wastes, 2627

SIPOC tool, 2931

takt time, 4143

team charter, 16

team leader characteristics, 17

team member characteristics, 17

throughput time, 44

transactional ten wastes, 2728

value-stream mapping (see Value-stream mapping)

waste exercise 30-30-30, 2829

BASICS model

administrative-type processes, 4

implementation phases, 45

Kaizen events and, 23

objective of, 4

overview, 12

problem statement, 9

target condition, 9

tools hierarchy, 39

transactional processes and, 34

Batching, 2021

definition, 20

fixtures, 131, 132

inefficiency, 21

one-piece flow vs., 20

reasons for, 2122

wastes, 27

Baton handoff-style line, 160161

Baton zones, 157

Between-process storage (B), 52

Block layout draft, 124, 126

Breadman systems, 185

Build-to-order systems, 214

Bumping

advantages of, 160161

guidelines for running, 159

kanban squares, 158

operators to flex, 158159

results, 160

rule, 158

station balancing vs., 152, 154, 158

CAD layout, 124, 125

Certified supplier program, 191

Chaku–chaku cell, 120

Change, 18

contract for, 1819

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

definition, 9495

times, 99101

types of, 99

Check (C), 2, 205

5W2H, 211

andon, 208, 209210

build-to-order systems, 214

capacity and load, 219

demonstrated output capacity, 214

exposing gap, 207

fishbone tool, 212

Five Whys, 209, 211

gemba walks, 207

Lean implementation, 206

MES systems, 208

mixed-model changeovers, 221222

mixed-model matrix, 221, 222

pareto waterfall chart, 212, 213

production sequencing, 215216, 220

scheduling (see Scheduling)

shop-floor scheduling, 217

system of, 205

takt—flow—pull, 215

visual management, 207208

Chrono file, 26

Clock time

internal time and, 96

labor time vs., 95

Collins, Jim, 234

Competing Against Time, 58

Contact device, 195

Containers, 184185

Context-switching waste, 27

Control-plan template, 195196

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, 162163

Days of supply (DOS), 188

Decision project prioritization matrix, 62

Demand Flow Technology (DFT) layout, 114, 117

Deming, W. Edwards, 67

Demonstrated output capacity, 214

Designing Organizations, 151

Desired, actual cycle time vs., 4344

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, 3536, 5354, 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, 1516

Five Whys, 209, 211

Fixed-value method, 195

Flex fences, 189190

Flex zones, see Baton zones

FMEA, see Failure-mode effects analysis

Forecasts, 190

Formulas, 203

Fractional labor, 114, 115

Future requirements analysis, 123

G&A costs, see General and administrative costs

Gailbraith, Jay, 151

GDP, see Goal Deployment Process

Gemba walks, 175, 207

General and administrative (G&A) costs, 3

Gilbreth, Frank, 47, 92

Goal Deployment Process (GDP), 230

Goal, The, 4

Good to Great, 234

Group-tech matrix, 6770

4D group tech matrix, 75

accounts payable, 74

capacity analysis derived from, 77

creating, 70

with kanban analysis, 76

layouts, 75

pivot table data, 6970

process-flow analysis, 7879

results, 7375

same, 7172

Hanedashi device, 120

Harvey, John, 46

Health check, 25

Heijunka, scheduling and, 214

Hewlett Packard, 154

Honer setup standard, 98

Hoshin kanri, 229230

components of, 230

sustain plan, 230231, 232

Hoshin X-matrix, 230, 231

Ideal layout, 124, 125

Implementation (I), 2, 137

5S, 169171

ABC classifications, 188189

apparent vs. true efficiency, 138, 140

assembly standard work form, 146147

baka yoke, 192193

baton handoff-style line, 160161

bumping (see Bumping)

capacity and labor requirements, 148

certified supplier program, 191

containers, 184185

control plan, 195196

cross-training matrix, 152, 153

dashboard, 176

day-by-hour chart, 161, 162163

days of supply, 188

DFMA, 197

early supplier involvement, 190

equipment/machine improvement, 150

facilities/information systems improvement, 150

flex fences, 189190

gemba walk, 175

inventory and cash flow, 188

job rotation, 161, 162

kanbans (see Kanbans)

key formulas, 203

key performance indicator board, 165167

Lean implementation, 138

Lean line package, 140

line operations/pre-assembly, 161

lineside materials, 180183

long-term agreements, 189

mistake-proofing, 191192, 193

overall equipment effectiveness, 202, 203

parallel implementation, 138

part production capacity sheet, 148149

plan for every part, 185187

+QDIP, 163, 164165, 168

poka yoke, 192194

process capability, 192

process improvement, 150

process- vs. results-focused metrics, 176

quick-response team, 141

rabbit-chase line-balancing methodology, 156157

risk mitigation plans, 191

roles and responsibilities matrix, 151152

scrum approach to, 137, 139

separate man from machine, 147

staffing analysis and plan, 149

standard work (see Standard work)

standard work combination sheet, 142143

standard work in process, 143144

starting new line, 140141

station balancing (see Station balancing)

supply sequencing, 190

takt time vs. actual real-time status, 163

total productive maintenance (see Total productive maintenance)

training, 150151

true bottleneck, 150

true partnered suppliers, 189

true standardized work, 144145

TWI training, 151

warning devices, 195

water-spider process, 183184

wetting vs. drying line, 144

work improvement, 149

work standards, 145

zero defects, 196197

Internal time, 96

Isolated islands, 114

bird-cage layout, 114, 116

electronics assembly layout, 115

in fractional labor, 115

monument-type machines, 116

JIT, see Just in time

Job breakdown, 142

Job rotation, 161, 162

Just in time (JIT), 201

Kaizen events, BASICS model and, 23

Kanban post, 178, 179

Kanbans, 176177

failure modes, 178

kanban post, 178, 179

replenishment, 177

sizing, 179, 180

two-bin system, 177179

Kanban-square system, 155

Key performance indicator (KPI) board, 165167

KPI board, see Key performance indicator board

Labor time, clock time vs., 95

Layout redesign, overarching guidelines to, 128129

Leadership coaching, 231, 233

Lead-time offsets, 214

Lean

implementation, 68

assess/analyze, 48

baseline, 14, 2223

check, 206

data as guide, 22

implement, 138

non-negotiable guidelines with, 2223

operator piece of, 9192

product analysis, 66

scrum approach to, 137

shared vision, 18

suggest solutions, 110

sustain, 224, 226

knowledge, four quadrants, 10

layoffs and, 5

plan-do-study-act, 68

practitioner principles, 56

root-cause thinking, 9

Lean culture

accountability, 228229

discipline, 229

leader standard work, 226228

visual controls, 228

leanEdit®, 54, 56, 64, 80

desktop setup reduction summary page, 103

desktop tool selection screen, 56

editing clips using, 57

video editing screen, 63

leanEdit.com, 56, 81

Lean line package, 140

Lean maturity path visualization, 29

Lean Thinking, 44

Learning to See, 31

Line balancing, 160

Lineside materials, transition to, 180183

labeling of supplies, 180182

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

Man-to-machine ratio, 4445

Master layouts

baseline with point-to-point diagram, 122

block diagram for, 126

block layout draft, 124, 126

centralized, decentralized vs., 127

detailed layout, 124

future requirements analysis, 123

ideal layout, 124, 125

phased implementation plan, 126, 127

point-to-point diagram, 123124

process for creating, 122

MES systems, 208

Mistake-proofing, 191192, 193

designs, 196

elements, 183

Mixed-model changeovers, 221222

Mixed-model matrix, 221, 222

Monument machines, 114, 116

Motion step method, 195

Motion study, 92

efficiency with humans, 94

Gilbreth’s Therbligs, 9293

observations for operator, 94

time study sheet, 93

MRP system, 187, 217

Non–value-added workflow analysis, 8283

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

Ohno circle, 2829

Ohno, Taiichi, 26, 27, 176

Omits process, 5354

conducting, 102, 103

workflow analysis, 87, 8889

One-piece flow, 157160, 176

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, 142143

Operator flex (bumping) zones, 120

Operators, 10

factors related to, 200

involving, 86

job breakdown for, 142

video guidelines for, 8486

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), 148149

PDSA, see Plan–do–check–act

PDSA cycles, 231, 233

Peak demand, 42

Peters, Tom, 58

PFA, see Process-flow analysis

PFEP, see Plan for every part

Phased implementation plan, 126, 127

Pitch, 218219

Place–place/load–load cell, see Chaku–chaku cell

Plan–do–study–act (PDSA), 68

A3 report, 8

cycle, 8

methodology, 7

Plan for every part (PFEP), 185187

buffer and safety stock, 188

example, 186

vision for, 186

+QDIP, 163, 164165

boards/meetings, 168

delivery, 165

inventory, 165

plus (+), 164

productivity, 165

quality, 164165

Point-to-point diagrams, 5658, 123124, 134

Poka yoke, 192194, 208

PPCS, see Part production capacity sheet

Problem statement, 9

Process, 29

Process barriers, 20

Process block diagram, 6465, 90, 109

Process capability (CPk), 192

Process-flow analysis (PFA), 4950, 61

example, 53

group-tech matrix, 7879

on machines, 66

roles, 53

total throughput time, 6667

on transactional processes, 6263

worksheet, 54, 55

Process-focused metrics, 43

Process improvement, 150

Process wall map

analysis of, 6061

constructing, 5960

map the process, 61

“match up the paperwork,” 60

yellow sticky, 60

Production sequencing, 215216, 220

Production smoothing, 4142, 216

Productivity, 45

Protzman, Charlie, 52

“Push” production, 18

“Push”-type system, 214

Quick-response team, 141

Rabbit-chase line-balancing methodology, 156157

RACI chart, 151

Rapid kaizen improvement, 202

Rathore, Ranveer Singh, 94

Red-tag strategy, 171

Return on investment (ROI) analysis, 106, 126, 128

Reusable containers, 184185

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, 151152

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

tips, 219220

Seeing the Whole, 31

Setup

analysis, steps for, 9799, 105

carts, 103, 104

characteristics, 9596

components of, 96

example, 101102

improvement, 99

machine changeovers, 103105

matrix example, 98

parts of, 103

reducing, 99101

teams, 102103

Shewhart, Walter A., 6

Shingo, Ritsuo, 29, 94, 175

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

SIPOC tool, 2931

Six big losses, 199200

Six Sigma tools, 191

Skitumi maps, 37, 40

SMED, see Single-minute exchange of dies

Spaghetti diagram, 87, 8990

SPC, see Statistical process control

Spear, Steven, 46

Speed is Life video, 58

Standard job sheets, 147

Standard work, 141142, 226227

advantages of, 145146

creation of, 142

cycle time, 142

true standardized work and, 144145

work sequence, 142

Standard Work Combination Sheet (SWCS), 142143

Standard work in process (SWIP), 90, 142, 143144

Station balancing, 154155

bumping vs., 152, 154, 158

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), 12, 109

3P event, 109110

fit up, 136

isolated islands (see Isolated islands)

layout redesign, 128129

Lean implementation, 110

master layouts (see Master layouts)

moving parts vertically, 121122

OBA gauge, 133

optimal layout, 112

cell layout design, 112113

isolated islands, 114117

office layouts, 113

parallel-line layouts, 118, 119

point-to-point diagram, 123124, 134

process block diagram, 109, 110

return on investment analysis, 117118

sitting vs. standing and walking operations, 134136

straight lines layouts, 118, 119

tool boxes, 133

U-shaped layout, 117118

before vs. after layout report card, 121

workstation design, 111, 129133

Sustain (S), 2, 223

accountabilities, 225

high-level implementation plan, 236, 237

hoshin kanri, 229231

leadership coaching, 231, 233

Lean culture

accountability, 228229

discipline, 229

leader standard work, 226228

visual controls, 228

Lean implementation, 224, 226

line of thinking, 225

long-term sustainment tools, 229230

manage by fact, 235

organization upgrade, 234

people resist change, 223226

problem-solving thinking, 235236

span of control, 234235

suggestions systems, 235

sustaining tools, 227

sustainment issue, 224

track of progress, 236, 237

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

calculation, 4243

customer demand and, 41

interpreting, 43

peak demand, 42

production smoothing, 4142

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

Ten-cycle analysis, 227, 228

Therbligs, 9293

Throughput time, 44

Thurlow, Nigel, 137

Time, The Next Dimension of Quality, 51

TIPS analysis, 4951, 105

inspection, 50

process, 5051

storage, 51

transport, 50

TLT, see Total labor time

Total labor time (TLT), 8687, 148, 149

Total process optimization, 105106

Total productive maintenance (TPM), 197

card, 201202

daily checklist, 201

goals, 199

machine downtime logs, 198

metrics goals, 201

participative management, 198

predictive maintenance, 197

preventive maintenance, 197

six big losses, 199200

Total throughput time, 6667

Toyota Production System, The, 177

TPM, see Total productive maintenance

Traditional DFT Fishbone layout, 117

Training within industry (TWI), 151, 152153

Transactional line, 58

Transactional processes, 58

conducting process-flow analysis on, 6264

current state, 5859

process wall map (see Process wall map)

Transactional process improvement, 27

Transactional ten wastes, 2728

Transactional wastes, 2728

True bottleneck, 150

True partnered suppliers, 189

True standardized work, 144145

TT, see Takt time

TWI, see Training within industry

U-shaped layout, 117118

Value-added workflow analysis, 8182

Value-Based Lean Six Sigma Master Training, 5

Value-stream mapping (VSM), 26, 3139

creating, 3334

current state map, 3435

data box, 34

decision matrix of tasks, 39

future-state map, 37, 38

icons, 34

ideal-state map, 3637

key points, 41

on paper with stickies, 36

parts of, 33

tool, 31

on transactional processes, 3941

BASICS tools hierarchy, 39

customer value-added, 4041

value-stream layout maps, 37, 40

on whiteboard with stickies, 32

Vendor-managed inventory, 185

Video

guidelines for product, 49

importance of, 4749

Visual boards, 5/20 rule for, 172

Visual controls, 172173, 228

Visual displays, 172

Visual factory, 173174

Visual management, 6, 168, 207208

5S, 169171

pyramid, 168

visual controls, 172175

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, 2829

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

Water-spider process, 183184

WFA, see Workflow analysis

Within-process storage (W), 52

Workflow analysis (WFA), 80

analyze to second, 84

example, 84

non–value-added work, 8283

Omits process, 87, 8889

pick parts/tools/documents, 82

steps, 75, 77

total labor time, 8687

value-added, 8182

video analysis, 7987

video guidelines for operator, 8486

video the operator, 79

Work improvement, 149

Work standards, 145

Workstation design, 129133

batching fixtures, 131, 132

erector set-style, 130

flexible, 131

World class, 9091

X-matrix, 230

Young, Jerald, 19

Zero breakdowns, 201

Zero defects, 196197

Zero setup, 99

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