Lean QuickStart Guide_ The Simplified Beginner’s Guide to Lean - PDF Room

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then not only is the focus too wide to employ this method, but other, more drastic, measures should be taken. 5. Corrective Actions Based on the root causes of the problem at hand determined in the last step, countermeasures are devised to do the following: a. correct the root cause and remedy the problem b. maintain a focus on the established goals and aim for the targets that have been set This step should consist of a detailed plan that prescribes targeted action. Corrective action plans should specify resources to be allocated and the people who will participate in deployment and execution. 6. Confirmation of Effect Once the corrective measures have been implemented, monitor the results. Were your efforts successful? Did this program correctly ascertain the root causes of the problem at hand and reduce the impacts stated in the business case outlined within the first stage? The results of this stage are critical in determining what the follow-up action will be. 7. Follow-Up Action This is the appropriate action to be taken once the effect of the countermeasures has been determined. If the problem has been successfully eliminated, then the communication of your success is in order. Termed “lateral deployment of findings to other groups” 1 this follow-up action is critical to waste reduction and the sustainment of gains. Once rolled out across the organization, this new standard of efficient operation becomes the benchmark for continued growth. There is no communication of success without success, however, so the report of findings cannot be made without also sustaining the achievement of the goals established within the target-setting stage. In true form to the PDCA system, each of the A3 activities is better described as a process, and the problem solving system is cyclic as a result. This means that a failure to achieve goals means going back through the process and determining what additional corrective action is necessary. This may mean further investigation into the root causes of the problem. It may mean a narrower focus, or selecting and mapping alternative countermeasures.
fig. 7 : A sample A3 master sheet. Note that the terminology within each of the steps can vary, though the intent remains the same.
Page 3: LEAN
Page 7 and 8: Contents ACCESS YOUR FREE DIGITAL A
Page 9 and 10: BEFORE YOU START READING, DOWNLOAD
Page 11: processes for an organization and t
Page 14 and 15: | 1 | Six Components of Lean Philos
Page 17 and 18: Defective Production Defects equal
Page 19 and 20: incur costs. Transportation is inev
Page 21 and 22: materials can also be disrupted, ca
Page 28 and 29: 3. Simplicity Simplicity is a golde
Page 30: Restart the cycle with the newly st
Page 33: 1. Initial Perceptions This is a de
Page 39 and 40: 5. Visibility Visibility within an
Page 41: 6. Flexibility Flexibility is an es
Page 44 and 45: prescribes five other pillars: the
Page 46 and 47: | 2 | Lean Production In This Chapt
Page 49 and 50: But if the pull production system i
Page 51: —raw materials to the delivery of
Page 54: distance moved, and time taken are
Page 57: from specific components. The compo
Page 61 and 62: The above graphic is an example of
Page 64: What decision makers can learn from
Page 68 and 69: Kanban Kanban, translated from Japa
Page 70: 5. Under no circumstances should de
Page 74: Takt Time Takt time is yet another
Page 78 and 79: The result, 400 minutes, is the net
Page 81 and 82: Just-in-Time Just-in-Time (JIT) is
Page 83 and 84: possible, and line changes are sche
Page 85 and 86:
ut on-time delivery, service, and v
Page 88:
Facility Layout & Uniform Plant Loa
Page 92:
Process Layout Process facility lay
Page 96:
Production Leveling
Page 100 and 101:
Leveling by Product Mix Though in p
Page 102 and 103:
Other Tools : Six Sigma Though not
Page 104 and 105:
To evaluate the current state of sy
Page 106 and 107:
Key Questions (Answers on pg. 137)
Page 108 and 109:
| 3 | The Lean Toolkit The Lean Too
Page 110:
Manpower Manpower encompasses every
Page 113 and 114:
The 4 S’s of Service (not to be c
Page 116 and 117:
Poka-Yoke While many of the Lean ma
Page 118:
for business activities: High Criti
Page 121 and 122:
additional set of criteria by which
Page 123:
focusing steps is always to improve
Page 126 and 127:
Page 128 and 129:
evaluation, or production method, a
Page 131 and 132:
Sort The sort portion of the 5S met
Page 133 and 134:
A clean work environment is also th
Page 135 and 136:
entire industry of Lean consultants
Page 138 and 139:
Implementation Concerns The Lean bu
Page 140 and 141:
Page 142 and 143:
Appendix Value Stream Mapping Sampl
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the process where inputs (raw mater
Page 148:
Step 3 : Add the Flow of Materials
Page 152 and 153:
Step 5 : Add Relevant Process Data
Page 155 and 156:
Due to some confusion over the sawt
Page 157 and 158:
Glossary 5M—The 5 M’s of manufa
Page 159 and 160:
Kanban—A flow-oriented method of
Page 161 and 162:
generally assumed to be homogeneous
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Answers
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Chapter Two 1c, 2b, 3b, 4a, 5d, 6b,
Page 167 and 168:
Chapter Four 1b, 2c, 3a, 4b, 5d
Page 169:
About ClydeBank Media We are a mult
Page 172 and 173:
Explore the World of BUSINESS TO EX
Page 174 and 175:
ClydeBank Media is a Proud Sponsor
Page 176 and 177:
Copyright © 2016 by ClydeBank Medi
Page 179 and 180:
Copyright © 2016
Page 181:
All Rights Reserved ISBN-13 : 978-1
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