List & Explanation of Lean Manufacturing Tools -

Logistics and supply chain management

1. Work place & Visual management - 6 ‘S’ Implementation 6 ‘S’ is a very basic and fundamental tool of lean manufacturing. 6 ‘S’ is a developed workplace in an organize way to increase efficiency and minimize process waste. It divided into 6 stages as per mention below.
Sorting
Set-in-order
Shine
Standardize
Sustain
Safety • Andon
Andon is a basically signal that helps to identify abnormal or out of control activities during process performance. Generally, it’s a visual or alarming signal for abnormalities of machines or processes.
• Visual management
Visual management is a visual communication tools. Generally, for visual management display some operational data into LED screen at workplace and developed healthy competitive environment. 6 ‘S’ and Andon signal helpful to make visual workplace.
• GEMBA
The meaning of GEMBA is “the real place”. The main objective of GEMBA tool is analyze and improve process at shop floor or where process is performed. Rather than taking improvement decision in office, go to shop floor understand practical problem and improve process.

2. Opportunity Identification • 6 big losses 6 big losses are co-related with overall equipment effectiveness tool. Improve the equipment effectiveness with minimize the six big losses as per below. Breakdown Loss Set-up and adjustment loss Minor stoppage loss Reduced speed loss Startup rejection Production rejection • 8 waste (MUDA) 8 waste is helpful to identify wasteful activities from operational processes. In a sort form 8 waste called as TIMWOODN. All the waste is categorized based on customer perspective. Review below attached 8 waste. Transportation Inventory Motion Waiting Over-production Over-processing Defects Non-utilize talent

3. MURA MURA is basically Japanese word and its meaning in English is unevenness. Due to variability in demand as well as production waste generation increases in operational process. Organization is focused to improve internal system to minimize unevenness and maintain process flow continuously. • MURI MURI is also a Japanese word and its meaning in English is overburden. It is also defined as overstress creation to processes and people, that leads to generate process waste. MURI examples such as un-necessary stress at workplace, due to improper instructions and proper training. • 7QC tools 7 QC tools are deal with analyze and improve quality management system. With the help of 7QC tools very easy to take decision for quality improvements. Review below attached 7 QC tools. Histogram Pareto chart Check sheet Control chart Scatter diagram Cause and effect diagram Flow diagram

4. Process Layout & Workstation Improvement
• Value stream mapping
The main objective of value stream mapping is optimizing plant layout, minimize overall customer order cycle time and utilize machines and other resources in effective way. It divided into two stages as per mention below.
Current state VSM
Future stage VSM.
• One-piece flow
one-piece flow is basically a concept related to combine all the individual workstation in a single path or with a minimum gap. The main key objective of one-piece flow is to minimize material handling and manufacturing lead time of workstation.
• Heijunka Heijinka is a basically deal with production leveling . It helps to balance production between each workstation as well as interdepartmentally. Measure production leveling tool with the help of line efficiency and balance delay.
• Bottleneck Analysis
Bottleneck is a basically largest time consuming activity in a production process, if any organization structurally focused to analyze process and minimize bottleneck activity, then its directly impact on manufacturing lead time or customer order cycle time. For value stream mapping implementation bottleneck analysis is playing a vital role.
• Pull system
Pull system suggest to drive system through last stage. In traditional practice completely reverse strategy followed and due to that effect in increase of inventory level at workstation as well as also impact in customer demand not fulfilment.
• Cellular Manufacturing
Cellular manufacturing is basically a layout type of U shaped and each & every workstation are arranged close to each other. The key benefits for implementing cellular manufacturing is to minimize operator movement. It also improves team work within interdepartmentally.

5. Equipment Performance Measurement & Improvement
• SMED
The basic concept of SMED is convert any process changeover into a single digit means, less than 10 min. Bending machine changeover analysis, plate drilling machine changeover analysis, angle punching machine changeover analysis and many more.
• OEE
Overall equipment effectiveness is basically equipment performance measurement tools and its divided into three categories such as availability, performance and quality. Availability is a ratio of actual available time and planned available time. Performance is a ratio of actual production time and actual available for production time. Quality is a ratio of actual good parts produced and total parts produced.
• Total productive maintenance
TPM is a lean manufacturing tool related to machine management. The main objective of TPM is basically reduce the downtime of equipment and improve effectiveness of equipment. There are eight pillars of TPM as per mention below. Jishu Hozen (autonomous maintenance) Kobetsu kaizen
Early equipment management
Quality maintenance
Preventive maintenance
Education and training
Environment health and safety
Office TPM.
• Value added process
value added process means, think about the customer perspective not organizational perspective. Pick up one process for analysis perspective and check weather customer is paying to doing this process to make product or services, if answer is yes this process is value added process, if answer is no process is non value added process.

6. Continuous Improvement
• Kaizen
Kaizen is a Japanese work and its meaning in English is continuous improvement. Involve people and developed continuous improvement system in organization. Target some processes and try to improve process with the help of lean manufacturing principles.

• Poka yoke
The exact meaning of poka yoke is error proofing techniques. Poka yoke concept is mainly used for improving performance of quality as well as safety. As per guidance of poka yoke concept developed structural system that zero percent chances of producing errors.

• Autonomation The meaning of autonomation is automation with human touch. Now, in era of technology this tool suggests to avoid complete automation as well as also avoid completely manual repetitive tasks.

7. Quality Management
• Total quality management
TQM is basically approach to improve performance of quality across the organization. Customer satisfaction, total employee involvement, continual improvement, communication and fact based decision making is the primary goal of TQM concept.

• Root Cause Analysis
RCA is basically suggest to take decision based on facts rather than individual understandings. Basically why-why analysis and cause and effect analysis or fishbone diagram helps to reach at root of the live problems in the organizations.

• A3 problem solving
A3 problem solving tool is basically representation of overall problem solution in A3 sheet. It includes problem identification, data collection, project scope identification, root cause analysis, saving of project and many more data requirements.

8. Inventory Management & Process Standardization
• Kanban
Kanban is a visual instruction card, that flow with the material and it helps to instruct when to reorder item at workstation or store.

• Hoshin Kanri Hoshin kanri is a basically policy development tool that helps to structural system development for strategic goals and breakthrough objectives of organization. Hoshin kanri provide system to communicate and drive organizational goals and objectives.

• Standardize work
Standardize work is basically a set of instructions for performing work in a best manner to minimize process waste as per process design. It helps to operator to new operator for performing an operation.

• Just in time:
Just in time is suggest to provide products and services to customers when they want. Avoiding more inventory at workplace and over-production activities. Focused to managing inventory at customer stage.

9. JUST IN TIME

10. PDCA / PDSA Cycle Plan: Identify an Opportunity and Plan for Improvement Identify the problem and goals Create a problem statement Define scope Identify resources and select the team Identify expected outcomes (SMART goals) Identify and study the current state Map the current state Identify information to be collected Identify information collection method Collect data Display and share data with team Analyze possible causes of the problem Identify and validate root causes Examine and prioritize possible solutions Move unused solutions to parking lot Do: Carry Out the Improvement Plan Create an action plan for improvement Establish improvement measures Implement the action plan on a small scale Collect data and track measures to determine improvement Study: Study Results Analyze data and compare to predicted results Summarize and share data with other stakeholders Develop a conclusion statement Act Adopt? Adapt? Abandon?

11. 7 Quality tools Stratification Scatter diagram

12. Fish bone diagram

13. Kaizen Kaizen  is a Japanese term that means gradual unending improvement by doing little things better and setting and achieving increasingly higher standards.  Kaizen is a compound of two Japanese words that together translate as "good change" or "improvement." However, Kaizen has come to mean "continuous improvement" through its association with lean methodology and principles.

14. Kaizen Cycle Principles of Kaizen Let go of assumptions.
Be proactive about solving problems.
Don’t accept the status quo.
Let go of perfectionism and take an attitude of iterative, adaptive change.
Look for solutions as you find mistakes.
Create an environment in which everyone feels empowered to contribute.
Don’t accept the obvious issue; instead, ask “why” five times to get to the root cause.
Cull information and opinions from multiple people.
Use creativity to find low-cost, small improvements.
Never stop improving.

15. Advantages and disadvantages of Kaizen Kaizen advantages Kaizen’s focus on gradual improvement can create a gentler approach to change in contrast to big efforts that may be abandoned due to their tendency to provoke change resistance and pushback.
Kaizen encourages scrutiny of processes so that mistakes and waste are reduced.
With fewer errors, oversight and inspection needs are minimized.
Employee morale improves because Kaizen encourages a sense of value and purpose.
Teamwork increases as employees think beyond the specific issues of their department.
Client focus expands as employees become more aware of customer requirements.
Systems are in place to ensure improvements are encouraged both in the short and long terms.
Kaizen disadvantages
Companies with cultures of territorialism and closed communication may first need to focus on cultural changes to create a receptive environment.
Short-term Kaizen events may create a burst of excitement that is shallow and short-lived and, therefore, is not sustained Examples of kaizen Lockheed Martin. The aerospace company is a well-known proponent of Kaizen. It has used the method to successfully reduce manufacturing costs, inventory and delivery time.
Ford Motor Company. When lean devotee Alan Mulally became CEO of Ford in 2006, the automaker was on the brink of bankruptcy. Mulally used Kaizen to execute one of the most famous corporate turnarounds in history.
Pixar Animation Studios. Pixar applied the continuous improvement model to reduce the risks of expensive movie failure by using quality control checks and iterative processes.

16. 5S 5S is defined as a methodology that results in a workplace that is clean, uncluttered, safe, and well organized to help reduce waste and optimize productivity. It’s designed to help build a quality work environment, both physically and mentally Seiri :  To separate needed tools, parts, and instructions from unneeded materials and to remove the unneeded ones. Seiton :  To neatly arrange and identify parts and tools for ease of use. Seiso :  To conduct a cleanup campaign. Seiketsu :  To conduct  seiri ,  seiton , and  seiso   daily to maintain a workplace in perfect condition. Shitsuke :  To form the habit of always following the first four S’s.

17. 5S Sort: Eliminate that which is not needed. Straighten: Organize what remains after sorting. Shine: Clean and inspect the work area. Standardize: Write standards for 5S. Sustain: Consistently apply the 5S standards.

18. 5S benefits Improved safety
Higher equipment availability
Lower defect rates
Reduced costs
Increased production agility and flexibility
Improved employee morale
Better asset utilization
Enhanced enterprise image to customers, suppliers, employees, and management

19. Kanban Kanban, meaning signboard or billboard) is a scheduling system for lean manufacturing (also called just-in-time manufacturing, abbreviated JIT).[2] Taiichi Ohno , an industrial engineer at Toyota, developed kanban to improve manufacturing efficiency.[3] The system takes its name from the cards that track production within a factory.

20. KANBAN Kanban practices 6 Core Practices of the Kanban Method: Visualize the flow of work Limit WIP (Work in Progress) Manage Flow Make Process Policies Explicit Implement Feedback Loops Improve Collaboratively, Evolve Experimentally

21. Kanban board

22. VALUE STREAM MAPPING Value stream mapping (VSM) is defined as a lean tool that employs a flowchart documenting every step in the process. Many lean practitioners see VSM as a fundamental tool to identify waste, reduce process cycle times, and implement process improvement.
VSM is a workplace efficiency tool designed to combine material processing steps with information flow, along with other important related data. VSM is an essential lean tool for an organization wanting to plan, implement, and improve while on its lean journey. VSM helps users create a solid implementation plan that will maximize their available resources and help ensure that materials and time are used efficiently Value stream mapping is a flowchart method to illustrate, analyze and improve the steps required to deliver a product or service. A key part of lean methodology, VSM reviews the flow of process steps and information from origin to delivery to the customer. As with other types of flowcharts, it uses a system of symbols to depict various work activities and information flows. VSM is especially useful to find and eliminate waste. Items are mapped as adding value or not adding value from the customer’s standpoint, with the purpose of rooting out items that don’t add value.

23. Examples of VSM Boeing used value stream mapping to improve the efficiency of its production line for the 787 Dreamliner. By identifying and eliminating waste, Boeing reduced the production time for the 787 by 50%.
Airbus used value stream mapping to improve the quality of its aircraft. By identifying and correcting defects in its manufacturing processes, Airbus was able to improve the reliability of its aircraft and reduce the number of customer complaints.
Rolls-Royce used value stream mapping to improve its product development process speed. By streamlining its processes and eliminating waste, Rolls-Royce reduced the time needed to develop new products from 5 to 2 years.

24. VSM excel software tools to help you get started:

Microsoft Visio. Smartdraw .
Tableau.
Visual Paradigm Online.
Evan Software. Edraw

25. SMED (Single-Minute Exchange of Die) SMED (Single-Minute Exchange of Die) is a system for dramatically  reducing the time it takes to complete equipment changeovers.  The essence of the SMED system is to convert as many changeover steps as possible to “external” (performed while the equipment is running), and to simplify and streamline the remaining steps. The name Single-Minute Exchange of Die comes from the goal of reducing changeover times to the “single” digits (i.e., less than 10 minutes).

26. SMED (Single-Minute Exchange of Die) Examples For many people, changing a single tire can easily take 15 minutes.
For a NASCAR pit crew, changing four tires takes less than 15 seconds. SMED BENEFITS Lower Manufacturing Cost: faster changeovers mean less equipment downtime
Smaller Lot Sizes: faster changeovers enable more frequent product changes
Improved Responsiveness to Customer Demand: smaller lot sizes enable more flexible scheduling
Lower Inventory Levels: smaller lot sizes result in lower inventory levels
Smoother Startups : standardized changeover processes improve consistency and quality

27. SMED (Single-Minute Exchange of Die) In SMED, changeovers are made up of steps that are termed “elements”. There are two types of elements:

Internal Elements: elements that must be completed while the equipment is stopped
External Elements: elements that can be completed while the equipment is running
The SMED process focuses on making as many elements as possible external and simplifying and streamlining all elements.

28. Visual Controls Visual Controls are methods of displaying key process indicators to process participants so that they can react to real-time information. The idea is to display pertinent process data in areas where it can have the most impact.

29. Poka Yoke The term Poka -Yoke ( poh-kah yoh-keh ) was coined in Japan during the 1960s by Shigeo Shingo, an industrial engineer at Toyota. Shingo also created and formalized Zero Quality Control – a combination of Poka -Yoke techniques to correct possible defects and source inspection to prevent defects. Poka -Yoke means ‘mistake-proofing’ or more literally – avoiding ( yokeru ) inadvertent errors ( poka ). Implementing poka -yoke involves designing a process in such a way that mistakes are avoided entirely or made visible for quick correction. Poka -yoke can also be called a forcing function or a behavior -shaping constraint. It is essentially defensive design applied to processes .

30. Failure Modes and Effects Analysis (FMEA) Failure Mode and Effects Analysis (FMEA) is a structured approach to discovering potential failures that may exist within the design of a product or process.
Failure modes are the ways in which a process can fail. Effects are the ways that these failures can lead to waste, defects or harmful outcomes for the customer. Failure Mode and Effects Analysis is designed to identify, prioritize and limit these failure modes.
FMEA is not a substitute for good engineering. Rather, it enhances good engineering by applying the knowledge and experience of a Cross Functional Team (CFT) to review the design progress of a product or process by assessing its risk of failure. Failure Modes and Effects Analysis (FMEA) is a systematic, proactive method for evaluating a process to identify where and how it might fail and to assess the relative impact of different failures, in order to identify the parts of the process that are most in need of change. FMEA includes review of the following:
Steps in the process
Failure modes (What could go wrong?)
Failure causes (Why would the failure happen?)
Failure effects (What would be the consequences of each failure?)

31. Types of FMEA Design FMEA Design FMEA (DFMEA) explores the possibility of product malfunctions, reduced product life, and safety and regulatory concerns derived from
Material Properties
Geometry
Tolerances
Interfaces with other components and/or system Engineering Noise: environments, user profile, degradation, systems interactions Process FMEA Process FMEA (PFMEA) discovers failure that impacts product quality, reduced reliability of the process, customer dissatisfaction, and safety or environmental hazards derived from:
Human Factors
Methods followed while processing
Materials used
Machines utilized
Measurement systems impact on acceptance
Environment Factors on process performance

32. Statistical Process Control (SPC) SPC is method of measuring and controlling quality by monitoring the manufacturing process. Quality data is collected in the form of product or process measurements or readings from various machines or instrumentation. The data is collected and used to evaluate, monitor and control a process. SPC is an effective method to drive continuous improvement. By monitoring and controlling a process, we can assure that it operates at its fullest potential.