1.Lean Leadership & Culture
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Mura Unevenness, Fluctuation, Variation
Kata “Form”, the way people learn to perform a highly detailed and scripted task.
Gemba The real place, the actual location of where the work is done. Go to “the place”
Pull-system The work is only performed when there is a demand from the customer
Genchi Genbutsu Go and see, study the event
Ri Freedom to create
Genri Refer to Theory
Teamwork maximizing the personal and professional growth and performance of both the individual and the team.
Hoshin Kanri A process used to connect corporate strategy to key objectives and resources, including daily activities across functions.
Sensei. Provide challenges, structured opportunities, and coaching so that the student has an opportunity to learn by doing
TPM Equipment maintenance to aim to maximize the efficiency, productivity and reliability of machinery and equipment in a workplace.
Waste Any activity that adds cost but does not add value as perceived by end-use customers.
Standardized work (the form), Deep observation by the sensei to guide Shuhari 1
Follow Instructions & standards Gensoku
Defects, Overproduction, Waiting, Non-utilized talent, Transportation, Inventory, Motion, Extra-processing The 8 Wastes
Signs and other forms of visual information used to simplify the workplace and make it easy to recognize abnormalities Visual controls
Jidoka Automation with a human element or intelligent automation. Prevent errors and ensure high-quality products continue in the production.
Learning cycles embedded within shu ha ri P-D-C-A
What is Lean Lean production is an integrated socio-technical system whose main objective is to eliminate waste by concurrently reducing or minimizing supplier, customer, and internal variability.
Process Oriented way of working Understand the needs, do the things right, put demands
5 whys, fishbone, cause-and-effect diagram Root cause analysis
Five Ss Sort, Sweep, Straighten, Shine, Sustain. Important for establishing an organized workplace.
Green Lean Corporate ecological-economic-social sustainability
Visualised system to handle workflows and identify bottlenecks Kanban
Lean Leadership 1 Role model →Builder of learning organization→Teacher of values → Growing employees→
TPM Total Productive Maintenance
Assure functionality, Minimize impact in use phase, Minimize amount of material, Choose the best material, Optimize life length, Optimize production, Optimize end-of-life, Optimize distribution Eco-design strategy wheel
Challenge, Kaizen, Genchi Genbutsu, Respect, Teamwork The Five Core Values of Lean Leadership
Shuhari3 Steadily increasing challenges to grow the student’s capability
Guide→Focus on how we do things→Provides support and challenges Lean Leadership 3
Strategic Level Customer focused, focusing on creating and understanding customer value
The tools and methods used to improve productivity. Kaizen=change for the better Continuous Improvement
Shu-ha-ri Cycle of: see, try, say, and practice
Check Facts and Figures Genjitsu
Strategic Level (Understand value)& Operational Level (tools, to eliminate waste and improve efficiency) Lean thinking
True North Values Challenge, Kaizen, Go and see, Teamwork, Respect for humanity
The Toyota way: Respect for people Respect, Teamwork
Commitment to self-development, Coach and develop others, Support daily Kaizen, Create vision and align goals True North-Leadership Development
Life Cycle Assessment, (LCA) Assesses a product’s life cycle in the form of creation to its disposal. Quantify the inputs(energy, materials) and outputs (emissions, waste).
Value Adding Green Losses Value-adding Materials, Products
Load smoothing, Used to smooth fluctuations in customer demand Heijunka
Kaizen improving the business continuously and always driving for innovation and evolution
Focuses on specific tools such as Kanban, Just-in-time (JIT), 5s etc. used at shop-floor to eliminate waste and improve efficiency Operatonal Level
PDCA Plan-Do-Check-Act
Muri, Mura, Muda The Three M:S
Overburden Muri
Visual Management Visual cues to communicate information of Work, processes or systems. Kanban etc
A one-page visual representation of material and information flows, to identify improvement opportunities and eliminate waste. Value stream maps
Leadership behaviors and business practices that must be consistent with efforts to eliminate waste and create value for end-use customers Respect for people
A bar chart that shows how different tasks or processes are distributed over time Yamazumi
Ha To break away
Creates conditions for CI→ Develop leaders Lean Leadership 2
Work is performed the same way by everyone every time Standard work
The Toyota way Corporate economic and social sustainability, Continuous improvement and Respect for people
Just-In-Time JIT
The Toyota way: Continuous Improvement Challenge, Kaizen, Go to Gemba
The rate of customer demand. Used to establish a direct link between marketplace demand and workplace activities Takt time
Challenge forming a long-term vision and meeting challenges with courage and creativity.
-going and seeing; go to the source to find the facts to make decisions, build consensus, and achieve goals at the best speed. Genchi Genbutsu
Muda Losses, Waste
Visual representation of the environmental impact across different stages of a process or production line. identify where resources consumed, emissions are generated, or waste is produced. Green Performance Map, (GPM)
Non-Value adding Green losses Energy, Emissions, Water, Non-value-adding materials
Respect taking responsibility to do our best to build mutual trust.
Shuhari2 No answers to allow the student to learn by struggling, On-the-job development to get practice and feedback
The three stages of learning for the student and three levels of involvement for the teacher. Shu ha ri
to protect Shu
Involve people in continuous improvement to eliminate waste through the Toyota way. What is Lean Culture
Just-In-Time (JIT) Subsequent operation acquires parts (or information) from the preceding operation when needed, in the quantity needed
Categorize and analyze different types of waste or materials within a process, often a part of the 5S methodology Sorting Analysis
Mapping both environmental flows, such as energy use, water consumption, and emissions, throughout a process. Environmental Value Stream map, (EVSM)
Kaizen “Change for the better”, “continuous improvement”. Processes used to identify and eliminate waste
Eliminate waste, Create value for end-use customers Primary Objective of Lean Management
Waste Flow Mapping, (WFM) maps the flow of waste (e.g. material waste, energy waste, emissions) through the production process or supply chain.
Sensei Teacher
Lean Management Two Principles Continuous improvement, Respect for people