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