SixLeanSigma.com
  • Home
  • Six Sigma Wiki
    • History of Six Sigma : The Guru’s
    • Lean vs Six Sigma
    • What is Six Sigma ? Objectives Fundamental Beliefs Benefits
    • Six Sigma Project Overview >
      • Six Sigma Process Performance Metrics
      • Project Execution : Selection , Flowchart , Management , Evaluation
      • Voice of the Customer (VOC) >
        • CTX (Critical to X) Quality
        • Kano Model
        • Different type of Quality Cost
      • Risk Analysis SWOT (Strength, Weakness, Opportunity, Threat)
    • Six Sigma Team Management : Types, Roles, Size, Stages & Life cycle >
      • Six Sigma Organizational Infrastructure Team Leadership >
        • Six Sigma Roles and owners process
        • 3 levels of business management process
        • Six Sigma Training: Black vs Green Belt
        • Overview of DMAIC : Key points
      • Six Sigma Team Tool: Facilitation & Groupthink
      • Nominal Group Techniques Multivoting Force Field Analysis Brainstorming
      • Diagrams : Affinity Tree PDPC Matrix Interrelationship Prioritization matrices Activity network diagram
      • The 4 Stages of Team Growth & Human factor: Forming, Storming, Norming, and Performing
    • Six Sigma: Define Phase : Outcomes & 6 Element >
      • Six Sigma Define: 1Define Problem & 2 Identify Customer
      • Six Sigma : Define : 3 : Identify CTQs ( VOC Kano Model )
      • Six Sigma : Define : 4 : Map Process 5 Refine Project Scope
      • Six Sigma : Define : 6 Update Project Charter ( PERT CPM Gantt Bar WBS)
    • Six Sigma: Measure Phase : Outcomes & 5 Element >
      • Six Sigma: Measure : 1 Identify Measurement and Variation
      • Six Sigma: Measure : 2 Determine Data Type
      • Six Sigma: Measure : 3 Develop Data Collection Plan
      • Six Sigma: Measure : 4 Measurement System Analysis & Data Collection
      • Six Sigma: Measure : 5 Perform Capability Analysis
    • Six Sigma: Analyze Phase : Outcomes & 4 Element >
      • Six Sigma Analyze : 1 Measuring and modeling the relationship between Variables
      • Six Sigma Analyze : 2 Hypothesis Testing
      • Six Sigma Analyze : 3 Failure mode and effects analysis (FMEA)
      • Six Sigma Analyze : 4 Analysis of Variance (ANOVA)
    • Six Sigma: Improve Phase : Overview & 6 Element >
      • Six Sigma: Improve Phase : 1 About Design of experiments (DOE)
      • Six Sigma: Improve Phase : 2 DOE Process variables & Analysis
      • Six Sigma: Improve Phase : 3 Design Selection Guideline
      • Six Sigma: Improve Phase : 4 : Lean 5S
      • Six Sigma: Improve Phase : 5 Poke Yoke
      • Six Sigma: Improve Phase : 6 Standard Work & Kaizen
    • Six Sigma: Control Phase : Overview & 3 Element >
      • Six Sigma: Control Phase : 1. Statistical Process Control
      • Six Sigma: Control Phase : 2. Control Chart
      • Six Sigma: Control Phase : 3. Other: Pre-control Technique, TPM & Visual Management
  • Lean Wiki
    • History of Lean & Guru’s >
      • Birth of Lean
    • About Lean, Value, Waste, Muda, Mura & Muri >
      • Overview Lean Tools, Techniques & House of Lean
      • Lean Excellence, Tools & Framework
      • Lean Framework 6 points, metric & Stability
    • Lean Team Setup : Structure, Meeting & Project >
      • Self Directed Work Teams (SDWT) , ACHIEVE TEAM SYNERGY , SQDCM, Teamwork Principles, Team Structure & Team Leader
      • The 4 Stages of Team Growth & Human factor: Forming, Storming, Norming, and Performing
    • Lean Process Mapping: Generic & Type >
      • SIPOC: Suppliers, Input, Process, Output & Customers
      • Lean Process Management , Excellence , Identification , Design & Mapping
      • Lean Process Mapping Symbols
      • How to Create a Simple Process Flow Diagram
      • Lean Value Stream Mapping, current, future & 3 type of work
      • Value Stream Mapping (VSM): About & 17 steps
      • Other Types of Process Maps & Pitfalls: Resources: iDef0, Document Map, Work Diagrams, Rendered Process Map
    • Lean Process Optimization , Andon System , Error Proofing ( Poka Yoke ) & Defect vs Errors >
      • Lean 5S System
      • Kanban : Benefits, Shapes of Inventory, Type, Operation & Sizing
      • Cellular Manufacturing: About, Benefits & 4 Dimensions of Cells
      • Heijunka, A 3 Thinking, Hoshin planning, Jidoka, Poka‐yoke , Kanban, Takt , Kaizen
      • Lean Kaizen (continuous improvement), Systems Thinking & Process Variability
      • Lean Visual Management & Visual Control
      • Lean Waste Detail: Eight Types of Waste
      • Line Balancing, Cycle Time, Takt Time, Assembly / Workload Balance & Man – Machine – Setup – Time
      • Single Piece Flow, Continuous Flow & Standardized Work
      • SMED Single Minute Exchange of Dies
      • Total Productive Maintenance (TPM): Preventive Maintenance Corrective Maintenance Inbuilt Maintenance
  • Blog
  • Contact

Heijunka, A 3 Thinking, Hoshin planning, Jidoka, Poka‐yoke , Kanban, Takt , Kaizen

Resource: Andon Board Inventory Turns Level Loading Standard work Pull Based Production Quick Set up Time Reduction Work Cell (Cellular Manufacturing)  Takttime Just in time (JIT) Terminology Continuous Flow Manufacturing (CFM): Heijunka, Hoshin planning, A 3 Thinking, Jidoka, Poka‐yoke , Kanban, Takt , Kaizen, Muda, Mura & Muri 

​
Heijunka – production leveling
• Hoshin planning: a structured planning by focusing on a few critical problems at a time
• Jidoka: Ji – refers to the worker, do – refers to motion or work & ka– refers to action; together they refer to ‘automation with a human
mind’
• Muda: waste
• Mura: unevenness
• Muri: hard to do
• PDCA – plan, do, check, act
• Poka‐yoke – error proofing
• Kaizen – a small incremental improvement; involve everyone
• Kanban – an instruction to produce or supply something
• Takt – aligning work rate with the demand of the customer
Other Wasteful Issues
• Mura – is an unevenness in the work flow
– Heijunka (production leveling) is employed to have a mixed mode production/service so workers don’t have to strain have the day and coast the other
• Muri – means hard to do
– Caused by variation in production, poor job design, poor ergonomics, poor part fit, inadequate tools or fixtures, unclear job specification, etc.
Muda, Mura & Muri Relationship
• How to move 100 people to shore?
Muda (waste) – 100 trips
Mura (unevenness) ‐ 8 trips of 10 & 4 trips of 5
Muri (hard to do) ‐ 5 trips of 20
Lean – 10 trips of 10
Hoshin Planning
• Hoshin kanri means:
– Shining metal or compass
– Ship in the storm on the right path
– Strategic policy deployment
• Essentially the nervous system of lean
– Short term – 1 year plan
– Long term – 3 to 5 year plan
• Use to identify and address critical business needs & identify the capability of the work force by aligning resources at all levels and applying the PDCA cycle to consistently achieve critical results
A 3 Thinking
• A one page story (11×17)
• A statement of objectives, goals, directions & problem solving
• Summarizes Kaizen circle activities
• Effective communication tool
• Four basic kinds of A3
– Hoshin planning
– Problem solving
– Proposal
– Current status
AndonBoard:
A visual control device in production area that gives the Current status of the production system and alert employees of emerging Problems.
Inventory Turns:
The number of times inventory is consumed in a given Period.
Level Loading:
The smoothing or balancing of the work load in all steps of A process.
Just in time (JIT):
A system for producing and delivering the right items at The right time in the right amount. Just in time is approximated when upstream Activities occur minutes or seconds before downstream activities, so one piece Flow is possible.
Continuous Flow Manufacturing (CFM): A process whereby material moves one piece at a time, at the rate determined by the needs of the customer, in a Smooth and uninterrupted sequence and without WIP (Work in process Inventory)
Takttime
The available production time divided by the rate of customer Demand. For example, if customer wants 480 cars per day, and the factory Operate at 960 minutes per day, the takttime is 2 minutes. In a CFM, or lean Manufacturing process, it is desirable to make cycle time = takttime.
Standard work:
A precise description of each work activity, specifying Cycle time, takttime, the work sequence of specific tasks, the minimum inventory Of parts needed to conduct the activity
Work Cell (Cellular Manufacturing)
The ideal production process set up for lean operation is a ‘one piece flow work cell’
Pull Based Production
Pull based production system means ‘demand driven’production system. The pull based production system is modeled after the supermarket shelf replenishment operation. In the supermarket shelf, there are lots of goods, such as milk,eggs, orange juices that are ready for customers to pick up. The customers ‘pull’the goods from the shelf, then depending on how many items are taken away, the inventory person in the super market will ‘refill’the same amount of items by ‘pulling’them from the warehouse, then the warehouse person will order roughly the same amount of items that are ‘pulled’from warehouse.
The opposite of pull based production is ‘push’based production. The key feature for the push based production is that the direction of information flow is the same as that of material flow. In push based production, each work stop will send the work to down stream of the operation, that is, push the work downstream, without considering whether the down stream can make use of it. Typically, activities are planned centrally butdo not reflect actual conditions in terms of idle time, inventory, and queues.
Quick Set up Time Reduction
When one piece flow and cellular manufacturing system are used, it is very important that the setup time needed from producing one type of product to another type of product should be greatly reduced. Otherwise, the production system will be overwhelmed by frequentlong change over times from one type to the next. Toyota production system developed many quick setup time reduction techniques. However, the key idea is to divide the setup time into two categories of elements, one is called internal elements, the other is called external elements. The internal elements arethe actions needed in the setup where the regular production has to stop. The external elements are the actions needed in the setup where the regular production does not have to stop. The key strategy in quick setup time reduction technique is to redesign the work elements in set up so that overwhelming amount of setup work are done externally, that is, without production stoppage.

All content reserved by SixLeanSigma.com​.  
  • Home
  • Six Sigma Wiki
    • History of Six Sigma : The Guru’s
    • Lean vs Six Sigma
    • What is Six Sigma ? Objectives Fundamental Beliefs Benefits
    • Six Sigma Project Overview >
      • Six Sigma Process Performance Metrics
      • Project Execution : Selection , Flowchart , Management , Evaluation
      • Voice of the Customer (VOC) >
        • CTX (Critical to X) Quality
        • Kano Model
        • Different type of Quality Cost
      • Risk Analysis SWOT (Strength, Weakness, Opportunity, Threat)
    • Six Sigma Team Management : Types, Roles, Size, Stages & Life cycle >
      • Six Sigma Organizational Infrastructure Team Leadership >
        • Six Sigma Roles and owners process
        • 3 levels of business management process
        • Six Sigma Training: Black vs Green Belt
        • Overview of DMAIC : Key points
      • Six Sigma Team Tool: Facilitation & Groupthink
      • Nominal Group Techniques Multivoting Force Field Analysis Brainstorming
      • Diagrams : Affinity Tree PDPC Matrix Interrelationship Prioritization matrices Activity network diagram
      • The 4 Stages of Team Growth & Human factor: Forming, Storming, Norming, and Performing
    • Six Sigma: Define Phase : Outcomes & 6 Element >
      • Six Sigma Define: 1Define Problem & 2 Identify Customer
      • Six Sigma : Define : 3 : Identify CTQs ( VOC Kano Model )
      • Six Sigma : Define : 4 : Map Process 5 Refine Project Scope
      • Six Sigma : Define : 6 Update Project Charter ( PERT CPM Gantt Bar WBS)
    • Six Sigma: Measure Phase : Outcomes & 5 Element >
      • Six Sigma: Measure : 1 Identify Measurement and Variation
      • Six Sigma: Measure : 2 Determine Data Type
      • Six Sigma: Measure : 3 Develop Data Collection Plan
      • Six Sigma: Measure : 4 Measurement System Analysis & Data Collection
      • Six Sigma: Measure : 5 Perform Capability Analysis
    • Six Sigma: Analyze Phase : Outcomes & 4 Element >
      • Six Sigma Analyze : 1 Measuring and modeling the relationship between Variables
      • Six Sigma Analyze : 2 Hypothesis Testing
      • Six Sigma Analyze : 3 Failure mode and effects analysis (FMEA)
      • Six Sigma Analyze : 4 Analysis of Variance (ANOVA)
    • Six Sigma: Improve Phase : Overview & 6 Element >
      • Six Sigma: Improve Phase : 1 About Design of experiments (DOE)
      • Six Sigma: Improve Phase : 2 DOE Process variables & Analysis
      • Six Sigma: Improve Phase : 3 Design Selection Guideline
      • Six Sigma: Improve Phase : 4 : Lean 5S
      • Six Sigma: Improve Phase : 5 Poke Yoke
      • Six Sigma: Improve Phase : 6 Standard Work & Kaizen
    • Six Sigma: Control Phase : Overview & 3 Element >
      • Six Sigma: Control Phase : 1. Statistical Process Control
      • Six Sigma: Control Phase : 2. Control Chart
      • Six Sigma: Control Phase : 3. Other: Pre-control Technique, TPM & Visual Management
  • Lean Wiki
    • History of Lean & Guru’s >
      • Birth of Lean
    • About Lean, Value, Waste, Muda, Mura & Muri >
      • Overview Lean Tools, Techniques & House of Lean
      • Lean Excellence, Tools & Framework
      • Lean Framework 6 points, metric & Stability
    • Lean Team Setup : Structure, Meeting & Project >
      • Self Directed Work Teams (SDWT) , ACHIEVE TEAM SYNERGY , SQDCM, Teamwork Principles, Team Structure & Team Leader
      • The 4 Stages of Team Growth & Human factor: Forming, Storming, Norming, and Performing
    • Lean Process Mapping: Generic & Type >
      • SIPOC: Suppliers, Input, Process, Output & Customers
      • Lean Process Management , Excellence , Identification , Design & Mapping
      • Lean Process Mapping Symbols
      • How to Create a Simple Process Flow Diagram
      • Lean Value Stream Mapping, current, future & 3 type of work
      • Value Stream Mapping (VSM): About & 17 steps
      • Other Types of Process Maps & Pitfalls: Resources: iDef0, Document Map, Work Diagrams, Rendered Process Map
    • Lean Process Optimization , Andon System , Error Proofing ( Poka Yoke ) & Defect vs Errors >
      • Lean 5S System
      • Kanban : Benefits, Shapes of Inventory, Type, Operation & Sizing
      • Cellular Manufacturing: About, Benefits & 4 Dimensions of Cells
      • Heijunka, A 3 Thinking, Hoshin planning, Jidoka, Poka‐yoke , Kanban, Takt , Kaizen
      • Lean Kaizen (continuous improvement), Systems Thinking & Process Variability
      • Lean Visual Management & Visual Control
      • Lean Waste Detail: Eight Types of Waste
      • Line Balancing, Cycle Time, Takt Time, Assembly / Workload Balance & Man – Machine – Setup – Time
      • Single Piece Flow, Continuous Flow & Standardized Work
      • SMED Single Minute Exchange of Dies
      • Total Productive Maintenance (TPM): Preventive Maintenance Corrective Maintenance Inbuilt Maintenance
  • Blog
  • Contact