Ideal State

The term "Ideal State" is a concept commonly used in the field of Operational Excellence and Lean Management. It refers to a vision of a future state where processes are optimized, waste is eliminated, and efficiency is maximized. In the manufacturing industry, the Ideal State is a vision of a future where operations are running smoothly, production is optimized, and customer satisfaction is high. But what does it take to reach this Ideal State, and what are the key steps to getting there?

The first step in reaching the Ideal State is to understand the current state of operations. This requires an assessment of current processes, an analysis of data, and a clear understanding of the challenges facing the organization. This analysis should provide a clear picture of the current state of operations, including areas of waste, inefficiencies, and potential for improvement.

Once the current state has been understood, the next step is to develop a clear vision for the Ideal State. This vision should be based on the results of the analysis of the current state, and it should take into account the organization's goals and objectives, as well as the current challenges facing the organization. The vision should be clear, concise, and achievable, and it should be shared with all stakeholders.

Once the vision for the Ideal State has been developed, the next step is to develop a plan to reach it. This plan should include a clear strategy, a timeline, and a budget. It should also include clear goals and objectives, and a clear understanding of the resources required to achieve these goals. The plan should be developed in collaboration with all stakeholders, and it should be communicated clearly to all employees.

The implementation of the plan is the next step, and it requires the full engagement of all stakeholders, including employees, suppliers, and customers. This stage involves the implementation of improvements, the implementation of new processes, and the development of new systems and technologies. It also involves the training and development of employees, the integration of new systems, and the implementation of new technologies.

The final step in reaching the Ideal State is continuous monitoring and evaluation. This involves the regular monitoring of processes, systems, and technologies, and the identification and elimination of waste and inefficiencies. This stage also involves the continuous improvement of processes and systems, and the implementation of new technologies and solutions.

In a nutshell, reaching the Ideal State in the manufacturing industry requires a clear vision, a comprehensive plan, and the full engagement of all stakeholders. It requires the elimination of waste, the optimization of processes, and the continuous improvement of systems and technologies. With the right approach, the right tools, and the right mindset, organizations can reach the Ideal State and achieve Operational Excellence.

Internal Setup

Internal Setup, also known as Machine Changeover or Equipment Changeover, is a critical aspect of Lean Manufacturing. It refers to the process of switching a production machine from one product or production run to another. This process can be time-consuming and impact the overall efficiency of a manufacturing plant. For this reason, Lean experts have developed techniques to optimize the Internal Setup process and minimize downtime.

The Internal Setup process can be seen as a non-value-adding (NVA) activity. NVA activities are those that do not directly contribute to the production of a good or service. In the case of Internal Setup, it is necessary but does not add any value to the final product. The goal of Lean is to minimize NVA activities, and the Internal Setup process is no exception.

One of the key strategies for optimizing Internal Setup is to standardize the process. This can be achieved by creating detailed Standard Operating Procedures (SOPs) that outline each step of the setup process. SOPs should include clear instructions, diagrams, and photos to help guide employees through the process. The SOPs should also be reviewed and updated regularly to ensure they are up-to-date and accurate.

In addition to standardizing the process, Lean experts also focus on reducing the time required for Internal Setup. This can be achieved through a combination of reducing the number of steps required and streamlining the process. For example, the use of Quick Changeover fixtures or tools can reduce the time required to changeover a machine. Other strategies include minimizing the number of tools required, using visual aids to guide employees through the process, and using checklists to ensure all steps are completed.

Another important aspect of optimizing Internal Setup is employee engagement and involvement. Lean experts believe that employees who are involved in the process are more likely to take ownership of the process and be more committed to making it as efficient as possible. Encouraging employees to identify areas for improvement and participate in Kaizen events can also help drive continuous improvement.

Finally, it is important to monitor and evaluate the Internal Setup process on a regular basis. This can be done by tracking key performance indicators (KPIs) such as changeover time, number of changeovers, and machine downtime. The KPIs can be used to identify areas for improvement and measure the success of continuous improvement initiatives.

In a nutshell, Internal Setup is a critical aspect of Lean Manufacturing and Operational Excellence. To optimize the process and minimize downtime, Lean experts focus on standardizing the process, reducing the time required, involving employees, and monitoring and evaluating the process. By following these principles, manufacturers can achieve a more efficient and streamlined Internal Setup process, resulting in increased productivity, reduced waste, and improved bottom-line results.

One Point Lesson

One Point Lesson (OPL) is a method used in the manufacturing industry that can greatly improve operational efficiency and overall quality. This method is often used within the context of Lean Management, which is a strategy that focuses on maximizing value while minimizing waste. As a Lean Management Expert, I will be discussing how OPL can be used to improve operations in the manufacturing industry.

OPL is a simple but effective tool that helps to standardize and spread best practices across an organization. It is a one-page document that summarizes a lesson learned from a problem or improvement opportunity. This document is designed to be easy to understand and share, so that others can learn from the lesson and apply it in their own work. The purpose of OPL is to promote continuous improvement by capturing and sharing knowledge that can be used to prevent similar problems from happening again in the future.

One of the key benefits of using OPL is that it allows for quick and easy dissemination of knowledge and best practices. The one-page format makes it easy for employees to understand and remember the information, and the lessons learned can be quickly spread throughout the organization. This can lead to significant improvements in the quality of products and services, as well as increased efficiency in operations.

OPL can also help organizations to identify and eliminate non-value-adding activities. This is because the lessons learned can be used to identify areas where improvements can be made, and then the appropriate changes can be implemented. For example, if a problem occurs during the production process, an OPL can be created to document the cause of the problem and how it was resolved. This information can then be used to make changes that will prevent the problem from happening again in the future.

In addition to improving quality and efficiency, OPL can also help organizations to foster a culture of continuous improvement. By capturing and sharing knowledge, employees are encouraged to look for ways to improve processes and to find solutions to problems. This leads to a more engaged workforce, as employees feel that their ideas and contributions are valued.

In order to successfully implement OPL in the manufacturing industry, there are a few key steps that organizations should follow. Firstly, it is important to have a clear understanding of what information should be included in each OPL. This includes the problem or opportunity that was identified, the cause of the problem, the solution that was implemented, and the results of the solution.

Secondly, organizations should develop a system for sharing OPLs throughout the organization. This could be done through regular meetings, email, or an online platform. The key is to make sure that the information is easily accessible and can be quickly shared with others.

Finally, organizations should ensure that they have the resources in place to support the implementation of OPL. This includes providing training to employees on how to create and use OPLs, as well as having dedicated staff to manage the process.

In a nutshell, One Point Lesson (OPL) is a powerful tool that can help organizations in the manufacturing industry to improve quality, efficiency, and overall operations. By standardizing and spreading best practices, organizations can foster a culture of continuous improvement and identify and eliminate non-value-adding activities. To successfully implement OPL, organizations should follow a few key steps, including having a clear understanding of what information should be included in each OPL, developing a system for sharing OPLs, and ensuring that they have the resources in place to support the implementation.

Perfection

Perfection is a goal that many organizations strive for, and it is no different in the manufacturing industry. By striving for perfection, manufacturers can improve the quality of their products, reduce waste, and increase efficiency. But how exactly can perfection be achieved in the manufacturing industry?

One of the key components of achieving perfection is through the implementation of a continuous improvement mindset. This involves constantly looking for ways to improve processes, systems, and products. This could include implementing new technology, streamlining processes, or making changes based on customer feedback. By continuously seeking out ways to improve, manufacturers are able to stay ahead of the curve and remain competitive in an ever-evolving industry.

Another critical component of achieving perfection in the manufacturing industry is through effective communication. Communication is key when it comes to identifying and addressing areas for improvement. Whether it is between departments, between management and employees, or between a manufacturer and its customers, effective communication is essential to achieving perfection.

Another way to achieve perfection in the manufacturing industry is through standardization. By establishing and following standardized processes, manufacturers are able to reduce waste, improve quality, and increase efficiency. This could involve standardizing equipment, tools, and work processes, or even creating a standard operating procedure manual that outlines the steps involved in a particular process. By having standardized procedures in place, manufacturers are able to ensure that their products are of the highest quality and that their processes are as efficient as possible.

Quality control is another critical component of achieving perfection in the manufacturing industry. This involves inspecting products and processes to ensure that they meet the standards set by the manufacturer. Quality control processes could include regular inspections, audits, and testing of products, as well as processes such as supplier selection and product design. By implementing a robust quality control system, manufacturers are able to identify and address any issues before they become major problems.

Investing in training and development is another important step in achieving perfection in the manufacturing industry. By providing employees with the training and resources they need to succeed, manufacturers are able to improve the skills and knowledge of their workforce. This could include providing employees with training on new technologies, new processes, or even soft skills such as effective communication and teamwork. By investing in their employees, manufacturers are able to improve their overall operations and move closer to their goal of perfection.

In a nutshell, achieving perfection in the manufacturing industry is a goal that can be achieved through a combination of continuous improvement, effective communication, standardization, quality control, and employee training and development. By striving for excellence in all areas of their operations, manufacturers are able to remain competitive, improve the quality of their products, and provide customers with the best possible experience.

Production Smoothing (Heijunka)

Production smoothing, also known as Heijunka, is a key aspect of modern operations management. It refers to the leveling of production to match customer demand, while maximizing efficiency and minimizing waste. This technique has been proven to be an effective way to manage production processes and increase competitiveness in the marketplace.

The objective of production smoothing is to create a steady flow of products and services, reducing the variability and fluctuations in the production process. This helps to minimize the waste and resources associated with overproduction, excess inventory, and bottlenecks in the production line. By leveling production, companies can better predict customer demand and adjust their production processes accordingly.

One of the primary benefits of production smoothing is the reduction of waste in the production process. By leveling production, it minimizes the need for excess inventory and eliminates the waste associated with overproduction. This helps to minimize the costs associated with storage, handling, and transportation of excess inventory, while improving overall efficiency.

Another advantage of production smoothing is the improvement of customer satisfaction. By better predicting and matching customer demand, companies can ensure that they have the right products and services available at the right time. This helps to build stronger relationships with customers and improves the overall perception of the company.

To implement production smoothing, companies must first understand their customer demand patterns and the production processes that support them. This requires a thorough analysis of the production line, including the identification of bottlenecks and areas of waste. The company should then develop a production plan that balances customer demand with the production processes to create a steady flow of goods and services.

The company should also implement effective communication and collaboration between all departments, including sales, marketing, engineering, and production. This helps to ensure that all processes are aligned and working together towards the common goal of production smoothing. The company should also consider the use of technology and equipment to automate the production process and improve efficiency.

It is also important to engage employees in the production smoothing process. By involving employees in the implementation and ongoing management of production smoothing, companies can tap into their expertise and insights, and build a culture of continuous improvement. Employees should also receive training and development opportunities to enhance their skills and knowledge in production smoothing techniques.

In a nutshell, production smoothing is an effective way to manage production processes and increase competitiveness in the marketplace. By reducing waste, improving customer satisfaction, and engaging employees, companies can create a steady flow of goods and services, and improve their overall production efficiency. By embracing this technique, companies can achieve operational excellence and maintain their competitive edge in the marketplace.

Rapid Improvement Event

Rapid Improvement Events, also known as Kaizen events, are a powerful tool for improving production processes in the manufacturing industry. They are focused, short-term initiatives aimed at solving specific problems and improving processes in a rapid and efficient manner.

At the heart of a Rapid Improvement Event is the involvement of a cross-functional team of employees, each bringing a unique perspective and skillset to the table. The team works together to identify and solve problems, test new ideas, and implement solutions that can have an immediate impact on the production process.

One of the key benefits of Rapid Improvement Events is the speed with which they can deliver results. By focusing on a specific problem and working together as a team, significant improvements can be made in just a few days or weeks. This can be especially valuable in the manufacturing industry, where time is often of the essence and even small improvements can make a big difference.

To ensure the success of a Rapid Improvement Event, it's important to follow a structured methodology. This typically includes the following steps:

1. Define the problem and scope of the event. What is the specific issue that needs to be addressed, and what is the desired outcome of the event?

2. Assemble the cross-functional team. Choose team members who have a strong understanding of the problem and can bring a variety of skills and perspectives to the table.

3. Conduct a thorough analysis of the problem. Gather data, observe processes, and engage in root cause analysis to understand the underlying cause of the problem.

4. Develop and implement a plan of action. Based on the findings of the analysis, create a plan of action that addresses the root cause of the problem and implements solutions that will improve the production process.

5. Implement and monitor the changes. Once the plan of action is in place, implement the changes and monitor the results to ensure they are having the desired impact.

6. Reflect and celebrate successes. Reflect on the successes of the event and celebrate the improvements that were made.

Rapid Improvement Events are a powerful tool for improving production processes in the manufacturing industry. By bringing together a cross-functional team, focusing on a specific problem, and following a structured methodology, organizations can achieve significant improvements in a short amount of time.

In a nutshell, it is important to embrace a continuous improvement mindset and actively seek out opportunities to improve production processes. Rapid Improvement Events provide a structured and efficient way to do just that, delivering results that can have a lasting impact on an organization's success.

Product Machine Matrix

The Product Machine Matrix is a methodology that can be used in the manufacturing industry to improve production processes and achieve operational excellence. The idea behind this approach is to create a matrix that matches the type of product being produced with the appropriate machine for that product.

The first step in implementing the Product Machine Matrix is to analyze the current production process and identify areas where improvements can be made. This can be done through the use of data and performance measurement tools, as well as by observing the process and gathering feedback from employees.

Once the areas for improvement have been identified, the next step is to determine the optimal machine for each type of product. This involves considering factors such as the complexity of the product, the volume of production, and the skill level of the operator. It may also be necessary to make changes to the existing machines or to purchase new equipment in order to meet the needs of the production process.

The Product Machine Matrix also requires the establishment of standard work procedures for each machine and product type. This helps to ensure that the production process is consistent and efficient, and it also provides a roadmap for continuous improvement. Standard work procedures should be regularly reviewed and updated based on performance data and feedback from employees.

Another important aspect of the Product Machine Matrix is the need for visual management. This involves creating clear and easy-to-understand visual aids, such as work instructions and flow charts, that help to guide employees through the production process. This helps to prevent errors and improve productivity, as well as making it easier for employees to quickly identify and resolve any issues that may arise.

To be effective, the Product Machine Matrix must be integrated into the overall culture of the organization. This requires the commitment and engagement of employees at all levels, as well as a focus on continuous improvement and a willingness to embrace change. Regular training and communication is also key to the success of the methodology, as it helps to build the necessary skills and knowledge, and ensures that everyone is working towards a common goal.

In a nutshell, the Product Machine Matrix is a powerful methodology that can be used to improve production processes in the manufacturing industry. By carefully matching the type of product with the appropriate machine, and by establishing standard work procedures and utilizing visual management techniques, organizations can achieve operational excellence and drive continuous improvement. With the right approach and commitment, this methodology can deliver significant benefits to any organization looking to optimize its production processes.

LCIA

Low Cost Intelligent Automation (LCIA) has been a buzzword in the manufacturing industry for the past few years, promising to revolutionize the way companies approach production and efficiency. We have seen the impact that LCIA can have on a company and how it can drive significant improvements in the areas of cost, productivity, and quality. In this article, we will discuss the origin of LCIA, how it works, and what it takes to implement it successfully in the manufacturing industry.

The concept of LCIA originated from the need for companies to stay competitive in an increasingly challenging market environment. The global market is more competitive than ever before, and companies must continuously look for new ways to streamline their operations, reduce costs, and improve their overall performance. The traditional approaches to automation, such as custom-made solutions and expensive software packages, have been prohibitively expensive for many companies. LCIA provides a cost-effective alternative, allowing companies to automate their processes without breaking the bank.

LCIA works by using commercially available hardware and software components to create an automation solution tailored to a company's specific needs. The use of off-the-shelf components reduces costs significantly and also speeds up the implementation process. The system is designed to be flexible and easily adaptable, allowing companies to make changes as their business needs evolve. The automation solution is typically designed to be as simple as possible, reducing the need for extensive training and minimizing the risk of downtime.

Implementing LCIA in a manufacturing environment requires careful planning and execution. The first step is to assess the current state of the operation, identify areas where automation can improve efficiency and productivity, and determine the specific requirements of the LCIA solution. This requires a thorough understanding of the production process, the use of data analysis tools to identify areas of waste and inefficiency, and a clear vision of what the desired outcome of the implementation will be.

Once the assessment is complete, the next step is to develop an implementation plan. This plan should outline the goals and objectives of the LCIA implementation, the resources required, the timeline, and the budget. It should also outline the role of key stakeholders, such as employees, suppliers, and customers, in the implementation process. Effective communication with all stakeholders is critical to ensure that everyone understands the objectives of the implementation and is able to provide the necessary support.

The implementation of LCIA requires a comprehensive approach that involves the right tools, the right mindset, and the right approach. This means that companies must invest in the necessary hardware and software components, ensure that their employees are trained in the use of the new systems and technologies, and work to integrate the LCIA solution into their existing processes and systems.

Monitoring and evaluation are critical components of any LCIA implementation. The effectiveness of the solution must be continuously monitored, and adjustments must be made as necessary to ensure that the desired outcomes are achieved. The implementation should be evaluated regularly to determine its impact on operational performance, customer satisfaction, and process and system improvement.

In a nutshell, LCIA provides a cost-effective alternative to traditional automation solutions, and has the potential to drive significant improvements in the areas of cost, productivity, and quality in the manufacturing industry. Successful implementation requires careful planning, a comprehensive approach, and continuous monitoring and evaluation. Companies that invest in LCIA can expect to achieve their desired outcomes, while maintaining a lean and efficient operation.

ABC Analysis

ABC Analysis is a method used in the manufacturing industry to categorize inventory based on its value and usage. The goal of this analysis is to prioritize items for better inventory management and streamline production processes.

In ABC Analysis, items are divided into three categories: A, B, and C. A items are the most valuable and frequently used, B items are less valuable but still used regularly, and C items are the least valuable and used infrequently. This categorization helps identify areas where improvements can be made to reduce inventory costs and increase efficiency.

To implement ABC Analysis, it is necessary to first gather data on the value and usage of each item in the inventory. This can be done by tracking the usage frequency, cost, and demand of each item. Once the data is collected, the items can be divided into the three categories based on their value and usage.

Once the items are categorized, the focus can be placed on the A items. These items should be closely managed and monitored to ensure they are always in stock and available for production. This may involve implementing a just-in-time (JIT) system for these items, which reduces the amount of inventory that needs to be kept on hand.

B items can also be managed, but to a lesser extent. These items may not be as critical to production, but they still need to be available when needed. Inventory levels for B items should be managed to minimize excess inventory, but not at the cost of stockouts.

C items are typically low-cost items that are not used frequently. The focus for these items should be on reducing the amount of inventory that is kept on hand. This can be done by reducing the order frequency or implementing a safety stock system to ensure that the item is available when needed.

In a nutshell, ABC Analysis is a simple and effective method to prioritize inventory and streamline production processes. By categorizing inventory based on its value and usage, it is possible to focus on the most important items and reduce the amount of inventory that is kept on hand. This leads to cost savings, increased efficiency, and improved production processes.

Process Chain

The manufacturing industry is a complex system of processes, with each stage relying on the success of the previous one to achieve the final product. The process chain is the backbone of this system, connecting each stage together to ensure a seamless flow of goods and services.

To achieve the highest level of efficiency in the production process, it is important to understand the process chain and how it serves the production processes. This includes identifying the inputs, outputs, and key activities of each stage, as well as the flow of goods, services, and information throughout the chain.

One of the first steps in optimizing the process chain is to establish clear and standardized procedures for each stage. This includes defining the roles and responsibilities of each team member, as well as establishing a clear communication plan to ensure that everyone is aware of the status of each stage.

Another important factor in optimizing the process chain is to reduce waste and increase efficiency. This can be achieved through continuous improvement efforts, such as streamlining processes, reducing inventory, and minimizing lead times. Lean tools, such as value stream mapping, can be used to identify areas of waste and opportunities for improvement.

Additionally, investing in new technology and equipment can also help to improve the process chain. Automation and digitalization of the production process can lead to faster and more accurate production, as well as reduced labor costs and increased productivity.

Furthermore, involving employees in the continuous improvement process is crucial in achieving the best results. Encouraging their input and ideas can lead to new solutions and creative thinking that can drive process improvement. Employee training and development programs can also help to enhance the skills and knowledge of the workforce, leading to increased efficiency and effectiveness.

Another important aspect of the process chain is supplier selection and management. Careful selection of suppliers can ensure that high-quality inputs are used in the production process, reducing the likelihood of defects and increasing efficiency. Effective supplier management can also ensure timely delivery of goods and services, reducing lead times and minimizing the impact of supply chain disruptions.

In a nutshell, the process chain is a critical component of the manufacturing industry, serving as the foundation for the production processes. By establishing clear procedures, reducing waste and increasing efficiency, investing in new technology, involving employees, and carefully selecting and managing suppliers, manufacturers can optimize the process chain and achieve operational excellence

Kanban

In this article we want to talk about another classic from Lean Management Kanban or the so called Pull System.

The word Kanban itself has its roots in the Chinese Japanese language and means card, label or sticker. In industrial manufacturing planning systems or general in logistics control Kanban describes a replenishment system for consumed parts according to the amount used steered by cards that give the signal following the Pull Principle.

The material in the Kanban System is exclusively oriented to the consumption of your production process. The cards are a key element of this kind of control system and provide proper information transfer. Kanban control loops from the work station of flexible production control and serves to smooth material flow through your inbound or even outbound logistics. In addition Kanban serves you to implement a sustainable reduction of material stocks, increases the ability to deliver and saves you pure cash.

In an ideal world Kanban would control your entire value chain from the supplier to the end customer. In this way you would have installed an complete smooth supply chain with almost no chance of interruption and massive stocks. And now comes the but – to steer production with Kanban – a continuous monitoring is required for a smooth material supply. To make it short: it requires discipline from all involved parties along the supply chain.

Lets have a look to the development of Kanban.

The first Kanban System was developed by none other than Taiici Ohno (of course) at Toyota Motor in the 1940s. One of the main reasons for the implementation of Kanban was the low productivity and efficiency of Toyota compared to western competitors. With the Kanban System, Toyota achieved a significant change towards flexible and efficient production control that had a massive impact on productions output while at the same time reducing the costs for inventory in raw material, work in progress (WIP) and finished goods.

To give the complete picture it wasn’t implementing the Kanban system itself to drive the success of Toyota, there are other key factors that together where making the difference. Just to name Just in time as an example of key elements of the Toyota Production System. It is and always will be a combination of different methods and philosophy that brings you forward.

In the 1970s the Kanban Concept was adapted in the industry in the USA and Germany. As they haven’t known better, they pretty much copied the complete Toyota Production System (TPS) in order to get the principles running.

Pull or Kanban System

Either way you call it, the material flow is controlled by boxes or cards. Kanban Cards serving in a simple way all information needed to identify what parts are needed in what quantity at what place. The amount typically is defined by the replenishment time at the work station. With the so called two box principle you make sure that the operator never runs short on components. Nowadays there are also digital version of it called eKanban, but the principle behind is the same. The trigger of supply is the Kanban Card starting of the pull chain of material.

To use Kanban efficient, it is not suitable for all parts. Kanban is perfect for small parts with a small amount of variants and a consistent demand. For this reason, you’ll see Kanban Systems in the industry mostly used for C-Parts management. The rest of the components are steered with the support of MRP. Only in rare cases you find that even the supply of big components are controlled with the Kanban methodology.

One nice side effect with Kanban, you can set up the way you can steer your bottleneck. That means, when you have done a proper value stream analysis you know the capacity for your bottleneck and will only order what this process step can handle.

Poka Yoke

Poka-Yoke is any mechanism that helps to avoid unplanned mistakes. Poka-Yoke is that the application of straightforward, error-proof mechanisms to systematically avoid incorrect assembly, mix-ups or the downstream movement of defective parts. As a result of stable and high-quality methods begin long before the assembly section, simple Poka-Yoke measures will be enforced preventively within the construction and coming up with phase to make sure quality. Poka-Yoke is implemented to avoid: going away out or forgetting process steps, process or operational-related mistakes, incorrect or missing parts, setup or installation errors.

POKA YOKE ポカヨケ ("stupid mistakes - avoidance") is associate ideology that takes a spread of approaches to optimize production processes, particularly assembly. The main target of Poka-Yoke is strive for zero-defect production and to attain it approximately. If defects are detected, the cause is determined. If the cause can be avoided, it's eliminated pretty much as good as doable within the sense of Poka-Yoke and at the best doesn't occur again at all. Poka-Yoke was originally an initiative of Dr. Shingo, Shigeo (新郷 重夫), who is additionally a co-founder of the Toyota production system, of that Poka-Yoke is a core component. Poka-Yoke is beneath the umbrella of Kaizen 改善 ("continuous improvement for the better").

Poka-Yoke may be about recognizing the root causes in time and so eliminating them. Mistakes shouldn't solely be corrected, however prevented the in the longterm by eliminating their root causes. Within the ideal case, in the sense of Poka-Yoke, there are measures that utterly rule out a discovered error by eliminating the cause in the future, e.g. as a result of incorrect mounting is not any longer doable because of fixed given mounting ways (e.g. fitting shapes). Poka-Yoke demands product style ability to make a product design that forestalls errors (avoid incorrect operation) and is powerful against errors (despite incorrect operation no faulty processes). Thus the philosophy of Poka-Yoke doesn't solely begin within the production, however already in the product design.

A widely known everyday example is that the plug of the electric devices and the power outlets, that can't be inserted into the socket the incorrect way round. Measuring instruments may also be designed or programmed in such a way that they will not be misused. Poka-Yoke principles can also be found in other cases, e.g. ATMs dispense your credit card before the payout takes place. Fuel dispenser faucets solely work into the right tank for diesel or petrol, creating it tougher to refuel incorrectly. And so on.

Looking at Poka-Yoke in production "Nobody makes any mistakes" is the target of the Poka-Yoke methodology. Here a list of some mistakes that can typically be found in production:

• Incorrect positioning of assembly components

• Incorrect change of a die

• Incorrect mounting

• Wrong interpretation of directions

• Incorrect polarity in electrical connections

• Incorrect reading of measured values

• Incorrect connection of hoses

• Incorrect entries in devices

• Assembly of wrong components

• Skipped operations

• Operation/programming errors on machines

POKA YOKE follows three simple steps
Measurement:

If you can’t measure you can’t control. Simple fixtures or sensors up to high performance camera systems can support the right execution of processes and provides feedback about the correct or incorrect task completion. Measures can be taken by cameras, mechanical, sensor for light and colors, position, vibration, voltage or temperature.

Detection of deviation:

E.g. deviations are determined by checking the amount of tasks done during one operation - has had the operator enough movement to do the job? Are enough components used? (actual-target comparison). Or simple exploitation geometric mismatches when pins or special marking at the workstation are still visible or not used.

Regulation

When deviations occur make sure that measures are taken such as pulling the ANDON CORD by the so called stop the line authority. Only when error-causing steps are cancelled out a permanent production of OK parts can be achieved.

Only when living according to the Poka-Yoke philosophy on a daily basis and following the principles of Poka-Yoke you will be able to achieve with smart automation and trained operators long term success. Root Cause Analysis and sustainable counter measurements are key. In addition each operator should be trained to detect their own faults during operation.

It might seam to be waste to train operators to detect failures, but no matter how much you planing and effort you put in design, failures occur during assembly or manufacturing. Just think about wiring that is now crossing moving components, parts where the collision was not seen during design and so on, trust me the list can be endless. Some failures will be detected with smart automation checking devices. But these are typically very costly and need special trained people to maintain and most of the time these little pieces of technology can only do one job. Here joins Poka-Yoke the game. Cost efficient, failures or incorrect assemblies can’t be passed on and each operator develops an eye for deviation.

Just keep in mind that if you have mass production or small to middle series can determine if you should install a 100% check or if simple Poka-Yokes can get you where you want.

The most important part of Poka-Yoke at all is that failures are detected when they occur and the exponentially rising costs of defective parts passed on are prevented.

Value Creation

The exact opposite of waste is value creation. That is what you aim for with all lean activities. Value creation are all activities that create or add value to your service or product and the customers are willing to pay for. When a service or product has been perceived or appraised to fulfill a customer need or desire as defined, the product or service may be said to have value or worth. Components of value may include quality, utility, functionality, capacity, aesthetics, timeliness or availability, price, etc.

Milkrun

The Milkrun is the preset intralogistics concept to bring raw material, semi finished and finished goods to the place they belong at the time they are needed. The Mikrun is implemented based on existing consumption values, an internal supply cycle is defined in which deliveries on fixed routes are installed with specific times.

Based on these current consumption values, a logistic supply cycle is defined wherein raw material, semi and finished goods are delivered and picked up by a fixed route at a specific time. With this you will also optimize your intralogistics concept in general taking on action for a Milkrun concept.

So what is the idea behind the Milkrun concept.

The term Milkrun comes from the traditional milkman that was supplying milk to homes on a fixed route in a specific time. The milk delivery was based on the consumption of the households, by this only the amount of milk needed was delivered. Empty bottles have been picked up at the same time and brought back to the distribution center. So quite simple full bottle(s) delivered, empty bottle(s) picked up.

The cross company Milkrun
Nowadays the material management got a little bit more complex. Speaking in the external way of logistics a Milkrun is a supplier concept where customers ask for one or more shipping companies to manage different suppliers or customers on after the other in the form of a shipping cycle. In this way, goods and empty containers can be delivered and received at the same time without the need of centralization. The main goal is to have as less as possible empty trucks and at the same time being under full control of external material flow. Tours and deadlines are the guard rails on these cycles, reducing storage space is the nice to have side effect.

The benefits of the Milkrun concept

• With installing a Milkrun you will be able to reduce shipping times, processing processes and therefore handling costs.

• Just in Time and Just in Sequence deliveries are possible

• Your planning is more structured as you will have fixed time frames

• Less capital needed due to decreasing inventory/stock/WIP

• You can integrate waste and empty container management

• Increase of sustainability due to ecologically smarter transportation routes

Of course there are also some challenges with the Milkrun concept

• Time consuming planning as quantity, duration, replenishment time, etc. needs to be considered

• Processes and products need constant supply

• Outbound Milkruns can be delayed by traffic or weather conditions

• Economically relevant for larger business or higher demands of goods

• Reliable supplier for products and transport needed

One last note for the internal Milkrun

Inbound the concept can be used in both ways, intralogistics and manufacturing. E.g. certain raw materials or semi-finished goods can be delivered on a regular basis to predefined workstations where the consumption can simply calculated. And on the fixed route the Mizusumashi can collect empty container and waste from production. This reduces internal ways of operators and guarantees a continuous supply of workstations. The next level would be to interlink all workstations or cells with your internal supply cycles to create an intralogistics flow, reducing the manual replenishment work. To find out what the Mizusumashi is just go here. In short: he/she is the guy who supllies goods on the shop floor in a structured process.

8D

The so called “8D”-Report is a document resulting from an 8D process which is part of a structured problem solving process in quality management if there are quality issues between customer and supplier.

8D represents the eight mandatory process steps that are performed when processing a claim to get to the root of the cause. The report details the nature of the claim, responsibilities, and actions taken to prevent the problem from reoccurring:

The 8D methodology is intended to ensure that complaints are dealt with systematically. Consistent documentation of the associated troubleshooting steps and a high level of fact orientation ensure that errors in the product or system are thoroughly investigated and thus permanently corrected instead of just solving the problem.

Application

These eight steps are performed for the 8D report: 

1 Define a team to solve the problem

A team familiar with the process and/or the product is formed. They analyze the problem, take corrective actions, and monitor the effectiveness.

2 Describe the problem

In this step, the problem is defined as precisely as possible and the root cause of the problem is identified.

3 Containment action

These measures are intended to resolve the problem quickly and limit the damage until a permanent solution is found.

4 Root cause analysis

You probably haven’t found the real root cause during step 2 therefor various tests and experiments are used during step 4 to search for the real root cause of the error and the most likely causes are identified. This is intended to ensure that similar errors do not occur again.

5 Planning of counter measures

It then determines the means by which the causes of the problem can be eliminated. It is tested whether these measures solve the problem efficiently and no undesired side effects occur.

6 Check effectiveness of counter measures

Once the corrective actions have been carried out successfully, the immediate actions must be stopped. In the automotive industry, only process-improving measures are regarded as permissible shutdown measures.

7 Prevent recurrence of error

To ensure that such an error does not happen again, the team must initiate and monitor preventive measures. In the automotive and aerospace industries, manufacturers must use the FMEA method to assess the risks identified during root cause analysis. .Also, quality management system rules and procedures may need to be adjusted.

8 Appreciation of team performance and Lessons Learned

In a last step, the achievements of the team are recognized and experiences are exchanged.

Mentee

The mentee is the student of the mentor.

The term mentoring describes the development process in an organization where an experienced person (mentor) passes on his/her knowledge and skills on to a new/unexperienced person (mentee).

The overall aim of a mentoring program is to develop and promote the mentee’s personal and professional growth within or outside your organization.

As described the mentor refers to the role of a personal trainer whose experience supports the development of the mentee. There is also the cross-mentoring approach out there where experienced managers from different departments or companies and their high potentials (mentees) come together for tandems. Cross Mentoring usually is an externally organized program in which the tandems are formed in cross-functional and cross-industry teams.

Minimarket Principle

The minimarket is the smallest version of a supermarket. The minimarket is typically a small area where operators can take parts from located on the shop floor. Typically C-Parts which are refilled following the Kanban/2-Bin principle. The minimarket is filled by the milkrun which pulls material from the supermarket.

Shop Floor Management

Shop Floor Management (SFM) helps the constant improvement of processes and procedures on the shop floor. The presence of mgmt. level staffing in manufacturing and their recognition on deviations from requirements dramatically hastens decision-making and consequences with inside the on the spot implementation of solutions.

Shop Floor Management really defines control duties and calls for unique modes of conduct. Management is supported via way of means of the utility of unique equipment. Five Shop Floor Management-associated duties are performed on the Shop Floor and are as follows:

1. Install regular communication

2. Confirm processes

3. Empower/Qualify staff

4. Make it part of the continuous improvement process (CIP)

5. Conduct problem solving in a structured approach

SFM emphasizes behavior that encourages your staff to resolve issues inside their scope of capabilities and strive for continuous improvement.

For example, management maintains its remarks to a minimum, handiest makes binding commitments, offers however additionally accepts feedback, profits its personal attitude of a situation, lets in errors in mastering situations, does now no longer lay blame and places in vicinity wondering techniques. SFM tools help the effectiveness of SFMgmt. e.g.:

• Production diary, KPI charts, hassle-fixing sheet, T-cards

• Shopfloor Management

• What is Shopfloor Management?

• Shopfloor Management

• Basic components of shop floor mgmt

• Clear management roles and responsibilities

• Regular communication (Gemba Walks)

• Key Performance Indicators

• Problem-solving techniques

• Visualization

Some explanation of the basics of operational leadership in shop floor mgmt. you organization will for sure profit from clear leadership roles and tasks. Your employees want near help for independent problem solving. Large control gaps, wherein the direct touch among the supervisor and his personnel and associates is reduced, normally do now no longer show themselves.

The Japanese version of a classical institution leader (Hancho), with a totally small management margin and occasional willpower of the personnel, regularly does now no longer suit into the qualified operator in organizations. The excessive qualification of operators is a vital aggressive thing in industry. In order to make suitable use of those capabilities with inside the processes, disciplinary management has the mission of the use of SMART´en to acquire desires at the same time as keeping room for manoeuvre and keeping a very good stability among needs and help.

Managers at the first mgmt. level do now no longer meet those demanding situations via time control seminars, however via greater practical duties and requirement profiles. Examine whether or not it's far important to introduce extra technical management as an alleviation for the first mgmt. level to your organization (CIP coordinator, Kaizen Manager, Process Champion). This feature can stand up from the present functions.

Jointly have a look at the opportunities of dispensing distinctive information regions (5S, set-up time reduction, CIP etc.) with inside the assembly teams expand collectively with you a brand new blending answer specially appropriate for you.

Regular communication

Regular communication is the structured approach to create a framework on a regular basis for opportunities. In this rhythm issues can be carried out and discussed across the management levels. Regular communication is an integral part of the day to day work of all players in your organization.

This way of communication, no matter if you call it huddles, stand up meetings, shop floor meetings, etc. guarantees a continuous flow of information without loss of information itself as it is fast and recurring. A subject matter-associated exchange takes place where employees are enabled to independently define measures, hassle answers and pointers for development and to remedy conflicts as quick as possible.

The continuous flow of information between the departments throughout the complete organization is guaranteed through these regular and short meetings. One positive side effect is that with regular communication you will also calm down daily operations management by clearly separating the topics (e.g. operative commercial enterprise, 5S, CIP, etc.). It is vital that these regular meetings are performed continuously and adhered to in order that normal communique will become independent.

Key Performance Indicators

Regular communication can only exist if the information inside these meetings are defined and standardized. The standard of these meetings is not only the agenda but more important the Key Performance Indicators (KPI). The target of working with KPIs is to have a framework for employees that provides information on the achievement of objectives. When you want to successfully control your production be aware that KPIs are broken down in such a way that they have a direct connection to the operators or designated workstation. Only then they are becoming a real instrument of control by which teams and departments can be measured. The positive thing about KPIs is that with the continuous improvement process paired with a structured problem solving approach all employees will see the effect of implemented measures on the KPIs. To get the full information on KPIs go here.

Problem Solving

Problem solving isn’t always as simple as it sounds, but it clearly shows the effectiveness of clear shop floor management. There are plenty of problem solving methods out there (Ishikawa, 5 Why, A3, Root Cause Analysis, just to name a few) and lean methods (e.g. 5S, set-up time reduction, Hejunka etc.) are well known in the manufacturing industry. But these methods are there to help your organization to deal with more complex issues, this means that they are not really useful for operators that are dealing with daily production but more for a problem solving team consisting of employees from different departments.

To tackle problem solving the right and sustainable way the role of a Kaizen Manager should be installed in your organization in order to steer the problem solving and continuous improvement process. Kaizen Manager help you to get out of this “fire fighting mode” with a sustainable CIP culture.

Visualization

For a clear visualization of running process in your organization, cleanliness and orderliness is the main part of it. Clarity of your processes on the shop floor is the foundation for all lean manufacturing activities. Having the clarity the implementation and maintaining of visual management methods will guide you to a real state of flow.

There are different ways for visualization out there (find a deeper insight here)

The target with visual management and those methods are all the same:

1. Create transparency

2. Visual representation of procedures processes and services

3. Making problems (or bottlenecks) visible

All documents and information are daily updated and right at the place of action clearly visualized for everybody in the organization (e.g. blackboards, Workflow Boards, Shop Floor Boards, Andon Boards, etc.).

Following the PDCA cycle the status of problem solving activities are recorded and visualized. KPIs on different topics are installed and tracked and so on. Important is only that all this information follows also a clear structure and has its own spot on the shop floor (e.g. a shop floor corner). Visualization starts at the workplace of a operator and ends at the management board of the plant manager or owner of the organization.

But in the end it always supports the Continuous Improvement Process in order to bring your organization the next level or simply to overachieve your customers expectations. To get a full insight in Visual Management, read the full article here.

Sensei

In the lean world a sensei is a lean production expert that transfers his knowledge as mentor on to his mentees.

To be successful with a Sensei it's been revealed that you need to start at the top and find a sensei to work with in order to engage all employees on the shop floor. As Lean activities reach industrial maturity, the role of the Sensei remains a gray area.

It is obvious that your organization needs a Sensei to adapt and successfully implement Lean principles. Therefore, the Sensei position will be your bottleneck in Lean implementation. In every Lean transformation process, one learns at some point that the success of a company consists in learning to learn.

As a little guide, consider the following three effects:

Learning curve: The learning curve of each department and initiative is tracked by their manager in the organization rather than having to compare it to established best practices across your organization.

Spillover: Effective learning practices are passed through hands-on, experiential learning from person to person within your organization rather than through predetermined processes.

Value-Based: Lean as a whole provides a learning framework that aims to balance customer satisfaction (which leads to organizational success) with employee satisfaction (and personal fulfillment) through a set of principles and tools aimed at discovering how MUDA can be reduced and value can be increased . Adding activities in all areas of the organization.

This approach has both sides of the medal, but the weak and the strength are lying in the learning path of each employee. Following the lean principles, every employee is expected to discover:

What do I need to learn: What is my personal challenge in order to better align my work with customer value and thus sustainable and profitable growth with the satisfaction of all my colleagues to reconcile.

Learning from the shop floor: The learning style is deeply embedded in daily operations. Employees are learning results from their support of learning activities at all levels. Because all employees solve their problems or show initiative, everyone is expected to interpret the conclusions of others and find a way to adopt the solutions to their own work. It is the responsibility of the Sensei to support its learners in this learning phase. Learning by doing is the correct way to describe it.

Create a learning environment for your employees: Learning on the job is never easy, especially in today's business climate. Consequently, one of the key functions of a Sensei in the Lean perspective is to create a visual environment for employees where it is easier to recognize than normal and where opportunities for continuous improvement in small steps (Kaizen in Lean jargon) are clearly visible Everyone. A learning environment also means a stable affective environment where mistakes are not punished but seen as a source of learning.

The Sensei is not a boss at all. He or She has no power and can only suggest. The Sensei's task is to help all employees in your organization to develop their own lean thinking through practical exercises in workshops. The Sensei's job is to convince middle managers that solving today's problems will, in the long run, prevent tomorrow's fires.

The essence of Lean is learning while solving problems. This is a difficult task at the best of times, and indeed every person in your organization must be taught to learn how to learn. In relation to managers, the Sensei has five main roles of support:

1. Finding problems

2. Tackling problems

3. Creating problems

4. Solving problems

5. And finally learnings from problems

"If you have no problems, you are dead". is a classic lean principle. Perhaps the most important part of Lean's problem-solving learning approach is the initial problem-finding phase. Lean's approach to business is to capitalize on every problem.

“Sometimes you WIN sometimes you LEARN!”

— Operations Insider

5M Method

5M Method is just an other way of describing an ISHIKAWA Diagram. This diagram is pre-structured with five given categories of potential causes: “Man”, “Machine”, “Material”, “Mileu = Environment” and “Methodology”. In a more detailed form of the environment you can further divide it in “management” and “measurement” which then is considered as 7M methodology.