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.

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.

Inventory

Inventory is often viewed as a necessary evil, as it provides a safety net to ensure that products are available to meet customer demand. However, from the perspective of Lean Management, inventory can also be seen as a type of waste.

In Lean, waste is defined as anything that does not add value to the customer. From this perspective, inventory can be considered waste because it ties up valuable resources such as space, money, and time without providing any immediate value to the customer. This is because inventory requires storage, which takes up valuable space, and also requires investment in the products themselves. In addition, inventory can lead to obsolescence, as products may become outdated or go out of fashion before they can be sold. Furthermore, inventory can lead to inefficiencies in the supply chain, as products may sit on shelves for extended periods of time before they are sold, adding unnecessary time to the overall lead time.

Despite these challenges, inventory is also an essential component of most businesses. Inventory provides a safety net, ensuring that there are products available to meet customer demand even when there are disruptions in the supply chain. It also allows businesses to take advantage of bulk purchasing discounts, and to manage seasonal variations in demand.

So, how can Lean Management help businesses to steer inventory in the best direction? There are several key steps that can be taken to minimize the waste associated with inventory while still ensuring that the business has the products it needs to meet customer demand.

The first step is to implement a Lean production system. This involves using the principles of Lean Management to streamline production processes and reduce waste in all areas of the business, including inventory management. By reducing waste in the production process, it is possible to minimize the amount of inventory that is required, freeing up valuable resources for other areas of the business.

The second step is to implement a pull-based production system. This involves using customer demand as the driving force behind production, rather than using forecasted demand to determine production schedules. This can help to minimize inventory waste by ensuring that products are only produced when there is a genuine demand for them.

The third step is to implement just-in-time (JIT) inventory management. JIT is a Lean approach to inventory management that involves only ordering the products that are required to meet customer demand, and no more. This can help to minimize inventory waste by reducing the amount of product that is held in reserve, freeing up valuable resources such as space and money.

The fourth step is to implement a continuous improvement program. This involves regularly reviewing inventory levels and processes, and making changes where necessary to reduce waste and increase efficiency. This can help to ensure that inventory management processes are constantly evolving, and that the business is always adapting to changing customer demand.

In a nutshell, inventory management is an important aspect of any business, as it helps to ensure that the right products are available at the right time to meet customer demand. However, from the perspective of Lean Management, inventory can also be seen as a type of waste. By implementing a Lean production system, a pull-based production system, JIT inventory management, and a continuous improvement program, businesses can minimize the waste associated with inventory while still ensuring that they have the products they need to meet customer demand. By adopting these principles, businesses can increase efficiency, reduce costs, and improve overall customer satisfaction.

Bowling Chart

The bowling chart is a visual representation used in the manufacturing industry to track and monitor key performance indicators (KPIs). Its origins can be traced back to the Toyota Production System, where it was used as a simple and effective tool to measure and improve the performance of the production line.

The basic concept of a bowling chart is to provide a visual representation of the performance of a particular KPI over time. The chart takes the form of a bowling pin, with each pin representing a performance target. The height of the pin corresponds to the actual performance achieved for that period, with higher pins indicating better performance.

One of the main benefits of using a bowling chart is that it provides a simple and intuitive way to track progress towards performance targets. The visual representation allows stakeholders to quickly understand the current state of the performance and identify areas where improvement is needed.

In the manufacturing industry, bowling charts are often used in combination with other KPIs to provide a comprehensive view of the performance of the production line. For example, a bowling chart could be used to track the number of defects produced in a particular production run, while another KPI might track the overall cycle time for the production line.

To get the most out of a bowling chart, it is important to ensure that the KPIs being tracked are relevant to the performance of the production line. This requires a clear understanding of the goals and objectives of the production process and the factors that influence performance.

Once the appropriate KPIs have been identified, the next step is to establish performance targets for each KPI. These targets should be based on historical data, industry benchmarks, and the overall goals and objectives of the production line.

Once the performance targets have been established, the bowling chart can be populated with data on a regular basis, such as weekly or monthly. This data can then be analyzed to identify areas where performance is exceeding expectations and areas where improvement is needed.

In conclusion, the bowling chart is a simple and effective tool for tracking and monitoring KPIs in the manufacturing industry. When used in combination with other KPIs and as part of a systematic approach to performance improvement, it can provide valuable insights into the performance of the production line and help drive continuous improvement.

Zero Defects

In other projects we have witnessed the significant impact that Zero Defects programs can have on a manufacturing organization. Zero Defects, also known as "Zero Quality Control" or "ZQC," is a quality improvement philosophy that seeks to eliminate defects in the production process. This philosophy has its roots in the Total Quality Management (TQM) movement and has been widely adopted by many manufacturing organizations.

The Zero Defects philosophy is based on the belief that quality should be built into every product, from start to finish. The goal is to eliminate defects and ensure that products are produced to the highest standard, meeting or exceeding customer expectations. This approach to quality focuses on the entire production process, from raw materials to finished goods, and encourages all employees to be actively involved in the quest for zero defects.

One of the key benefits of a Zero Defects program is that it helps to create a culture of continuous improvement. Employees are encouraged to identify areas where defects are occurring, and to work together to eliminate these issues. This creates a sense of ownership and engagement among employees, which in turn drives improved performance and results.

Another key benefit of Zero Defects is that it reduces the costs associated with rework and product defects. Defects in the production process can lead to increased costs, such as scrap, waste, and retooling. By reducing or eliminating these costs, organizations can improve their bottom line and remain competitive in their industry.

The key to success with Zero Defects is to have a well-defined process in place. This process should start with defining the standards for each product and then identifying the critical-to-quality characteristics that must be met. From there, a detailed process map should be created that outlines the steps involved in the production process, from raw materials to finished goods. This process map should also identify the potential sources of defects and highlight the steps that need to be taken to eliminate these defects.

Once the process map is in place, the next step is to implement the Zero Defects program. This involves training employees on the Zero Defects philosophy, as well as the process map and the critical-to-quality characteristics. It is also important to provide employees with the necessary tools and resources to identify and eliminate defects. This may include things like checklists, forms, and software programs.

In addition to training and tools, it is also important to have a robust feedback and continuous improvement process in place. This can include regular quality audits, customer feedback, and employee suggestion programs. The goal of these programs is to identify areas where defects are occurring, and to work together to eliminate these issues.

Finally, it is important to track progress and measure success. This can be done by tracking key performance indicators (KPIs), such as the number of defects, scrap rates, and customer satisfaction levels. By tracking these KPIs, organizations can determine whether their Zero Defects program is having a positive impact and make adjustments as needed.

In conclusion, Zero Defects is a powerful tool for organizations looking to improve the quality of their products and processes. By eliminating defects, organizations can improve customer satisfaction, reduce costs, and remain competitive in their industry. The key to success with Zero Defects is to have a well-defined process in place, and to actively involve employees in the quest for zero defects. By doing so, organizations can achieve operational excellence and realize their full potential.

Six Sigma

Six Sigma is a highly structured and data-driven methodology used in the manufacturing industry to improve quality and efficiency. Six Sigma offers a powerful toolset to help organizations achieve operational excellence and continuous improvement.

The primary goal of Six Sigma is to eliminate defects and minimize variability in processes, leading to improved customer satisfaction, reduced costs, and increased profitability. This is achieved through a combination of data analysis, statistical methods, and team-based problem-solving.

One of the key elements of Six Sigma is the DMAIC process, which stands for Define, Measure, Analyze, Improve, and Control. This process provides a systematic approach to solving problems and improving processes, starting with a clear definition of the problem, followed by the collection and analysis of data, and ending with the implementation of sustainable solutions.

Another key aspect of Six Sigma is the use of statistical tools and techniques to measure and improve process performance. This includes process mapping, hypothesis testing, design of experiments, and control charts, among others. Six Sigma also relies on a highly-skilled workforce, with individuals trained in statistical analysis and problem-solving techniques.

One of the key benefits of Six Sigma is its ability to drive continuous improvement. This is achieved through regular monitoring and measurement of processes, coupled with ongoing analysis and improvement efforts. Six Sigma provides organizations with a roadmap for sustained, data-driven improvement, helping to ensure that performance gains are maintained over the long-term.

In a nutshell, Six Sigma is a powerful tool in the arsenal of any Lean Management Expert. It provides organizations with a systematic approach to improving quality and efficiency, while also driving continuous improvement and driving long-term success. Whether you are looking to optimize a specific process, or seeking to drive broader organizational change, Six Sigma provides the methodology and tools to help you achieve your goals.

Cell Production

Cell Production focuses on optimizing the flow of work and improving efficiency in manufacturing and operations. It is based on the concept of organizing work into cells, which are self-contained units responsible for performing a specific set of tasks. The goal of cell production is to minimize waste, increase flexibility, and improve overall performance.

The origins of cell production can be traced back to the 1950s and 60s, when Toyota and other Japanese companies were experimenting with new approaches to manufacturing. Over time, the concept of cell production has evolved and been refined, and today it is widely used in a variety of industries, including automotive, electronics, and consumer goods.

In order to implement cell production effectively, there are several key steps that organizations must take. Firstly, it is important to conduct a thorough analysis of the current state of the manufacturing or operations process, in order to identify areas where improvements can be made. This may involve mapping out the flow of work and identifying bottlenecks or other inefficiencies.

Once these areas have been identified, the next step is to reorganize the work into cells, taking into account the specific requirements of each cell and the skills and expertise of the employees who will be working in them. This may involve rearranging physical work spaces, or changing the way that work is assigned and managed.

It is also important to establish clear communication and feedback mechanisms, so that employees and teams can work together effectively. This may involve setting up regular meetings to discuss performance, or implementing systems for tracking and reporting on key metrics.

In order to ensure a successful implementation of cell production, it is also important to provide training and support for employees. This may involve providing training on the new processes and procedures, or offering coaching and mentoring to help employees develop the skills and knowledge they need to be effective.

Another key aspect of cell production is continuous improvement. This involves regularly reviewing performance and making adjustments as needed, in order to optimize efficiency and reduce waste. This may involve experimenting with different approaches, such as implementing new technologies or streamlining processes, in order to find the best solutions.

In conclusion, cell production is a powerful methodology for optimizing performance in operations and manufacturing. By reorganizing work into cells, minimizing waste, and continuously improving performance, organizations can increase efficiency, reduce costs, and improve overall performance. In order to be successful, organizations must take a structured and systematic approach, and be committed to ongoing improvement.

KOSU

KOSU, short for "Key Operating System Units", is a method used in Lean management and operational excellence to identify and measure the critical units of a process that are essential for the overall performance and success of the operation. By identifying these key units, organizations can focus their improvement efforts on the areas that will have the greatest impact on performance.

The basic idea behind KOSU is to identify the critical units of a process that are essential for the overall performance and success of the operation. This can include things like machines, equipment, personnel, and processes. By identifying these key units, organizations can focus their improvement efforts on the areas that will have the greatest impact on performance.

One of the key benefits of using KOSU is that it helps organizations to identify and prioritize the areas of the process that are most critical to performance. By identifying the key units of a process, organizations can focus their improvement efforts on those areas that will have the greatest impact on performance. This allows them to make the most of their resources and achieve the greatest return on investment.

Another benefit of using KOSU is that it helps organizations to identify and eliminate bottlenecks in the process. By identifying the key units of a process, organizations can identify which units are causing delays and bottlenecks in the process, and then take action to eliminate those bottlenecks. This can include things like improving machine maintenance, optimizing production processes, or identifying areas where automation can be used to improve efficiency.

Using KOSU also helps organizations to identify areas where standardization can be used to improve a process. By identifying the key units of a process, organizations can identify which units are taking longer than they should, and then take action to standardize those processes. This can include things like implementing best practices, developing standard operating procedures, or identifying areas where automation can be used to improve efficiency.

In addition, KOSU can be used to identify areas where automation can be used to improve efficiency. By identifying the key units of a process, organizations can identify which units are taking longer than they should, and then take action to automate those processes. This can include things like using robotics, using automated inspection systems, or using artificial intelligence to optimize production processes.

KOSU also plays a critical role in analyzing machine’s capacity. By identifying the key units of a process, organizations can identify which units are operating at full capacity, and which ones have room for improvement. This can help organizations to optimize their production processes, and ultimately, increase their overall production capacity.

In a nutshell, KOSU is a powerful method for organizations that are committed to operational excellence and continuous improvement. By identifying the key units of a process, organizations can focus their improvement efforts on the areas that will have the greatest impact on performance, eliminate bottlenecks in the process, use standardization to improve a process, use automation to improve efficiency and increase their overall production capacity.

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.

Point Kaizen

Point Kaizen describes improvement actions concentrated on one workstation = on the spot.

In general, all lean activities are striving to increase the output of your processes by simultaneously increasing the level of quality by shorten lead times and using less resources. But not all lean initiatives are reaching these targets. Typically the cause lies in the lack of clear targets by the management combined with a misinterpretation of kaizen activities and organizational change.

Kaizen is the Japanese term for “change for the better” on a continuous matter. Point Kaizen refers to a compressed focus on one workstation and improvement actions during a few days, where e.g. in the end the station is no more the bottleneck of the line/cell. For many people this is considered as “Lean”, but it is only a small part of the journey to real operational excellence.

As mentioned Point Kaizen is a scheduled event. When you have an own Lean Management Team or Kaizen Manager these are the guys who are in charge for the upcoming days. Once the team is gathered the action starts.

5S all over: Yes! Let’s start! Use the euphoria and sort out, get rid of all unwanted objects. Clean-up and proper arrange tools needed. Install e.g. flow racks following the 2 bin principle to ensure straight material flow. The Kanban System and FIFO can’t be skipped. Once the workstation is transformed - everybody is proud to have been part this lean activity and communicates the success story.

If you continue with Point Kaizen activities you will reach a better performance on each isolated workstation and probably everybody thinks that you have a great lean initiative. But the real long term results are missing out. So why to continue with lean activities?

Take a step back and see what you have so far. With the improvement actions on each workstation you have raised the efficiency of all single steps but didn’t consider the flow of material in between. It might be tiring to put all this effort in and then the management comes along and sees no obvious progress. This is the point when you move from Point Kaizen action to a systematical organizational change. This process is focusing on the underlying targets of the organization, such as raising performance, decreasing lead times, improving quality and making more profit.

The A3 format comes back in the game. Not only the A3-report and A3 problem solving but more the target setting on an A3 format that tells the story of how the targets can be reached by preset measures. Combined with the future state Value Stream Map showing all Kaizen Bursts each representing a Point Kaizen activity. All those measures lead to a future state of material and information flow that drives your organization into new spheres. In the future with the new Value Stream your bottlenecks will shift along this stream and always creating new point kaizen starting points. Bottlenecks by this can be either stocks of material, high process times or a lack of information. All Kaizen activities, no matter concerning material or information flow, are implemented following a prioritized list. You not only will have to reallocate resources, but also actively participate on the process of organizational change. You and your mid-management are in the driving seat, you have to know where your organization is heading, so make sure that you and your management are participating on Kaizen activities.

Point Kaizen is the first brick of the foundation for organizational change. With the systematic identification of bottlenecks, Point Kaizen activities can be planned and conducted. To have quick changes but is still able to deliver, one bottleneck after the other is worked on. Each Point Kaizen delivers one piece of improvement for the overall improvement needed. These superordinate targets are an increased output, reduction of lead times by simultaneously achieving Zero Defects Policy and all this combined with lower labor costs.

Ergonomic Workplace

An ergonomic workplace is a work system that considers the ergonomic aspects of an operation and the operator such as the operator’s hight, range and reach with the goal that the operator does not need to bend or turn.

The ergonomic workplace goes hand in hand with the work improvement.

Definition and purpose

1. Reveal waste increasing cost and not adding value.

2. Find waste in the movement of workers, eliminate/improve, pursue net work adding value.

Worker Movement

Lean Manufacturing and Ergonomics may have different roots and directions but together they can complement each other and define a more efficient and safer workplace.

One of the best person known for focusing on productivity and efficiency in manufacturing processes was Henry Ford with the invention of the modern assembly line. Ford really was focusing on eliminating waste and to cut down unnecessary costs in relation to the manufacturing of his cars.

Toyota is one of the best known companies that has stretched to the maximum the idea of Lean Manufacturing and is now holding the pole position when it comes to the reputation according the elimination of “waste”.

By looking at the Lean Model as well as Work Ergonomics, you clearly see the necessity of both practices in the industrial workplace, as well as observe that both can complement each other. 

The 7 types of waste to eliminate include:

• Transport

• Inventory

• Motion/Movement

• Waiting

• Overproduction

• Overprocessing

• Defects

The list of TIMWOOD is what Toyota has defined as the seven major types of wastes or non-value-adding activities. The seven wastes do not add any value to the product and the customer in the end is not willing to pay for it. Therefore it is essential to remove as much waste as possible which will have also an effect on the ergonomic workplace and furthermore on the health of the operators.

Some of these things like transport, waiting or unnecessary movement can be reduced to a limit what the operator still needs because as human being the operator is limited by his body.

The Lean Manufacturing initiatives and workplace ergonomics stepped into the manufacturing world at different times and therefore are not fully integrated. But you are perfectly advised by combining the principles of Workplace Ergonomics with Lean Manufacturing initiatives. Through a cooperative assessment and teamwork you have the chance to complement each other in making the workplace more efficient and a safer place.