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| The distribution of work units across the value stream to maintain takt and pitch. |
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| The agreed upon set of procedures that effectively combines people and materials to maintain quality , efficiency, safety, and predictability. |
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| The concept that allows work to flow between processes with little or no queue time. |
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| Improves employee moral; Involves everyone;success is easy;foundation for lean. |
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| Go and see; principal of lean suggesting that in order to truly understand a situation, one needs to go where the work is done. |
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| The time to produce a single work unit or provide a service based on customer demand |
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| The problems & opportunities that are easy to address with relatively little effort or money. |
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| To acknowledge your own mistake and to pledge improvement. |
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| Inconsistency or uneveness |
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| Balances work loads via visual controls |
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| It acts as a physical reminder of what is needed, when it is needed,and how much is needed;This visual aid is nesscessary before an upstream process produces work or provides a service. |
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| Japanese for "improvement" or "change for the better; Refers to the philosophy or practices that focus upon continous improvement of processes. |
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The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources.
The core idea is to maximize customer value while minimizing waste. Simply, it means creating more value for customers with fewer resources. |
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Includes both value-added and non-value added activities;
Allows for "seeing" areas of waste in current state;Future state is a roadmap for change; Create icons specific to your business or industry |
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Defects
Overproduction
Waiting
over processing
Variation (motion)
Inventory
Motion/Transportation
Underutilized Employees |
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| will be a process flow chart |
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| will be mgt walking and talking |
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| Will look like street lights |
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| will look like work stoppage |
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