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Lean Process
Improvement
Memory Jogger
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
GE Healthcare Confidential and ProprietaryInformation
The information contained in this document is disclosedin confidence and is subject to a confidentiality
agreement between GE Healthcare and the customer. Itis the property of GE Healthcare. This notice shall appearon any reproduction, in whole or in part. The information
contained herein should not be used by others, ordisclosed to others, without the express written consent
of GE Healthcare.
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Operations inover100+ countries
300,000+employeesworldwide
Manufacturingfacilitiesin 40+ countries
GE is a family of businesses aligned with ourcustomers needs and acting as one company
to drive growth.
CommercialFinance
Healthcare
NBC
Universal
Industrial
ConsumerFinanceInfrastructure
GE a Global Company
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
GE Healthcare
GE Healthcare brings the world medical science and technologies thatare helping to transform healthcare. We are working with our partners
in healthcare to help them predict, diagnose, inform, and treat diseaseearlier than ever.
Diagnostic Imaging Interventional Cardiology & Surgery ClinicalSystems
Healthcare Information Technologies Services Life Sciences Medical Diagnostics
90+ years in Healthcare
By inventing the high vacuum x-ray tube in1913, we enabled the first modern x-ray tube.
Throughout the past century we've ledmedical breakthroughs, such as the recentcreation of the first all-digital hospital, with
real-time electronic patient records andmedical images accessible to doctors
worldwide
Continuing Innovation
MOLECULAR MEDICINECombining today's sophisticated
diagnostic imaging with an increasingunderstanding of both the human
genome and the body's chemistry, GE ishelping to transform after-the-fact
treatment to before-onset care
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Sustainable Impact
Performance Culture
Formula for Success
Quality
Lean SixSigma
Acceptance
ChangeAcceptanceProcess &
Work-Out
Accountability
Performance
Management &
Effective
Leadership
& &
GE Healthcare are not like otherconsultants, they use these tools
internally as well, in one of theworlds largest and mostsuccessful companies.
James Barbour, CEO NHS Lothian
Success Factors
Based on our extensive experience ofdelivering programmes oftransformational change in the NHS,
we know there are three thingscritical for success:
Solid and deep methodology,tailored to the NHS andneeds of particular trusts
Clinical engagement andacceptance of change
Accountability supported bystrong leadership
1
3
2
Performance Solutions -Formula for Success
Our Team
Clinically
TrainedHealthcare
Experts
HealthcareManagement
GE Lean SixSigma &Change
Acceleration
Consulting
Experts
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Capabilities and Applicationareas
Market Leader inHealthcare
Market Leader inHealthcare
PerformanceImprovementPerformanceImprovement
Clinical engagementClinical engagement
LeadershipLeadership
Training & EducationTraining & Education
ProjectTeam
ProjectTeam
GE CapabilitiesGE Capabilities Hospital areasHospital areas
We bring experience and understanding of delivering
process transformation in healthcare
We bring experience and understanding of delivering
process transformation in healthcare
A&E
Outpatients
Diag
nostics
Treatment
Theatres
Rec
overy
Disc
harge
Discharge points
Value Stream Management
Scheduling BookingDischargePlanning
BedManagement
Keyareasfor
improvement
ValueC
hain
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Our Delivery
Examples of Projects Examples of clients
Cancer Pathways
Pharmacy
Trauma
Mental Health
Cardiac
Theatres
A&E
Business Planning
Skills Transfer
Key Offerings
Performance & Process ImprovementChange Acceleration & ManagementProductivity Improvement InitiativesCultural ChangeLeadership DevelopmentSix Sigma Black Belt & Lean Leader Development
Management & Leadership SystemResource Development Coaching & Mentoring
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Components for EffectiveChange
Quality x Acceptance x Accountability = Effect Results
Change Acceleration
Process
SixSigma
Work-Out
Lean
Effective
Results
Project Framework
=
Quality
X
Acceptance
Accountability
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Benefits of Lean
Lean eliminates or minimises waste / non value add activity within a processwhich either shortens the overall cycle time or allows for more quality valueadd activities to take place or both.
After
Before
Wait / Waste . . .Non Value Add Time
Lean attacks waste here
Work . . .Value Add Time
Lead Time / Cycle Time
After
Before
Wait / Waste . . .Non Value Add Time
Lean attacks waste here
Work . . .Value Add Time
Lead Time / Cycle Time
This leads to: Improved customer satisfaction Better quality of service delivered Reduced cycle times More efficient delivery More capacity Increased Productivity
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
VA vs. VE vs. NVA
1 VA = Value-Added Lean defines a value from the patients point of view.
2 VE = Value-Enabling No Value in the patients eyes but
necessary for the process
Start to look at processes from the patients point of view!VALUE
Examples: Consultant talking to a patient a nurse taking blood radiologist looking at X-ray scans surgery
Value-Added work are all processes..which add direct value to the patient...All contact with a clinician is considered.. value
Examples: Check in at reception booking and scheduling anaesthetic Reporting regulations Data collection
Pt recovery at natural rate
Value-Enabling steps are steps whichthe patient would not be willing to pay forbut cannot be deleted from the process Steps regard to work which have to be
done because of laws and regulations.
Most important vocabulary in Lean issues. NVA work is waste. All processes and steps without
direct Value to the patient are Waste.
3 NVA = Non-Value-Added = Waste
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
8. DefectsA mistake in the process => very dangerous inhealthcare
=> Examples: giving patient wronginjection
7. Under utilizationStaff working on processes under their specificskill
=> Examples: Doctors transportingpatients to treatment rooms
5. OverproductionProducing more to the patient than required orneeded
=> Examples: MRI scan that could havebeen done with X-ray
6. Excessive processingNot necessary or duplicated processes
=> Examples: patient repeatedly askedfor their details
2.TransportationUnnecessary transportation while providing a
service direct to the patient
=> Examples: Bring wheel chair patient towrong treatment room, multiple be moves
1.WaitingTime that passes while a step or activity ends
until the next step can start
=> Examples: Waiting for an exam,
waiting in a queue
4.MotionNot optimized and standardized processes
creating unnecessary motion
=> Examples: Transportation of patientfiles
3.InventoryEverything that ties up resources
=> Examples: Batching blood samples
Any wasteful activity or anyobstruction to the smooth flow of an
activity
Types of Waste (Muda)
* NVA = Non-Value Add
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
VA*
NVA*
17 Minutes
39 Minutes
66 Minutes
15 Minutes
4 Minutes
13 Minutes
149 Minutes
89 Minutes
149 Minutes
89 Minutes
149 Minutes
89 Minutes
Reception WardAssessment
Admitted
HoldingBay Recovery
Home/
2 6ORAnaesthetic
Room
OperaiPAS
I I I
KAIZEN!
KAIZEN!KAIZEN!
Value Stream
Visualize your processes and find the wasteA Value Stream Map is a pictorial view of Value-Added and Non-
Value-Added activities that are required to bring the patientthrough the whole process
A Value Stream is the set of activities that convert patients needsinto delivered services
*VA = Value Add
*NVA = Non Value Add
Phone
Call
Movement of
PatientPatient
ElectronicInformation
Flow
Data
System
1Number of
operators
Care
Provider
Pull of
PatientTransportPatient
inventoryI
ManualInformation
Flow
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Flow
Why
Have a Lean lookon movement (flow)of products, servicesand informationdown the valuestream
TargetCreate a continuousflow as product,service andinformation istransformed bycontinuously addingvalue
HowFlow is created byeliminating queuesand stops, andimproving processflexibility and reliability
In Healthcare:An example of flow is the patient journey
Patientarrives inHospital
Patient isbooked in
atReception
Patient isbroughtto Ward
Patienthas
Surgery
Patientrecoverson ward
Patientleaves
hospital
One continuous flow of a patient or material.One at a time
Let processes flow like water=> find the easy way!
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Pull
Target
No action is takenuntil thedownstreamprocess initiates it
Why
To createprocesses whereonly the requiredamount is taken
When the Flow is determined by pull from further downthe Process. As opposed to being pushed through theprocess
To produce only requested amounts
In Healthcare:an Example of PullWhen a patient is called by theatres to an operation. It is theatre whodetermines the rate of flow and that only the required amount of patientsare pulled into the next step
How
Let the end customerpull theproduct/servicethrough the valuestream.=> Each step pulls theproduct/transactionwhen needed from the
preceding step
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
The Perfect Process
Current State
Future State
Next Future State
Original State
The perfect process is a continuous flow ofcustomer value add, without interruption
Current State
23 Days
Future State
14 Days
HEALTHCARE EXAMPLE
Valuable - Would the customer be equally happy if the step was left out? Capable - Can it be conducted with the exact same result every time? Available - Can it be performed whenever it is needed? Adequate -Can it be done exactly when required Flexible - Can it shift quickly between different requirements? Flow - Does the product Flow from one step to the next with no delay?
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Spaghetti Map
A diagram that shows the motion
and transportation of the patient /family / caregiver / supply
throughout the care experience orprocess
How Draw a layout from thebirds eyes perspective ofthe focus area
Observe apatient/family/caregiverwhile doing their joband draw it on the layoutby not lifting the pencilfrom the paper
Why Creates a betterunderstanding an overviewof the whole process
Visualizes waste intransportation and motionlike no other lean tool
Quantifies travel time/distance elimination
Visualize transportation and motion
Paper Referral Trail in Booking Centre
KEY=paper referral=Cancer urgent
TL= TeamLeaderCI =Cancer Intray
KEY=paper referral=Cancer urgent
TL= TeamLeaderCI =Cancer Intray
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Implementing LeanImprovements
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Lean Event Key Phases
Pre Workincl. Training
VSM KAIZEN Sustainability
Project Timeline
3 4 Weeks 3days 1 Week 30 Days
Key Reporting Points
Success Metrics.Further
improvementsimplemented.Feedback fromteam & staff.Furtheropportunitiesidentified
Implementedimprovements.
Success Metrics.Ongoing trackingmechanism.Sustainability Plan.Further Action Plan
Current & FutureState Value
Stream Map.Quick Winactions.Prioritised optionsfor focus of RIE
Deliverable(s)
SustainabilityRIEVSMReportingPoint
Q x A = E2
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
KAIZEN: Its not a spectator sport
Rapid Improvement Event or KAIZEN
Try-Storming
Very Hands On try new ways, stop atany issues, solve them and continue
Continuous evaluation & tracking
Communicate & Celebrate successes
Organise Event
Mobilise Team
Trystorm Improvements
Track Success
Communicate & Celebrate
TaskNo.
Category Task OwnerDate
AssignedTarget
Complet ion Status
1TransitiontoIn-PtWard
ImplementationofDischargeCoordinator / BedManager as pilot
DebsHorrocks/AngelaMurpy 11-Apr 9-May Complete
2TransitiontoIn-PtWard
ImplementationofDischargeCoordinator / BedM an ag er a s Ac ti ng up op pr tu ni ty A ng el a Mu rp hy 1 1- Ap r 9 -M ay Co mp le te
3TransitiontoIn-PtWard
Reaffirmedshiftcoordinator allocatedthroughtheduty rota Angela Murphy 11-Apr 9-May Complete
4TransitiontoIn-PtWard
ReaffirmedA&EliasonNurse allocatedthroughtheduty rota Angela Murphy 11-Apr 9-May Complete
5TransitiontoIn-PtWard
SectorisationofCrisisTeamsQualifiedPractionerTeams A ng el a Mu rp hy 1 1- Ap r 9 -M ay Co mp le te
6T ra ns it io n to I n- Pt W ar d L au nc h Ro le o f t he b le ep h ol de r S ha ro n. Mo rr is on 1 1- Ap r 9 -M ay C om pl et e
7TransitiontoIn-PtWard
ReviewOperationalpolicyAdultinpatients fromfeedback Sharon.Morrison 11-Apr 9-May In progress
8TransitiontoIn-PtWard
ReviewoperationalpolicyMapleHouseFromfeedback Sharon.Morrison 11-Apr 9-May In progress
9TransitiontoIn-PtWard ReviewoperationalpolicyCRHT team
AngelaMurphyP au la So lo mo n 1 1- Ap r 9 -M ay I np ro gr es s
10Tr an s it i on t o I n- P t W ar d R a ti f y Ro l e of s h if t c o or d in at o r A n ge l a Mu r ph y 1 1- A pr 9 - Ma y C omp le te
11AdmissionSupport
Ensuringinformationpacks(basicblack andwhiteformat) areonK2 S Johnson 11-Apr 18- Apr Complete
12
AdmissionSupport
Examiningfeasibilityofdouble-sidedcolour printingonK1for futurestocks of informationpacks andal ternatives if requir ed S Johnson 11-Apr 18-Apr Inprogress
13AdmissionSupport
Undertakingweeklyevaluationofnewadmissions onK2 S Johnson 11-Apr 9-May Complete
14AdmissionSupport
Amendingpatientinformationbasedonevaluationa nd i n fo r ma l f ee db a ck f r om pa t ie nt s /s t af f S Jo hn so n/ K C oo pe r 1 1- A pr 9 - Ma y C omp le te
15
A dmi ss i on S u pp or t Mo ni t or i ng s t af f t ak e -u p an d u se o f n ew ob s f or ms A De n ha m/B E a rp 1 1- A pr 9 - Ma y C omp le te16
AdmissionSupport
Examiningfeasibilityofstaff scanningforms(workerallocation,exitand entry,level3obs,handover) andsavingelectronically- discussionwithAnneWarburton/wardmanagers S Johnson/B Earp 11-Apr 18-Apr Inprogress
17AdmissionSupport
Observinghandovers andobtainingfeedbackfromstaff. B Earp 11-Apr 9-May Complete
18AdmissionSupport
Respondingtostafffeedbackandamendinghandover sheet as indicated B E arp 11-Apr 9-May Complete
19
ACTION PLAN
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
90.00
100.00
7 -2 00 7 8 -2 00 7 9 -2 00 7 1 0- 20 07 1 1- 20 07 1 2- 20 07 1 -2 00 8 2 -2 00 8 3 -2 00 8 4 -2 00 8 5 -2 00 8 6 -2 00 8
Bolton
Salford
Trafford
Average of LoS
Dischargeperiod
Directorate
CouncilTax Benefits- 01204331599
PALS0800587 4793
CitizensAdviceBureau- 0844826907
CouncilHousing - 01204335811
MIND- 01619534006
Benefits (DWP) - 08456088510
Samaritans- 084579090 90
Useful Telephone Numbers
CreativeSupport - 01204366347
PatientsCouncil- 01204546088
BAND- 01204546070
BEST- 01204337523
MHIST- 01204527200
AgeConcern - 01204382411
HousingBenefi ts- 01204331590
Useful Telephone Numbers
DontForget!!!
KAI-ZEN
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
The House of Lean
Lean Transaction Production System
JIDOKA
JUST-IN-TIME
HEIJUNKA
Single PieceFlow
Pull Production
TAKT TimeProduction
Autonomation
Stopping atAbnormalities
Level Loading
Sequencing
J
idoka
Just-in-Time
Heijunka
LeanTransaction
Production System Single Piece
Flow
Pull Production
TAKT TimeProduction
Autonomation
Stopping atAbnormalities
Level Loading
Sequencing
J
idoka
Just-in-Time
Heijunka
LeanTransaction
Production SystemHouse of lean
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Jidoka
Healthcare Example:
Impact:
Visual Timeline
Highlights delays
Prompts action Instant Progress Snapshotfor all
Clear plan to meetEstimated ..Discharge Date
Building human intelligence intomachines or software
giving automation the ability to make adecision to shut down automatically inthe case of an abnormality
in order to stop defective productsfrom flowing into the next process.Example: Automatic loom can detect abroken thread
One of the 3 main principles of Lean
2) Autonomation:1) Stop at an Abnormality:
Stopping the processwhen an abnormality hasbeen detected
Countermeasureimplemented to preventrepeat occurrences
Jidoka
Just-in-Time
Heijunka
LeanTransaction
Production System
Jidoka
Just-in-Time
Heijunka
LeanTransaction
Production SystemHouse of lean
Jidoka
Just-in-Time
Heijunka
LeanTransaction
Production System
Jidoka
Just-in-Time
Heijunka
LeanTransaction
Production SystemHouse of lean
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
JIT Just In Time
One of the 3 main principles of Lean
Just-in-Time provides theCustomer
what is needed
when needed,
without excess, the amountneeded
Single Piece Flow
Process 1 task at a timeand check at the end of
process. Ensuresdefects are detectedand not passed on. Thebasis for Jidoka
Pull
A system where eachprocess step takes
product or knowledgeit needs from theproceeding processwhen needed, in theproper amount
Takt Time
Derived from Heijunkaplan. Establishes thepace the system willoperate at
Takt Time = AvailableTime/Customer Demand
3 Main Elements must work together to achieve JIT
Jidoka
Just-in-Time
Heijunka
LeanTransaction
Production System
Jidoka
Just-in-Time
Heijunka
LeanTransaction
Production SystemHouse of lean
Jidoka
Just-in-Time
Heijunka
LeanTransaction
Production System
Jidoka
Just-in-Time
Heijunka
LeanTransaction
Production SystemHouse of lean
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Heijunka
2 key elements:1. Leveling: Leveling or Level
Loading of a process to
reduce variation in output2. Sequencing: Defining theSequence which work isprocessed
A Methodology to establish stability in aSystem where Customer Demand is erratic
One of the 3 main principles of Lean
Jidoka
Just-in-Time
Heijunka
LeanTransaction
Production System
Jidoka
Just-in-Time
Heijunka
LeanTransaction
Production SystemHouse of lean
Jidoka
Just-in-Time
Heijunka
LeanTransaction
Production System
Jidoka
Just-in-Time
Heijunka
LeanTransaction
Production SystemHouse of lean
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Healthcare Example:
Takt-Time
Specific production time showing the neededcompletion time of a process to hit customers
satisfaction.
Takt Time =Available working time*
Actual Demand
* excluding breaks, meetings, etc.
8 hrs. (480min, 28800sec) work per day60 patients per day = 8 min
(480 secs)Takt Time =
Takt time here shows that every 8 min an exam needsto be completed to hit patients demand
How to calculate Takt-Time calculate your demand for a specific time period (day, week, month)
Look at your available working time during that period*
60 Patients arrive at a X-Ray on a given day and X-Raydept. is working 8 hours per day => Takt-Time here would
be calculated as follows:
The heartbeat of the organization
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Appendix
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Performance Solutions/26/02/2009 Copyright GE All Rights Reserved.GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
The process of level loading and sequencing the timing of production.Heijunka
A method of conducting single-piece flow in which the operatorproceeds from machine to machine (in a counter-clockwise fashion),taking a part from the previous operation and loading it in the nextmachine. Then taking the part just removed from that machine,checking it and loading it into the following machineetc,
Chaku-Chaku
Building Blocks for process discipline and control; Sort, Shine , Set inOrder, Standardize, Sustain.
5S
(Kaizen) 3-5 day team based activity focused on quickly solvingproblems through physical simulation and evaluation.
Action Workout
A visual device (light) or pin-pan-pon that operators use to call attentionto an abnormality. The use of this is to request immediate attention and
action to the problem.
Andon
Increasing the delivery frequency of parts, such as parts from outsidevendors, in order to keep inventory to a minimum.
FrequentConveyance
Work done simultaneous to or in conjunction with transportation orconveyance. e.g. (1) an assembly is moving down a line while a person isperforming work, (2) a person acts as a conveyor carrying a part to thenext machine in a Chaku-chaku fashion. The main purpose of flow is to
quickly and continuously identify and eliminate waste.
Flow
Defects per unit.DPU
The total time required for a task to be complete. Elements includemanual and travel times, automated or machine run time.
Cycle Time
Carrying out one-piece-at-a-time production in order to eliminatestagnation of work (queue) in and between processing steps(see Flow)
Continuous FlowProcessing
The optimal physical layout or machines and manpower for a productor family of products that identifies and eliminates waste.
Cell
Any machine or process that limits flow or capacity.Bottleneck
The process of separating the work of man and machine characterizedby: work not movement; quality built into the process; and visualmanagement. (see Jidoka)
Autonomation
The use of machines working independently of manpower.Automation
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Internally led Kaizen event.Lean AWO
Machines that have human intelligence built into them, giving them theability to shut down automatically in the case of an abnormality to stopdefective products from flowing into the next process. Jidoka measuresare incorporated in the assembly process by use of Andons and Pin-Pan-Pon; stopping when abnormality is detected.
Jidoka
(Just in time) theory of production characterized by (1) single piece flow, (2)
producing according to TAKT time,
(3)
pulling of material from upstreamprocess, keeping inventory at minimum, established levels.
JIT
Change for the better; a process quality tool for improvement involving aseries of activities whereby instances of waste are eliminated one by oneat minimal cost, by workers pooling their ideas and increasing efficiency ina timely manner. It emphasizes manual work operations rather thanequipment. (see action workout)
Kaizen
A method/device of pulling from previous processes in order to controlmaterial flow, cap inventory levels, and to take pulse of the customer. Itserves as: an instruction for when to produce; a tool for visual controlagainst over production and a detection of irregular processing speeds.Kanban can be broadly categorized into 2 categories: Production Kanbanand Pick-up Kanban. These can be further stratified into Ordinary, Signal,Transport, and Purchase.
Kanban
Grouping component parts used in a process or build for ease of assembly.( see material presentation )
Kitting
Introducing material to the line or cell in a manner that is easy andeffective for the operator. Usually broken into 3 categories (1) items thatare too large to kit (2) items that are too small to kit (3) items that lendthemselves to be kitted.
MaterialPresentation
The hands-on time it takes for the worker to perform a task.Manual Time
The time from machine switch on, processing, to machine returning tooriginal position, during which there is no hands-on work by the operator.
Machine Time
Overall leveling in the production schedule of the variety and volume ofitems produced in a given time period. ( see Heijunka)
LevelProduction
The total time it takes the product to go from raw inventory to the finished
product. Order to remittance lead time refers to the total time from whenan order is placed until the finished product is shipped.
Lead Time
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Mixing of products for central services (i.e. heat treat), OV, kits forcomponents and assemblies.
Mincing
Any type of waste elements that add no value to the product:i.e. Waiting, Transporting, Over production, Excess Motion, InventoryDefects, Human Touches.
Muda
One shop worker operating two or more similar machines that aregrouped together.Multi-MachineHandling
An operator being able to perform more than one process(which may or may not include machines).
Multi-processHandling
Broadening a workers skills so that the worker can operate multipletypes of equipment and processes in order to facilitate cell developmentand one piece flow.
Multi-skillDevelopment
A product that deviates from drawing or an internal quality system.
A product with a defect.
Non-conforming
Material
Production system in which only one part at a time is processed orassembled and the work is verified before being sent along theproduction line to follow processes.
One Piece Flow
Mistake proof: usually refers to the use of fail-safe devices in the processin order to prevent defects from occurring and insure quality. When thisingredient is added to automation will yield autonomation. ( see Jidoka )
Pokeyoke
A form of Andon that is auditoryspecial sounds are designated tocertain points on the line. e.g. A pin-pin-pin repeating sound may beassociated with power supply installation, calling attention to it when anabnormality has been detected.
Pin-Pan-Pon
A study of the process and machine sequence for a group of similarparts. It can be used to standardize product flow for ease of cellimplementations.
Process RouteAnalysis
A series of steps to achieve a desired result.Process
A technique used to follow the detailed flow of a product through amanufacturing cycle.
Process Mapping
Indicates the maximum capacity for parts processing at any one
process. Recorded on it are: the amount of time spent in manual work,machine time, setup time, etc.
Process Capacity
Table
Maximum amount of product that can be produced through a processfor a given period of time.
Process Capacity
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A study of the quantities demanded of different products produced at awork location. This picture of the volume and variety of products can beused to identify high impact areas to concentrate efforts or identify theneed to use process razing to make products more similar.
Process QuantityAnalysis
System of manufacturing in which each process withdraws the parts itneeds from the preceding process when they need them, in the exactstandardized amount needed.
Pull System
Shows the outline of work for each worker in a cell. Recorded on it are: Takttime, work sequence, standard WIP, quality checks, safety precautions, etc.
Standard WorkSheet
Total customer satisfaction-involves having all employees Customerfocused.
Quality
The time a part sits waiting to be worked on.Queue Time
The order in which the part is processed.Sequence ofProcessing
The order in which an operator performs a series of repetitive tasks.Sequence of Work
Machine changeover steps that are performed while the machine isprocessing parts or off-line from production time.Set-up, External
Machine changeover steps that are performed while the machine isstopped during production.
Set-up, Internal
A quality standard of 3.4 defects per million opportunities - used to insure
customer satisfaction.
Six Sigma
Single Minute Exchange Die (i.e., under 10 min) has become a title for thecategory of improvement devices used in manufacturing to allow for quickchange over of machine/fixture set-ups.
SMED
Sequence of repeatable tasks that an operator performs.Standard Work
Minimum (and standardized) amount of work in process required toperform repetitive operations economically.Standard WIP
Combining people and machines to accomplish production in such a wayas to minimize waste.
StandardOperations
Statistical Process Control: analysis of variation in a process.SPC
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A table that clarifies how much time is spent doing manual work andtraveling at each production process. It is used to examine the range ofprocesses that one worker can take care of within Takt time and theamount of time during which machines are operated automatically.These are recorded to help determine what combination of operationsare possible.
Standard WorkCombination Sheet
The specific activities required to design, order, and provide a productfrom concept to launch order to delivery raw materials to finishedgoods.
Value Stream
A visual system that has a predetermined amount of inventory and allfacets of 5s in order to detect abnormalities. With this system, theshopper from the downstream process can buy from the supermarket.Once the purchase has been made, and material consumed, a signal canbe sent to the upstream process to supply more. (see pull)
Super Market
Available production time / required production (fcst & actdemand)..must be like units; e.g., 1 shift = 1980 min/wk
Takt Time
Total Productive Maintenance involves of all employees in a cell toimprove the process.
TPM
The time is takes a worker to move to the next station to pick up or putdown parts, tools, etc. May occur during operations as well.
Travel Time
The process of detailing the process of converting raw material tofinished goods. This is typically mapped with the 7 flows (info, people,equipment, raw material, sub-assembly, assembly,engineering) one at atime, or in a combination.
Value StreamMapping
Refers to the means by which anyone can tell at a glance if productionactivities are proceeding normally or not. A communication, disciplineand pacing tool.
VisualManagement
Work In Process; inventory of materials that has been already startedprocessing.
WIP
Rework, set-ups, inspection, repair processing, transportation,unnecessary work to complete of a product. Anything that isnt directlychanging the form fit or function of the part.
Work, Non-valueadded
Only necessary direct work to manufacture a product. Anything that thecustomer is willing to pay for or an operation that changes the form, fit,or function of the part.
Work, Value Added
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Title Topic/Focus
Lean Thinking Lean Background /
Case Studies
Becoming Lean: An inside Lean Background /
story of US Manufacturers Case Studies
The Toyota Production System: Lean Background
Beyond Large Scale Production
The Machine That Changed The World: Origination of Lean
The Story of Lean Production outside of Japan
Learning to See Value Stream
Mapping
Creating Continuous Flow Creating flowwithin a cell
Additional Lean resources
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Title Topic/Focus
The Goal: A Process of OperationalExcellence
Ongoing improvement
Poke Yoke: Improving Product Implementation of
Quality by Preventing Defects Poke Yoke
techniques
The Toyota Production System DetailedImplementation
of TPS
The Toyota Way Managementprinciples
from Toyota
Lean Solutions Lean thinkingbeyond the
factory floor
Additional Lean resources
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