Process Improvement Group

Value Stream Specification (identify value stream)

Identify activities that, when performed correctly, satisfy customer “wants” (activities that provide value).

(Womack et al., 1990b)

Pull Production

Material is moved within the plant, or from the supplier, only when the next process in line needs the material processing.

(Womack et al., 1990b)                               

Continuous Improvement (Kaizen)

Generate, test, and implement process refinements in an ongoing drive for perfection.

(Womack et al., 1990b)                               

Supplier Integration

Provide regular feedback to suppliers about their performance, develop suppliers so they can be more involved in the production process of the focal firm and ensures that suppliers deliver the right quantity at the right time in the right place.

(Karlsson & Ahlström, 1996)

Value Specification (Specify value)

Identify what customers want (and/or are willing to financially support).

(Womack et al., 1990b)                               

Flow

Create continuous, interruption-free work process across value-adding activities.

(Womack et al., 1990b)                               

Multifunctional Teams

All workers are able to carry out all cell operations (i.e., cross-training is fully implemented).

(Karlsson & Ahlström, 1996)

Zero Defects

Fault free product/service from beginning to end. Each person is responsible for quality assurance.

(Karlsson & Ahlström, 1996)

JIT Production and Delivery

Produce exactly what the customer wants, when it is needed.

(Karlsson & Ahlström, 1996)

Employee Training and Growth

Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.

(Liker & Kaisha, 2004)

Visual Management System

Use visual graphs, and charts that aid lean implementation and maintenance in the plant.

(Abdulmalek, Rajgopal, & Needy, 2006)

Decentralized Responsibilities

Responsibility and authority are shared across all levels of the organization.

(Karlsson & Ahlström, 1996)

Vertical Information System

Provide timely information continuously and directly to all stakeholders and employee in the production line.

(Karlsson & Ahlström, 1996)

Respect of Humanity

Reflect respect for and sensitivity to morale, not making people do wasteful work, real team work, mentoring to develop skillful people, humanizing the work and environment, safe and clean environment, and philosophical integrity among management team.

(“Principles of Lean Thinking: Tools & Techniques for Advanced Manufacturing,” 2004)

Setup Reduction

Reduce the time and costs involved in changing tooling, layout, etc.

(White, Pearson, & Wilson, 1999)

Statistical Process Control (SPC)

Involves the implementation of the statistical tool (like control charts) that monitors process in order to identify improvement opportunities.

(Case, 2004)

Total Productive Maintenance

Ensure that machines will be able to operate at the maximum efficiency, at any time that they are needed producing the products of ultimate quality.

(Abdulmalek, Rajgopal, & Needy, 2006)

Employee Involvement

Create an environment that allow the workers to improve the process, develop solution and plan.

(Nicholas, 2011)

Long-term Philosophy

Base your management decisions on a long-term strategy.

(Liker & Kaisha, 2004)

Workload Leveling

(Heijunka)

Stabilize and smooth the production workload (level schedule). A process designed to keep the production level as constant as possible from day to day.

(Abdulmalek, Rajgopal, & Needy, 2006)

Standard Work

Ensures that each job is organized

and is carried out in a consistent and effective manner.

(Case, 2004)

Reliable Technology

Use technology to support people, not to replace people. and support the process, not conflict with your culture or that might disrupt stability, reliability, and predictability.

(Liker & Kaisha, 2004)

Genchi Genbutsu

Go and see for yourself to thoroughly understand the situation.  

(Liker & Kaisha, 2004)

Nemawashi

Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.

(Liker & Kaisha, 2004)

Quality Circles

Formation of a group of workers to address work related problem.

(Case, 2004)

Self-directed Teams

A group of workers who combine different skills and talents to work without the usual managerial supervision toward a common purpose or goal.

(Shah & Ward, 2007)

Pay For Skill And Performance

Reward systems that seek to replace traditional reward systems to system that demand for more a knowledgeable, more highly skilled, and more flexible work force increases.

(Nicholas, 2011)

5S

A methodology for achieving a clean , orderly workplace. 5S is an abbreviation for sort, straighten, sweep, standardize, and sustain.

(Case, 2004)

Concurrent Engineering

A work methodology based on the parallelization of tasks (i.e. performing tasks concurrently). It refers to an approach used in product development in which design engineering, manufacturing engineering and other engineering functions are synchronized to reduce the time required to bring a new product to the market.

(Nicholas, 2011)

Design For Manufacturability

The general engineering art of designing products in such a way that they are easy to manufacture.

(Nicholas, 2011)

Andon Boards

A system of flashing lights used to indicate production status in one or more work centers.

(Nicholas, 2011)

Small lot Sizes

Produce in small lots so as to keep the production process continuously moving.

(Abdulmalek, Rajgopal, & Needy, 2006)

Mixed Model Production

Assembles multiple product versions, intermixed on the same line and without changeovers.

(Nicholas, 2011)

U-shaped Cell

Product-oriented cell layouts that allow an operator(s) to produce and transfer parts one piece, or one small lot, at a time.

(Nicholas, 2011)

Line Balancing

A synchronization process to ensure uniform flow rates across all workstations.

(Abdulmalek, Rajgopal, & Needy, 2006)

Group Technology

Improve the scheduling efficiencies by grouping similar (geometry, function, or production process) parts to minimize duplication, effort, and the number of problem solving events.

(Nicholas, 2011)

Focused Factory

A simplified factory with fewer processes, products, geared toward low-cost, high throughput operations.

(White et al., 1999)

Cellular Manufacturing

A manufacturing method whereby machines are arranged in a sequence/loop that maximizes product flow.

(Abdulmalek, Rajgopal, & Needy, 2006)

Supplier Development

Involve suppliers in planning, and execution of process improvement and daily initiatives, to improve their ability to meet improved flow standards.

(Case, 2004)

JIT Delivery by Suppliers

Ensures that suppliers deliver the right quantity at the right time in the right place.

(Olsen, 2004)

Supplier Feedback and Relationships

Provide regular feedback to suppliers about their performance.

(Olsen, 2004)

Autonomation

"The automatic shut-down of a process, line or machine in the event that a defect is detected.

(Abdulmalek, Rajgopal, & Needy, 2006)

Poka Yoke

Mistake-proofing, or designing systems in such a way that the right way is the only way.

(Case, 2004)

Customer Requirements Analysis

Identify customer needs through tools such as interviews and quality function deployment, then converting them to design or manufacturing requirements.

(Fung, Popplewell, & Xie, 1998)

Customer Relationship Management

A model for managing a company's interactions with current and future customers. It involves using technology to organize, automate, and synchronize sales, marketing, customer service, and technical support.

(Nicholas, 2011)

Lead Time Reduction

Reduce the delay between the initiation and execution of a process.

(Nicholas, 2011)

Kanbans

A card or sheet used to authorize production or movement of an item.

(Abdulmalek, Rajgopal, & Needy, 2006)

Takt Time

The rate of customer demand.

(Nicholas, 2011)

Top Management Commitment

Lean is a journey, not a destination. Top management support for this philosophy and willingness to incur initial costs of change.

(Womack et al., 1990b)

Value Stream Mapping

A technique used to map the entire value stream in an effort to identify value added vs. non-value added processes.

(Abdulmalek, Rajgopal, & Needy, 2006)

Employee Improvement

Multi-skill training and education.

(Olsen, 2004)

Root Cause Analysis

A method of problem solving that tries to identify the underlying problems that hinder effective operations.

(Nicholas, 2011)