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GREENBELT GLOSSARY Definition A Japanese term which refers to a,..visual mana~ement devl~ (signboard, _text, or sound) that calls attention to an abnormal situation in trie process. It gives the worker the ability to stop the process when a defect or problem is found, and Immediately call for assis...

GREENBELT GLOSSARY Definition A Japanese term which refers to a,..visual mana~ement devl~ (signboard, _text, or sound) that calls attention to an abnormal situation in trie process. It gives the worker the ability to stop the process when a defect or problem is found, and Immediately call for assistance to solve the abnormality. Common reasons for manual activation of the Andon are part shortage, defect created or found, tool malfunction, or the existence of a saf~ problem. Bottlene-ck-----i---,-The step (or steps) In the process which prevents sufficient throughput or . productivity to meet customer demand. A metaphortcal exam_ple: as water 15 poured out of a bottle, the rate of outflow is limited by the width .of the neck of the bottle. So, by increasing the width of the bottleneck one can increase the rate at which the water flows out. A problem solving methodology that incorporates tools such_ as: Project Power Charter (summarize important aspects of proJect on one page) Value-Stream Mapping (where are the bottlenecks and why) Fish-Bone Diagram & 5 Whys (root cause analysis) Brainstorming (no idea Is a bad idea) Value Graph (prioritize solutions) Im lementation Pian roadma for next 3-6 months Refers to the time required to complete one cycle of a process from start to Cycle-lime end. Every process has process steps (including waiting time in between steps) (or Process lime) and each step has its own cycle time. In lean, speed is of the essence and the focus in Module 2 of the program will be on reducing process time by alleviating the bottlenecks. An on-going process which involves everyone in the organization to improve Continuous products, services or processes. These efforts utilize the internal talent available Improvement and encourage small "incremental" improvements more regularly or sometimes more significant "breakthrough" improvements. The ideas for improvement should come from workers themselves who will then be encouraged to im lement the ideas on their own or throu h a Kaizen team. Flow (or Just-inOne of the key principles of lean which focuses on the uninterrupted delivery of Time) ...,value in the process. The ultimate work flow is the "one-piece flow", where materials or information is delivered down the value stream one at a time with no interruptions in between each step. With perfect flow, there would be no invento . Gemba ~ 'I-' AJapanese term which refers to "where the work is done". It is related to the tf.[ ,-::;;,, .., Toyota management principle of Genchi Genbutsu or "go see for yourself (at ( ..~a" the Gemba)". The principle behind going to the Gemba is for managers to see the action for themselves first-hand to more clearly understand all aspects of a ~~ OC. ftA. situation. Hansei (aid Huddll) A ?apanese term for "reflection" for the team or individual for highlighting Wh,-.+ ~ l \ t ~ • thm~s that went well and areas where improvements are required. Hansei 6 '' ~' _ , sessions are us_ually conducted at the end of each day or shift. Action items " \wil. ~ ~~ - from areas for improvement ca~ then be part of the Huddle sessions at the start ~f each day or the next shift. Huddle and Hansei sessions are important in fosterm teamwork communication roblem solvin etc. I Jidoka p·· I Jldoka Is O of the _ ~ ,-.u, ~ust-in-TI~ Jldoka wr pfUars of the Toyota Production System along wit~ I hli hts the causes of croblems because work s~ophe ( ~ ,---· Immediately when a problem nrs{ occurs. 1ms leads to Improvements mt f-&,,,.. bf4 ·~) processes that build in quality by ellmlnatlng the root causes of defects. Since Kalzen Kanban Lean POCA Poka-yoke Standards I Value equipment stops when a problem arises, a single operator can vls~a!)Y. monitor and efficiently control many machines. As an Important tool for this visual control" or "problem vlsuallzatlon," Toyota plants use a problem display board system called "andon" that allows operators to Identify problems In the oroduction line with only a_g lance ~.- - - - - - - - - - - , - - - - - - , - - - - - : : - - - : - : - - - 1 A Japanese term which means "good change" or "change for the better" _an~ is usually associated with the continuous improvement cu lture of the organ1zat1~n. one of the goals of Kaizens is to establish new Improved standards, from which form the basis for future continuous imorovement activities. A Japanese term for "sign display". A kanban Is a signaling device that gives authorization and instructions for the prod uction or withdrawal of items in a pull ~ m. A management philosophy based mainly on the Toyota Production System (11>5), which has two key pillar concepts; Just-in-llme (Flow) and Jidoka (smart automation). Continuous Improvement (and People Development) is the glue to holds them together, underpinned by Operational Excellence. Toyota's focus in attaining the goals of Quality, Cost and Delivery is based on three origins of waste: Muda (non-value-adding work), Muri (overburden), and Mura (unevenness) to expose problems so that the appropriate tools can be used to achieve better flow. True Lean is a combination of 50% Value Principles and 50% Lean Culture Also known as the Deming Cycle, POCA stands for Plan-Do-Check-Act and is an iterative four-step management method used in business for the control and continuous improvement of processes and prod ucts: Plan - Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals) Do - Implement the plan, execute the process, and make the product. Check - Study the actual and compare against the expected results to ascertain any differences. Act - Request corrective actions on significant differences between actual and planned results. Analyze the differences to determine their root causes. Determine where to apply changes that will include improvement of the process or oroduct. A Japanese term that means "mistake-proofing". A poka-yoke is any mechanism in a process that helps avoid mistakes. Its purpose is to eliminate defects by preventing, correcting, or drawing attention to human errors as they occur. Standards are the key to maintaining process excellence and form the basis for continuous improvement. A good Standard Operating Procedure (SOP) provides a clear image of a desired outcome, and should be simple, clear, visual and posted at the point of use. In lean, value is defined from the customer's perspective and any step or t ransaction in a process that they are willing to pay for is considered "value. added". Evervth ina else is considered "non-val ue" or sl molv. Waste. The main 9m b 0 focus of lean activities ls on reducing or eliminating any "non-value" steps or transactions In a process. __ _ All of the actions, both value-creating and non-value-creating, required to bring Value Stream a product from concept to launch and from order to delivery. These include actions to process Information from the customer and actions to ,_ _ _ _ __ _ ___, !ransform the product on Its way to the customer. Through the "lean lens", any step or transaction in a process that does not add value to the end customer Is considered waste and a target for elimination. From the customer's perspective, value Is defined as any step or transaction in the process that they are willing to pay for. The 8 forms of waste are: Transportation (moving people, products, Information) I nventory (storing things, supplies, documentation, information) Motion (bending, turning, reaching, lifting, avoidable repetitive motion) Waiting (for work, information, instructions, approvals) Overproduction (making more than is immediately required) Overprocessing (ineffective processes, doing unnecessary work) Defects (errors, incomplete information, scrap and rework) Skills underutiiizin ca abilities under-develo ed roblem solvin skill • Refers to any unreasonable work imposed on workers and machines due to Waste (Muri) poor organization, such as carrying heavy weights, dangerous tasks, even workin si nificantl faster than usual. Waste (Mura) "Unevenness" or inconsistency or variation in processes that contribute to waste such as invento motion over or underutilization of resources. Yokoten A Japanese term that means "across everywhere". This is the sharing of new knowledge (actions, practices, Kaizen results, and technology applications) and best ractices across the de artment division and other business areas ss One of the most fundamental tools in lean used for organizing the workplace. 5S stands for: Sort - remove any:thi_n~ (material, ~ools, etc) not required to complete the process (h i~ ~ . "'•v.1 ~ • w"'°' J"""'3X d k!) Set-in-Order (Stabilize) - find a home location for each item Shine - use the cleaning process as a safety inspection of the workplace Standardize - standardizing work practices Sustain - maintain and review standards for continuous improvement Aside from a more efficient and effective workplace, SS also leads to a safer work environment. The ldadslon-making process during a 5S kaizen usually comes from a ut standardization which builds a clear understa ess owners of how work should be done. 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