3P 5S The Production Preparation Process (3P) can be defined as the process of designing products and their associated production process methods in the shortest time possible that support Lean principles such as one-piece flow, building quality into the process, quick changeover, and flexibility. Production Preparation Process involves consideration and testing of various process alternatives, the cross-functional team approach, and providing feedback to product design in order to improve the production process... Five terms beginning with S used to create a workplace suited for visual control and lean production. Companies adopted the five Japanese words and created English counterparts: Sorting, Simplifying (Storing), Sweeping (Shining, Scrubbing), Standardizing, and Self-discipline (Sustaining). Words in parenthesis are other variations depending on the company or industry. 7 Ways This concept is used frequently in new product/process development improvement. Formally known as Production Process Preparation, or 3P, 7 ways is a method used to encourage creativity to generate multiple solutions to meet a customer need. Forcing the team to generate 7 alternatives leads to creativity. Coming up with 2 or 3 ways is pretty easy, but we need to get out of the box to get to 7. 7 Flows 7 flows in manufacturing: Accelerated Improvement Workshop (AIW) Andon Board Autonomation Batch-and-queue Behavior 1. People 2. Raw material 3. Work-in-process 4. Finished Goods 5. Equipment 6. Information 7. Engineering We must first observe each of these flows to gain full understanding. In our observation, take notes and sketch out the seven flows as we see them. It is very important not to skip this step and actually sketch out the seven flows regardless of our artistic skills. A rapid, rigorous, and disciplined learn-do process, requiring detailed planning, where people who do the work reorganize it to achieve major reductions in cost and flow time. Sometimes called a Rapid Improvement Workshop (RIW) or simply a Kaizen event. A visual control device in a production area, typically a lighted overhead display, giving the current status of the production system and alerting team members to emerging problems. Transferring human intelligence to automated machinery so machines are able to detect the production of a single defective part and immediately stop themselves while asking for help. This concept is also known as jidoka. The mass production process of making large lots of a part and then sending the batch to wait in the queue before the next operation in the production process. Contrast with single-piece flow. Tasks, action, procedures, steps, activities, tactics, decision (If-Then), choices or discriminations. This can include covert or inner behavior, for example internal Hamacher and Associates, LLC Page 1
Behavior Influencer Brown field Cell Cellular Manufacturing Chaku-chaku Changeover Coaching Kata Continuous Flow Cycle Time End Item Inspection Fish Bone Diagram Five S Five Whys decision-making or thinking through activities that we can ask performers to verbalize as they perform in order to make the activities accessible to us and able to be documented. (From An Introduction to Performance Thinking, The Performance Thinking Network, Bainbridge Island, WA. Copyright 2011) Factors in the environment around a worker or present in the worker themselves that influence how they behave on the job. For example, an individual s performance might be a factor of their capability to behave in a certain way. An established design or production facility operating with mass-production methods and systems of social organization. Contrast with green field. A product-oriented layout that places the various machines in the exact sequence required for processing a family of parts. Also applicable to non-manufacturing operations wherein functional tasks are co-located and sequences to process paper transactions. Model for workplace design, and has become an integral part of lean manufacturing systems. Cellular Manufacturing is based upon the principles of Group Technology, which seeks to take full advantage of the similarity between parts, through standardization and common processing. A method of conducting single-piece flow in which the operator proceeds from machine to machine, taking a part from the previous operation and loading it into the next machine, then taking the part just removed from that machine and loading it in the following machine, etc. Literally means, "load-load" in Japanese. The installation of a new type of tool in a metal working machine, a different paint in a painting system, a new plastic resin and a new mold in an injection molding machine, new software in a computer, etc. The term applies whenever a production device is assigned to perform a different operation. All the activities performed changing over equipment from the last production lot to the next production lot. Also see Setup. The Coaching Kata is a Routine for Teaching the Improvement Kata. The Coaching Kata is a set of coaching routines to practice in order to develop effective coaching habits. It's a coaching pattern to help you teach the Improvement Kata thinking pattern. The Coaching Kata gives managers and supervisors a standardized approach to facilitate Improvement Kata skill development in daily work. Flow of products or services in a level manner through the process. The ideal situation is one-piece flow at and between processes. The intent of continuous flow production is to increase the velocity of products (reduced cycle time) and to make the production cycle predictable. The amount of time to accomplish the standard work sequence for one product, excluding queue (wait) time. If the cycle time for every operation in a complete process can be reduced to equal takt time, products can be made in single-piece flow. At the end of the process the quality of a product is compared to a standard and defective items are sorted out. Sampling is used when 100% inspection is too painful. See Ishikawa Diagram See 5S Taiichi Ohno's practice of asking "why" five times whenever a problem was Hamacher and Associates, LLC Page 2
Flow (Continuous) Flow Time Gemba Greenfield Group Technology Hanedashi Heijunka (load leveling or production smoothing) Human Performance Improvement Kata Ishikawa Diagram (fishbone diagrams, herringbone diagrams, cause-andeffect diagrams) encountered, in order to identify the root cause of the problem so that effective countermeasures could be developed and implemented. The progressive achievement of tasks along the value stream so that a product proceeds from design to launch, order to delivery, and raw materials into the hands of the customer with no stoppages, scrap, or back flows. The amounts of time to accomplish the processing sequence, including queue (wait) and move times. Shop floor. Also can be loosely used to describe other types of work areas. A new design or production facility where best practices and lean methods can be put in place from the outset. Contrast with brown field. Manufacturing technique in which the parts having similarities in Geometry, manufacturing process and/or functions are assembled together. GT is based on a general principle that many problems are similar and by grouping similar problems, a single solution can be found to a set of problems, thus saving time and effort. The group of similar parts is known as part family and the group of machineries used to process an individual part family is known as machine cell. It is not necessary for each part of a part family to be processed by every machine of corresponding machine cell. This type of manufacturing in which a part family is produced by a machine cell is known as cellular manufacturing. The manufacturing efficiencies are generally increased by employing GT because the required operations may be confined to only a small cell and thus avoiding the need for transportation of in-process parts. Automatic part ejection and presentation to the operator The goal is to produce intermediate goods at a constant rate so that further processing may also be carried out at a constant and predictable rate. On a production line, as in any process, fluctuations in performance increase waste. This is because equipment, workers, inventory and all other elements required for production must always be prepared for peak production. This is a cost of flexibility. If a later process varies its withdrawal of parts in terms of timing and quality, the range of these fluctuations will increase as they move up the line towards the earlier processes. This is known as demand amplification. Where demand is constant, production leveling is easy, but where customer demand fluctuates, two approaches have been adopted: 1) demand leveling and 2) production leveling through flexible production Performance is behavior producing valuable work outputs that contribute to business results. (From Managing and Leading People with the Six Boxes Approach (R6), The Performance Thinking Network, Bainbridge Island, WA. Copyright 2011) The Improvement Kata provides a common protocol; a teachable routine for commonizing how members of an organization systematically and scientifically work together in solving problems and removing obstacles. Causal diagrams created by Kaoru Ishikawa (1968) that show the causes of a specific event. Common uses of the Ishikawa diagram are product design and quality defect prevention, to identify potential factors causing an overall effect. Each cause or reason for imperfection is a source of variation. Causes are usually grouped into major categories to identify these sources of variation. The categories typically include: People (Anyone involved with the process) Hamacher and Associates, LLC Page 3
Jidoka Just-In-Time (JIT) Kaikaku Kaizen KaiKata Kanban Kata Methods (How the process is performed and the specific requirements for doing it, such as policies, procedures, rules, regulations and laws) Machines (Any equipment, computers, tools, etc. required to accomplish the job) Materials (Raw materials, parts, pens, paper, etc. used to produce the final product) Measurements (Data generated from the process that are used to evaluate its quality) Environment (The conditions, such as location, time, temperature, and culture in which the process operates) Transferring human intelligence to automated machinery so machines are able to detect the production of a single defective part and immediately stop themselves while asking for help. This concept is also known as autonomation. JIT is the name Toyota gave to its own production system. The goal of JIT is to supply exactly the required products (parts, paper, and service), in exactly the required quantities, at exactly the required time. JIT deliveries need to happen for all processes at all stages. This includes design information and external and internal suppliers at every step of the process until delivery of the final product to the external customer. It is the process where everyone and every process receives what they need, when they need it, in exactly the needed amount. It is completely intertwined with CQI and employee involvement. Radical improvement of an activity to eliminate muda, for example by reorganizing processing operations for a product so that instead of traveling to and from isolated "process villages," the product proceeds through the operations in single piece flow in one short space. Continuous improvement - gradual, unending improvement, doing "little things" better, setting - and achieving - ever higher standards. Often used in place of the term Accelerated Improvement Workshop (AIW). Kaikata events are a rapid use of Toyota Kata in an event based setting similar to a kaizen event. Emphasis is placed on the rapid use of PDCA and coaching cycles. A directional device which gives authorization and information concerning in what quantity, by what means, and how to transport it. Literal translation is a "visible record" for controlling production and inventory on the shop floor. Kanban is usually seen in the form of a card; however, it can be a special container, a token or other means. Japanese word describing detailed choreographed patterns of movements practiced either solo or in pairs. The term form is used for the corresponding concept in non-japanese martial arts in general. Kata originally were teaching and training methods by which successful combat techniques were preserved and passed on. Practicing kata allowed a company of persons to engage in a struggle using a systematic approach, rather than as individuals in a disorderly manner. The basic goal of kata is to preserve and transmit proven techniques and to practice self-defense. By practicing in a repetitive manner the learner develops the ability to execute those techniques and movements in a natural, reflex-like manner. Systematic practice does not mean permanently rigid. The goal is to internalize the movements and techniques of a kata so they can be executed and Hamacher and Associates, LLC Page 4
Lead time Lean Enterprise adapted under different circumstances, without thought or hesitation. A novice s actions will look uneven and difficult, while a master s appear simple and smooth. The total time a customer must wait to receive a product after placing an order. When a scheduling and production system is running at or below capacity, lead time and throughput time are roughly equal less the customer signal time. When the demand exceeds the capacity of a system, there is additional waiting time before the start of scheduling and production, and lead time exceeds throughput time. All the firms along the value stream who together periodically conduct rapid analyses and then take fast-strike improvement actions. The objectives of the lean enterprise are: 1) to correctly specify value for the customer, avoiding the normal tendency for each firma along the stream to define value differently, 2) then identify all the actions required to bring a product from concept to launch, from order to delivery, and from raw material into the hands of the customer and on through its useful life, 3) remove any actions which do not create value and make those actions which do create value proceed in continuous flow as pulled by the customer, and 4) analyze the results and start the evaluation process over again. Lean Manufacturing A vital part of a company s Production Strategy that concentrates on simplifying and improving production processes. That means eliminating anything we don t really need to do to satisfy our customers and making sure that the things we continue to do occur with no waiting, rework, or scrap. The key to Lean Manufacturing is that improvements are made by the people who actually do the work at the place where the work gets done. Material Requirements Planning (MRP) Measures Milk run Mistake-proofing Muda Multi-machine working Mura A computerized system used to determine the quantity and timing requirements for materials used in a production operation. MRP systems use a master production schedule, a bill of materials listing every item needed for each product to be made and information on current inventories of these items in order to schedule the production and delivery of the necessary items. Manufacturing Resource Planning (often called MRP II) expands MRP to include capacity planning tools, a financial interface to translate operations planning into financial terms and a simulation tool to assess alternative production plans. Facts and data that either help me control my process or measure the results of my process. A routing of a supply or delivery vehicle to make multiple pickups or drop-offs at different locations. A defect-prevention system that builds into a design or production process devices that make mistakes impossible - for example, designing mating parts to they will fit together in only one way, tooling in such a way that assembly can only be accomplished in the correct way, or using menus on computers Any activity that consumes resources but creates no value - Muda is waste. Training of employees to operate and maintain different types of production equipment. Multi-machine working is essential to creating production cells where each worker utilizes many machines. Unevenness in operations. There is variance in customer demand, variance in product mix, variance in production methods within a plant or within processing times and variance in way of working. Variability in a system will be buffered by Hamacher and Associates, LLC Page 5
Muri Non-Value Added (NVA) Open-book management Operation PQ Analysis Perfection Performance Thinking Point of Use Poka-yoke Process Processing time Process villages Product/Process Matrix PQ Analysis some combination of inventories, capacity or time. Overburdening of people and equipment. When people are overburdened they feel Stress or even burned-out. Overburdened machines result in breakdowns and faster wear-out Any activity that does not add market form or function or is not necessary. (These activities should be eliminated, simplified, reduced, or integrated.) Alternate definition: Those activities that take time or resources, but do not directly contribute to the product/service as required by the customer. A situation in which all financial information relevant to design, scheduling, and production tasks is shared with all employees of the firm, and with suppliers and distributors up and down the value stream. An activity or activities performed on a product by a single machine. Contrast with process. See Group technology The complete elimination of muda so that all activities along a value stream create value. Performance Thinking is an approach designed by leaders in the Performance Thinking Network to describe practitioners who are able to look at performance, link it to results, understand what drives it, and re-arrange behavior influences to move things in the desired direction. It goes beyond tools and methods to a way of looking at things. (Carl Binder, Performance Thinking and Why Do We Care? - Performance Improvement from the Inside Out blog, May 19, 2009. http://www.sixboxes.com/blog.html?&blog=uovvuiflet&articleid=12 This is simply the practice of storing any inventory, tooling, instructions, specifications, etc. you have at the point where it will be used. A mistake-proofing device or procedure to prevent a defect during order taking or manufacture. An order-taking example is a screen for order input developed from traditional ordering patterns that questions orders falling outside the pattern. The suspect orders are then examined, often leading to discovery of inputting errors or buying based on misinformation. A manufacturing example is a set of photocells in parts containers along an assembly line to prevent components from progressing to the next stage with missing parts. The poka-yoke is this case is designed to stop the movement of the component to the next station if the light beam has not been broken by the operator's hand in each bin containing a part for the product under assembly at that moment. A poka-yoke is sometimes also called a baka-yoke. A series of individual operations required to create a design, completed order, or product. The time a product is actually being worked on in design or production and the time an order is actually being processed. Typically, processing time is a small fraction of throughput time and lead-time. The practice of grouping machines or activities by type of operation performed, for example, grinding machines or order-entry. Contrast with cells. See Group Technology See Group Technology Hamacher and Associates, LLC Page 6
Pull Queue time Self-Inspection Sensei Setup Setup Time Single-Minute Exchange of Die (SMED) Single piece flow Source Inspection Standard Operations Standard Work Successive Checks or Inspection Takt Time Throughput Throughput time Total Productive Maintenance (TPM) A system of cascading production and delivery instructions from downstream to upstream activities in which nothing is produced by the upstream supplier until the downstream customer signals a need. The opposite of push. See also kanban. The time a product spends in a line awaiting the next design, order processing, or fabrication step. A self-inspection occurs when the person performing the work checks their work before the work moves to the next process step. A personal teacher with a mastery of a body of knowledge, in this case Lean Manufacturing. All the activities performed changing over equipment from the last production lot to the next production lot. The amount of time taken to change over a piece of equipment from the end of the last good piece of production to the beginning of the first good piece of the next production lot. (Setup time, is clock time, not labor time.) An element of Just-In-Time production systems, SMED is a practice that reduces machine set-up time to less than 10 minutes. One-touch setup is the term applied when changeovers require less than a minute. The long-term objective is always zero setup, in which changeovers are instantaneous and do not interfere in any way with continuous flow. A situation in which products proceed, one complete product at a time, through various operations in design, order taking, and production, without interruptions, back flows, or scrap. Contrast with batch-and-queue. A source inspection occurs when the causes or potential errors are checked by the person performing the work before they cause a defect. A documented, repeatable process that results in high quality output. Establishing and following standard and reliable processes is the foundation for all improvement. Three key elements help establish standard operations takt time, standard work sequence, and standard work-in-process. The order of steps that an operator performs to complete one production cycle, specifying cycle time, take time, specific tasks, and the minimum inventory of parts on hand needed to conduct the activity. A successive-check occurs when the previous work is completed and that work is checked by the next person in the process. The available production time divided by the rate of customer demand. For example, if customers demand 240 widgets per day and the factory operates 480 minutes per day, takt time is two minutes; if customers want two new products designed per month, takt time is two weeks. Takt time sets the pace of production to match the rate of customer demand and becomes the heartbeat of any lean system. The volume of product or service produced during a given timeframe. The time required for a product to proceed from concept to launch, order to delivery, or raw materials into the hands of the customer. This includes both processing and queue time but does not include the time it takes the customer to signal or place the order. Contrast with processing time and lead time. A series of methods, originally pioneered by Nippondenso (a member of the Toyota group), to ensure that every machine in a production process is always able to perform its required tasks so that production is never interrupted. Hamacher and Associates, LLC Page 7
Transparency Value (Added) VA Value stream Visual Control System Water Spider Waste Zero Quality Control (ZQC) See visual control system Any activity that increases the market form or function of the product or service. (These are things the customer is willing to pay for.) Alternate definition: An activity that changes the size, shape, fit, form, or function of material or information (for the first time) to meet customer requirements. The specific activities required to design, order, and provide a specific product, from concept to launch, order to delivery, and raw materials into the hands of the customer. Used throughout an organization to help workers and management know the process status. There are two types of systems: one is a production-scheduling scoreboard; the other is like a state of quality, or problems, at each processing area. Used synonymously with transparency. A worker who collects and delivers parts in kits or sets to multiple processes on a just-in-time basis. The two main purposes of this role in improving assembly processes are 1) to deliver the required parts to each operator so that the operator can focus on the value-added task of assembly; and 2) to take on the nonrepetitive (not performed in every cycle) tasks, such as replacing supplies or perishable tooling. As a result, waste on the assembly line becomes more visible. The name water spider takes his name from the little bug we see on the water, which skates elegantly from one position to the next, with little waste and effort. Any activity that occurs as a direct result of nonconformance to the valid requirements of customers - can usually be found in 11 critical areas: Complexity, Labor, Overproduction, Space, Energy, Defects, Materials, Idle materials, Time, Transportation, and Safety Hazards. The combination of source inspection (which detects errors before they become defects) and mistake proofing devices (which weeds out defects before they're passed down the production line) eliminates the need for statistical quality control. Shingo demonstrates how this proven system for reducing defects to zero turns out the highest quality products in the shortest period of time. KaiKata is a registered trademark of Hamacher and Associates, LLC. Hamacher and Associates, LLC Page 8