andon, 48, 49
A3 problem solving format, 116
A3 thinking, 115–117
benchmarking, 124–125
Bird cage, 39
catchball process, 136–137
cause and effect diagram, 111
cell layout, 34, 37
cellular layouts
issues in, 38–40
continuous improvement, 99–117
continuous improvement organization, 101–102
control system, 46
lean, 48–49
people and, 46–48
control systems
and goals, 49–51
lean approach, creating, 51–52
current-state value stream map, 76, 77, 79, 81, 83
DBR. See Drum-buffer-rope
downtime losses, 12, 13
Drum-buffer-rope (DBR), 67–69
external setups, 25
facility layout
basic types of, 33–34
general rules of, 40–41
importance of, 35–38
labor flexibility and, 41–43
selecting correct, 34–35
visible control, 33–43
feedback loop, 59
FIFO. See First-In-First-Out order
First-In-First-Out (FIFO) order, 76, 82
future-state value stream map, 76
“Goal Theory,” 49
HBC. See Hot Bagel Company
Heijunka, 62–64
Hoshin Kanri
Act phase of, 140–141
background, 134
check phase of, 139–140
coordinating improvement, 133–141
do phase of, 138–139
key phases of, 134–136
plan phase of, 136–138
Total Quality Management and, 134
Hot Bagel Company (HBC), 77, 79
internal setups, 25
inventory, 65–67
isolated Island layout, 39
Japan Management Standard (JMS), 125
JMS. See Japan Management Standard
kaizen events, 95–96
kanban cards, 60–61
labor skills matrix, 42
leadership infrastructure, 92–93
lead manager, 51
lean control system, 48–49
lean operating system, 49
maintenance costs, 18
OEE. See overall equipment effectiveness
One touch functional clamps, 31
operator checklist, 104
operator maintenance checklist, 20
organizational design, 102–104
overall equipment effectiveness (OEE), 16–18, 23
PDCA. See Plan-Do-Check-Act wheel
Plan-Do-Check-Act (PDCA) wheel, 106–115
tools, 107–115
poka-yokes, 125–131
problem organization, 100–101
problem solving
employee teams for, 105–106
organizational design and, 102–104
visual measurements to, 104–105
process (or functional) layout, 34, 36, 37, 38
product layout, 33, 36
product-process matrix, 34
pull systems
as improvement system, 64–65
kanban cards and, 60–61
level production (Heijunka), 62–64
Theory of Constraints, 67–69
visual control, 57–69
working of, 59–60
quality improvement infrastructure, 89–90
radar chart, 7, 8
rapid improvement events (RIE), 95–96
RIE. See rapid improvement events
5S audit sheet, 7
setup procedures
identifying steps in, 26–27
internal and external steps, separation, 27–29
setup times, 25
managing external, 29–30
reducing internal, 30–31
Shingo, Shigeo, 24
Single-Minute-Exchange-of-Die, 144
Single Minute Exchange of Die (SMED) system, 23–32
benefits of, 31–32
Six Sigma program, 88
SMED. See Single Minute Exchange of Die system
5S (Seiri, Seiton, Seison, Seiketsu, and Shitsuke) program, 1–9, 143
standardization, 124–125
standardized work sheet, 124, 125
standard operations, 122–124
standard work, 119–121
effectiveness, 121–122
supermarkets, 61, 62
Supplier, Input, Process, Output, and Customer (SIPOC) diagram, 72–75, 77, 78
example, 73–75
“TAG” method, 1
team infrastructure, 93–95
Theory of Constraints (TOC), 67–69
TOC. See Theory of Constraints
total productive maintenance (TPM)
The Big Six Losses, 12
checklist, 21
teams for, 19–22
through visible control, 11–22
Total Quality Management (TQM), 85–96, 145
background, 85–88
Hoshin Kanri and, 134
leadership infrastructure, 92–93
quality improvement infrastructure, 89–90
team infrastructure, 93–95
training infrastructure, 90–92
TPM. See total productive maintenance
TQM. See Total Quality Management
training infrastructure, 90–92
U-shaped layout, 39
value stream mapping, 71–84
creating, 75–84
SIPOC diagram, 72–75
symbols, legend for, 77
visual control, 49
for complex work, 52–55
facility layout, 33–43
using 5S, 1–9
total productive maintenance, 11–22
using pull systems, 57–69
visual signaling for, 45–55
visual signaling, 45–55
work structure, standardization, 119–131