Suggesting Solutions

Table of contents

1. Cover Page
2. Half-Title Page
3. Series Page
4. Title Page
5. Copyright Page
6. Dedication Page
7. Contents
8. Acknowledgments
9. About the Authors
10. Introduction
11. 1 The BASICS® Model: Suggest Solutions
    1. Solving the Lean Puzzle
    2. The Process Block Diagram
    3. Constraints
       1. Points to Consider
    4. Layout Recommendations, Reviews, and Approvals
    5. Cell Layout Design
       1. Beware of Isolated Islands
       2. Fractional Labor
       3. Bad Layouts
       4. Fishbone Layout
    6. Lean Layout Expectations
    7. Creating the Lean Layout
       1. Cell Design
       2. U-Shaped Layout
       3. Straight Line Layouts
       4. Parallel Layouts
    8. Other Layout Considerations
       1. Chaku-Chaku and Hanedashi
    9. Overarching Guidelines to Layout Redesign
       1. Guideline 1: No Isolated Islands
       2. Guideline 2: No or Limited Use of Doors, Drawers, Walls, and Partitions
       3. Guideline 3: Flexibility
       4. Guideline 4: Review Layout and Workstation Design for Travel Distance and “Ergonomics,” Limit Reaching, and Implement Standing/Walking Operations
       5. Guideline 5: Oba Gauge (Line of Sight)
       6. Guideline 6: Staff Should Be Located on the Inside of the Work Cell and Replenishment Should Be from the Outside
       7. Guideline 7: The Layout Should Be Designed with Flow and Visual Controls in Mind
       8. Guideline 8: Co-Locate Executives and Office Staff on or Near the Floor or Areas with Their Products
       9. Guideline 9: Don’t Plan Rework Inside a Cell
       10. Guideline 10: Develop a Master Layout Early in the Project
       11. Guideline 11: Layout Approval
       12. Guideline 12: Housekeeping
    10. How Do We Know When the Layout Is Right?
        1. Struggling to Get the Layout Right?
    11. Ten-Step Master Layout Process
    12. Layout Review
        1. Future Requirements Analysis
        2. Point-to-Point Diagram
    13. Architects versus Lean Hospitals
        1. Ideal Layout
        2. Assumptions and Options and Barriers
        3. Block Layout Draft
        4. Detail Layout
        5. Phased Implementation Plan
        6. ROI Analysis
    14. Typical Approach to a Master Layout
        1. Lean and Architects
        2. Hospital Results—Laboratory
        3. Master Layout Results
        4. Workstation Design
        5. Materials Should Be Fed from the Back of the Workstation
        6. Batching Fixtures and Workstations Must Be Modified or Removed
        7. Plan for Every Tool
        8. Tooling Placement
        9. Tooling Notes
        10. Personal Tools versus Company-Owned Tools
        11. Toolboxes
        12. Tools for Machine Setups
        13. Problem with Shadowed Tools
        14. Sitting versus Standing and Walking Operations
        15. Implementing Workstation Design
        16. Point-to-Point Diagram After
    15. Station Balancing and Load Balancing
        1. Proper Sizing of the Quantity of Supplies Needed
    16. Fit Up
        1. Centralized versus Decentralized
        2. Bringing Up the Line
        3. Stall Tactic
        4. Free Beer Tomorrow
        5. Waiting to Solve Every Possible Situation
        6. Training
        7. Production is Most Important
        8. Parallel Implementation
        9. Start with the Team Leader or Group Leader/Supervisor
        10. Quick Response Team
    17. Lean Roles and Responsibilities
        1. The Importance of the Lean Practitioner Staying with the Line during Start Up
        2. Role of the General Manager or VP of Operations
        3. Role of the Manufacturing Manager (If the Position Exists)
        4. Activities of the Engineering Manager
        5. Role of the Group Leader
        6. Role of the Working Team Leader
        7. Role of the Operators
    18. Rules and Assumptions for Running the Line
        1. The Family Test for Operator Jobs
        2. Flip Chart to Capture Problems and Ideas
        3. Discipline
        4. The Team Leader Must Stay on the Line!
        5. Don’t Interrupt the Line Team Members
        6. Create Lean Line Package
        7. Rules for Stations
        8. Guidelines for Running the Line
        9. Prework Order Checklist
        10. Sample of Water Spider Job Duties
        11. Sample Checklist for Operators TPM
        12. Sample Operator Guidelines for 5S
        13. Every Team Leader Should Have a Stopwatch and Camera at Their Fingertips
        14. Role of the Day-by-Hour Chart at First Introduction
    19. First Week Implementation Points
        1. Working off the WIP
        2. Resist the Urge to Make the Day by Hour Small or Put in the Computer
    20. Action Item List
    21. The Chair!
        1. Set the Line Up Properly If Chairs Are Removed
        2. Everyone Will Want to Start at Once
    22. Cautions to Consider When Implementing a New Line—Variation
        1. How to Handle Variation When Starting a New Line
        2. Small Lot, Mixed Model, and Unlimited Options
        3. Machine Reliability
        4. Batch Equipment
        5. Lean Rework Lines
        6. Unreliable Test Equipment: Failures (Even When the Parts Are Good!)
    23. Lack of Jidoka
        1. Poor Fixturing
        2. Poor Process Reliability: Process Capability Index (Cpk)
    24. Cross-Training
        1. The Importance of Cross-Training
        2. Learning about Your Lack of Cross-Training the Hard Way
    25. Other Lines Utilizing the Same Equipment
        1. What to Do about Rework?
        2. Impact of Model Changeovers the First Week
        3. Trial-and-Error Building
    26. Single Piece Flow Can Still Be Implemented if Trial and Error Building Still Exists
        1. Parts Reliability
        2. Removing Incoming Inspection without Supplier Certification
    27. Chapter Questions
    28. Notes
    29. Additional Readings
12. 2 Using Analysis to Create Standard Work
    1. Why Are Standards Important?
    2. Metric System versus Imperial Units
    3. Standard Work
       1. Definition
       2. Levels of Standard Work
       3. Goal of Standard Work
       4. Developing Standard Work
       5. Standard Work Drives Improvements
       6. Standard Work Components—Sequence of Operations
       7. Standard Work Components—Cycle Time
       8. Standard Work Components—Standard Work in Process (SWIP)
       9. How Do You Know When You Need SWIP?
       10. Wetting the Line
    4. Trading Labor Efficiency for Output
       1. Machine Runs Twice as Long as the Cycle Time
    5. Drying Up the Line
    6. Variation and Standard Work
    7. In-Process Assembly Kanbans Are Not Standard WIP
    8. Work Standards
       1. Standard Work Observations
    9. Professor Kondo’s Four Points
    10. Eventually Standard Work Can Lead to Semi or Complete Automation
    11. True Standardized Work
    12. Assembly Standard Work Form
    13. Why Is It Important to Have Standard Work?
    14. If It Doesn’t Fit—Hit It with a Hammer!
    15. Separate Worker from Machine
    16. Sometimes You Have to Eliminate the Robots!
    17. Standard Operations Routine Sheet
    18. Capacity Planning and Analysis: Part Production Capacity Sheet
        1. Part Production Capacity Sheet Real Life Example
    19. Ancon Gear Case Study
    20. Staffing Analysis and Plan
        1. Determining the Number of Staff Required for the Process
        2. Cross-Training Becomes the Initial Number One Obstacle
    21. The A or Act in PDCA = Sustain Which Requires Updating the Standard Work
    22. Takt Time versus Cycle Time Examples
    23. Lean and the Theory of Constraints (TOC)
    24. Types of Improvement
    25. Walls—Up and Down
    26. True Bottlenecks
    27. Assess Roles and Responsibilities
        1. Roles and Responsibilities Matrix
    28. How to Construct a Cross-Training Matrix
    29. Chapter Questions
    30. Homework Exercise
    31. Notes
    32. Additional Readings
13. 3 Lean Material Basics
    1. Inventory: Lean Materials and Supplies
       1. Recognizing Waste for What It Is—Waste
       2. Some Inventory Is Required: Too Much Is Evil
       3. Too Many WIP Baskets
       4. Problems with MRP Systems
       5. Implementing a New Materials System
    2. True Partnering with Suppliers
       1. Partnering with Suppliers
    3. Supply Chain Management
    4. Reverse Auctions Should Be Outlawed
    5. Supplier Report Cards and the SPI
    6. Point of Use
    7. Stockroom Materials
    8. Levels of Kitting
       1. Pros of Traditional Kitting
       2. Cons of Traditional Kitting
    9. Point of Use Billing
    10. Work Orders “Short Materials” Shut Down the Lean Line Every Time
    11. Supplier Kitting
        1. A Materials Case Study
    12. PFEP (Plan for Every Part)
        1. Functional PFEP Roles
        2. Rules for Kanban Parts
        3. Consigned Inventory
        4. Vendor-Managed Inventory
    13. Materials and Tool Presentation to the Operators
    14. Supplies Needed and Placement
    15. Never Enough Space: Mezzanines
    16. Materials Phases
    17. ABC Classification
    18. Breadman Systems
    19. MRP/ERP Systems
    20. Class A MRP Systems
    21. Electronic Kanban Systems
        1. Min/Max: Replenishment Pull
        2. Internet-Based Systems: Nocturne
    22. Scrap, Excess, and Obsolete
    23. Expensing versus Capitalizing Parts
        1. Robbing Parts from the Lean Line
    24. Recycling Containers
    25. Chapter Questions
    26. Notes
    27. Additional Readings
14. 4 Lean Materials: Strategic
    1. Buyers Assigned by Commodity versus Program: Which Strategy to Pick?
       1. Commodity Buying
       2. Program or Product Line Buying
    2. Total Cost Materials Management
    3. Annual or Multiple-Year Contracts, Long-Term Agreements
       1. Use of Commodity Teams
       2. Materials Implementation
       3. Negotiation
       4. Long-Term Agreements
       5. Flex Fences
       6. Forecasts
       7. Early Supplier Involvement
       8. Supply Sequencing
       9. LTA Metrics and Enforcing Quality with Suppliers
       10. Supplier Financials
    4. RFID
    5. EDI
    6. ISO 9000
    7. Lean and Government/Military Contracting (CPSR, DAR, FAR, and DCAS)
    8. Electronic Drawing Capability
    9. Certified Supplier Program
    10. Risk Mitigation Plans
    11. Sole Source
    12. Centers of Excellence Thinking
    13. Insourcing versus Outsourcing
    14. Chapter Questions
    15. Notes
    16. Additional Readings
15. 5 Importance of Creativity before Capital
    1. Creativity before Capital—Machines
       1. Cost of the Machine
       2. Time to Implement
       3. Automation
       4. Conveyors
       5. Right-Sized Equipment
       6. Machines Can Carry Baggage (No Pun Intended)
    2. Lean Creativity Solutions
       1. Lean Is Ongoing Iterations of Improvement
       2. Creativity before Capital to Create Flow
    3. Capital Equipment
       1. Creativity before Capital with Material Handling
       2. Creativity before Capital in 5S
    4. Can You Implement Lean without Spending Millions of Dollars?
    5. Chapter Questions
       1. Exercise
    6. Note
    7. Additional Readings
16. 6 Engineering and Lean Solutions
    1. How to Design Lean into Products and Services
       1. Design for Lean: The 3P Process
       2. Note Regarding Transactional Processes
       3. Poor Engineering Design Symptoms
       4. Developing Complex Lean Lines
       5. P(C)DCA
       6. Design for Manufacturability Example: These Results Were Achieved While Analyzing an Assembly Video
    2. Design Roots
       1. Definition
       2. We Need a Crystal Ball!
       3. Create a Design Plan
    3. Time to Break Out the Lean Tools
       1. Waste Removal during Design
       2. Engineering Velocity
    4. DFMA Supports Lean
       1. What Is a Part Worth and What Are the Design Impacts to Assembly?
       2. Where to Begin
       3. DFMA Simulation
       4. Implementing DFMA Principles
       5. Eliminate
       6. Combine
       7. Simplify
       8. Parts Handling
       9. Robust Processes
       10. Mistake Proofing
       11. Reviewing an Assembly Using DFMA
       12. DFA Results
       13. Beyond Time and Dollars: The Hidden Benefits
       14. Reviewing an Assembly Using DFMA
       15. DFA Results
    5. How to Apply Lean Principles to the Engineering Process Itself
       1. Lean Implementation Degree of Difficulty Scale
    6. Resistance to Change
       1. Boeing Utilizing Innovation Teams to Increase 737 Production
    7. Where to Start: Overall Engineering Effectiveness Scale for a Project
    8. Low-Hanging Fruit
       1. Meetings
       2. Planned Downtime
       3. Unplanned Downtime
       4. Phone Calls
       5. Value-Added Criteria for Engineer (Must Meet All Three)
       6. Searching—3 Seconds Rule
    9. How to Start Leaning the Engineering Design Process: A Transactional Process
       1. What Is the Design Process?
       2. Seven Wastes of Design
       3. Other Engineering Wastes
       4. Batching versus Sequential Engineering Design Processes
       5. What We Find in the Engineering Process
       6. Baselining the Process: Study the Current Design Lead Time
       7. Value Stream Map the Process
       8. Conduct a PFA on the Process and Draw a Point-to-Point Diagram
    10. Ten Rules for Improving the Design Process
        1. Importance of Design and +QDIP Delivery Lead Times
    11. Tool Boards Exercise—Which Tools Don’t Belong?
        1. How Many Tools Does It Take to Put Together a Unit?
    12. Change and Engineers
        1. Change and Engineers: Factory Work Is beneath Them
    13. Change and Toyota Engineers
    14. Engineering Software Development
    15. Menlo Innovations History and Context
        1. The Tangible Elements of the Menlo Way
        2. Maintaining Energy
    16. Summary of Engineering Considerations
        1. Test Lean Suggestions
        2. Production—Preparation—Process (3Ps)
        3. Product Design/Product Flow
        4. Materials
        5. Target Floor Cell for New Product
        6. TPM
    17. Chapter Questions
        1. Discussion Questions
        2. Exercise
    18. Notes
    19. Additional Readings
17. Appendix A - Study Guide
18. Appendix B - Acronyms
19. Appendix C - Glossary
20. Index