Tltc Lean Training – Culture Module

Pareto analysis and 5S are classic Lean tools, but not for root cause analysis.

A poke yoke is a process or design feature to prevent errors. It should be inexpensive, based on simplicity and ingenuity. It makes it IMPOSSIBLE to produce and error, eliminating the need for checks.

The loom stopped itself from making bad material - it was an example of Jidoka or autonomation - a machine with intelligence.

Lean is all about being visual and transparent – by putting simple, actionable real-time performance data in a place where an entire team can see it, everyone knows how they are tracking against targets.

There should be financial and non-financial metrics, appropriate to the level of employees – at staff level, occurrences and percentages are more meaningful than $ amounts.

It is my role as a Lean team member to make sure that my peers have an accurate understanding about what Lean is and how Lean will benefit the organisation.

Root cause analysis is a systematic process used to identify the fundamental underlying reason behind a problem or issue. It aims to go beyond surface-level symptoms and identify the core cause, allowing for effective problem-solving and prevention of future occurrences. By determining the root cause, organizations can not only correct the issue permanently but also implement measures to control and prevent its reoccurrence, ensuring long-term improvement and stability. Therefore, the correct answer is "All of the above."

You can put different Lean elements in different locations in the graphic to illustrate your own organisation’s prioritisation of the Lean building block, but the bottom line is that all the elements are needed to support one another.

The behaviours that employees exhibit in a high performance continuous improvement culture – collaboration, identifying problems, solving problems, etc. require a strong structure.

Prevent machines from making defective products eliminates need for checking since it eliminates possibility of error. Plus, it frees people from having to watch machines, allowing them to do something else while the machine runs.

Kaizen events are for implementing incremental improvements – an “inch wide and a mile deep”.

Actually, we need to make needed changes to align organizational structure, management systems and measurements with the vision.

The mantra “Don’t let the perfect be the enemy of the good!” applies to pretty much everything except setting quality goals. We should always aim for 100% quality / 0% errors.

It is a communication tool that reinforces actions. Thus, the rewards / recognition should occur as close to the performance of the actions as possible, so the recognition reinforces behaviour the employer wants to encourage.

A fishbone diagram, or Ishikawa (named for Kaoru Ishikawa, the man that created it) generates ideas about why the problem is occurring, sorts the ideas into possible causes and effects and
presents the information in a diagram to link events and their causes.