Tltc Lean Training - Operations Module

Standards drive improvement because we can measure, set benchmarks and improve from them.

Continuous Flow is the correct answer because it refers to a production system in Lean operations where items are processed and moved directly to the next process without any delays or interruptions. Each processing step completes its work just before the next process requires the item, ensuring a smooth and continuous flow of work. This helps to minimize waste, reduce lead time, and improve overall efficiency in the production process.

Lean is not about going fast; it is about stable operations, paced to demand, free of waste with built-in quality.

An employee with clear procedures working in a clean and safe environment will be happier and more productive that one in a disorganised environment.

In Lean, processes should be paced to customer demand (takt time), NOT made to go as fast as possible. Also, timing standard work allows measurement so we can improve.

A spaghetti chart is a tool that shows motion waste. It is a visual representation of the movement of people or objects within a process or system. By mapping out the paths and interactions, it helps identify areas of unnecessary motion, such as excessive walking, backtracking, or unnecessary handling of materials. This waste can then be eliminated or minimized to improve efficiency and productivity.

Andon is a visual control tool, often a light, that alerts supervisors to problems on the "gemba". It is used in lean manufacturing to signal abnormalities or issues in the production process, allowing for immediate action to be taken. The purpose of Andon is to improve communication, increase efficiency, and promote problem-solving in real-time. It helps supervisors quickly identify and address problems, reducing downtime and improving overall productivity.

One of his famous quotes is “Without standards there can be no improvement.”

Every 8.7 minutes an assignment must be completed. Knowing this rate of customer demand can help determine staffing levels. The calculation is 8 hours X 60 minutes = 480 minutes / 55 = 8.7.

“Kan” means “visual” and “ban” means “card’ – so, “visual card”. Kanban are used to indicate demand / signal production.

Takt time measures the rate of customer demand. It is INDEPENDENT of capacity, number of worker or productivity – but can be used to calculate these elements.

Cycle Time & Lead Time measured and can be improved; Takt Time is calculated, no measured with a watch.

The primary difference between Lean standard work and traditional standardized processes lies in the role of time. In Lean standard work, time is a crucial factor that is carefully managed and optimized. Lean principles aim to eliminate waste and reduce lead time, ensuring that processes are efficient and streamlined. Traditional standardized processes may not prioritize time management to the same extent, potentially leading to inefficiencies and longer lead times. By focusing on time, Lean standard work can help organizations achieve greater productivity and improve overall performance.

You should not change the takt time. Lengthening the takt time to accommodate the longer cycle time would mean not meeting customer demand. Ideally you should remove waste and rebalance the work between workers; add workers if necessary.

All of these elements are pictured!