Value Stream Mapping and Daily Kaizen Using Toyota Kata

After having been introduced to us by James Womack and Daniel Jones in the book Lean Thinking back in the '90's and then explained thoroughly in the book Learning to See by lean experts Mike Rother and John Shook, Value Stream Mapping has endured as one of the most talked-about Lean methods.  Daily kaizen, the idea that improvement should happen everyday, is also an often discussed concept within Lean Manufacturing.  But, what is the relationship between these two concepts?  This video explains the relationship between value stream mapping and daily kaizen utilizing the Improvement Kata (introduced to us by Mike Rother in the book Toyota Kata).

Heijunka for High Mix, Low Volume Operations

Heijunka, or level loading (or load-leveling) is a very important concept within Lean Thinking; however, it is one of the most often ignored concepts.  Leveling the workload is critical to making other concepts such as pull systems and one piece flow work.  For a high mix or custom environment like a job shop or even an administrative operation, level loading is even more of a challenge.  In this video heijunka or level loading for such high mix environments is explained:

Lean Manufacturing: One Piece Flow and Cellular Manufacturing

Cellular manufacturing was one of the first lean concepts to be adapted in the United States; however, it was often misunderstood.  A lean manufacturing cell involves placing the equipment, people, materials, and methods in a sequence in order to complete entire products, assemblies, or sub-assemblies.  Our goal is to create one piece flow to the rate of customer demand; sometimes, we cannot implement one piece flow, so we design specific sized buffers in between operations as a stopgap measure.  In this video, the concept of cell manufacturing and one piece flow are defined.

Standardized Work

Standardized work is a fundamental lean manufacturing concept.  In creating standardized work, we attempt to create a repeatable method for meeting customer requirements.  For example, we might create standardized work in order to assemble 1 automobile every 30 seconds.  Or, we might create standardized work to process 1 insurance claim every 45 seconds.  Standard work and standardized work generally refer to the same concept.  In this video, the concept of standard work is explained:

Pull Systems and Kanban

Pull is a key principle of lean thinking.  We often think of pull and kanban synonymous terms; however, they are not.  Kanban, which means "sign" or "signboard" in Japanese is the signal that makes a type A pull system work.  In this video, kanban and pull systems are explained.

What is Takt Time?

Very often, people question the concept of takt time?  Takt time is often presented using the following formula:

Takt time = Available Working Time per day / Average Units Demanded per Day

There is nothing wrong with this formula; however, one must understand the purpose behind takt time in order to understand whether or not to use this formula.  Takt time is used for understanding rate of sales relative to the operating time of a factory or service organization.  For example, if we calculate a takt time of 20 seconds per vehicle in an automotive assembly plant, we would then set up our operations to produce one automobile every 20 seconds.  However, what if we are dealing with a high mix, low volume environment like a job shop?  Does takt time apply?  How can we utilize this concept.  In this lean manufacturing video, takt time is explained.

Toyota Kata: A Better Approach to Developing a Lean Culture

We recently held a Lean Leadership training program in Orange County, California.  One of the key topics we covered was the improvement kata, developed by Mike Rother.  We feel that this methodology is a key to spreading and teaching lean thinking throughout an organization.  The concept involves utilizing a routine of practicing A3 Problem Solving (or Toyota Business Practices) utilizing 5 key questions that a coach or mentor asks his/her learner/mentee.   In the following video, a student describes the improvement kata:

Lean Accounting

Lean Accounting is a topic that has gained in popularity over the years for one very simple reason: traditional accounting sometimes encourages managers to make the wrong decisions.  Why would this be?  Traditional accounting is based on the model of mass production: building more is encouraged, without regard to whether the customer needs it or not.  Traditional cost accounting systems many times encourage production managers to build product, to reduce cost.  This looks good on "absorption" reports, but the important question for the lean thinker is, does this actually improve our ability to produce what is needed when it is needed for our customer?  Furthermore, does this truly increase profitability and cash flow?  If we undergoing a lean transformation, we need metrics and accounting systems that encourage the right behavior toward our goals.  Lean accounting becomes an essential part of this transformation.  Lean accounting provides managers with the right information: it answers essential questions such as:

1. Are our value streams profitable?
2. Are we producing what the customer needs?
3. Are we leveling our workload and reducing inventory?
4. Are we reducing lead-times?
5. Are we improving productivity?

We have created a brief video on the topic (above).  Because this topic is so essential to success, we are including it as part of our upcoming Lean Leadership training class, which will take place on June 12-13, 2013 in southern California.  For details, visit http://www.emsstrategies.com/lean-leadership-training-class.html

A Type B Pull System - Sequential Pull Systems and FIFO Lanes

When people talk about pull systems, they are often referring to a replenishment pull system, sometimes called a type "A" pull system.   What is often missed is that there is an alternative to a type "A" pull system.  We call this a sequenced or sequential pull system.  This type "B" system works well when maintaining a sequence of work but controlling the time and quantity between operations is important.  Unlike a replenishment pull system, a type "B" pull system does not require storing inventory by part number between operations.  Instead, jobs, parts, or information is stored in FIFO (First In First Out) lanes that limit the quantity and maintain the sequence of work between operations.  Both type "A" and type "B" pull systems are excellent, and each has its place within a manufacturing, healthcare, or other service organization.  And, in case you were wondering, there is a type "C" pull system, but this is really a mix of "A" and "B" in which some products are utilizing replenishment pull and some are utilizing sequential pull through the same value stream.  Following is our new video on the topic of sequential pull.

What is a Kaizen Event?

Kaizen events have been utilized since the 1980's to improve processes within factories, offices, and healthcare facilities.  However, they are often misunderstood and implemented incorrectly.  We have created a very basic and humorous video explaining the basics of kaizen events.  On March 7th, we are holding a one day workshop that covers this topic: Kaizen Events: 5S, Visual Controls, and Mistake Proofing,

Lean Training and Certification Program

EMS Consulting Group, Inc. is offering a blended-learning Lean Certification program in San Diego on July 17-19th.  Early registration pricing for this program ends in 3 days; attendees must register by June 17th to receive a $100 discount.  Early registration pricing for this program is $1595.  The program includes 3 days of interactive, instructor-led training plus self-paced online training as well. Participants will learn how to apply each of the principles and tools of lean including Value Stream Mapping, Continuous Flow Manufacturing Cells, Lean Production Control, Level Pull Production, kanban and pull systems, 5S, quick changeover, TPM, problem solving methods, and kaizen events. Certification requires the completion of a lean manufacturing project to reinforce the learning and achieve real results.    For those that prefer a fully instructor-led program, EMS Consulting Group continues to offer an 8-day program; the next fully instructor-led Lean Manufacturing Certification program begins on August 15th.

Below is a short video that talks about EMS Consulting Group's lean certification and training programs including an Online Lean Certification Program:

Lean Manufacturing at Chrysler - Fiat

The Detroit Free Press has a new article out about Chrysler's successful adoption of Fiat's particular brand of lean manufacturing.  This methodology is described as "Fiat's World Class Manufacturing system that is designed to improve quality, safety, and productivity largely by eliminating waste and bottlenecks while boosting employee involvement."   The article explains that this is Fiat's interpretation of the Toyota Production System.  On the surface, this appears to be exactly the right approach to adopting lean / continuous improvement into an organization.  Executives must ask themselves what operational excellence should look like in their organization, and then develop their own "system" for operational excellence.  I believe the system should always include the two principles most closely associated with Toyota's system, "Continuous Improvement" and "Respect for People."  To read the article, visit:

http://www.freep.com/article/20120409/BUSINESS0103/120409042/2-Chrysler-plants-recognized-manufacturing-processes

Lean Leadership plus Announcements

Our February 2012 newsletter is out, and we're talking about a new book on lean leadership. Lean is a new way of doing things- a new and permanent paradigm of continuous improvement. Effective leadership is required for an effective and lasting lean transformation. To learn more, visit: http://www.emsstrategies.com/newsletter020112.htm.

We also have space remaining in our Lean Certification program that begins next Wednesday 2/8 as well as our February Lean Healthcare program. To learn more about these programs, visit our website: http://www.emsstrategies.com/

Faster Changeovers and Smaller Batches

Our October 2011 newsletter is out, and we're talking about utilizing quick changeover to achieve smaller batches. Why would we want smaller batches? Smaller batches allow us more flexibility to build what our customer needs in the quanitity that it is needed; small batches allow us to shorten lead-times and reduce inventory. To learn more, visit:
http://www.emsstrategies.com/newsletter100111.htm.

Lean Certification Program San Diego December 2011

EMS Consulting Group, Inc. has just announced a Lean Manufacturing certification program to take place in San Diego, CA on December 6-8, 2011. This program includes 3 consecutive days of hands-on training including team activities, simulation, and videos. An optional plant tour of a lean facility is available on the morning of December 9th. The program also includes supplemental online training that covers additional topics that are part of the body of knowledge required for the certification.

Please view our press release for more information: http://www.prweb.com/releases/2011/9/prweb8828719.htm