Green Belt

Front 1

What is Lean?

Back 1

lean thinking is lean because it provides a way to domore and more with less and less – less human effort, less equipment, lesstime, and less space – while coming closer and closer to providing customerswith exactly what they want

Front 2

(3) Questions that Define Value

Back 2

1.Is the customer willing to pay for the activity?

2.Does the activity transform
the good or service?

3.Is the activity done for the
first time?

Front 3

WORMPIIT

Back 3

1.Waiting

2.Overproduction

3.Rework

4.Motion

5.Processing

6.Inventory

7.Intellect

8.Transportation

Front 4

(5) Principles of Lean

Back 4

1. Value is defined by the customer

2. Value stream mapping

3. Flow

4. Pull

5. Perfection

Front 5

Purpose of Mapping

Back 5

Quantify waste

Create standard work

Front 6

SIPOC

Back 6

Suppliers – where you get the inputs

Inputs – the materials you need to complete the process

Process – the 5-7 major steps in the process

Outputs – the outputs of the process

Customers – the people/area that receives the outputs

Front 7

VSM

Back 7

Provides a unique ‘be the ball’ view of the process

Provides strategic linkage of where continuous improvement projects, like Kaizen, should be executed

:Highlights the sources of waste and eliminates them by implementing a future state value stream that can become reality within a short time.

Front 8

Mapping Techniques

Back 8

•SIPOC

•VSM

•Swim Lane

•Spaghetti diagrams

Process

Front 9

swim lane map

Back 9

organizes activities into groups based upon who is responsible to perform the different steps within a process. Each ‘swim lane’ represents either a function, department, person or other group. The map is very helpful to show serial and parallel task relationships.

Front 10

Spaghetti Map

Back 10

Can show numerous different process paths – materials,information, people, equipment

Front 11

5s

Back 11

Sortmeans to separate needed tools, parts, and instruction from unneeded materialsand to remove the latter. Store means to neatly arrange and identify partsand tools for ease of use. Scrub means to conduct a cleanup campaign.Standardize means to conduct Sort, Simplify, and Scrub at frequent intervals tomaintain a workplace in perfect condition. Sustain means to form the habit ofalways following the first Ss.

Front 12

Vital Elements for 5s

Back 12

1.Clearboundaries

2.Clearownership

3.Establishedcountermeasures

Front 13

tools of lean

Back 13

5s

SMED

Kanban

Visual Tools

Front 14

Pull System

Back 14

: One of the 3 elements of JIT. In the pull systems, the downstreamprocess takes the product they need and pulls it from the producer. Thecustomers pull is a signal to the producer that the product is sold. The pullsystem links accurate information with the process to minimize waiting andoverproduction.

Front 15

Push System:

Back 15

In contrast to the pull system, product is pushed into a process,regardless of whether it is needed. The pushed product goes into inventory, andlacking a pull signal from the customer indicating that it has been bought,more of the same product could be overproduced and put in inventory.

Front 16

Kaizen

Back 16

:Continuous, incremental improvement of an activity to create more value withless waste. teardown and rebuild a process layout to function more efficiently.

Front 17

Process map:

Back 17

A visual representation of the sequential flow of a process. Used as a tool in problem solving, this technique makes opportunities forimprovement apparent.

Front 18

Kanban:

Back 18

A signaling device that gives instruction for production or conveyance of itemsin a pull system. Can also be used to perform kaizen by reducing the number ofKanban in circulation, which highlights line problems.

Front 19

Takt Time:

Back 19

The available production time divided by the rate of customer demand. Forexample, if customers demand 240 widgets per day and the factory operations 480minutes per day, takt time is two minutes; if customers want two new productsdesigned per month, takt time is two weeks. Takt time sets the pace ofproduction to match the rate of customer demand and becomes the heartbeat ofany lean system.