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19 Cards in this Set

  • Front
  • Back

What is Lean?

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

(3) Questions that Define Value

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?










(5) Principles of Lean

1. Value is defined by the customer

2. Value stream mapping

3. Flow

4. Pull

5. Perfection
Purpose of Mapping
Quantify waste

Create standard work


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


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.

Mapping Techniques



•Swim Lane

•Spaghetti diagrams


swim lane map

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.

Spaghetti Map

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


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.

Vital Elements for 5s




tools of lean




Visual Tools

Pull System

: 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.

Push System:

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.


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

Process map:

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


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.

Takt Time:

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.