Lean Tools Implementation
description
Transcript of Lean Tools Implementation
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Lean Process Improvement
Memory Jogger
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GE Healthcare Confidential and Proprietary Information
The information contained in this document is disclosed in confidence and is subject to a confidentiality
agreement between GE Healthcare and the customer. It is the property of GE Healthcare. This notice shall appear on any reproduction, in whole or in part. The information
contained herein should not be used by others, or disclosed to others, without the express written consent
of GE Healthcare.
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Operations in over 100+ countries
300,000+employees worldwide
Manufacturing facilities in 40+ countries
GE is a family of businesses aligned with our customers needs and acting as one company
to drive growth.
Commercial Finance
Healthcare
NBC Universal
Industrial
Consumer FinanceInfrastructure
GE a Global Company
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GE Healthcare
GE Healthcare brings the world medical science and technologies that are helping to transform healthcare. We are working with our partners in healthcare to help them predict, diagnose, inform, and treat disease
earlier than ever.
Diagnostic Imaging Interventional Cardiology & Surgery Clinical Systems
Healthcare Information Technologies Services Life Sciences Medical Diagnostics
90+ years in Healthcare
By inventing the high vacuum x-ray tube in 1913, we enabled the first modern x-ray tube.
Throughout the past century we've led medical breakthroughs, such as the recent creation of the first all-digital hospital, with real-time electronic patient records and medical images accessible to doctors
worldwide
Continuing Innovation
MOLECULAR MEDICINE Combining today's sophisticated
diagnostic imaging with an increasing understanding of both the human
genome and the body's chemistry, GE is helping to transform after-the-fact treatment to before-onset care
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Sustainable ImpactPerformance Culture
Formula for Success
Quality
Lean Six Sigma
Acceptance
Change Acceptance Process &Work-Out
Accountability
Performance
Management &
Effective Leadership
& &
GE Healthcare are not like other consultants, they use these tools internally as well, in one of the
worlds largest and most successful companies.
James Barbour, CEO NHS Lothian
Success Factors
Based on our extensive experience of delivering programmes of transformational change in the NHS, we know there are three things critical for success:
Solid and deep methodology, tailored to the NHS and needs of particular trusts
Clinical engagement and acceptance of change
Accountability supported by strong leadership
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3
2
Performance Solutions -Formula for Success
Our Team
Clinically Trained
Healthcare Experts
Healthcare Management
GE Lean Six Sigma & Change
Acceleration
Consulting
Experts
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Capabilities and Application areas
Market Leader in Healthcare
Market Leader in Healthcare
Performance ImprovementPerformance Improvement
Clinical engagementClinical engagement
LeadershipLeadership
Training & EducationTraining & Education
Project TeamProject Team
GE CapabilitiesGE Capabilities Hospital areasHospital areas
We bring experience and understanding of delivering process transformation in healthcare
We bring experience and understanding of delivering process transformation in healthcare
A&E
Outpatients
Diagnostics
Treatment
Theatres
Recovery
Disch
arge
Discharge points
Value Stream Management
Scheduling BookingDischarge Planning
Bed Management
Key areas for improvement
Value Chain
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Our Delivery
Examples of Projects Examples of clients
Cancer Pathways
Pharmacy
Trauma
Mental Health
Cardiac
Theatres
A&E
Business Planning
Skills Transfer
Key Offerings
Performance & Process ImprovementChange Acceleration & ManagementProductivity Improvement InitiativesCultural ChangeLeadership DevelopmentSix Sigma Black Belt & Lean Leader DevelopmentManagement & Leadership SystemResource Development Coaching & Mentoring
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Components for Effective Change
Quality x Acceptance x Accountability = Effect Results
Change AccelerationProcess
SixSigma
Work-Out
Lean
EffectiveResults
Project Framework
=
Quality
X
Acceptance
Accountability
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Lean Principles
3Establish Flow
4Implement
Pull
5Work to Perfection
1Specify Value
2 Map the
Value StreamLean
Thinking
Lean is based on 5 Principles which form the foundation for all of the tools and structures within the Methodology
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Benefits of Lean
Lean eliminates or minimises waste / non value add activity within a process which either shortens the overall cycle time or allows for more quality value
add activities to take place or both.
After
Before
Wait / Waste . . .Non Value Add Time
Lean attacks waste here
Work . . . Value Add Time
Lead Time / Cycle Time
After
Before
Wait / Waste . . .Non Value Add Time
Lean attacks waste here
Work . . . Value Add Time
Lead Time / Cycle Time
This leads to: Improved customer satisfaction Better quality of service delivered Reduced cycle times More efficient delivery More capacity Increased Productivity
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VA vs. VE vs. NVA
1 VA = Value-Added Lean defines a value from the patients point of view.
2 VE = Value-Enabling No Value in the patients eyes but
necessary for the process
Start to look at processes from the patients point of view! VALUE
Examples: Consultant talking to a patient a nurse taking blood radiologist looking at X-ray scans surgery
Value-Added work are all processes ..which add direct value to the patient. ..All contact with a clinician is considered.. value
Examples: Check in at reception booking and scheduling anaesthetic Reporting regulations Data collection
Pt recovery at natural rate
Value-Enabling steps are steps which the patient would not be willing to pay for but cannot be deleted from the process Steps regard to work which have to be done because of laws and regulations.
Most important vocabulary in Lean issues. NVA work is waste. All processes and steps without
direct Value to the patient are Waste.
3 NVA = Non-Value-Added = Waste
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8. DefectsA mistake in the process => very dangerous in healthcare
=> Examples: giving patient wrong injection
7. Under utilizationStaff working on processes under their specific skill
=> Examples: Doctors transporting patients to treatment rooms
5. OverproductionProducing more to the patient than required or needed
=> Examples: MRI scan that could have been done with X-ray
6. Excessive processingNot necessary or duplicated processes
=> Examples: patient repeatedly asked for their details
2.TransportationUnnecessary transportation while providing a
service direct to the patient
=> Examples: Bring wheel chair patient to wrong treatment room, multiple be moves
1.WaitingTime that passes while a step or activity ends
until the next step can start
=> Examples: Waiting for an exam, waiting in a queue
4.MotionNot optimized and standardized processes
creating unnecessary motion
=> Examples: Transportation of patient files
3.InventoryEverything that ties up resources
=> Examples: Batching blood samples
Any wasteful activity or any obstruction to the smooth flow of an
activity
Types of Waste (Muda)
* NVA = Non-Value Add
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VA*
NVA*
17 Minutes
39 Minutes
66 Minutes
15 Minutes
4 Minutes
13 Minutes
149 Minutes
89 Minutes
149 Minutes
89 Minutes
149 Minutes
89 Minutes
Reception Ward
Assessment
Admitted
Holding
Bay Recovery
Home/
2 6OR
Anaesthetic
Room
OperaiPAS
I I I
KAIZEN!
KAIZEN!KAIZEN!
Value Stream
Visualize your processes and find the waste
A Value Stream Map is a pictorial view of Value-Added and Non-Value-Added activities that are required to bring the patient
through the whole processA Value Stream is the set of activities that convert patients needs
into delivered services
*VA = Value Add
*NVA = Non Value Add
Phone
Call
Movement of
PatientPatient
Electronic
Information
Flow
Data
System
1Number of
operators
Care
Provider
Pull of
PatientTransportPatient
inventoryI
Manual
Information
Flow
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Flow
Why
Have a Lean look on movement (flow)of products, services and information down the value stream
TargetCreate a continuous flow as product, service and information is transformed by continuously adding value
HowFlow is created by eliminating queues and stops, and improving process flexibility and reliability
In Healthcare:An example of flow is the patient journey
Patient arrives in Hospital
Patient is booked in
at Reception
Patient is brought to Ward
Patient has
Surgery
Patient recovers on ward
Patient leaves hospital
One continuous flow of a patient or material. One at a time
Let processes flow like water=> find the easy way!
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Pull
TargetNo action is taken until the downstream process initiates it
WhyTo create processes where only the required amount is taken
When the Flow is determined by pull from further down the Process. As opposed to being pushed through the process
To produce only requested amounts
In Healthcare:an Example of Pull
When a patient is called by theatres to an operation. It is theatre who determines the rate of flow and that only the required amount of patients are pulled into the next step
HowLet the end customer
pull the product/service through the value stream.=> Each step pulls the product/transaction when needed from the preceding step
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The Perfect Process
Current State
Future State
Next Future State
Original State
The perfect process is a continuous flow of customer value add, without interruption
Current State
23 Days
Future State
14 Days
HEALTHCARE EXAMPLE
Valuable - Would the customer be equally happy if the step was left out? Capable - Can it be conducted with the exact same result every time? Available - Can it be performed whenever it is needed? Adequate -Can it be done exactly when required Flexible - Can it shift quickly between different requirements? Flow - Does the product Flow from one step to the next with no delay?
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5SSAFETY IN EVERYTHING
to separate the needed items from the un-needed items which are then removed to a "red-tagged" location1. Sort
to arrange in a way for how the remaining items will be used2. Set in Order
to maintain the work area for the already sorted and set-in-order items3. Shine
to ensure sort, set-in-order, and shine are consistently followed across all users4. Standardise
to maintain and improve sort, set-in-order, shine, and standardise 5. Sustain
May need to Define or Scope the area before initiating 5S
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Spaghetti Map
A diagram that shows the motion
and transportation of the patient /
family / caregiver / supply
throughout the care experience or
process
How Draw a layout from the
birds eyes perspective of the focus area
Observe a patient/family/caregiverwhile doing their job and draw it on the layout by not lifting the pencil from the paper
Why Creates a better
understanding an overview of the whole process
Visualizes waste in transportation and motion like no other lean tool
Quantifies travel time/ distance elimination
Visualize transportation and motion
Paper Referral Trail in Booking Centre
KEY= paper referral= Cancer urgent
TL = Team LeaderCI = Cancer Intray
KEY= paper referral= Cancer urgent
TL = Team LeaderCI = Cancer Intray
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Implementing Lean Improvements
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Lean Event Key Phases
Pre Work incl. Training
VSM KAIZEN Sustainability
Project Timeline
3 4 Weeks 3days 1 Week 30 Days
Key Reporting Points
Success Metrics. Further improvements implemented. Feedback from team & staff. Further opportunities identified
Implemented improvements. Success Metrics. Ongoing tracking mechanism. Sustainability Plan. Further Action Plan
Current & Future State Value Stream Map. Quick Win actions. Prioritised options for focus of RIE
Deliverable(s)
SustainabilityRIEVSMReporting Point
Q x A = E2
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KAIZEN: Its not a spectator sport
Rapid Improvement Event or KAIZEN
Try-Storming
Very Hands On try new ways, stop at any issues, solve them and continue
Continuous evaluation & tracking
Communicate & Celebrate successes
Organise Event
Mobilise Team
Trystorm Improvements
Track Success
Communicate & Celebrate
Task
No
.
Category Task OwnerDate
AssignedTarget
Completion Status1
Transition to In-Pt WardImplementation of Discharge Coordinator / Bed Manager as pilot
Debs Horrocks /Angela Murpy 11-Apr 9-May Complete
2Transition to In-Pt Ward
Implementation of Discharge Coordinator / Bed Manager as Acting up opprtunity Angela Murphy 11-Apr 9-May Complete
3Transition to In-Pt Ward
Re affirmed shift coordinator allocated through the duty rota Angela Murphy 11-Apr 9-May Complete
4Transition to In-Pt Ward
Re affirmed A&Eliason Nurse allocated through the duty rota Angela Murphy 11-Apr 9-May Complete
5Transition to In-Pt Ward
Sectorisation of Crisis Teams Qualified Practioner Teams Angela Murphy 11-Apr 9-May Complete
6Transition to In-Pt Ward Launch Role of the bleep holder Sharon.Morrison 11-Apr 9-May Complete
7Transition to In-Pt Ward
Review Operational policy Adult inpatients from feedback Sharon.Morrison 11-Apr 9-May In progress
8Transition to In-Pt Ward
Review operational policy Maple House From feedback Sharon.Morrison 11-Apr 9-May In progress
9Transition to In-Pt Ward Review operational policy CRHT team
Angela Murphy Paula Solomon 11-Apr 9-May In progress
10Transition to In-Pt Ward Ratify Role of shift co ordinator Angela Murphy 11-Apr 9-May Complete
11Admission Support
Ensuring information packs (basic black and white format) are on K2 S Johnson 11-Apr 18-Apr Complete
12
Admission Support
Examining feasibility of double-sided colour printing on K1 for future stocks of information packs and alternatives if required S Johnson 11-Apr 18-Apr In progress
13Admission Support
Undertaking weekly evaluation of new admissions on K2 S Johnson 11-Apr 9-May Complete
14Admission Support
Amending patient information based on evaluation and informal feedback from patients/staff S Johnson/K Cooper 11-Apr 9-May Complete
15Admission Support Monitoring staff take-up and use of new obs forms A Denham/B Earp 11-Apr 9-May Complete
16
Admission Support
Examining feasibility of staff scanning forms (worker allocation, exit and entry, level 3 obs, handover) and saving electronically - discussion with Anne Warburton/ward managers S Johnson/B Earp 11-Apr 18-Apr In progress
17Admission Support
Observing handovers and obtaining feedback from staff. B Earp 11-Apr 9-May Complete
18Admission Support
Responding to staff feedback and amending handover sheet as indicated B Earp 11-Apr 9-May Complete
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ACTION PLAN
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
90.00
100.00
7-2007 8-2007 9-2007 10-2007 11-2007 12-2007 1-2008 2-2008 3-2008 4-2008 5-2008 6-2008
BoltonSalfordTrafford
Average of LoS
Discharge period
Directorate
Council Tax Benefits - 01204 331599 PALS 0800 587 4793 Citizens Advice Bureau - 0844826907 Council Housing - 01204 335811 MIND - 0161 953 4006 Benefits (DWP) - 08456088510 Samaritans - 08457 90 90 90
Useful Telephone Numbers
Creative Support - 01204 366347 Patients Council - 01204 546088 BAND - 01204 546070 BEST - 01204337523 MHIST - 01204527200 Age Concern - 01204 382411 Housing Benefits - 01204 331590
Useful Telephone Numbers
Dont Forget!!!
KAI-ZEN
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The House of Lean
Lean Transaction Production System
JIDOKA
JUST-IN-TIME
HEIJUNKA
Single Piece Flow
Pull Production
TAKT Time Production
Autonomation
Stopping at Abnormalities
Level Loading
Sequencing
Jidoka
Just-in-Time
Heijunka
Lean Transaction
Production System Single Piece Flow
Pull Production
TAKT Time Production
Autonomation
Stopping at Abnormalities
Level Loading
Sequencing
Jidoka
Just-in-Time
Heijunka
Lean Transaction
Production SystemHouse of lean
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Jidoka
Healthcare Example:
Impact:
Visual Timeline
Highlights delays
Prompts action
Instant Progress Snapshot for all
Clear plan to meet Estimated ..Discharge Date
Building human intelligence into machines or software
giving automation the ability to make a decision to shut down automatically in the case of an abnormality
in order to stop defective products from flowing into the next process. Example: Automatic loom can detect a broken thread
One of the 3 main principles of Lean
2) Autonomation:1) Stop at an Abnormality:
Stopping the process when an abnormality has been detected
Countermeasure implemented to prevent repeat occurrences
Jidoka
Just-in-Time
Heijunka
Lean Transaction
Production System
Jidoka
Just-in-Time
Heijunka
Lean Transaction
Production SystemHouse of lean
Jidoka
Just-in-Time
Heijunka
Lean Transaction
Production System
Jidoka
Just-in-Time
Heijunka
Lean Transaction
Production SystemHouse of lean
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Poka Yoke Mistake Proofing
POKA - inadvertent errors YOKERU - to avoid
Why People and equipment will always be prone to making mistakes. Processes should help them do it right, not help them make mistakes. Poka Yoke will help people and equipment "do it right the first time Not only is the product right the first time, the rate of the process is increased
BenefitsPoka-Yoke supports efforts to eliminate MUDA/ waste: Waiting Inventory Quality Transportation Motion Excess Processing Over Production People's Skills
ApplicationsPoka Yoke can be used wherever something can go wrong. It is a technique, a tool that can be applied to any type of processes
Cat scan placed wrong way around on an X-ray viewing box = doctor performs surgery on the wrong side of the brain
POKA YOKE:
Mark patient side of brain to be operated on in advance
Design a X-ray box where the scan can only be placed on correctly
Healthcare Example:
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JIT Just In Time
One of the 3 main principles of Lean
Just-in-Time provides the Customer
what is needed
when needed,
without excess, the amount needed
Single Piece Flow
Process 1 task at a time and check at the end of process. Ensures defects are detected and not passed on. The basis for Jidoka
Pull
A system where each process step takes product or knowledge it needs from the proceeding process when needed, in the proper amount
Takt Time
Derived from Heijunka plan. Establishes the pace the system will operate at
Takt Time = Available Time/ Customer Demand
3 Main Elements must work together to achieve JIT
Jidoka
Just-in-Time
Heijunka
Lean Transaction
Production System
Jidoka
Just-in-Time
Heijunka
Lean Transaction
Production SystemHouse of lean
Jidoka
Just-in-Time
Heijunka
Lean Transaction
Production System
Jidoka
Just-in-Time
Heijunka
Lean Transaction
Production SystemHouse of lean
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Heijunka
2 key elements:1. Leveling: Leveling or Level
Loading of a process to reduce variation in output
2. Sequencing: Defining the Sequence which work is processed
A Methodology to establish stability in a System where Customer Demand is erratic
One of the 3 main principles of Lean
Jidoka
Just-in-Time
Heijunka
Lean Transaction
Production System
Jidoka
Just-in-Time
Heijunka
Lean Transaction
Production SystemHouse of lean
Jidoka
Just-in-Time
Heijunka
Lean Transaction
Production System
Jidoka
Just-in-Time
Heijunka
Lean Transaction
Production SystemHouse of lean
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Healthcare Example:
Takt-Time
Specific production time showing the needed
completion time of a process to hit customers
satisfaction.
Takt Time = Available working time*
Actual Demand
* excluding breaks, meetings, etc.
8 hrs. (480min, 28800sec) work per day
60 patients per day= 8 min (480 secs)Takt Time =
Takt time here shows that every 8 min an exam needsto be completed to hit patients demand
How to calculate Takt-Time calculate your demand for a specific time period (day, week, month) Look at your available working time during that period*
60 Patients arrive at a X-Ray on a given day and X-Ray dept. is working 8 hours per day => Takt-Time here would
be calculated as follows:
The heartbeat of the organization
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Appendix
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The process of level loading and sequencing the timing of production.Heijunka
A method of conducting single-piece flow in which the operator proceeds from machine to machine (in a counter-clockwise fashion), taking a part from the previous operation and loading it in the next machine. Then taking the part just removed from that machine, checking it and loading it into the following machineetc,
Chaku-Chaku
Building Blocks for process discipline and control; Sort, Shine , Set in Order, Standardize, Sustain.
5S
(Kaizen) 3-5 day team based activity focused on quickly solving problems through physical simulation and evaluation.
Action Workout
A visual device (light) or pin-pan-pon that operators use to call attention to an abnormality. The use of this is to request immediate attention and action to the problem.
Andon
Increasing the delivery frequency of parts, such as parts from outside vendors, in order to keep inventory to a minimum.
Frequent Conveyance
Work done simultaneous to or in conjunction with transportation or conveyance. e.g. (1) an assembly is moving down a line while a person is performing work, (2) a person acts as a conveyor carrying a part to the next machine in a Chaku-chaku fashion. The main purpose of flow is to quickly and continuously identify and eliminate waste.
Flow
Defects per unit.DPU
The total time required for a task to be complete. Elements include manual and travel times, automated or machine run time.
Cycle Time
Carrying out one-piece-at-a-time production in order to eliminate stagnation of work (queue) in and between processing steps (see Flow)
Continuous Flow Processing
The optimal physical layout or machines and manpower for a product or family of products that identifies and eliminates waste.
Cell
Any machine or process that limits flow or capacity.Bottleneck
The process of separating the work of man and machine characterized by: work not movement; quality built into the process; and visual management. (see Jidoka)
Autonomation
The use of machines working independently of manpower.Automation
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Internally led Kaizen event.Lean AWO
Machines that have human intelligence built into them, giving them the ability to shut down automatically in the case of an abnormality to stop defective products from flowing into the next process. Jidoka measures are incorporated in the assembly process by use of Andons and Pin-Pan-Pon; stopping when abnormality is detected.
Jidoka
(Just in time) theory of production characterized by (1) single piece flow, (2)
producing according to TAKT time, (3) pulling of material from upstream process, keeping inventory at minimum, established levels.
JIT
Change for the better; a process quality tool for improvement involving a series of activities whereby instances of waste are eliminated one by one at minimal cost, by workers pooling their ideas and increasing efficiency in a timely manner. It emphasizes manual work operations rather than equipment. (see action workout)
Kaizen
A method/device of pulling from previous processes in order to control material flow, cap inventory levels, and to take pulse of the customer. It serves as: an instruction for when to produce; a tool for visual control against over production and a detection of irregular processing speeds. Kanban can be broadly categorized into 2 categories: Production Kanban and Pick-up Kanban. These can be further stratified into Ordinary, Signal, Transport, and Purchase.
Kanban
Grouping component parts used in a process or build for ease of assembly. ( see material presentation )
Kitting
Introducing material to the line or cell in a manner that is easy and effective for the operator. Usually broken into 3 categories (1) items that are too large to kit (2) items that are too small to kit (3) items that lend themselves to be kitted.
Material Presentation
The hands-on time it takes for the worker to perform a task.Manual Time
The time from machine switch on, processing, to machine returning to original position, during which there is no hands-on work by the operator.
Machine Time
Overall leveling in the production schedule of the variety and volume of items produced in a given time period. ( see Heijunka)
Level Production
The total time it takes the product to go from raw inventory to the finished product. Order to remittance lead time refers to the total time from when an order is placed until the finished product is shipped.
Lead Time
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Mixing of products for central services (i.e. heat treat), OV, kits for components and assemblies.
Mincing
Any type of waste elements that add no value to the product: i.e. Waiting, Transporting, Over production, Excess Motion, InventoryDefects, Human Touches.
Muda
One shop worker operating two or more similar machines that are grouped together.
Multi-Machine Handling
An operator being able to perform more than one process (which may or may not include machines).
Multi-process Handling
Broadening a workers skills so that the worker can operate multiple types of equipment and processes in order to facilitate cell development and one piece flow.
Multi-skill Development
A product that deviates from drawing or an internal quality system. A product with a defect.
Non-conforming Material
Production system in which only one part at a time is processed or assembled and the work is verified before being sent along the production line to follow processes.
One Piece Flow
Mistake proof: usually refers to the use of fail-safe devices in the process in order to prevent defects from occurring and insure quality. When this ingredient is added to automation will yield autonomation. ( see Jidoka )
Pokeyoke
A form of Andon that is auditoryspecial sounds are designated to certain points on the line. e.g. A pin-pin-pin repeating sound may be associated with power supply installation, calling attention to it when an abnormality has been detected.
Pin-Pan-Pon
A study of the process and machine sequence for a group of similar parts. It can be used to standardize product flow for ease of cell implementations.
Process Route Analysis
A series of steps to achieve a desired result.Process
A technique used to follow the detailed flow of a product through a manufacturing cycle.
Process Mapping
Indicates the maximum capacity for parts processing at any one process. Recorded on it are: the amount of time spent in manual work, machine time, setup time, etc.
Process Capacity Table
Maximum amount of product that can be produced through a processfor a given period of time.
Process Capacity
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A study of the quantities demanded of different products produced at a work location. This picture of the volume and variety of products can be used to identify high impact areas to concentrate efforts or identify the need to use process razing to make products more similar.
Process Quantity Analysis
System of manufacturing in which each process withdraws the parts it needs from the preceding process when they need them, in the exact standardized amount needed.
Pull System
Shows the outline of work for each worker in a cell. Recorded on it are: Takt time, work sequence, standard WIP, quality checks, safety precautions, etc.
Standard Work Sheet
Total customer satisfaction-involves having all employees Customer focused.
Quality
The time a part sits waiting to be worked on.Queue Time
The order in which the part is processed.Sequence of Processing
The order in which an operator performs a series of repetitive tasks.Sequence of Work
Machine changeover steps that are performed while the machine isprocessing parts or off-line from production time.
Set-up, External
Machine changeover steps that are performed while the machine isstopped during production.
Set-up, Internal
A quality standard of 3.4 defects per million opportunities - used to insure customer satisfaction.
Six Sigma
Single Minute Exchange Die (i.e., under 10 min) has become a title for the category of improvement devices used in manufacturing to allow for quick change over of machine/fixture set-ups.
SMED
Sequence of repeatable tasks that an operator performs.Standard Work
Minimum (and standardized) amount of work in process required toperform repetitive operations economically.
Standard WIP
Combining people and machines to accomplish production in such a way as to minimize waste.
Standard Operations
Statistical Process Control: analysis of variation in a process.SPC
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Copyright GE All Rights Reserved. GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
A table that clarifies how much time is spent doing manual work and traveling at each production process. It is used to examine the range of processes that one worker can take care of within Takt time and the amount of time during which machines are operated automatically.These are recorded to help determine what combination of operations are possible.
Standard Work Combination Sheet
The specific activities required to design, order, and provide a product from concept to launch order to delivery raw materials to finished goods.
Value Stream
A visual system that has a predetermined amount of inventory and all facets of 5s in order to detect abnormalities. With this system, the shopper from the downstream process can buy from the supermarket. Once the purchase has been made, and material consumed, a signal can be sent to the upstream process to supply more. (see pull)
Super Market
Available production time / required production (fcst & act demand)..must be like units; e.g., 1 shift = 1980 min/wk
Takt Time
Total Productive Maintenance involves of all employees in a cell to improve the process.
TPM
The time is takes a worker to move to the next station to pick up or put down parts, tools, etc. May occur during operations as well.
Travel Time
The process of detailing the process of converting raw material to finished goods. This is typically mapped with the 7 flows (info, people, equipment, raw material, sub-assembly, assembly,engineering) one at a time, or in a combination.
Value Stream Mapping
Refers to the means by which anyone can tell at a glance if production activities are proceeding normally or not. A communication, discipline and pacing tool.
Visual Management
Work In Process; inventory of materials that has been already started processing.
WIP
Rework, set-ups, inspection, repair processing, transportation, unnecessary work to complete of a product. Anything that isnt directly changing the form fit or function of the part.
Work, Non-value added
Only necessary direct work to manufacture a product. Anything that the customer is willing to pay for or an operation that changes the form, fit, or function of the part.
Work, Value Added
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Copyright GE All Rights Reserved. GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Title Topic/Focus
Lean Thinking Lean Background /
Case Studies
Becoming Lean: An inside Lean Background /
story of US Manufacturers Case Studies
The Toyota Production System: Lean Background
Beyond Large Scale Production
The Machine That Changed The World: Origination of Lean
The Story of Lean Production outside of Japan
Learning to See Value Stream Mapping
Creating Continuous Flow Creating flow within a cell
Additional Lean resources
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35 /Performance Solutions/
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Copyright GE All Rights Reserved. GE Healthcare Performance Solutions Northern Europe Rev2008.01KE
Title Topic/Focus
The Goal: A Process of Operational Excellence
Ongoing improvement
Poke Yoke: Improving Product Implementation of
Quality by Preventing Defects Poke Yoke techniques
The Toyota Production System Detailed Implementation
of TPS
The Toyota Way Management principles
from Toyota
Lean Solutions Lean thinking beyond the
factory floor
Additional Lean resources