Glossary and books
ANDON Signal or luminous board which light up when the operator presses on a button of alert or raise the alarm (Andon Cord). The board Andon allows the supervisor to identify at once in which station is the problem and to run up before the line reach the next fixed point where it will stop if the supervisor or the team leader did not find countermeasure and did not cancel the alert. The andon is also used to indicate to the suppliers that it is necessary to accelerate the restocking
APP (Or Cartography) Analyze Depth of Process
AUTONOMATION Translation in English of jidoka. Bring a touch of human intelligence to a machine so that this one shut down automatically if a problem occurs.
CHAKU-CHAKU Term meaning load-load in Japanese; described a working cell where machines unload automatically pieces, so that the operators can transfer a part directly from a machine to the following, without expectation. The chaku-chaku maybe disturbing because the movement of the operator is often made in the opposite direction of the flow of the piece: unloading of the machine B, then load with the new piece in expectation, starting up towards the machine A upstream to the flow, unloading, loading, starting up, etc. There is generally a standard stock of a piece between machines.
CHOROBIKI The smoothed and regular sampling on the shop stock. To reduce the size of lots is the first step towards the reduction of stocks, but if the frequency of the samplings does not increase in parallel, stocks will always remain so important. The "chorobiki" corresponds to the process of regular sampling on the shop stock (from 20mn to 40mn) from the sequencer, to fill the bay of preparation of the nonstop trucks rather than all of a sudden from the truck.
5S "Cinq S" is the abbreviation of five Japanese terms beginning by S used to create a good working environment in the value-added operations. Seiri means " sorting and eliminating " what is necessary or not, Seiton means tidying up the workstation, setting what is necessary for the necessary place to be able to work at once, Seiso deal with the daily cleaning which it is necessary to maintain the post in good condition, Seiketsu concerns the cleaning of the elements of the post with an upkeep and maintenance vision and a high level of cleanliness and organization meaning initially sanitary " to be capable of eating on the ground ", and Shitsuke indicates the necessary rigour to maintain the previous four S day after day. The 5S is an excellent introduction for the organization of the workstation which results in the "working standards", on one hand and the independent teams of the other one. Toyota uses 4S because the discipline is a permanent feature at Toyota, no need to underline Shitsuke in particular.
5 WHY? The basic method of problems resolution of the lean. Ohno often insists on the necessity of asking the question five times «why?" To go beyond the symptomatic causes and find the fundamental causes (on which we can act to eliminate the problem once and for all). The trap of 5 why? is the deduction in room. In every "why?" It is necessary to ask the question in the gemba, to the person who makes the work and who can give a concrete answer rather than an answer imagined by deduction.
GEMBA The field - where the value creation really takes place. We also speak of "genchi genbutsu ": go seeing on the field how things take place to acquire a concrete experience of the situation. Originally, Gemba is the workshop.
GEMBA KANRI The whole management of all the aspects of Gemba at every level according to the point of view of the KAIZEN. In the management of workshop, it defines which is implied, how we manage, to whom it concerns (all the constituents QQOQCP) of the management of workshop at short, medium and long term.
GEMBUTSU (The real thing) The current part, the sample, the discard
GEMJITSU: (The reality) the true value, the true datas.
HANEDASHI - (or Auto-Eject) Device allowing to a machine to unload automatically a part without waiting for the intervention of an operator.
HANSEI Sessions of systematic reflection at the end of every activity. It is not only about opportunities of learning but also moments of sharing experience between functions. The practice of "hansei" is one of keys of the kaizen, as it is a time of evaluation and setting of new objectives.
HEIJUNKA Smoothing (or mixing-division) of the production; sequential planning of the work determined by the average demand of all the referenced articles. On one hand it consist of smoothing of the real demand of the customer so that the day of production of tomorrow is the closest of today and, on the other hand, to mix the production volumes until on piece flow on the production line.
HOSHIN KANRI (or Policy deployment) Deployment in the form of PDCA of the policy and the objectives of the company by service and by hierarchical level with appropriation at every level.
JIDOKA (or autonomation). Japanese term meaning transfer of the human intelligence in the machine. It is a set of detection systems of the nonconformities that allows to stop the production, either manually or automatically not to produce flawed pieces (muda). The jidoka also allows to concentrate at once the efforts on problems and to solve the problems as they arise, while giving responsibilities to the operators and their supervision.
JIPM : Japan Institute of Plant Maintenance
JISHUKEN a self-directed team conducted by Taiichi Ohno and his Toyota Autonomous Study Group.
JUSTE A TEMPS producing the necessary items in necessary quantities at the necessary time.
KAIKAKU (see Kaizen Blitz) Drastic change of an industrial process, having an impact on the future chain of values, by opposition with the Kaizen term, which consists in continuous changing and weak amplitude.
KAIZEN Organization of the discussions in team to stimulate the continuous improvement. The objective of the kaizen is the elimination of the "muda" under all its forms. It consists of making the tasks simpler and easier. To succeed, the kaizen begins with the "working standards". See [ImaiKaizen] [Kaizen], of Masaaki Imai. Trademark which belongs to Kaizen Institute
KAIZEN BLITZ: (Blizt means Enlighten in German) (see Kaikaku) intensive method KAIZEN which we often apply during five in ten days with a multidisciplinary team of twelve persons. Initially Kaizen Blitz served for transforming an organization working by lot in organization working by one piece flow. Trademark held by the Association for Manufacturing Excellence. Kaizen Blitz is more effective when they are a part of Kaikaku and when the company is in a Lean Transformation process
KANBAN Material information systems decentralized on the basis of reconstruction of continuous stocks. The term "kanban" corresponds to cards or sign, which are a signal allowing to produce only the piece which have been used and in the order of their using. There is several types of kanban, among which essentially: (1) the instructions of production (triangles or cards), (2) the instructions of sample (sample or kanban supplier)
LEAN OFFICE Lean manufacturing applied in administrative tasks having for main advantage to reduce time of files treatment (invoicing, payment,..).
LEAN TRANSFORMATION Complete deployment of Lean Manufacturing approach within a company, approach requiring several years and often bringing this one to develop her own Lean System. Valeo is the first European company to have led this approach through her Valeo Production System (VPS-Valeo) 10 years later, several companies of all sectors followed this approach: Faurecia Excellent System (Faurecia),
(Danone), System Etoile (Plastic Omnium), Delphi Manufacturing Sytem (DMS-Delphi), Autoliv Production System (Autoliv), World Class Manufacturing (WCM-Rhodia), Plan World Class (PWC-Saft), Renault Production System (RPS-Renault), Pechiney Continuous Improvment System (PCIS-Pechiney), Autolive Production System (APS-Autoliv), Alstom Production System (Apsys-Alstom).
PRODUCTION SMOOTHING (see Heijunka) Method of programming of the production which, over a given period, does not take into account the fluctuation in the customer demand in the manufacturing process. Produce all the pieces, day after day.
MANNERIKA Use the Kaizen tools without embracing the spirit - and thus to make it quibbling.
AUTO QUALITY MATRIX Management system consisting in showing visually, on the field, the efficiency of every stage of the process, to increase quickly the quality level. Daily management of the Quality.
MISUZUMASHI (water spider) Circuit of components delivery in edge of line and of sampling from empty containers and Kanban card. Water spider means Misuzumashi moves without making of wave, i.e. without disrupting the production.
MUDA The wasting: any activity which consumes resources without adding of value for the customer. Toyota also speaks of "walled up" (irregularity) and of "muri " (difficulty). 7 MUDA (WASTINGS): any activity which comes to be added to the cost without adding of value to the product. There are 7 categories of wasting: 1. Excess production and early production, 2. Delays, 3. Movement and transport, 4. Poor process design, 5. Inventory, 6. Inefficient performance of a process, 7. Making defective items. We can possibly add a 8th Muda, the intelligence of the unused operators. And a 9th Muda, imagine problems which do not exist.
MURA The interruptions in a working flow. The variations of the quality, the cost and the delivery period of the product are forms of mura: if every person in a working flow follows a systematic cycle, but if one of them experiment any variability in the rehearsal of its operations it will create expectations or accumulation in the flow.
MURI Irrational situation leading to difficult working conditions for the operators or the equipments. Any materially difficult work for the operator is creative of muri and of muda besides being hard for the person itself, a wasting of energy.
EXTERNAL OPERATION (See SMED) Operation liable to be safely made during the functioning of the machine.
INTERNAL OPERATION (See SMED) Operation which can be made only when the machine is stopped
MASTER PLAN OF FLOWS Visual representation of the materials flow and information since the reception bays up to the expedition bay through the manufacturing process. It reveals the current and future state of Layout of the factory, so serving for showing the future organization of flows and by facilitating the setting-up.
POKA-YOKE "mistake-proofing" Inspired by a Japanese word meaning correction of error, the device poka yoke prevents that a human error has an impact on a machine or a process, or that an error committed by an operator gives place to a defective product either by blocking the following operations, or by turning on a light signal who indicates a problem.
POOL STOCK The Pool stock is a "lung" allowing to absorb the small variations in quantity and in mix from one day to another in a smoothed environment, when the flow of pieces is directly made of the shop stock at the threshold of the zone of truck preparation. The real need of the client is compared with the program of smoothed production. Two types of cards are introduced into the sequencer: kanban cards corresponding to the real need of the client and some more "special" cards if the need is slightly superior to the CMJ. The "normal" cards will be pulled at the shop stock at the threshold of the cell of production, while the "special" cards will be pulled by another stock plug: the pool stock. If, on the contrary, the need of the client is lower than the CMJ, the variation will be also absorbed by special cards allowing to reconstitute the pool stock.
QRQC (Quick response to Quality Concern) Système managérial permettant de répondre rapidement à des problèmes de Qualité (initialement) mais s'applique de façon universel à tout autre type de problème. Kobetsu Kaizen : Task force durant la période intensive d'un chantier TPM, 1 des 8 piliers de la TPM, Kaizen Blizt (AME), Kaizen Impact (TopTech) à l'opposé du Jushu Kaizen qui l'équipe autonome
SAN GEN SHUGI The 3 “reals” (reality, real place, and real thing). Attitude adopted in analysis period of a problem basing on Genjitsu, Gemba and Gembutsu. The keys to success of Kaizen are: go to the workshop work with the current products and obtain the facts. SENSEI Master or highly respected Instructor practicing "One Job Training" either "learning by doing ". Term used for the external Consultants.
SHINGIJUTSU Co. Group of consultants highlighting the New technologies of production. Founded by Yoshiki Iwata, Chihiro Nakao and Akira Takenaka in 1987, which worked at the top level of Industrial Companies during many years. They were involved in the Kaizen methods and contributed to the total improvement of the performances of their companies during their entire career. Dogmatic and sometimes very hard approach of Kaizen.
SHINGO PRICE The Shingo Prize for Manufacturing was created in 1988 in honour of Shigeo SHINGO. The price World Class Manufacturing recognizes companies having reached a high level of client satisfaction and economic results.
SHOP STOCK (A part of the supermarket) The part of the stock of finished or semifinished products which covers the risks process: stops machine or flaws. Shop Stock is placed at the exit of the process and is under the responsibility of the self-conducted team of production. He allows a visual management of the process.
6 SIGMA Method of improvement of the quality and the profitability basing on the statistical control of the processes. The marketing image of 6 Sigma allowed numerous American Manager to appropriate the quality approach and to have preference of the investors.
SMED Single Minute Exchange of Die, The method finalized by Shigeo Shingo with Toyota to reduce time of tool changes. The time of changeover is defined as the time elapsed between the last unit of good product on your current run to the first unit of good product on your next run. Three essential stages of the method are: (1) to classify the internal operations (the machine is shut down) from external operations (the machine is functioning); (2) to perform the maximum of internal operations into external operations by the preparation. For example, we can bring the new tool near the machine in preparation while this one still operates, rather than to fetch it once the machine is shut down; (3) to rationalize all the operations (in particular the operations of regulation once the new tool is assembled). The SMED method is very effective to reduce time of changes, without investment at the beginning (by the organization), then by modifying gradually the installations. We used to give objectives of reduction by stages of 50 %. The purpose is to lower below 10 minutes, then in the second time to be able to make the change in the time within a working cycle.
STANDARDISED WORK The "standardised work" are the sequences operations to be realized in the order to execute a task without muda in a given time (takt time). The “standardised work” is the key of the kaizen. If we do not succeed in realizing an operation in the takt, so we question about the differences of the practice with regard to the standard, and we eliminate all the causes of difference.
NAGARA SYSTEM Execution of two activities or more in a single movement.
TAKT TIME The takt time is the representation of an ideal consumption by the clients. It is the main tool of the smoothing of the clients orders in production. From the monthly plan of production, we settle a "tempo" of production which corresponds with the duration of daily production (with equipments in 100 %) which divided by the client need: opening time / client need
TPS (Toyota Production System) (or Toyota Seisan Houchiki in Japanese) Objective of the Toyota company to deliver quality products, for a price and a moment of defined delivery
by the client. The TPS reaches its objectives in every possible case with an unlimited determination (Spirit Kaizen), The TPS pillars are Just in time and Auto-Quality (Jidoka) basing its foundations on a calmed production ( Heijunka). Many Consulting Firms developed the TPS method in worldwide under various designations: Lean Manufacturing, Toyotism, Rengineering, Kaizen, allowing Companies to adapt the method. Many converted Companies to the TPS obtained important earnings but the leader remains Toyota. TPM (Total Productive Maintenance) Trademark which belongs to the cabinet
ADDED VALUE Any activity transforming a product or a service so as to meet the needs of the clientele.
VSM (or MIFA) Value Stream Mapping (or Material and information Flow Analysis): Flow analysis of material and information, the Toyota cartography tool which allows to add the information flows to the classic cartographies of movement of pieces, and so to reason about the constitution of stocks beyond the questions of bottleneck.
WAIST INDEX (or Muda Indexe) Index measuring the level of wasting of an organization and allowing mainly the benchmarking between companies of the same sector.
Personalities:
HIRANO Hiroyuki: Author of the book on 5S: 5 pillars of the visual workplace et le Poka Yoké: Improving product quality by preventing defect
OHNO Taichii: Former Engineer of Toyota and inventor of the "Toyota production System", which currently represent the reference of production to follow.
MASAAKI Imai: Author of the book GEMBA KAIZEN and founder of Kaizen Institute.
MONDEN Yasuhiro : Author of the book "Toyota Production System, An Integrated Approach to Just-In-Time", Third edition, Engineering Management Press, 1997 Normand BODEK: Author of the terme Kaizen Blitz. Worked with Taiichi Ohno and Shigeo Shingo and translated the work of the
most Grand Master Kaizen, joined Ohno Autonomous Study Group and initiator of Shingijutsu Consulting Compagny and the amena in the United States.
James P. WOMACK: Co-author of the MIT report and of the Best-seller "The Machine That change the World" He is at the origin of term" Lean manufacturing ". Also author of "Lean Thinking" (Think of the company exactly) and "Lean Solutions" he is the founder in 1997 of "Lean Enterprise Institute” (LEI).
Contact Lean Key:
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"Words are symbols for shared memories."
J.L. Borges
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Bruce Henderson, Jorge L.Larco
The Oaklea Press Lean Transformation How to change your business into Lean enterprise ( 2000) The Oaklea Press
Hiroyuki Hirano
JIT Factory Revolution (1987) Productivity Press Cambridge Massachussets
Hiroyuki Hirano
JIT Factory Revolution (1987) Productivity Press Cambridge Massachussets
Shigeo Shingo
A study of the Toyota Production System (1995), Productivity Press, Inc., Dept. BK, P.O. Box 3007, Cambridge, Massachussetts 02140 ISBN 0-915299-17-8
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