Gemba Walk July 6, 2008
Posted by Lawrence Loucka in : Definitions, Lean , add a comment 
1. Select a theme for each walk
2. Question the supervisors
3. Listen (and learn) attentively
4. Share what you learn as you walk
5. Write a short memo on what you learned and post it for all to see
6. Follow up to see that progress is being made
5 Rules of On-error Training July 6, 2008
Posted by Lawrence Loucka in : Definitions, Lean, Logistics, Sigma , add a comment
1. Ownership Rule - the person who first detects the problem is responsible for finding the root cause of the problem.
2. Quickly Rule - the problem must be dealt with and solved within 30 minutes, not put on a list or in a report for action at another time.
3. Actually Rule - if possible play back or recreate the process that occurred before the defect.
4. Support Rule - the person who detects the problem has primary responsibility for solving it, but supervisor and fellow workers can stop working and lend problem solving support.
5. Shut Up Rule - the discoverer is expected to solve the problem and be allowed time to dicsuss the problem and attempt to solve it. Others can help but the supervisor or manager must keep quiet and give the person a chance to solve the problem.
Gemba July 5, 2008
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The King
Looking out
Onto the Land
In the Hot Sun
Where the Pigs are
Gemba - where to be to understand: not in the office or a conference room, but in the real place.
Toyota Vocabulary July 3, 2008
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Everyone working together in a large room without partitions: Obeya.
Posting project team information on the wall of a dedicated ’situation room’: Mieruka: visualization
Personal Magnetism: Jinbo. When Toyota evaluates their supervisors and managers they emphasize process performance, learning, and teaching over results, goals, and objectives.
Adhesive Strength: Nebari Tsuyosa. Persistence and resilience are Toyota’s measure of manager performance.
Drinks with fellow workers: Nomikai. Sharing information, learning by visiting.
"Let’s Yokoten": communication is viral, literally: unfold or open out sideways.
Committees: Iinkai; every Toyota employee belongs to several.
Self organized study groups: Jishuken.
Consensus building; shopping an idea around: Nemawashi.
Fixed Repeating Schedule December 27, 2007
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Fixed Repeating Schedule (FRS) also known as Every product Every Interval (EPE) is a production schedule which is ‘unchanging’ and repeated perhaps daily or over a period of a few weeks or months before being reset. If it can be implemented then economies of repetition start to become evident and suppliers and customers can be assured in their own activity scheduling. What impedes FRS implementation is the uncertainty of demand and supply. Therefore while the scheduling becomes simpler; the activities necessary to make the FRS possible become more complex. Thus the planning to move to FRS raises issues which if managed correctly will reduce complexity overall and improve customer service.
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Map the process and determine feasibility by evaluating demand linearity
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Select work group, line, or cell and determine available time, cycle time, change over time
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Calculate the Product Family Turnover Rate (PFTR) or otherwise known as the EPE Interval
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Use the PFTR to determine production run sizes for each product
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Determine input and output buffer sizes
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Simulate either with desktop role modeling, spreadsheet, or simulation software
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Establish Kanban controls
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Setup the Heijunka