Continuous Process Improvement: Identifying and Eliminating Waste 126

5 Why

A troubleshooting process that involves asking a series of “why” questions, usually five, in order to isolate the root cause of a problem. The 5 Why method can be incorporated into other troubleshooting techniques.

5M plus 1P

5M+1P. A list of the six most likely causes of manufacturing problems. The 5M plus 1P, more commonly known as 6M, categories are machinery, materials, manpower (people), methods, measurements, and Mother Nature (process).

6M

5M+1P. A list of the six most likely causes of manufacturing problems. The 6M, sometimes known as 5M+1P, categories are machinery, materials, manpower (people), methods, measurements, and Mother Nature (process).

A3 report

A document based on the plan-do-check-act (PDCA) process that is used to describe a problem, identify possible solutions, and plan for how they will be implemented and monitored. A3 reports get their name from the ledger-sized A3 paper (11 x 17 inches) that is typically used for them.

abnormalities

An unusual or unexpected feature or occurrence. Abnormalities are a sign of a problem in a process.

andon

A visual management tool that highlights the status of operations in an area and signals whenever an abnormality occurs. Andon is the Japanese word for “lantern.”

automation

The use of self-regulated equipment, processes, or systems that operate with limited human intervention. Automation uses robotic and computer numeric control (CNC) processes to perform manufacturing processes, such as assembly.

autonomation

The ability of a machine or piece of equipment to operate without human oversight. Autonomation allows equipment to stop working once a problem or error is detected.

autonomous maintenance

A maintenance approach that involves machine operators performing maintenance tasks rather than the maintenance staff. Autonomous maintenance tasks include cleaning and lubricating equipment and machines.

availability

The amount of time a machine is actually ready for production. Availability is expressed as a percentage that is calculated by dividing the amount of time a machine actually spends producing parts by the amount of time it is expected to produce parts.

basic condition

The expected state of good repair that equipment must be in for it to produce quality parts in a timely manner. Basic condition can be maintained by performing regular cleaning and preventive maintenance.

batches

A specific number of the same part that moves through the production cycle. Producing small batches allows companies to steadily meet customer demand.

bottlenecks

A point of congestion during the production process. Bottlenecks limit the flow of products.

brainstorming

An activity during which an individual or group rapidly lists ideas in order to identify possible causes of or solutions to a problem. Brainstorming is most effective when conducted by a diverse group of employees that can provide different perspectives.

breakdowns

A malfunction that prevents a component or process from operating correctly. Breakdowns usually result in maintenance expenses and lost productivity.

changeover

The process of switching a machine from one part setup or process to another. Changeover activities may include cleaning, disassembly, reassembly, and other setup activities.

continuous improvement

An ongoing effort to make products, services, or processes better. Continuous improvement identifies opportunities for improvement, takes action to achieve improvement, analyzes the results, and implements workable solutions.

countermeasures

Any potential solution to a problem. Countermeasures may not always work as expected, so it is necessary to monitor their efficacy after implementation.

cross-functional team

A group of people with different areas of expertise who work together to achieve a similar goal. A cross-functional team includes members from departments like management, maintenance, production, and customer service.

cycle time

The actual time it takes to perform a task and forward it to the next step. One of the major goals of lean is to match cycle time to the customer's requirements.

defects

An imperfection in a part that prevents it from operating correctly. Defects can lead to reworked or scrapped parts, which increases the costs of a manufacturing operation.

downtime

A period of time during which production stops, often due to mechanical failure or maintenance needs. Downtime reduces the efficiency of a manufacturing operation and should always be limited as much as possible.

early equipment management

A maintenance approach that involves accounting for future maintenance needs when designing or purchasing new equipment. Early equipment management may involve simplifying production design to make maintenance tasks easier to perform quickly.

eight pillars

The eight principles that form the foundation of total productive maintenance. The eight pillars of total productive maintenance are autonomous maintenance, planned maintenance, quality integration, focused improvement, early equipment management, education, safety, and TPM in administration.

excess inventory

The storage of more materials or parts than necessary. Excess inventory ties up company resources that could be better used elsewhere and takes up space.

fishbone diagram

A visual tool that identifies and isolates potential causes of a problem. Fishbone diagrams list the problem in the center and possible causes branching out from it.

Five S

5S. A targeted list of activities that promote organization and efficiency within a workspace. The Five S steps are sort, set in order, sweep, standardize, and sustain.

focused improvement

A maintenance approach that attempts to improve areas in an organization that could be improved before problems can arise. Focused improvement may also involve suggesting additional maintenance opportunities.

fool-proofing locator

A device that prevents an operator from loading a workpiece incorrectly in workholding. Fool-proofing locators are a type of poka-yoke.

forklift

A small industrial truck used for carrying, lifting, and stacking materials. Forklifts contain a pair of forks used for lifting and transporting heavy loads.

gemba

Any place where value-creating work is performed. Gemba is the Japanese word for “actual place.”

gemba walk

The act of work leaders walking through a facility and observing work practices on the floor. Gemba walks allow management to understand how an operation works and to see what might need improving.

hazards

Any source of potential injury, illness, or death. Hazards are categorized into chemical, biological, physical, or ergonomic categories.

heijunka

The practice of evening out the type and quantity of products made over a fixed period of time. Heijunka is the Japanese word for “leveling.”

implemented

To put a proposed solution into practice. Solutions should be implemented on a wide scale once they are proven to solve a problem.

jidoka

A method of error detection and prevention that stops production processes as soon as a problem is identified. Jidoka is the Japanese word for “autonomation.”

kaikaku

A method of continuous improvement that involves making large-scale, radical changes. Kaikaku is a Japanese word that means “radical change.”

kaizen

A method of continuous improvement that involves making incremental changes. Kaizen is a Japanese word that means “change for the better.”

kaizen event

A multi-day, hands-on event that focuses on improving a particular problem area within a company. Kaizen events, sometimes called kaizen bursts, are carried out by cross-functional teams and result in dramatic changes.

lead time

The amount of time between the original customer order for a particular product and its final delivery to the customer. Manufacturers try to reduce lead time to improve customer satisfaction.

lean manufacturing

An approach to manufacturing that seeks to reduce the cycle time of processes, increase flexibility, and improve quality. Lean manufacturing helps to eliminate waste in all its forms.

load

The force applied to or supported by an object. Loads that exceed the maximum capacity can impact how a vehicle operates and may be dangerous to the operator.

load capacity

The maximum amount of force a structure or machine component can safely withstand. The load capacity of equipment should never be exceeded.

maintenance

Any activity that contributes to the care and upkeep of machines or equipment. Maintenance tasks include cleaning and lubricating machines, monitoring equipment for problems, and fixing a machine after it breaks down.

muda

Any activity that consumes resources without adding value to a product or process. Muda is the Japanese word for “waste.”

mura

Any variation or inconsistency in an operation. Mura is the Japanese word for “unevenness.”

muri

Any overburdening of equipment or employees. Muri is the Japanese word for “overburden.”

overprocessing

Putting effort into unnecessary tasks or failing to use the most efficient production methods. Overprocessing wastes resources and does not add value to the product.

overproduction

Creating too many products in anticipation of customer demand. Overproduction leads to the creation of products that may not be used.

part run

A series of identical parts that are produced as a group. A part run requires an accurate and repeatable setup to ensure consistency.

PDCA

Plan-do-check-act. A four-step process that involves preparing to make a change, testing changes, reviewing the results, and adopting successful changes. PDCA is the framework for A3 reports.

performance

A measurement of the number of parts produced in a given time, the speed at which they were produced, and the amount of time spent idling or stopping. Performance is calculated by dividing the number of parts produced by the capacity of parts that could be produced.

personal protective equipment

PPE. Any clothing or device worn to minimize exposure to hazards and prevent injury. Personal protective equipment may include safety glasses, safety gloves, and coveralls.

plan-do-check-act

PDCA. A four-step process that involves preparing to make a change, testing changes, reviewing the results, and adopting successful changes. Plan-do-check-act is the framework for A3 reports.

planned maintenance

A maintenance approach that involves performing maintenance tasks at regularly scheduled intervals. Planned maintenance is often performed by a maintenance technician rather than the machine operator.

planned stops

A halt in production that results from an expected event. Planned stops may occur to allow for scheduled cleaning, inspection, or maintenance.

poka-yoke

The practice of preventing errors from occurring during production or assembly. Poka-yoke, the Japanese term for “error proofing,” also refers to error-proofing devices.

press

A machine with a stationary base and an upper slide that repeatedly moves up and down. A press shapes or cuts metal to create useful parts for a range of industries.

production cycle

The series of steps necessary to convert raw materials into finished products. The production cycle includes product design, production, inspection, and delivery.

production defects

A defect created during the normal production process of a part. Production defects may result from operator error, machine error, or incorrect machine settings.

punch

A tooling component that pushes into or penetrates a workpiece. The punch is a component of a press machine.

quality

The satisfaction of customer requirements. Quality products conform to specifications, are free of defects, and meet the requirements of their anticipated use.

quality integration

A maintenance approach that focuses on tasks that lead to the production of quality, error-free parts. Quality integration is a continuous process that seeks to continually improve processes.

root cause

The true origin of a problem, as opposed to any resulting symptoms or effects. The root cause of waste must be eliminated to improve processes.

root cause analysis

A study undertaken to find the original or underlying cause of a problem. Root cause analysis involves collecting and analyzing data to determine the true cause of a problem.

safety

The step in 6S and 7S that identifies, documents, and removes potential safety hazards from a workspace. Safety is the sixth step in the 6S and 7S approach.

safety

The step of 6S and 7S that involves identifying, documenting, and removing potential hazards from a workspace. Safety is the sixth step of the 6S and 7S approach.

sensors

A device that detects a change in a physical stimulus and turns it into a signal that can be measured or recorded. Sensors may be connected to a machine or system in order to collect operational data that is later analyzed.

set in order

The step of 5S that involves organizing the workspace to ensure easy access and optimal efficiency. Set in order is the second step of the 5S approach.

Seven S

7S. A modification of 5S that includes two additional steps. Seven S includes safety and spirit, as well as the original five steps.

signboard

A display containing rows of numbers or other identifiers that correspond with machines. Signboards are used in andon systems to display the status of machines.

six big losses

The factors that contribute the most to waste in manufacturing processes. The six big losses are planned stops, unplanned stops, small stops, slow cycles, startup defects, and production defects.

Six S

6S. A modification of 5S that includes one additional step. Six S includes safety, as well as the original five steps.

slow cycles

A period of time during which equipment is operating at a slower pace than usual. Slow cycles may be caused by old equipment or operator inexperience.

small stops

A halt in production that lasts for only a couple of minutes. Small stops are usually resolved quickly by machine operators.

smart technology

A computing device that can send and receive data without human intervention. Smart technology generally requires internet connectivity to enable data processing.

sort

The step of 5S that involves separating unnecessary materials from required materials in the workspace to eliminate clutter and create additional space. Sort is the first step of the 5S approach.

spirit

The step of 7S that involves engaging employees at all levels to promote cooperation and teamwork. Spirit is the seventh step of the 7S approach.

stability

The tendency of a process to run in an even, predictable, and controlled manner over time. Achieving stability requires the elimination of all mura from a process.

standardization

The establishment of universal processes that produce repeatable, predictable outcomes each time the work is done. Standardization helps to eliminate mura from processes.

standardize

The step of 5S that involves documenting and implementing methods to maintain a clean, safe, and organized workspace. Standardize is the fourth step of the 5S approach.

standards

An established policy that describes how processes should be performed. Standards cover a range of topics, from material handling to the documentation necessary across the supply chain.

startup

The first time a machine or piece of equipment begins a process. During startup, operators should ensure machines and equipment run as expected.

startup defects

A defect created at the start of a production process or after a changeover. Startup defects may result from equipment that requires warm up cycles to operate efficiently.

supply chains

A complex network of companies and suppliers that produce and distribute a product. A supply chain consists of a company, its suppliers, its distributors, and its customers.

sustain

The step of 5S that involves maintaining programs and procedures to ensure the Five S steps continue to occur over time. Sustain is the fifth step of the 5S approach.

sweep

The step of 5S that involves cleaning and inspecting all areas of the workspace. Sweep is the third step of the 5S approach.

total productive maintenance

TPM. A comprehensive maintenance approach that focuses on continuous attention to the condition of production machinery and facilities. The main goal of total productive maintenance is to maximize equipment usefulness in order to increase production and reduce waste.

TPM in administration

The practice of applying the principles of total productive maintenance to administrative areas of an organization. TPM in administration can be applied to record keeping, purchasing, and processing orders.

unnecessary motion

Increased movement that occurs while completing a task, such as searching for tools or parts due to a poorly structured work environment. Unnecessary motion wastes time that could be spent doing valuable work.

unnecessary transportation

Any effort made to move an object from one location to another that is not required. Unnecessary transportation may lead to product damage.

unplanned stops

A halt in production that results from an unexpected event. Unplanned stops may occur due to equipment failure, broken parts, or understaffing.

uptime

The ratio of the actual production time of a machine to the availability time. Uptime is calculated by dividing actual production time by the availability time.

value

A real or perceived quality that satisfies the needs and wants of a customer. Value includes the features of a product, as well as other qualities associated with the product.

value stream mapping

VSM. The process of creating a visual layout of all the processes required to make and deliver a product. Value stream mapping helps determine which parts of a process add value and which do not.

variance

Any deviation from what is normal and consistent. In manufacturing, variance can cause or indicate errors.

waiting

Any time spent while products or employees remain idle. Waiting does not add value for the customer.

Waste

Any element of the manufacturing process that does not add value to a product or process. The goal of lean manufacturing is to eliminate waste.

wear

The erosion of material as a result of friction, use, or environmental conditions. Wear is often caused by two or more objects rubbing or sliding against each other.

workholding

A device used to locate and support a workpiece for manufacturing operations. Common workholding devices include clamps, fixtures, chucks, collets, and centers.

workpieces

A part that is subjected to one or more manufacturing operations in order to create a finished product. Workpieces can be shaped and finished through various machining operations, such as metal cutting and grinding.

Workstation

A designated area for an employee to perform a specific task or work duty. A workstation is organized to increase efficiency.