Day 3-2 Lean Tools

Lean Tools
Lean Now Facilitator Training

• Many Lean Tools are referenced in “The Team
Handbook” ISBN: 1884731260
• These Lean Tools may be used at the Change

Roadmap Step 5- Improve phase
• 5 Whys- Root Cause
• FMEA
• Standard work
• Mistake proofing
• Visual controls
• 6S
• Takt time
Lean Now Facilitator Training - 2

Change Roadmap Step 5- Improve
Implement
Pilot
Use of Solution
Mistake
Proofing
Techniques
Identify
Corrective
Action
Reduce Opportunity
Determine
Root for defects, rework,
Cause unsatisfied
customers, and cost
Identify
Opportunities increase
© 2003 Lockheed Martin. Used with permission.

Examples of Problem Solving Tools
Flow Chart
Pareto Diagram
5 Why's
Cause and Effect Diagram (Fishbone)
Affinity Diagram
Nominal Group Techniques
Histogram
Control Chart

Affinity Diagram
• Write down the issue being brainstormed
• Record each idea on a post-it note or card

• Use standard brainstorming rules
• Noun, verb (no more than 7 words)
• Team silently sorts notes into categories
• Come to consensus on category headings
© 2003 Lockheed Martin Corporation. Used with permission. Lean Now Facilitator Training - 5
Affinity Diagram
BRAINSTORMING
Idea 1 Idea 5 Idea 9
Idea 13
Idea 10 Idea 14
Idea 6 Idea 4
Idea 7 Idea 12 Idea 3
Idea 11 Idea 2
Idea 8
CATEGORIZING
CATEGORY 1 CATEGORY 2 CATEGORY 3
MAPPING
Project Project Project

Plan Plan Plan
© 2003 Lockheed Martin Corporation. Used with permission. Lean Now Facilitator Training - 6
UDE
UDE = Undesirable Effect

Definition: A problem, condition, or symptom that
exists because we see evidence (e.g. negative impacts
on the performance of a process, customer
dissatisfaction, additional costs due to waste, etc.)
© 2003 Raytheon. Used with permission. Lean Now Facilitator Training - 7

Root Cause Definition
• Beneath every problem or defect lies a root

cause for that problem.
• Therefore, in order to solve a problem, a simple

approach would be to...
1. Identify the causes of the problem/defect

2. Find ways to eliminate the causes and prevent
them from recurring

Detection vs. Prevention
Prevention
Know the job expectations of quality
Do it right the first time
Communicate quality problems
Long term corrective action
Mistake Proofing
Control over processes
Detection
100% inspection "Designed in" quality…
Time intensive Cheaper to prevent than detect
Wasted resources
Short term corrective action
Not as effective as prevention...

Five Why Process
Why?
Why?
Why?
Why?
Why?
Asking
AskingWhy
Why55times
timesoften
oftenbrings
bringsyou
youto
tothe
the
“real”
“real”root
rootcause….
cause….One
Oneyou
youmay
mayhave
havenever
never
noticed
noticed
© 2003 Lockheed Martin. Used with permission. Lean Now Facilitator Training - 10
Cause & Effect: 5 Why’s
Problem Contributing
or Effect Cause
Why?
Why? Contributing
Why? Cause
Direct
Cause Contributing
Contributing
Cause
Cause
Why?
Contributing
• Generally, 3-5 levels of “Why” is Cause
sufficient to get to a reasonable Root
Cause Why?
• Beyond 5 levels usually yields too Root
narrow or too specific details Cause

Cause and Effect - The Fishbone
Diagram
• Also called Ishikawa Diagram after its originator
• Start out with one of the primary UDEs in box to right
• Add “spine” and fishbones
• Add labels to fishbones

• Can use any grouping scheme
• Template: materials, machinery, method, measurement,
manpower
• Brainstorm causes for each category
• At end of brainstorming, sort causes and move most

important one closest to spine
Cause and Effect / Fishbone
Diagram
Measurement
Measurement Methods
Methods Machinery
Machinery Use post-its
Causes, inputs,
or sources
of variation
UDE
To allow a team to identify,

explore, and graphically
display, in increasing detail,
all of the possible causes
related to the undesirable
Manpower Materials Environment effect to discover its root
Manpower Materials Environment
cause(s)
Why Use It?

FMEA Definition
Failure Mode and Effects Analysis
• A systematic technique to:

• Identify potential failures
• Prioritize the failures according to the risk
• Severity
• Occurrence probability
• Detection probability
• Provide information to
• impact the product design
• impact the process design
• mistake-proofing
• Identify actions which can reduce / eliminate failures
FMEA takes a preventative rather than reactive role in
product/process quality
Why FMEA?
Headlines around the world:
• Physician fined, barred for 6 months, amputated

wrong foot
• Transplant patient gets wrong heart
• Boy's death costs Chrysler $262 million – faulty latch

on van
• Competition sensitive information inadvertently

released to all bidders.

FMEA Benefits
• Improves the quality, reliability and safety of

products and processes in a proactive manner
• Helps to increase customer satisfaction by
addressing failures that keep us from meeting
critical customer requirements in products or
processes
• Ensures that all possible failure modes and their
effects have been considered
• Reduces product/process development timing
and cost
• Provides a basis for establishing corrective action
priorities
• Documents and tracks actions taken to reduce
risk
If the FMEA Process is Neglected...
• Problems not resolved in the process design

stages will probably result in:
• Delays in new process start ups
• Rework
• Scrap
• Loss of time/schedule slip
• Poor customer satisfaction
• Poor reputation
• Frustrated employees
• Career threatening mistakes
Note that the above list contains the very

things we try to avoid every day
When is an FMEA Conducted?
• When new processes are being designed

• When existing processes are being changed
• When existing processes are used in new
applications
• After the process functions are defined, but
before release
• Note: FMEA’s are also conducted in product

development…

Standard Work Definition
What is it? The series of steps determined to currently be the

best way to perform a task
How to do it! 1. A team of workers begins by documenting and timing

each others process
2. Combine the best practices from each others’ processes that
result in a safe, efficient way to complete the task at a
sustainable pace
3. Break down the new process into its most fundamental steps
and explore ways to improve each element with:
- Waste elimination
- Mistake proofing
- Safe work practices
4. Document and time the new standard work sequence for
everyone to use
Results!
A predictable cycle time for that task!
© 2003 Boeing. Used with permission.
Standard Work
How do you “convince” people to follow a

standard sequence?
“Eliminate the option

to do anything else”

Standard Work
• Have you ever had a burnt Big Mac?
• McDonalds has eliminated options:

• One grilling temperature
• Flip @ beep, sear, remove at continual beep
• Scrape grill, turn off “clean” light
• Dressings - I squeeze
• 4 pickles

Standard Work Summary
“Reliable standard processes

produce
predictable results.”
“Where there is no standard,
there can be no continuous improvement.”
Taiichi Ohno
“When developing standard work,

you are not standardizing the person,
you are standardizing the process.”
Mike Babasick
Sentinel Lighting - Wire Mold

Learn to See Opportunities
Mistake Proofing
means looking at
things differently.
How many people

do you see in this
picture?

Mistake Proofing
Have you ever …
• Shown up at a dinner party and
forgot to bring the dish that was
left in the refrigerator?
• Driven home from work when

you meant to stop and get
something at the store?
• Forgotten a critical appointment

or anniversary?
What
What would
would you
you have
have done
done differently?
differently?
Mistake Proofing
It Happens!
• Workers finish the shift or job and don’t

remember what they have done
• Parts are omitted or connections are made

incorrectly
• Million dollar items are delivered to the wrong

address, even to the wrong country
• Production stops because the 5 cent part

can’t be found
Opportunities for Error are
Everywhere
What are you going to do?

Mistakes Slip Through . . .

And Given the Opportunity . . .

Mistakes vs. Defects
Mistake Mistake Proof Defect
?
Mistake Proofing Examples
• Controls
• Stops the process
when an error
happens
• Does not depend on
the worker
• Warnings
• Signals the worker to
stop the process or
address the problem

Everyday Mistake-Proofing
Examples
Visual Controls
Purpose:
• Tell at a glance what and how we are doing
• When someone walks into the work place they
should be able to determine:
• What the process is
• Who the customers and suppliers are
• What the deliverables are
• Where and what resources are being used in the process
• There is an effective measurement system in place

Purpose of Visual Controls
Show how to do the job (standard work)

Show how things are used
Show where things are stored
Control inventory storage levels
Show production status
Indicate when people need help
Identify hazardous areas
Mistake-proof the operation

Visual Controls Summary
• Visual controls are a component of the 6S

process
• Visual controls allow us to tell at a glance how

we are doing
• Using visual controls helps

• Identify abnormal conditions
• Display standards and reliable methods
• Prompt action and communication

What is 6S?
• A process and method for creating

and maintaining an organized, clean,
high-performance workplace
• The foundation of visual control and

a conditioning discipline for standard
work.

The 6S
A method dedicated to organizing your environment, keeping it clean,
orderly, standardized, and disciplined. 6S is the foundation for
continuous improvement.
Sort – Segregate and discard
Simplify – Arrange and identify
Sweep – Establish visual checks
Standardize – Develop standard processes
Self-Discipline – Continuous follow-through
Safety
Sort
Separate the necessary from the
unnecessary
Examples:
Necessary: Unnecessary:
Used for daily work Unsafe
Used periodically Defective
I am the source Obsolete or outdated
Unused
Extra or duplicate
• Each participant determines what is necessary for his

or her own work area.
• The group decides what is necessary for areas owned
by the group.
• Tag unnecessary items and take to a holding area for
auction and disposition.
Simplify
Arrange and identify for ease of use
Organize necessary material
• Determine a permanent location for each item in individual
and group areas.
• Organize material according to how frequently it is used.
• Anyone should be able to easily understand proper
arrangement and abnormalities.
Consider:
• Visual aids are encouraged in order to
help understanding and minimize
complexity.
• Labeling locations where necessary
items are kept when not in use,
especially moveable items.
• Labeling drawers and notebooks to
identify
their contents.
Sweep
Establish visual checks to maintain
processes.
• Identifying potential problems with a regular

physical and visual sweep.
Look for:
• Unsafe conditions
• Broken, malfunctioning equipment, or fixtures
• Missing items and out of location tools, supplies,
material, etc.

Standardize
Develop standards and stick to them
• Use the agreed-upon standards from visual controls

activities
• For example, simplify by using common colors and labeling.
• Document the sweeping process
• ensure activity is consistent between shifts.
• Get agreement before any change is implemented.
• Document changes and share information with others.
• Each standard we create should be continuously
improved.

Self-Discipline
Continuously follow-through and motivate to
sustain
• Constantly look for ways to improve the

process
• Periodically review the previous four Ss,
possibly quarterly or semi-annually
• Set a good example for others within and
outside the group
Leadership is the key
Management at all levels must be committed

Safety
Safety is everyone’s job

6S Summary
• 6S creates the proper environment for

standard work
• The 6S process is where improvement begins
• Get started, have fun, and ensure backsliding
does not occur
• It is important that everyone get involved in
6S - It will improve the environment
• Make 6S part of the daily routine

What is Takt Time?
• The rate at which product must be completed

to meet customer requirements.
The pulse at which the parts go though a process!
• Why is takt time important?

• Establishes link to customer demand
• Sets pace for leveled production
• Basis for determining efficient use of resources
• Optimum staffing requirements
• Minimum WIP required

How to Calculate the Takt Time
Time Available / Period

Takt Time =
Customer Demand / Period*
*Time periods must be consistent (shift, day, week . . . )

Backup

Takt Time Example
Net Operating
Time Per Shift: Shift: 480 minutes 480
Breaks: 2 @ 10 minutes - 20
Clean-up: 1 @ 4 minutes - 4
Net operating time per shift
Customer
Requirements: Monthly requirements (units) 56
# Working days/month ÷ 20
Units / day
Net Operating Time / Period
Takt Time =
Customer Requirements / Period
For 1 shift / day: Takt Time =

Reading Material
• Zero Quality Control: Source Inspection and the Poka-

yoke System. Shingo, Shigeo. 1986.t rans. A.P. Dillion.
Portland, Oregon: Productivity Press.
• Modern Approaches to Manufacturing Improvement:

The Shingo System. Robinson, A.G. (Ed.) 1991.
• Poka-yoke: Improving product quality by preventing

defects. Nikkan Kogyo Shimbun/Factory Magazine,
(Ed.). 1988. Portland, Oregon: Productivity Press.
• Mistake-Proofing for Operators: The ZQC System.

The Productivity Press Development Team. 1997.
• Visual Systems - Harnessing The Power Of A Visual

Workplace Gwendolyn Galsworth 1997 AMACON, a
division of American Management Association, 1601
Broadway, New York, New York 10019
Underlying Principle of 5S
A place for everything and everything

in its place, clean and ready for use.
How is this principle employed here?

Why is it important?
Is it any less important in our work areas?
Hint: time costs money!

NASCAR Video
Lean Now Facilitator Training

Johnny Cotton Video Introduction
• Have you bought tires lately?

• Sam’s Club example
• What do you, the customer, value (pay for)?
• How long would it take you to get a set of

tires installed, a tank of gas, and a drink?
• Watch video and see how many Lean

principles/techniques you can identify (e.g.
Point-Of-Use staging)

Johnny Cotton Video Summary
• Did you realize all of the preparation that went into

a NASCAR pit stop?
• What does the customer value in this example?
• Did you know that most NASCAR races are won

by less than 2 seconds?
• Name the Lean principles/techniques practiced by

the Johnny Cotton team to help win the race
EXERCISE: WHERE DO AEDC
ERRORS TYPICALLY OCCUR?
• Planning
• Requirements Definition
• Test Article Installation
• Test Conduct
• Data acquisition and analysis
© 2003 “Arnold Engineering Development Center. Used with permission.

Useful Links
• http://www.campbell.berry.edu/faculty/jgrout/pokayoke.shtml John Grout’s Poka-Yoke

website
• http://www.mistakeproofing.com/ John Grout's commercial web-page on Mistake-
Proofing
• http://www.baddesigns.com/index.shtml A scrapbook of illustrated examples of
things that are hard to use because they do not follow human factors principles.
Examples of items needing mistake-proofing.
• http://www.school-for-champions.com/tqm/poka-yoke.htm An article on Preventing
Mistakes with Poka-yoke by Ron Kurtus 4 March 1999. Ron is with Kurtus
Technologies.
• http://www.geocities.com/SiliconValley/Lab/5320/pokasoft.htm An article on using
Poka-yoke in software development.
• http://www.geocities.com/WallStreet/3267/associat.htm a link to Quality Management
Links Collection.
• http://www.wpi.edu/Admin/CE/WCM/pokayoke.html A training on Error-proofing by
Worcester Polytechnic Institute.
• http://home.wxs.nl/~cbon/qtool.html More links to Quality Tools
• http://www.egroups.com/group/gateway2lean A link to an email group that discuss
lean issues and mistake-proofing.
• http://www.ame.org/ The Association for Manufacturing Excellence Home Page
• http://www.shingoprize.org/shingo/index.html The Shingo Prize for Excellence in
Manufacturing Home Page.
• http://wc-enablers.org/methods.htm#poka_yoke Training for poka-yoke with World
Class Enablers
• http://www.isixsigma.com/tt/poka_yoke/ iSixSigma on-line training website
Load Balancing Example
Observe the As-Is Conditions
• What is the takt time?
• Observe layout and material/information flow
• Are the processes standardized?
• Measure the cycle times of each step
• What kinds of waste exist?
• What quality and safety conditions exist?

Observe the ‘As-Is’ Process
ª « Out
¦
C E
¨
§
A D
B
In © = Work in Process

1. Chart existing cycle times for each step

70
Takt Time = 57 Minutes
Cycle 45
Time 35
30 30
A B C D E
swc swcs swcs swc swc
s s s

2. Determine Optimum Staffing Level
70
Takt Time = 57 minutes
45
Cycle
Time 30 30 35
A B C D E
Process CT
210 minutes
People required = = = 3.68
Takt Time 57 minutes

3. Balance Work between people

Initial Work Balance
3.68 People Required
T/T = 57’
57 57 57
39
Kaizen
Focus
A B C D
swcs swcs swcs swcs

4. Kaizen to Eliminate Waste
T/T = 57”
57 57
After
Kaizen
2 People Required
A B
swcs swcs

What is Standard Work-in-Process
(SWIP)?
• The minimum number of work-in-progress

necessary to maintain a smooth flow of work.
Why is SWIP important?

• Facilitates one-piece flow and pull
• Necessary for predictable lead time
Where is SWIP required?

1. One piece at each operator hand-off
2. One piece at each automated machine
3. One or more pieces when the cycle time of a task
exceeds takt time
Steps to Standard Work
• Eliminate waste
• Establish standard sequencing
• Determine takt time
• Determine optimum staffing level
• Balance work load
• Establish standard WIP

Standard Work ‘Locks In’ the
Improvements
• Standard work locks in improvement, setting

a new baseline
• Without standard work, improvements tend to
dissipate
Improvement
S
S
S
S
S
K
S K K K
K
K = Kaizen Time
S = Standardization
Mistake Proofing or Poka Yoke
• Difference between mistakes and defects
• How defects originate
• Key mistake-proofing devices
• Mistake-proofing process

Sometimes in a Big Way . . .

You Can Make a Mistake Too!

Anyone Left Up in the Air? . . .
Standardization
• “To standardize a method is to choose out of

the many methods the best one, and use it.
• Today’s standardization, instead of being a
barricade against improvement, is the
necessary foundation on which tomorrow’s
improvement will be based.
• If you think of ‘standardization’ as the best
that you know today, but which is to be
improved tomorrow, you get somewhere. But
if you think of standards as confining, then
progress stops.” Henry
Ford, 1926
4 Elements of Standard Work
1. Standard work sequence
2. Takt time
3. Load balancing
4. Standard work-in-process

Reasons to Follow a Standard
Sequence
Why do you do something the same way each
time?
• It’s the obvious and easiest method
• Driving to work - you take the easiest route
• Tying your shoes
• Square brownies not round brownies
• It’s the best proven method
• Performance-driven - Olympic Events
• Sporting equipment
• 8 Track to CD, VHS to DVD
• It’s the law!
• Requires self-discipline--suffer the consequences
• Speeding or running a stoplight
Why Do Errors Occur?
• Incorrect Procedures
• Excess process variation
• Variation of inputs
• Inaccurate measuring devices
• Human error

10 Types of Human Error
1) Forgetfulness (not concentrating)
2) Errors due to misunderstanding (jump to conclusions)
3) Errors in identification (view incorrectly….too far away)
4) Errors made by untrained workers
5) Willful errors (ignore rules)
6) Inadvertent errors (distraction, fatigue)
7) Errors due to slowness (delay in judgement)
8) Errors due to lack of standards (written and
visual)
9) Surprise errors (machine not capable, malfunctions)
10) Intentional errors (sabotage - least common)
People generally want to do a good job, it is up to
process owners to create the environment for success
Mistakes Can Be Prevented!!
• You have at least two major

options:
• Yell and scream, strike fear

into their hearts or demand
vigilance. Exhort workers to
“be more careful or else!”
Good Luck!!
• Or you can mistake-proof and

eliminate the chance of making
the mistake
Definition of Mistake-Proofing
• Using wisdom and ingenuity to create devices

that allow you to do your job 100% defect free
100% of the time

Advantages of Source Inspection
• Catches mistakes before they become defects -

uses devices to prevent or warn of an improper
process
• 100% inspection in the process
• Form of mistake-proofing - utilizing inexpensive

countermeasures to inspect automatically for errors
or defective operating conditions
• Facilitates immediate action - operations are

stopped instantly when a mistake is made and not
resumed until it is corrected
Opportunities for Mistake-Proofing
Product Oriented
Process Oriented • Adjustments required
• Decision points in a process
• Tooling changes
• High defect rates for a process
• Dimensionality/ critical condition
step
• Rework loops
• Many parts and mixed parts
• Exchange of information • Infrequent production
• Set-up • Lack of standards
• Interaction / interface of people or • Symmetry / asymmetry
process steps
• Safety concerns
• Multiple steps
Use
UseProcess
ProcessMapping,
Mapping,Data
DataCollection
Collectionand
and
Waste
WasteAnalysis
Analysisfrom
from Path
Pathto
toExcellence
Excellenceto
to
identify
identifyopportunities
opportunities
Inspection Approaches to Stop
Defects
100%
o f
n t s
rce ect ted
f
Pe De en
rev
P
80%
Judgment Information Source
Inspection Inspection Inspection
Person or a machine
compares a product to a Alerts the defect Catches errors before
standard and determines producing process about they cause defects
which products do not the problem - use of self-
conform and rejects them check
Best
Mistake Proofing Root Cause
(5 Why’s)
The Jefferson Memorial is deteriorating
Why?
Too much washing
Why?
Excess bird droppings
Why?
Lots of spiders to eat
Why?
Lots of gnats to eat
Why?
The lights are on all the time
Example: Form Design
Before:
After:
Courtesy of John R. Grout, Campbell School of Business, Berry College

Mistake-Proofing Example
Wrong Parts
Pulled. Product
Defective.
Cardboard Template
Is “Bill of Material”.
Wrong Parts Cannot
Be Picked.
Courtesy of
QCT Associates, Inc.
In Conveyance of Information
Mistake-Proofing is
not just for the
movement of
molecules, but also
for the movement of
information

Visual Order is Mistake-Proofing
How many mistake-proofing devices do you see?
Shadow Boxing
Pictures locating tools
Tools available and marked
Blueprints within line of sight

Mistake-Proof Criteria
You should be able to answer YES to all of these items:

• Prevents recurrence?
• Inexpensive?
• Made with wisdom & ingenuity?
• Simple to use?
• Easy to implement?
• Durable?
• Easy to maintain?
• Does not hinder process?
• Reliable?
Class Examples / Exercise
• Brainstorm ideas where mistakes can happen in your

business
• Interview someone and ask the following questions:
• What possible defect could that mistake cause
• Why 5 times to understand what causes the mistake to happen
• Determine the root cause and corrective action
• Define possible Mistake Proofing Techniques that

could be used to eliminate the defect

Use Visual Controls To:
• Identify abnormal conditions immediately
• Display standard operations and reliable

methods in use
• Promote quick action and communication

Who Are Visual Controls For?
The people working

in the area
Those who support

the people working
in the area

Visual Control Examples
• A process flow chart -- the one really being used.
• A 5S checklist -- for example, standard procedures,

responsibilities, resource literature, or a kanban for
supplies.
• Process performance charts -- ones that tell workers how

they really are doing.

Visual Controls Example
Lean Implementation Improvements
35 Percent
Reduction in Labor
Hours per Plane
48 Percent
100 Reduction in Flow
80
Time
84 Percent
60
Labor Reduction in Travel
40
Distance
Flow
20
0 Travel
1
2

Signal Lights or Andon
• Call attention to abnormalities
• Escalating degrees of
response
• Must operate correctly

• Could use color coded
paper or filing system in
non-production
environment, for example
Possible Inspection Error?
You have 5 seconds . . . .
Is there a defect?
Yes or No?

6S
On any proposed change to the workplace, always ask these
questions:
• Will this help improve the quality of my work?

• Will this help reduce the cost of the products I work
on?
• Will this change help improve cycle time or delivery to
my customer?
• Will this make my area a safer place to work?
• Will this change help make my job more satisfying or
improve morale in the work place?

Purpose of a Kanban System
• Kanban is a temporary system of

communication between operations that
cannot see or talk to each other, which can be
used for:
• Control movement of inventory
• Authorize processing
• Regulate amount of inventory in the system
• Provide a visual control that makes over-production
obvious
• A tool for driving continuous improvement

Rules for Kanban
• Pull from the down-stream process

(customer) drives the system
• All product or inventory is under kanban
control
• Only an empty kanban authorizes processing
• Never pass a known defect down-stream
• Use gradual kanban reductions to drive
improvement


Day 3-2 Lean Tools

Uploaded by

Copyright:

Available Formats

Day 3-2 Lean Tools

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Day 3-2 Lean Tools

Uploaded by

Copyright:

Available Formats

Lean Tools

Lean Now Facilitator Training

• These Lean Tools may be used at the Change

Lean Now Facilitator Training - 2

© 2003 Lockheed Martin. Used with permission.

Lean Now Facilitator Training - 4

• Write down the issue being brainstormed

• Record each idea on a post-it note or card

• Team silently sorts notes into categories

• Come to consensus on category headings

Project Project Project

UDE = Undesirable Effect

© 2003 Raytheon. Used with permission. Lean Now Facilitator Training - 7

• Beneath every problem or defect lies a root

• Therefore, in order to solve a problem, a simple

1. Identify the causes of the problem/defect

Lean Now Facilitator Training - 8

Lean Now Facilitator Training - 9

© 2003 Raytheon. Used with permission. Lean Now Facilitator Training - 11

• Also called Ishikawa Diagram after its originator

• Start out with one of the primary UDEs in box to right

• Add “spine” and fishbones

• Add labels to fishbones

• At end of brainstorming, sort causes and move most

To allow a team to identify,

Why Use It?

© 2003 Raytheon. Used with permission. Lean Now Facilitator Training - 13

• A systematic technique to:

Headlines around the world:

• Physician fined, barred for 6 months, amputated

• Transplant patient gets wrong heart

• Boy's death costs Chrysler $262 million – faulty latch

• Competition sensitive information inadvertently

© 2003 Raytheon. Used with permission. Lean Now Facilitator Training - 15

• Improves the quality, reliability and safety of

• Problems not resolved in the process design

Note that the above list contains the very

• When new processes are being designed

• Note: FMEA’s are also conducted in product

© 2003 Raytheon. Used with permission. Lean Now Facilitator Training - 18

What is it? The series of steps determined to currently be the

How to do it! 1. A team of workers begins by documenting and timing

How do you “convince” people to follow a

“Eliminate the option

© 2003 Boeing. Used with permission.

• Have you ever had a burnt Big Mac?

• McDonalds has eliminated options:

© 2003 Boeing. Used with permission.

“Reliable standard processes

“When developing standard work,

© 2003 Boeing. Used with permission.

How many people

© 2003 Lockheed Martin. Used with permission.

• Driven home from work when

• Forgotten a critical appointment

• Workers finish the shift or job and don’t

• Parts are omitted or connections are made

• Million dollar items are delivered to the wrong

• Production stops because the 5 cent part

What are you going to do?

Show how to do the job (standard work)