Home-Tools for Lean Manufacturing / Toyota Production System

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We provide tools for lean manufacturing / Toyota Production System
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Lean-ToolTools for leanStopwatch 100 Laps CycleStopwatch 100 Laps Cycle is a tool to observe Cycle Time directly from Your Notebook / Netbook With this tool, You can observe Cycle Time and make graph for the result automatically.height 635width 1133originaldate 1/1/0001 6:00:00 AMStandardized Work Combination Table MacroCreate Standardized Work Combination Table (SWCT) just click 1 click Program can detect waiting if there is waiting and draw waiting arrow.height 560width 999originaldate 1/1/0001 6:00:00 AMStandardized Work Analyze Tool (SWAT)Standardized Work Analyze Tool is a tool for your improvement.This is an Application with Ms.Excel based program using MS-VBA (macro). This program useful for create Standardized Work Combination Table & Yamazumi Chart and analyze it so You can decide Your Improvement faster.height 485width 863originaldate 1/1/0001 6:00:00 AMStandardized Work Analyze Tool+Video CaptureThis program useful for create Standardized Work Combination Table & Yamazumi Chart and analyze it so You can decide Your Improvement faster. With video capture feature, You can take time from video and input data to Time study sheet automatically.height 768width 1366originaldate 1/1/0001 6:00:00 AMHeijunka GeneratorIf You use Heijunka Post for Your production system in Your production line, it's time for You to use "Heijunka Generator" to generate heijunka point for each type in Your Heijunka Post. With this tool, distribution for each type can more levelling. Easy to use and simpleheight 659width 1352originaldate 1/1/0001 6:00:00 AM

If you often create standardized work and must to analyze it,
such as Standardized Work Analyze Tool, Production Capacity Sheet, Yamazumi Chart

If you are familiar with the Toyota Production System / Lean,
It is time to use tools for lean from Lean-Tool.com

"Standardized work is one of the most powerful tool in Lean / Toyota Production System.
Standardized Work Containing the current best practice, standardized work forms the baseline for Kaizen or continuous improvement. As the standard is improved, the new standard becomes the baseline for further improvements.
Improving standardized work is a never-ending process."

First step to KAIZEN (improvement).
Standardized Work is the basic foundation for improvement (KAIZEN) and to evaluate and find MUDA, MURA, & MURI.
There will be no improvement without standardized work.

EASY to use with Ms.Excel Format,

With VBA (Visual Basic For Applications) programmed MS-Excel files,don't require installation, easy to use
Don't forget to enable macros when opening the files.
SIMPLE Format, you can edit for your own template,
POWERFUL, with many feature inside
Many features inside such as stopwatch function,
change your notebook to a stopwatch, observe cycle time and input automatically in Form

Our Tools :

Stopwatch 100 Laps Cycle	Standardized Work Combination Table Macro
Standardized Work Analyze Tool (SWAT)	Standardized Work Analyze Tool+Video Capture
Heijunka Generator

RSS About Lean
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Sometimes Smaller is Better - and Better is Lean
LEI CEO Eric Buehrens reflects on how lean relates to the deeply hopeful story of renewal, reconstruction, and citizen engagement in places that have been hard hit by deindustrialization, offshoring and all the changes that have adversely affected many regions of the United States over the last decades.

Value Stream Walk, Management Walk orâ€¦.Just Walking Around?
Gemba Walks can raise consciousness about problems and the possibilities for dramatic improvements, says Jim Womack. Or they can serve as a means of reinforcing the existing systems. He shares thoughts on how to walk--and see--with a lean mindset.

Do I have the right attitude during gemba walks?
Dear Gemba Coach,How do I know if I have the right attitude during gemba walks? We’ve started doing those systematically, but I realize how many of our managers add to the pressure on associates rather than make things better, and maybe I do too. Any help?

Try These Three Deliberate Practices of Lean Coaching
A lean coach doesn’t do PDCA; she or he has three deliberate practices that keep the PDCA gear rolling with a check, adjustment, new purpose and plan to do for kaizen experiments. A lean coach using these three deliberate practices is a perpetual motion machine of sustainable continuous improvement.

Lean 101 Learning Path
New to Lean Thinking & Practice and not sure where to start? Try LEI's Lean 101 Learning Path to help guide your learning.

Lean Consulting and Support

Not every business or up and coming lean facilitator has the money to pay a consultant potentially thousands of dollars a day to come and provide the help and support that they are looking for. Nor do they necessarily want…

One on One Lean Coaching Online

One on One Support Improving your processes can be difficult if you do not know where to start, as can be implementing Lean Manufacturing Tools such as 5S or Value Stream Mapping. Our online coaching for Lean however could be…

Setup Reduction SMED Coaching

“Send me a video and I will help reduce your setup times” Reducing setup time is a vital part of most Lean implementations if you want to be able to reduce batch sizes and improve process efficiency. SMED as the…

Lean Process Improvement Coaching

“Send me a video of your process and I will help make it more efficient” One of the most common areas that companies are looking for when looking for any form of lean support is to improve their process efficiency.…

5S Training Presentations

5S PPTx and 5S PDF Downloads If you want to learn all about 5S then the following 5S presentations in ppt (PowerPoint) format and PDF format are available to you for free download. Please note that these 5S Training presentation…

Value Stream Mapping of a Complete Product

Profile:

Shahrukh A. Irani and Jin Zhou
Department of Industrial, Welding and Systems Engineering
The Ohio State University

Introduction:

Lean Thinking, a concept that is based on the Toyota Production System, extends continuous improvement efforts to reduce the costs of serving customer/s beyond the
physical boundaries of a manufacturing facility, by including the suppliers, distributors
and production system that support the manufacturing function [Womack and Jones,
1996]. These improvements and cost reductions are achieved by eliminating the muda
(wastes) associated with all activities performed to deliver an order to a customer. Wastes
are defined as "all activities that consume resources (add costs to the product) but
contribute zero value to the customer." According to Womack and Jones, there are five
steps for implementing Lean Thinking in an enterprise: 1) Define Value from the
perspective of the Customer, 2) Identify the Value Streams, 3) Achieve Flow, 4)
Schedule production using Pull, and 5) Seek Perfection through Continuous
Improvement. Womack and Jones define a Value Stream as "the set of all the specific
actions required to bring a specific product through the three critical management tasks of
any business: ...problem solving, ...information management, ...physical
transformation". Alternatively, Rother and Shook define a Value Stream as "all the
actions (both value-added and non-value-added) currently required to bring a product
through the main flows essential to every product" [Rother and Shook, 1999, p. 3].

Overview of Value Stream Mapping

Value Stream Mapping (VSM) is the process of mapping the material and information
flows required to coordinate the activities performed by manufacturers, suppliers and
distributors to deliver products to customers. Unlike the traditional process mapping
tools used by IE's, VSM is a mapping tool that maps not only material flows but also
information flows that signal and control the material flows. This enhanced visual
representation facilitates the identification of the value-adding steps in a Value Stream
and elimination of the non-value adding steps, or wastes (muda). Using VSM, many
OEM's and their top-tier suppliers have changed their existing facility layouts, as well as
existing systems for material handling, inventory control, purchasing and scheduling, to
reduce the total throughput times of orders and current levels of work-in-process (WIP)
inventories.

Please click here for the details:

Value Stream Mapping of a Complete Product.pdf

Value Network Mapping (VNM)

Visualization and Analysis of Multiple Flows in Value Stream Maps

Profile:

ZahirAbbas N. Khaswala and Shahrukh A. Irani 1
Department of Industrial, Welding and Systems Engineering
The Ohio State University

Outline of this Paper

First, the concept of Lean Thinking is introduced and reviewed. This is followed by an explanation of the basic concepts of Value Stream Mapping (VSM), with a listing of the advantages and disadvantages of VSM. Specifically, it is shown that the original VSM methodology breaks down in the case of "multiple flows in a value stream that merge" in the case of complex product BOMs. Next, the development of the proposed approach, Value Network Mapping (VNM), is explained in detail. Finally, the results from an industry project are analyzed and the potential benefits of the proposed approach are presented.

Please click here for the details:

Value Network Mapping (VNM).pdf

Flow of Product to Consumer

Used with kind permission from the book:
"Mechanism of a Factory with Illustrations"
Published by Nippon Jitsugyo Publishing.
by Mitsuo Matsubayashi and Hiroshi Watabe.
Members of Waku Consulting Co. Ltd
Please click here for the web site of Waku Consulting.

Flow of Material and Information through the Factory

Operation Flow of Whole Factory

Tool for Lean Make Your improvement faster

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Tool for Lean
Make Your improvement faster

RSS About Lean
Update lean knowledge