Presents

Business Excellence Series

Jayant Shrikhande

Standardizatio
n
Jidoka
JIT
HeizunKa
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This Photo by Unknown Author is licensed under CC BY-SA
Lean House

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The House of Lean is a useful tool that can help you understand the order in which lean
should be implemented. A “house” is used because it illustrates how to build a
structure that will support itself: The foundation comes first, and the walls must be
built before the roof can be put on.

The foundation in the house of lean: A solid foundation sets up a successful

implementation of lean, resulting in improved quality, delivery, and customer
satisfaction. 

Leadership: Lean methodologies don't have a chance at succeeding if the leadership

team isn't on board. This starts at the very top of the organization and must work its
way all the way down to the front-line supervisors.

Employees: Employees should likewise be ready. Lean assists with carrying

representatives into the overlay by tolerating their info and tuning in to their proposals.
It is additionally useful to utilize shelter show representatives how expanded wellbeing
and proficiency can assist them with their everyday positions. 

Trust: Trust is important to dodge issues in any interaction. The trust should exist
among workers and the executives, between every division, and even between singular
representatives. Putting forth an attempt to guarantee everybody realizes they are
generally running after similar objectives can assist with building the trust that is
required for a strong establishment. 
House of Lean
Goals - Having clear goals in place for any lean project is essential. Without knowing
what the desired outcomes are, it is impossible to ensure everyone is working toward
them.

On its own, a foundation that includes well-thought out standards is going to ensure a
specific project goes well. Building an entire company around the foundation of
standardization will help to minimize waste and maximize profits.
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 The purpose of the walls is to optimize production and quality. Production optimization is
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essential for ensuring cost-effective, efficient operations, while quality optimization ensures
that your expanded production is not wasted on bad results.

Lean tools used to form the walls include. Kanban, Heijunka, Just-in-Time (JIT), poka-yoke,
Five Whys, and Jidoka

Let’s take a look at these lean tools that can help you optimize your production and quality.

Kanban and Production

One tool that can help optimize production is Kanban. Kanban is a system in which customer
demand pulls products through the manufacturing process. Products are only made when
there are orders from customers, and raw materials are only purchased when needed to
produce the products customers have ordered. The result? Your business will:

 Optimize its output

 Optimize the use of workspace

 Reduce the size of its inventory

House of 


Eliminate overproduction and underproduction

Lean
Eliminate work in progress (WIP)

Together, these benefits optimize your production. Orders are completed as needed,
eliminating waste caused by overproduction, underproduction, and slowdowns caused by
too much WIP. Yet, alone, Kanban is not enough to optimize your production. Another lean
tool, like Heijunka, is needed to handle orders that can drastically change from week to week
or month to month.
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Heijunka is a tool for production leveling.

Instead of producing goods in large batches and then becoming idle when orders slow, Heijunka enables you
to produce goods at a consistent rate, ensuring that Kanban can continue to pull products through the
manufacturing process. Heijunka works through a comprehensive analysis of how orders fluctuate and then
planning production based on those fluctuations.

JIT and Production

Both Kanban and Heijunka augment “Just In Time” delivery. The concept of JIT is not complex. The goal is to
minimize inventory so that only the absolutely necessary levels of inventory are maintained. This frees up
assets that were used to store inventory. The result is that JIT reduces costs and promotes flexibility in
production.

Poka-Yoke and Quality

Ensuring that your products are free of defects is just as important as optimizing your production. Defects
and errors slow production and result in waste. Poka-yoke involves designing a process so that mistakes are
impossible, or so that mistakes are discovered immediately as a natural part of the production process. The
ideal result is perfect quality without the need for inspections.

Five Whys and Quality

Another essential tool for ensuring quality is Five Whys. As its name suggests, Five Whys involves asking
“why” until the problem’s root cause is found. Instead of addressing the symptoms of a deeper problem, the
root cause is identified and the problem is eliminated.

House of Jidoka and Quality

Lean
Jidoka can be described as automation with a human touch. This is because processes include equipment
that can identify defects. When defects are detected, work stops until the cause of the defect can be found
and eliminated, using tools like Five Whys. Jidoka ensures that products sent to customers are free
of defects.

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House of Lean

The Roof: 
In the house of lean, the roof is customer focus. Keeping the customer's specific wants and needs in mind at all times is
what will protect the rest of the structure from running into problems. Product optimization in the previous step is
essential, but if a product is optimized only for the sake of improvement even though the customers don't want or need
the new feature, it is a form of waste.
A) What do Customers Value - Every feature and option on a product should be there specifically because customers are
willing to pay for it. If they aren't, then it is simply a form of waste and should be eliminated in order to reduce costs.
B) VSM: Value stream mapping is a useful strategy in determining where the value is needed in any product.
C) Creating Flow - Having products flow through the established systems will ensure the systems are efficient, and always
focused on the desired outcomes for the customers. A properly flowing production line will continuously deliver exactly
what the customers want.
D) Reducing Variation - Customers want a specific product, and they want it to be of predictable quality every time they
make an order. Finding ways to identify variation in production, and eliminating it, will help to reduce variation and
improve customer satisfaction.
•  
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 Basic Elements – Standards
Standards should be used everywhere in our work environment!

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 Standardization

• The Standardization and Stability concepts, practices, and tools include the following, •
•  Standardized Work Standardized Work is a work derived from best practices and lessons
learned while performing the work, to do it in a most efficient way, to improve productivity and
avoid rework. 
• • HEIJUNKA  or levelling, is a technique to level the work or production load to reduce
unevenness or Mura. 
• • KAIZEN is a continuous improvement approach based on the idea that small, continuous or
consistent positive changes can reap major improvements.

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Three Components of Standardized Work

Takt
Time

Standardized
Work
Standard
Work In-Process
Sequence Stock

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 Takt Time

The production rate, in seconds, to satisfy customer

demand.

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 Standard Work: Takt Time
Element 1

Create Standard Work around Takt Time, keeping in mind the changes in Takt Time.

TAKT Time = the frequency at which a product or service must be competed

in order to meet customer needs

Rate of Customer Demand = Rate of Producing/Servicing Office Processes

• Check any time if you’re on schedule:
Available Time
TAKT time formula: Daily 400 in-voices.
It is 13:30, are we on schedule?
Required Output
(Customer or Forecasted Demand)

Time

60” Takt Time

Person
A B C D
(60”) (60”) (60”) (12”)

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 Takt Time

Amount of production time per shift

number of products needed by the customer per shift

= amount of time to produce one product

r
Example :

 
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 Cycle Time

• The amount of time to process one unit

• Includes human and machine work, walking
time, and waiting time
• Determine by observing the actual time to
process one part

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 Takt Time and Cycle Time

If Takt Time and Cycle Time are not the same, an imbalance exists in
the operating system

If Cycle Time is less than or equal to Takt Time, production will satisfy
customer demand

If Cycle Time is greater than to Takt Time, production cannot satisfy
customer demand

Step C5
Takt Time ( 60 sec )
60

50 Step C4
40
Step A4 Step E5
Step B3 Step C3 Step D5
30 Step A3 Step E4
Step D4
Step B2 Step E3
20
Step A2 Step C2 Step D3
Step D2 Step E2
10 Step B1
Step A1 Step C1 Step D1 Step E1
0

A B C D E Operators
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 Takt Time and Planned Cycle Time

Takt Time is based ONLY on customer demand and available minutes
for production.

Planned Cycle Time is the required production rate to satisfy customer
demand allowing for scrap, downtime, changeovers, inefficiency, or
other losses to production.

Step C5
60
Takt Time ( 60 sec )
Planned Cycle Time ( 52 sec )
50 Step C4
40
Step A4 Step E5
Step B3 Step C3 Step D5
30 Step A3 Step E4
Step D4
Step B2 Step E3
20
Step A2 Step C2 Step D3
Step D2 Step E2
10 Step B1
Step A1 Step C1 Step D1 Step E1
0

A B C D E Operators
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 Work Sequence
Work Sequence refers to the series of steps in a single process that is fastest, most efficient, of
acceptable quality, and safe.

When the work sequence is carefully followed, the cycle time will be constant, no steps will be
forgotten, and the chance of equipment damage or other major problems will be minimized.

Poor Good

8 9 4 5 10 9 8 7 6
10 1
1 5
7 6 3 2 2 3 4

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 Stack Chart - Line Balance

Takt Time ( 72 sec )

70

60

50
50 sec
40 48 sec
43 sec
30
33 sec
20

10 15 sec
0

#1 #2 Cut & Glue Tissue

Operators
Fold Up Candy
Pen

Total Work Time 43 + 33 + 50 + 48 + 15

Theoretical # Workers = = = 2.6 = 3 Operators
Takt Time 72

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 Stack Chart - Line Balance
Step C5
Takt Time ( 60 sec )
60

50 Step C4
40
Step A4 Step E5
Step B3 Step C3 Step D5
30 Step A3 Step E4
Step D4
Step B2 Step E3
20
Step A2 Step C2 Step D3
Step D2 Step E2
10 Step B1
Step A1 Step C1 Step D1 Step E1
0

A B C D E Operators

Takt Time ( 60 sec )

60

Step D5 Step E4
50 Step D1 Step E1
Step A4 Step C1
40 Step D4
Step C4
Step B3 Step D3
30 Step A3
Step B2 Step C3 Step D2
20
Step A2 Step E5
10 Step B1 Step C2 Step C5 Step E3
Step A1 Step E2
0

A B C D E Operators
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Standardization
Various standardization techniques
• One of the main problems will be faced by any lean manufacturer in the initial stage
is preventing of line stoppages.

• One main reason for this is the system containing non standardized work. Therefore
any lean manufacturer has to make the processes standard and tooling and
arrangements standard to achieve the goals of lean manufacturing.

• Instead of having many tools and many different adjustments, it is very useful to have
narrow range of adjustments and tools which matches these precisely.

• Also there should be a good workplace arrangement so that it will be very easy to
take and replace what exactly you need without even looking at that. This will save
lot of time and prevent lots of silly problems.

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 Standard Work

Why have Standard Work? Waste Elimination

1. To make office process rules explicit

Establish the explicit methods for manual tasks with respect to quality,
quantity, cost and safety.
prevent wastes

2. A tool for Improvement

There can be no improvement in the absence of standards. Abnormal
situation show that something is going on.
expose wastes

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 Standard Work

The combination of people, information and material to carry out

an operation in the most efficient way

Office Processes
Normal vs. Abnormal • Often poorly defined
• Examples:
When normal and abnormal work activities are • Standardize Input
• Hand-off can create huge waiting time.
undifferentiated, waste almost inevitably occurs. Reduce time by standardization

Standard Work provides an efficient framework in

which to determine when an abnormality has Flow effect
• Provide clarity about activities
occurred so that it can be addressed. • Reduce process variance
• Makes process reliable
• Exposes more waste

Identify Problems

Normal vs. Abnormal Why?

Provides the Basis for Kaizen

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 Standard Work
The devil is in the details.
If you do not specify the standard, you allow wastes to occur that could
be eliminated. But more important, it hinders learning and
improvement in the organization
Specify content, sequence, timing and outcome to prevent and to
expose waste. However, keep in mind that the details have to improve
the flow of value as drawn in a value stream map.
A perfect example of Standard Work
1. Each worker understands their task.
2. All tools and equipment are at arms
length
3. Standard work has been practiced to
perfection
4. Continuous observation and analysis
drives continuous improvement

Types of Waste Eliminated

• Searching
• Finding
• Selecting
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• Transporting
 Standard Work: Work Sequence

Work Sequence
Standard Work
The order in which an person performs a series of
• What has to be done?
repetitive tasks. It should be differentiated from the
• In what sequence? processing sequence, which is the order in which the
• How much time can it take? part is processed.

Standard Work / Combination Sheet Standard Work Sheet

Production Line Operator
Production Line Cell 6 Operator
New / Rev Page 1 of 1 Date 2/6/02 AMX New / Rev Page 1 of 1 Date 2nd Qtr. ‘01
Part Number All Parts

Use this
Organization Area Supervisor Part Number
Organization Area Supervisor
Standard Work Shannon Tubing CFM Cell Fern Bissonnette Standard Work Sheet Part Name All Tubes
X-Ray Station 1 & 2 J. David Combination Sheet Part Name

Time Production Req'd Takt/Rate Time Manual Travel ~~~~~~~~

Step Operation Name Sec ( ) Min (X) Hr ( ) Auto Wait Orbital
No. 10 20 30 40 50 60 70 74 80 90 Weld End Finish Weld End Finish
Weld
1
2
3
Check Motor
Issue DHR
Install Gen. Housing
Manual
3
2
10
Auto Travel
3
2
5
Template Flex

4 Install Clips 5 4 Outside Cell

Torch
5 Install Term. Strip 6 6
Braze FPI
6 Install/Wire Latch 4 4 X-Ray
7 Jumper Wire to Filter 10 6 Mech. Mech. EDM
Mark Hydro Test
Clean Clean

Weld End
Finish

Totals 40 30 Operation Time T/T Standard Work Scope of Operations

From: Raw material

Quality
Check
Safety Standard
Precaution Work-in-Process
# Lots of
Standard
Work-in-Process
27 - avg lot = 6
Total Manual & Travel Time Takt/Rate
Operator Man/Travel Time
Time
100/Day
Turns DPU's
To: Finished Goods

Physical or digital design

Standard Work Sheet and Standard Work/Combination Sheet defines the Work Sequence

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 Standard Work: Standard WIP

Set a Standard WIP in your Cell, if applicable to your office process.

The minimum Work in Process (WIP) required to perform repetitive

operations, and maintain a continuous flow.
Controls the in-process inventory to ensure an even and controlled
process flow.

Standard WIP should be kept as low as possible.

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 Standard Connection
Connection

Customer

Hand-offs (connection) are a big cause of waste in the office.

The connection between two activities (hand-offs) is one of the biggest causes of
waste in the office.
Make sure that to standardize the connect between activities. Direct and
unambiguous specifying:
• …people involved
• …form and quantity to be provided
• …way requests are made by each customer
• …expected time in which the requests will be met (!)

It creates a clear supplier-customer relationship. This will reduce the possibility

for variance, which increases the quality standard in the office.

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 Standardization and Flexibility

Don’t “Manage” a Standard … Detect the Abnormality

Standardization makes abnormalities soon appear. By looking at the root causes of
the abnormalities, you understand what is going on, and give the possibility to
adjust.
Two solutions: (1) eliminate the abnormality, or if not possible (2) adjust the
standard to the new situation.
Standardization increases your awareness of changes. And through this awareness
you are able to adjust to these changes quickly, which increases your flexibility.
Standardization helps to create a flexible multi-disciplinary workforce. It is easy
for a person to take over work from another person.

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Standardized Work is
only one part of a
fully integrated
manufacturing system

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 Relation with other Lean Tools

Value Stream Mapping

First implement the improvements of the Future State
(e.g. continuous flow, 5S, etc.). Then use Standard
Work to standardize all the activities in and between
the processes. It will expose waste (by abnormalities)
and also prevents waste (keep everybody focused on
normal way of working).

Creating Continuous Flow

Standard Work helps to reduce variance allow the flow of value. Less
variance improves the capability to create real continuous flow.

Mistake Proofing / Poke-Yoke

Standard Work is the prerequisite for implementing Mistake
Proofing. Mistake Proofing has to prevent to have defects
going further on the line. If no standard, then defects Abnormal
Normal
difficult to detect

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 Relation with other Lean Tools

Don’t “Manage” a Standard … Detect the Abnormality

Look Here …
Visual Management
Standard Work is the prerequisite for good visual
management. It sets the standards for the work. Visual
management has the objective to make abnormalities
visual, so actions can be make right away.

Kaizen

Standard Work provides a basis for improvement, Standard

because it exposes waste by abnormalities. These
abnormalities are then subject to Kaizen Events to
improve the processes.
Not Here …

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 Summary Standardized Work

Standard Work
 …prevents waste to occur.
 …exposes waste and is the basis for continuous improvement.
 …increases your flexibility.

Two levels of Standardization

1. Standard Activity
2. Standard Connection

Don’t “Manage” a Standard … Detect the Abnormality

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 One Piece Flow

Just-In-Time
Systems

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 Just-In-Time (JIT)

Ohno Taiichi (1912 ~ 1990)

Waste
Value Added

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JIT – Just in Time

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The Basic Philosophy of Lean Production

HOW
HOW TO
TO MANUFACTURE
MANUFACTURE MOST
MOST ECONOMALLY:
ECONOMALLY:

 What is Needed (Sold)

 When it is Needed
 In the Amount Needed
(with the Minimum Materials, Equipment, Labor and Space)

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 IDEAL = One Piece Flow
But This Assumes:
 Equal Cycle Times
 Physical Proximity of Processes Just-In-Time is
NOT a Zero
 Highly Stable Processes Inventory System.
 Little/No Changeover Time

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Lean production

•Elements of Lean Production

• Organisation as a Value Stream of activities
• Workers work in Teams
• Products of perfect Quality with no defects
• Operations in Product or cellular Manufacturing set up
• Operate facility in JIT Mode

•Ideal Production System

• One type of produced at a time
• Demand Constant while production is going on
• All resources available at facility ( no bottleneck )
• Materials free of defects and produced/ shipped only when required
• Processes are well established and no randomness in them
• Process controlled properly & does not produce defectives
• Machines properly maintained and working all the time
• Employees always present J J SHRIKHANDE 44
 Pull Method
Constant High Quality
Small Lot production
Uniform Work Station Loads
Essential of Standardised work processes

JIT Close Supplier Ties

Flexible Work Force
Line Flow Strategy
Autonomation
Total Productive Maintenance

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• DECISIONS AND ACTIONS IN JIT ORGANIZATIONS are guided by a set of
principles.
They are:

• Simplification: Given multiple ways to achieve the identical results,

simpler is better.
• Cleanliness & Organization: A clean, organized workplace promotes
discipline and caring attitudes about work and products, reduces waste,
and helps pinpoint incipient trouble sports and workplace problems.
• Visibility: Information that is immediate visible to everyone who needs
it enables people to do their jobs better, motivates them to do the right
thing and eliminates unnecessary and ineffective planning and control
activities.
• Cycle Timing: Regularity of workplace patterns reduces uncertainty,
increases learning and improvement potential, and permits better
planning and action toward meeting customer demand.
• Agility: Daily, changing customer demand is a fact of life; companies
must be able to react to changes, plan for them, and be able to respond
even without plans.
It has now come to mean producing with minimum waste. "Waste" is
taken in its most general sense and includes time and resources as well as
materials. Elements of JIT include:
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 Just-In-Time – Flow

Job-Shop Production is often full of waste, since there is no flow.

Overproduction
Inventory

Transport
Waiting

Motion

Over processing

RW /Scrap

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 Just-In-Time – Single Piece Flow

Wherever possible establish a One Piece Flow.

Flow in a U-Shaped Production Line

Overproduction Inventory

Transport
Waiting

Motion
Over processing

RW/Scrap
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 Mass Production
Material
Storage Weld
Storage

Receiving
Warehouse Assembly Storage

Shipping Storage Stamp

Warehouse

• Value added time = minutes

• Time in plant = weeks Rework
Storage

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 Mass Production
Material
Storage Weld
Storage

Receiving
Warehouse Assembly Storage

Shipping Storage Stamp

Warehouse Two Big Problems

Large Batch Production
• Value added time = minutes
• Time in plant = weeks 
Poor
ReworkFlow
Storage

Within processes

Between processes
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 Station B

Batch & Queue

Station A Station C

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Batch & Station B

Queue
Station A Station C

One Piece
Flow Workcell

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 Production Withdrawal Kanban
Part #

11227T
Kanban Storage Area Address

Tool for Real Time control of Materials Flow Rack

Description
15C
Left Hand Headrest Tube
Quantity / Box

400
Number of Cards:

_______ of ________
Date Issued:
February 1, 2012

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 •Toyota has six rules for the
effective application
of Kanban:

•Never pass on defective

products
•Take only what is needed
•Produce the exact quantity
required
•Level the production
•Fine-tune production
•Stabilize and rationalize the
process

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•Kanban History – From Manufacturing to Knowledge Work

•The Kanban methodology was pioneered by Toyota through the leadership

of Taiichi Ohno, who is known as the father of the Toyota Production System.
Ohno recognized the inefficiencies in their production line and sought ways
to better their processes.

•A car is definitely a complex product to build; with around 30,000 parts and
components moving through the assembly line things can get inefficient.
Ohno saw how unnecessary inventory and low levels of productivity were
apparent in their operations and decided to take action.

•The Origins of Kanban

•Ohno took a basic idea from the supermarket onto Toyota’s manufacturing
process. Think about how you would do your grocery shopping. More often
than not, you would only schedule a trip to the supermarket when you’re
running low on items.

•You’d know this upon checking your stock at home and finding an empty
pantry. You then go to the store and get your desired items from the grocery
shelves. When supermarket crew notice shelves running low on a certain
product, that’s when they replenish it. This then ensures that there’s enough
stock for upcoming customers.
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 Visual signals like an empty pantry or supermarket shelf prompt people to pull from
preceding processes.

Thinking of it in the same way. Production processes can use pull systems to produce and move parts within the assembly line. In
Toyota, they adapted the supermarkets stock concept to help line workers recognize when and in what amount certain parts need to
be prepared and transported. The preceding process, who is in charge of making the parts ready, supplies the parts to the next process
when they need it and only in the amount needed.

To easily communicate within the shop floor, they used visual signals in the form of cards to signal their need for a component. And
this is where Kanban goes into play.

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 Kanban Definition

•Kanban is the Japanese word for “card”. In Toyota, assembly line

workers used cards to communicate when they needed something
from another department or process.

•This helped them reduce waste and increase their process

efficiency. Kanban provides a visual for both the workflow and the
actual work that goes through the workflow.

•Ever since its creation, it has helped organizations identify potential

issues and bottlenecks in the workflow, allowing them to resolve the
issue and let work flow efficiently at an optimal pace or throughput.

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 The Growth of Kanban

•What originated from the manufacturing industry is now being used in various businesses. We now
see Kanban in knowledge work, quite prominently in software development. It was David J.
Anderson, a renowned Lean thinker, who first explored the use and applied Kanban to software
development in 2004. He also wrote his own book, Kanban: Successful Evolutionary Change for your
Technology Business, in 2010 and founded Lean Kanban University later on.

•Anderson clarified that Kanban is not to be mistaken for software development or project
management process. He emphasized that Kanban is seen and used as a method or technique to
help an existing software development or project management process improve gradually.

•Indeed, the application of Kanban is no longer confined to the manufacturing industry. In recent
years, we’ve seen Kanban being adapted to Agile Scrum – giving birth to ScrumBan.

• We now see companies in the SaaS, software development, media, investment, and banking
industries reaping the benefits of the Kanban methodology in their operations.

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 How to Implement Kanban
•These 5 core Kanban properties will guide
teams in implementing Kanban in their
current process.

•1. Visualize the Workflow

•The first step to implement Kanban is to
model how the current process operates.
Having a visual representation of the process
allows teams to examine the flow of
work through their Kanban system.

•A Kanban board is used to help teams

visualize their workflow. Once the team has
visualized their workflow, each step in the
process is then translated as columns in the
board. You could also use Kanban swim-lanes
to categorize or group tasks within a step or
column in your board, keeping things more
organized.  Kanban board examples are
available on KZ to get you thinking how you
should model your team’s process.

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2. Limit Work-in-Progress (WIP)

•Controlling the number of work items within each step in the process reduces the cycle time or the
amount of time it takes for an item to successfully go through a Kanban system. Limiting WIP also
helps teams focus on the task at hand and get it completely done before moving on to the next task.

3. Measure & Manage Flow

•With better visibility on the flow of work and enforcing WIP limits, teams can now better diagnose
their process efficiency. They can determine at what step in the process are tasks building up, if
tasks are being blocked, and whether team members are operating at an optimal capacity or are
overburdened. As your teams go through the work, you will be able to collect process metrics, such
as cycle time and lead time, that will help you analyse what needs to be improved in your current
process.

•Having metrics and a process visual in place make it easier for teams to spot weaknesses in their
process and implement necessary changes to refine it.
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4. Make Process Policies Explicit

•Stating process policies explicitly establishes a common understanding within the team on how
work should be performed and what the expectations are on the outputs of each step in the
process. These policies also act as a checklist for the team to ensure consistency and quality in
the application of their work. It is recommended that process policies are displayed in the Kanban
board so that team members can easily see and be reminded of them.

5. Use Models to Recognize Improvement Opportunities

•Teams should endeavour to analyse their current process and examine areas that can be
improved. 

•Value Stream mapping is a modelling technique that teams can use to conduct a thorough
examination of their process. Value Stream Mapping helps teams focus on value-adding activities
in their process; helping them identify which activities are wasteful and should be removed.

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 How to make the most out of your Kanban adoption
•Following these four foundational Kanban principles will enable teams to fully reap the benefits of this
methodology.

1 Start with what you do now

•As David J. Anderson put it, “Kanban is not a software development lifecycle methodology or an approach to
project management. It requires that some process is already in place so that Kanban can be applied to
incrementally change the underlying process.”

•Teams should not introduce changes to their process right away. With the implementation of Kanban, let the
inefficiencies surface and then gradually change your process as you collect data and metrics about your
current workflow and team efficiency.

2. Agree to pursue incremental, evolutionary change

•A desirable characteristic of Kanban is that it does not introduce or require radical changes. Incremental
changes allow for lesser resistance from team members and the organization; making it faster to manifest
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positive change.
3. Respect the current process, roles, responsibilities, and titles

•Implementing Kanban does not require a change in team roles and responsibilities or imposition of titles. As mentioned in
the first principle. It also does not require an immediate change in the process.

• It is up to the team to decide what roles would do well for their process, and when a change in their process is needed.
Similar to the second principle, this allows teams to easily digest changes as they are more manageable and less intimidating.

4. Encourage acts of leadership at all levels

•One thing Kanban amplifies is accountability. With process data and work progress becoming transparent, teams must take it
upon themselves to enact changes.

•The initiative or directive doesn’t need to come from a team leader or manager. Every team member is encouraged to pitch
in ideas and lead process improvement initiatives to continuously better their ways of working and consequently, their
products and services.

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 JUST IN TIME

• `Just-in-time' is a Management Philosophy and not a technique.

• It originally referred to the production of goods to meet customer demand exactly, in time,
quality and quantity, whether the `customer' is the final purchaser of the product or another
process further along the production line.
• JIT is a Japanese Management Philosophy originally developed by Taiichi Ohno – generally
known as Father of Lean Management Philosophy
• Toyota was able to meet the increasing challenges for survival through an approach that focused
on people, plants and systems. Toyota realized that JIT would only be successful if every
individual within the organization was involved and committed to it, if the plant and processes
were arranged for maximum output and efficiency, and if quality and production programs were
scheduled to meet demands exactly.
• JIT manufacturing has the capacity, when properly adapted to the organization, to strengthen the
organization’s competitiveness in the marketplace substantially by reducing wastes and
improving product quality and efficiency of production.
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There are strong cultural aspects associated with the emergence of JIT in Japan. The Japanese work ethic involves
the following concepts.

•Workers are highly motivated to seek constant improvement upon that which already exists. Although high
standards are currently being met, there exist even higher standards to achieve.

•Companies focus on group effort which involves the combining of talents and sharing knowledge, problem-solving
skills, ideas and the achievement of a common goal.

•Work itself takes precedence over leisure. It is not unusual for a Japanese employee to work 14-hour days.

•Employees tend to remain with one company throughout the course of their career span. This allows the
opportunity for them to hone their skills and abilities at a constant rate while offering numerous benefits to the
company.

These benefits manifest themselves in employee loyalty, low turnover costs and fulfillment of company goals.

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DECISIONS AND ACTIONS IN JIT ORGANIZATIONS are guided by a set of principles.
They are:
• Simplification: Given multiple ways to achieve the identical results, simpler is better.

• Cleanliness & Organization: A clean, organized workplace promotes discipline and caring attitudes about work and
products, reduces waste, and helps pinpoint incipient trouble sports and workplace problems.

• Visibility: Information that is immediate visible to everyone who needs it enables people to do their jobs better,
motivates them to do the right thing and eliminates unnecessary and ineffective planning and control activities.

• Cycle Timing: Regularity of workplace patterns reduces uncertainty, increases learning and improvement potential,
and permits better planning and action toward meeting customer demand.

• Agility: Daily, changing customer demand is a fact of life; companies must be able to react to changes, plan for them,
and be able to respond even without plans.
It has now come to mean producing with minimum waste. "Waste" is taken in its most general sense and includes time
and resources as well as materials. Elements of JIT include:
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 Jidoka

• What is Jidoka?
• Role of Jidoka
• How your firm can benefit from Jidoka
• A closer look at Jidoka
• How it works

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Jidoka

The JIDOKA concepts, practices, and tools include the following, 
• ANDON  is an alerting system that notifies management, maintenance, and other workers of a quality
or process problem. It can be manual or automated. 
• Auto Line Stop  is a system that stops the production process whenever an issue or defect occurs, it
can be automated or manual. 
• POKA YOKE or Mistake Proofing, is a lean mechanism that helps an equipment operator avoid (yokeru)
mistakes (poka). It eliminates product defects by preventing, correcting, or drawing attention to human
errors as they occur. 
• Visual Management  is a lean system to manage production and processes through visual signs and
controls.
House of Lean: Standardization and Stability  The next component of the House of Lean is its strong
base, which represents the Standardization and Stability concepts, practices, and tools. Standardization
and Stability Standardization and Stability, deal with standardizing the work, processes, and workplace,
with an aim to consistently achieve the best, and with stabilizing the processes to avoid fluctuations and
variations in output.

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JIDOKA

• Jidoka ( Automation ) with a human touch

• Practice of stopping a manual line or process when something goes amiss
• Also known as Autonomation
• Quality built-in to the process
• First used by Sakichi Toyoda at the beginning of the 20th century
• A pillar of the Toyota Production System

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JIDOKA

• Role of Jidoka
• Autonomation is an important component of Lean Manufacturing Strategy
for high-production, low- variety operations, particularly where product life
cycles are measured in years or decades.
• How Your Organization Can Benefit From Jidoka
• No defective products produced
• Tremendous improvement in productivity

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A Closer Look at Jidoka

Manufacturing high quality products

• The word traces its roots to the automatic loom invented by the founder of
the Toyota Group

• A built-in device for making judgments

• Opposed to a machine that simply moves under the monitoring and

supervision of an operator

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A Closer Look at Jidoka -- Concept

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Heizunka

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GLIMPSE : THE TOYOTA WAY

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 TAIICHI OHNO, 1988

“The slower but consistent tortoise causes less

waste and is much more desirable than the
speedy hare that races ahead and then stops
occasionally to doze. The Toyota Production
System can be realized only when all the
workers become tortoises.”

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3 M’S (MUDA, MURI, MURA)

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LEVEL OUT THE WORKLOAD: HEIJUNKA

Heijunka is a system of production-leveling that

produces the right product mix as demanded by
the customer by making optimal utilization of the
available capacity

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 WHAT HEIJUNKA DOES?
 Stabilizes production volume and variety by
consolidating total number of customer orders

 Spreads out the production in an even manner through-out

the day

 Ensures high order fulfillment rate

 Ensures internal production is balanced

 Established capacity is not over or under-utilized

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 LEVELING OUT THE
PRODUCTION

Leveling
By

Quantity Product
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 WHY IMPLEMENT
HEIJUNKA
 Many companies wants to produce what customers
want and when they want

 They follow build-to-order approach

 However customer orders creates

uneven production schedule becomes uneven

 This eventually leads to large amount of inventory , hidden

problems and poorer quality

 And here arises the need for creating balanced lean workflow
“Heijunka”

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ACHIEVING
HEIJUNKA

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TRADITIONAL PRODUCTION MIXED MODEL PRODUCTION
(UNLEVELED) (LEVELED)

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 DRAWBACKS
TRADITIONAL PRODUCTION
(UNLEVELED)

 Customers do not buy products predictably

 There is risk of unsold goods

 The use of resources is unbalanced

 Placing an uneven demand on upstream processes

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 BENEFITS
MIXED MODEL PRODUCTION (LEVELED)

 Flexibility to make what customer wants

when they want it

 Reduced risk of unsold goods

 Balanced use of Labor and Machines

 Smoothed demand on upstream process and the plant’s

suppliers

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 CHALLENGES OF HEIJUNKA

 Requires major tool redesign to gain flexibility

 Large inventory of finished goods

 Requires a predictable environment as well as timely-accurate data to

implement

 Proper co-ordination with the customer to project better future demand

 High degree of discipline within the workforce

 Thought out work standards must be followed all the times

 As there is little operator leeway it can result to resistance due to lack of

flexibility

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 THIS IMPLEMENTS
HEIJUNKA

Takt Time Volume Type

Leveling Leveling

Type Work Slowly Changeover

Standardization & Time
Consistently

Buffer Error- Heijunka

Inventory Proofing Box & Board

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 HEIJUNKA BOX AND BOARD

 Place where the production signals

or Kanban in a leveled production
system are kept.

 Visual tool to show the people what

to be produced

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LEVELING THE SCHEDULE– INVENTORY’S ROLE
Heijunka builds inventory to safeguard against
fluctuations. It categorizes inventory into :

Build-to- Seasonal
Order inventory
inventory buffer

Safety Buffer Stock

Stock
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“BUILD TO ORDER”
YET
HEIJUNKA

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 HEIJUNKA IN SERVICE
OPERATIONS

 Fit customer demand into a leveled schedule

 Establish standard times for delivering different types of

service

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 JUST IN TIME VS. HEIJUNKA

JIT Heijunka

 Meet customer demand  Meet customer demand in

upon request
 Reduce finished goods
Inventory
 Unpredictable work
schedules
 Overtime occasionally
total over a given period of
level production
 Finished goods inventory to
make up for short periods of
higher demands
 Predictable work
schedules
 Overtime savings

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 CONCLUSION

Heijunka is fundamental to eliminating

mura, which is fundamental to
eliminating muri and muda

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 Lean Never Ends
It is the beginning of the end of
In-efficiency

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