In Lean we often talk about continous improvement, Kaizen. Sometimes we do have to make more radical change to an organization as in restructuring an entire plant or business unit. This is known as Kaikaku.
Kaikaku:
Japanese term for “radical change”. Where Kaizen are small continous improvements Kaikaku are larger bussiness wide changes during a limited time.
If there is a problem in your processes it is important to know the correct root cause. There is no use to solve the wrong problem. To assist with this task there are many tools. One commonly used is the Ishikawa Diagram with a 4M or 5M layout. This added to the terminology section.
Ishikawa Diagram:
Also known as fishbone diagrams or cause-and-effect diagram. It is used to map possible causes and narrow them to find the root-cause or the cause of a specific phenomena.
4M:
A systematic approach to root cause analysis. Machine, Man, Method and Material. Often used as an Ishikawa Diagram.
5M:
An expanded version of 4M analysis where a fifth M is added, Measurements. Making it Machine, Man, Method, Material and Measurements. It is a systematic approach to root cause analysis often used as an Ishikawa Diagram.
I have added an assortment of words to the terminology section and updated some of the old definition texts. The last few weeks at work have taken most of my energy but I will try getting back to a semi regular update interval.
To make it more efficient and easy to find what you are looking for in the Terminology Section. Abbreviations are now shown in a separate column next to the definition. I think this is more efficient to avoid cross referencing all over the list.
When it comes to improving a process, it is a good start to look into every step and to apply the framework of ECRS or Eliminate, Combine, Rearrange and Simplify.
ECRS:
Eliminate, Combine, Rearrange and Simplify. A framework for improving a process or a task. Often used within Autonomous Maintenance.
When introducing a change into a current process or introducing a brand new process, FMEA or Failure Mode and Effect Analysis is a tool to help smooth the introduction and to sidestep possible pitfalls.
FMEA:
Failure Mode and Effects Analysis. FMEA is often the first step of a system reliability study or a process change project. It aims to identify possible failure modes and their causes and effects.
The last definition of the three to the sources of waste is Muri.
Muri:
Overburden. When operators or machines for more than 100% to finish their task, they are overburdened. This is harmful both to machines and people and should be avoided.
The next definition to the sources of waste is Mura.
Mura:
Unevenness. Fluctuations in customer demand, process times per product or a variation of cycle times between different operators are examples of Mura.
Defining the sources of waste we start with the most recognised, Muda
Muda:
Waste. It could also mean uselessness or wastefulness. It can be defined as 7+1 wastes: Defects, Overproduction, Waiting, Transport, Inventory, Motion, Excess Processing and Wasted talent. Within Lean the elimination of Muda is a central concept.
The last part in this short series is about Necessary Non Value Adding.
Necessary but non-value adding. In Value Stream Mapping something that will not add value for the customer in itself but still is necessary to keep production going.
In future articles we will be delving deeper into the tool and art of Value Stream Mapping but for now this short introduction will have to suffice. All the definitions can be found in the Terminology section.
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“If you are not willing to learn, no one can help you. If you are determined to learn, no one can stop you.”
– Zig Ziglar
“It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so.”
– Mark Twain
