Within Lean there tend to be strive to remove stock to the point problems start emerging. However, there is also sometimes necessary to have a buffer stock between processes and also sometimes a delivery buffer.
Buffer:
Used to even out variations in customer demand or unevenness within the production process. Within Lean we strive to have as low buffers as we can so they don’t become muda (waste).
Chaku chaku is a way to set up a production line. It is japaneese and litteraly means “load load”. It is a semi-automatic set up in the spirit of autonomation. Automation with a human touch. It can applied successfully in many different situations and can be adapted to be used in many automated processes.
The basic idea is that you have a series of automated machines doing work on the product. The operator oversee the process and also load material into each machine used to assemble the product. Hence the name chaku chaku or load load. A single operator can this way oversee a number of machines and handle any disruptions while continuously supplying the line with materials.
The system is also scalable to counter shifts in demand on TAKT time. In a hight demand situation more operators can work together making every operator load fewer machines per operator or even down to one machine per operator. In a low demand situation an operator can load more machines thus lowering the tempo but better adapting the workload on each operator.
Within japaneese styled manufacturing there are a lot of different ways to set up manufacturing. One of these ways are the Chaku Chaku. It could be considered as another application of autonomation, “automation with a human touch” since the operator is ever present and able to supervise the process.
Chaku Chaku
It is a semi-automated way to run manufacturing where the operator prepare the next operation while the machine or line works on the parts in a automatic process. The literal definition is load load which would be the role of the operator.
To have a solid foundation for any improvement you need to establish standard work.
Standard work:
The foundation of continuous improvements is standardized work. Any process must be standardized to the best known way of working from where improvements can be made.
Making relevant objectives when it comes to projects or any improvement initiatives can be very hard. A pnemonic acronym for this is SMART. When used gives clear objectives that are easily verifiable.
SMART:
An acronym giving critera for objectives. Specific, Measurable, Achievable, Relevant and Time-bound. These give clear guidelines from which to measure success.
To most it is obvious that Lean has it’s roots in a society and culture very different from our own. One sign of this is how Japaneese companies organize to cooperate.
Zaibatsu:
Used to be Japanese family-controlled business conglomerates organized with one bank part and one or several industrial parts. Litteraly “Wealth Group”. Later replaced by Keiretsu.
Keiretsu:
The Keiretsu replaced the Zaibatsu by the mid 2000th century. It is a system of interlocking business relationsships. The companies own small portions of the shares of each other centered around a core bank. The purpose of this is to create a stable marked and protect the companies from hostile action from outsiders.
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.
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 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.
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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
