Welcome to the Learning to See Training Course! Learning to See Training Course Learning to See, Introduction Muda, The 7 Types of Wastes Ishikawa, and the Causes and Effects of Wastes 3G Management GEMBA Observations [Go and See, the Real Place] Introduction to Kaizen, and the Application of PDCA Simplified Problem Solving Supplemental Resources Learning […]
Learning to See, Introduction Read More »
Muda, and the Non-Value Added process steps, are commonly identified and categorized into seven (7) types. Quick Reference Guide, 1-Pager Training Module Summary Reflection Questions, for Lessons Learned Questions to think about and reflect upon, so you may develop your own Lessons Learned. Reflection Question, Instructions Think through these questions as it pertains to your
Muda, The 7 Types of Wastes Read More »
Ishikawa refers to the methodology of using a diagram to visually show the potential causes and its relationship with the effects for a specific problem, broken-out by category type. Quick Reference Guide, 1-Pager Training Module Summary Reflection Questions, for Lessons Learned Questions to think about and reflect upon, so you may develop your own Lessons
Ishikawa, and the Causes and Effects of Wastes Read More »
3G Management refers to the approach for identifying Muda, the 7 Types of Wastes and the Non-Value Added process steps, as well as connecting the potential causes for a specific problem. Quick Reference Guide, 1-Pager Training Module Summary Reflection Questions, for Lessons Learned Questions to think about and reflect upon, so you may develop your
The methodology of GEMBA Observations will combine the principles of 3G Management, especially focusing on GEMBA (the Real Place or Actual Location/Scene of the Action) and GENCHI GENBUTSU (the Real Location, Real Thing). We also refer to this as Go and See, the Real Place. Learning to See [Template] Use our Spreadsheet Template in order
GEMBA Observations [Go and See, the Real Place] Read More »
The purpose of Kaizen is to eliminate Muda and redundancies in a continuous way. Quick Reference Guide, 1-Pager Training Module Summary Reflection Questions, for Lessons Learned Questions to think about and reflect upon, so you may develop your own Lessons Learned. Reflection Question, Instructions Think through these questions as it pertains to your own current
Introduction to Kaizen, and the Application of PDCA Read More »
In order to reduce and eliminate muda, you must apply Structured Problem Solving. This not only provides the basic foundation for LEAN concepts and methods, but is the underlying theme in all of the LEAN Mechanical Tools. Simplified Problem Solving [Template] Use our Spreadsheet Template in order to practically apply the principles of Simplified Problem
Simplified Problem Solving Read More »
The Learning to See Training Course is comprised of supplemental resources and materials for additional background and more in-depth explanations. You will find the links below, for your reference: The Focal Points for Implementing a LEAN Business System In order to establish a LEAN Business System, there are five (5) Focal Points that require a
Supplemental Resources Read More »
TPS is visually represented as a house because this easily conveys the model from which the Business System operates. The Toyota Production System (TPS) House Introduction: Business System The Foundation: Stability and Standardization The First Pillar: Jidoka The Second Pillar: JIT (Just-in-Time) The Roof: Management System Human Aspects: Transfer of Knowledge The Roadmap for Implementation: The
Introduction: Business System Read More »
Stability is producing consistently on a day-by-day (or normal routine) basis. It also consists of your ability to control your process variation in a predictable manner. Standardization is where processes and procedures are defined and followed. It also includes how the machines are operated, as well as where the materials and tools are placed. Stability
The Foundation: Stability and Standardization Read More »
Jidoka is referred to as Built-in Quality. This means the Highest Quality is “built-in” at the first possible source. The underlying meaning is that the design of the process itself, has Quality “built-in” from the start. The Toyota Production System (TPS) House Introduction: Business System The Foundation: Stability and Standardization The First Pillar: Jidoka The Second
The First Pillar: Jidoka Read More »
JIT refers to Just-in-Time Production. This means production of what the Customer wants, when they want it, in the quantities requested. The underlying meaning is that products are made to order, and not built to stock or inventory. The Toyota Production System (TPS) House Introduction: Business System The Foundation: Stability and Standardization The First Pillar: Jidoka
The Second Pillar: JIT (Just-in-Time) Read More »
The Management System refers to the way in which your company’s business objectives (in the form of KPIs) are achieved through the Business System. The Toyota Production System (TPS) House Introduction: Business System The Foundation: Stability and Standardization The First Pillar: Jidoka The Second Pillar: JIT (Just-in-Time) The Roof: Management System Human Aspects: Transfer of Knowledge
The Roof: Management System Read More »
Respect for People aims to achieve trust and mutual understanding. It is also the responsibility to combine the power of individual employees… Toyota refers to “this attitude as regarding people’s ability to think most”. The Toyota Production System (TPS) House Introduction: Business System The Foundation: Stability and Standardization The First Pillar: Jidoka The Second Pillar: JIT
The Blueprint of the TPS House is your Roadmap for Implementing the Focal Points of a LEAN Business System. By achieving something similar, your company will establish a Competitive Advantage that will distinguish your company from your competitors, which will ultimately lead to success! The Toyota Production System (TPS) House Introduction: Business System The Foundation:
The Roadmap for Implementation Read More »
