1. LEAN Cheat Sheet
Jidoka – Autonomation
1) Andon - a visual control mechanism that displays the current state of work (i.e. abnormal conditions, work instructions and job
progress).
2) Fixed-Position Stop - the position on the assembly line where a repeating process is completed. It is at these positions that the
line will stop should an abnormality not be corrected in time.
3) Line-Stop ("andon") Cord - a mechanism, usually a rope, that a worker may pull to signal the need for assistance and which
will stop the line if it cannot be resolved quickly.
4) Pokayoke - low cost, highly reliable devices that will stop processes in order to prevent the production of defective parts.
Just in Time
1) Continuous Flow - deploying consecutive processes next to each to eliminate in-process inventory and increase production
flexibility.
2) Heijunka - the leveling of volume and variety produced over time. (level production)
3) Kanban - A small card that provides instruction and request to produce or request goods.
4) Multi-Skilled Staff - workers are able to perform a greater variety of activities to increase flexibility and opportunity to
improve continuous flow.
5) Pull System - the system in which following processes draw from preceding processes the required parts, when they are
needed and in the exact amount needed.
6) Standard In-Process Inventory - identifying an appropriate level of inventory contained within the continuous flow system to
achieve optimal effectiveness.
7) Takt Time - the time allotted for the completion of each process in the production system.
Standardization
Nemawashi & Consensus Building - assuring success through good relationships and good communication
Genchi Genbutsu - going and seeing first-hand a situation rather than hearing second-hand
Visual Control - mechanisms that demonstrate visually condition and status (Circle Triangle Cross)
PDCA – Plan / Do / Check / Act - the process of setting a target, performing an activity, evaluating the results and taking
necessary countermeasure activity to issues before setting a new target and repeating the process.
TBP Problem Solving (5 Why? Root Cause) - identifying a problem and pinpointing it to a specific and addressable root cause
which can be counter measured to prevent the problem from occurring again.
Kaizen – Continuous Improvement
Hansei – Acknowledge your own mistake and to pledge improvement.
A3 TBP (PPS) Toyota Business Practices
Clarify The Problem – Simple overview of the problem you are trying to solve
Identify the Gap – What is the gap between Current Condition and Ideal Condition
Break Down the Problem – Identify Causes (What, Where, Who, When)
Set a Target – How you will measure your success in closing the Gap (you can’t solve everything!)
Root Cause Analysis – The 5 Whys?
Countermeasures & Plan – What you will do and when to achieve your Target
Monitor & Review – How you will measure results, your success, and results so far.
Standardize and Yokoten – How to deploy across the organization
Further Actions – Suggestions for any next steps
Waste – MUDA (waste) MURI (Overburden) MURA (Unevenness) in Man, Material, Method or Machine
over-producing, waiting time, transportation/conveyance, non value added processing, inventory, motion, defects/correction,
under utilizing people or creativity
The Five Ss – Sort & Separate, Set in Order & Arrange, Shine & Clean, Standardize, Sustain
Seiri, Seiton, Seiso, Seiketsu, Shitsuke
Hoshin Kanri – Annual Strategic Planning Focus on shared goal involving all leaders who are accountable for their part
RINGI – Story – Proposal for investment
GEMBA – The real place. Know what is really going on. Not what you assume is going on, or what you heard is going on, but what
is really going on. Where the work is done. Also see Genchi Genbutsu.