Lean dugga

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• The toyota way continuous improvment och respect for people
• Organizational behavior pyramid artifacts and behaviour, norms and values, underlying assumptions
• Lean leadership role model, guide, provides support and challange
• True north values challange, kaizen mind, go and see, teamwork, respect for humans
• True North cycles commit to self-development, coach and develop others, support daily kaizen, create a vision and align goals
• Shu-ha-ri increase challanges, no awnsers, on the job training, sensei to provide guidance
• shu-ha-ri betydelse to protect, to break away, freedom to create
• Kaizen Continuous improvement
• Kaizen event minor improvment project
• Kaiku major improvement processes
• Hoshin kanri capability related guidlines, empowering individuals, cross functional mindset, sence of ownership
• Daily management system operation and monitoring of micro work process, support identification on task level
• cross-functional management system adressing issues such as productivity and service, management of organizations vission and mission
• Catchball process engage people in several levels of the organization to improve decisions
• PDCA (Plan, do, check, act) report back daily, meeting for quick check of hoshin items and problem solving, difficult and repeating problems prioritized
• FMDS (shopfloor management) technique to teach group leaders and managers, system aligning floor management and development activities
• FMDS cycle 1. set clear purpose, 2. standardization and 5s, 3. make problem visible, 4. develop problem solvers
• Basic psycological needs (STD-theory) atunomy, competence and relatedness
• autonomy that we have a coice, freedom in the work, avoide controlling language
• competence feel capable and effective, right education, structure for development
• Relatedness feel connected, to belong and have meaningful relationships
• Benefits of ecological sustainability reduce operating cost, reduce maintenance, increase equipment life
• The 3 Ms muri: overburden, mura: variation, muda: losses
• Green lean losses (value adding) value adding materials, products
• Green losses (non value adding) water, emission, energy
• principal based management principles according to values, standard methos and tools according to principles
• Lean improvment tools process view, go to action, visualization, operator involvement
• Gemba go to the place, go to the source to solve the problem
• Gembutsu study the event
• Genjitsu check facts and figures
• Genri refer back to theory
• High performance learning organizations right people, right environment, right process
• the 8 waste defects, overproduction, waiting, non utilized talent, transportation, inventory, over processing , motion
• Lean thinking (strategic level) customer focused, creating and understanding customer value
• Operational level (lean thinking) focuses on specific tools, used at the shop floor to eliminate waste and improve efficiency
• waste muda
• 5S Sort, Sweep, Straighten, Shine,Sustain. Important for establishing an organized workplace
• Just-in-time produce when needed
• Heijunka Load smooth
• Hoshin Kanri A process used to connect corporate strategy to key objectives and resources, including daily activities across functions
• Root cause analysis 5 whys, fishbone diagram and cause-and-effect diagram
• Value stream maps A one-page visual representation of material and information flows. Used to identify improvement opportunities and eliminate waste
• Kanban Visualised system to handle workflows and identify bottlenecks
• TPM total productive maintenance
• visual management communicate information of work, process or systems
• Takt time the rate of costumer demand
• Jidoka automation with human element or intelligent automation
• Pull system producting along with demand rather then produce in advance
• WFM maps the flow of waste
• EVSM environmental value stream map
• 5 core values of lean leadership challange, kaizen, genchi genbutsu, respect, teamwork
• Sensei teacher
• kata learn to perform highly detailed and scripted task
• Extrinsic motivation controlled motivation, lower motivational quality
• Instrinsic motivation autonomous motivation, higher motivational quality
• maintenance kaizen The process of reacting to the inevitable mistakes, breakdowns, changes, or variations that occur in everyday life in order to meet the standard
• Improvment kaizen The work of not just maintaining standards, but raising the bar.
• Why do lean fail cultural resistance, inadequant training, lack of commitment
• Toyota management system (vertical) goals cascade down the organization and are turned into innovative thinking about how to achieve the goals.
• Toyota management system (horizontally) Different functions coordinate their plans to achieve the broader goals

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