1.Lean Leadership & Culture

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• What is Lean Lean production is an integrated socio-technical system whose main objective is to eliminate waste by concurrently reducing or minimizing supplier, customer, and internal variability.
• Lean thinking Strategic Level (Understand value)& Operational Level (tools, to eliminate waste and improve efficiency)
• Operatonal Level Focuses on specific tools such as Kanban, Just-in-time (JIT), 5s etc. used at shop-floor to eliminate waste and improve efficiency
• Strategic Level Customer focused, focusing on creating and understanding customer value
• Lean Management Two Principles Continuous improvement, Respect for people
• Continuous Improvement The tools and methods used to improve productivity. Kaizen=change for the better
• Respect for people Leadership behaviors and business practices that must be consistent with efforts to eliminate waste and create value for end-use customers
• Primary Objective of Lean Management Eliminate waste, Create value for end-use customers
• Waste Any activity that adds cost but does not add value as perceived by end-use customers.
• The 8 Wastes Defects, Overproduction, Waiting, Non-utilized talent, Transportation, Inventory, Motion, Extra-processing
• The Three M:S Muri, Mura, Muda
• Muri Overburden
• Mura Unevenness, Fluctuation, Variation
• Muda Losses, Waste
• Five Ss Sort, Sweep, Straighten, Shine, Sustain. Important for establishing an organized workplace.
• Just-In-Time (JIT) Subsequent operation acquires parts (or information) from the preceding operation when needed, in the quantity needed
• JIT Just-In-Time
• Kaizen “Change for the better”, “continuous improvement”. Processes used to identify and eliminate waste
• Heijunka Load smoothing, Used to smooth fluctuations in customer demand
• 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, cause-and-effect diagram
• Value stream maps A one-page visual representation of material and information flows, to identify improvement opportunities and eliminate waste.
• Kanban Visualised system to handle workflows and identify bottlenecks
• TPM Total Productive Maintenance
• TPM Equipment maintenance to aim to maximize the efficiency, productivity and reliability of machinery and equipment in a workplace.
• Visual Management Visual cues to communicate information of Work, processes or systems. Kanban etc
• Visual controls Signs and other forms of visual information used to simplify the workplace and make it easy to recognize abnormalities
• Takt time The rate of customer demand. Used to establish a direct link between marketplace demand and workplace activities
• Jidoka Automation with a human element or intelligent automation. Prevent errors and ensure high-quality products continue in the production.
• Yamazumi A bar chart that shows how different tasks or processes are distributed over time
• Pull-system The work is only performed when there is a demand from the customer
• Standard work Work is performed the same way by everyone every time
• Gemba The real place, the actual location of where the work is done. Go to “the place”
• Process Oriented way of working Understand the needs, do the things right, put demands
• What is Lean Culture Involve people in continuous improvement to eliminate waste through the Toyota way.
• The Toyota way Corporate economic and social sustainability, Continuous improvement and Respect for people
• The Toyota way: Continuous Improvement Challenge, Kaizen, Go to Gemba
• The Toyota way: Respect for people Respect, Teamwork
• Green Lean Corporate ecological-economic-social sustainability
• Genchi Genbutsu Go and see, study the event
• Genjitsu Check Facts and Figures
• Genri Refer to Theory
• Gensoku Follow Instructions & standards
• Green Performance Map, (GPM) Visual representation of the environmental impact across different stages of a process or production line. identify where resources consumed, emissions are generated, or waste is produced.
• Life Cycle Assessment, (LCA) Assesses a product’s life cycle in the form of creation to its disposal. Quantify the inputs(energy, materials) and outputs (emissions, waste).
• Waste Flow Mapping, (WFM) maps the flow of waste (e.g. material waste, energy waste, emissions) through the production process or supply chain.
• Sorting Analysis Categorize and analyze different types of waste or materials within a process, often a part of the 5S methodology
• Environmental Value Stream map, (EVSM) Mapping both environmental flows, such as energy use, water consumption, and emissions, throughout a process.
• Eco-design strategy wheel Assure functionality, Minimize impact in use phase, Minimize amount of material, Choose the best material, Optimize life length, Optimize production, Optimize end-of-life, Optimize distribution
• Lean Leadership 1 Role model →Builder of learning organization→Teacher of values → Growing employees→
• The Five Core Values of Lean Leadership Challenge, Kaizen, Genchi Genbutsu, Respect, Teamwork
• Challenge forming a long-term vision and meeting challenges with courage and creativity.
• Kaizen improving the business continuously and always driving for innovation and evolution
• Genchi Genbutsu -going and seeing; go to the source to find the facts to make decisions, build consensus, and achieve goals at the best speed.
• Respect taking responsibility to do our best to build mutual trust.
• Teamwork maximizing the personal and professional growth and performance of both the individual and the team.
• True North Values Challenge, Kaizen, Go and see, Teamwork, Respect for humanity
• True North-Leadership Development Commitment to self-development, Coach and develop others, Support daily Kaizen, Create vision and align goals
• Sensei Teacher
• Sensei. Provide challenges, structured opportunities, and coaching so that the student has an opportunity to learn by doing
• Kata “Form”, the way people learn to perform a highly detailed and scripted task.
• Shu ha ri The three stages of learning for the student and three levels of involvement for the teacher.
• Shu-ha-ri Cycle of: see, try, say, and practice
• Shuhari 1 Standardized work (the form), Deep observation by the sensei to guide
• Shu to protect
• Ha To break away
• Ri Freedom to create
• PDCA Plan-Do-Check-Act
• P-D-C-A Learning cycles embedded within shu ha ri
• Lean Leadership 3 Guide→Focus on how we do things→Provides support and challenges
• Lean Leadership 2 Creates conditions for CI→ Develop leaders
• Shuhari2 No answers to allow the student to learn by struggling, On-the-job development to get practice and feedback
• Shuhari3 Steadily increasing challenges to grow the student’s capability
• Value Adding Green Losses Value-adding Materials, Products
• Non-Value adding Green losses Energy, Emissions, Water, Non-value-adding materials

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