| Kanban
“Kanban” means signal in Japanese. A kanban could be a signal to replenish material or to start a production. It can be used to create flow between batch productions and flow production, or to control incoming raw material. Standardized work
Standardized work refers to processes that involve staff in identifying the best way to complete a given operation. When the optimal process is defined, it is then described with standards and everyone is trained in the new standards. The team should continuously improve the standards and optimize processes. It is essential to include parameters of safety, health and environment when creating new standards. Value Stream Mapping (VSM)
Value Stream Mapping describes the value stream of a specific product. The aim is to specify total lead time, and to identify value-adding process time as well as non-value adding process time. The mapping begins with incoming raw materials and continues until final delivery to the customer – or even beyond. The mapping is done in reverse (up-stream) and every process is described with cycle time, inventory, number of operators, etc. A current state diagram is drawn using this information. The current state diagram serves as input for the improvement process. During the improvement process a new map is drawn: the future-state diagram. To reach the future-state, an action plan is created and then implemented.
- Sort
- Set in order
- Shine
- Standardize
- Sustain
SMED
To create flow in a production it is essential that equipment setup time be minimized or eliminated. The structured work to reduce setup time is called SMED (Single Minute Exchange of Dies). There are of course different approaches to this, depending on the nature of the equipment being optimized. Layout
Naturally, many different production layouts are possible. Distinguishing between functional layouts and cell layouts is an important concept. Both layouts have their pros and cons. The functional layout is very common, grouping machinery and staff according to function. This could be a welding department, an assembly department, etc. The functional layout: Pros
- Allows equipment optimization
- Gathers competencies
- Fosters deep process knowledge
- Lets staff focus on their core competencies The functional layout: Cons
- Leads to overproduction and increased inventory
- Increases transportation between functions and many shifts of responsibility
- Prevents a common sense of responsibility for the final product among staff in different functions
- Focuses on improvements in a single part of the production, eventually leading a company further away from the essential culture of continuous improvement The cell layout groups production processes around a given product. The cell layout: Pros
- Provides greater flexibility
- Reduces transportation since operations are closely grouped together
- Links production capacity to the number of operators
- Reduces the space needed for production by reducing inventory to almost zero
The cell layout: Cons
- Requires balanced operations
- Requires multi-skilled operators
- A problem at one station stops the entire production flow for a given item The five S’s represent: 5S
Production facilities must be clean and appealing in order to maintain quality and a motivated work-force. Towards that end, 5S is essential. 5S is not only about cleaning up. More importantly, it addresses how to create standards and methods for sustainability. | 
