The Lean Production System(s) Library

[[0.3.1 Total Quality Control]]
[[0.3.2 Statistical Quality Control / Statistical Process Control]]
[[0.3.3 Quality Function Deployment]]
[[0.3.4 Quality Management System]]

See: [[Yoji Akao|https://en.wikipedia.org/wiki/Yoji_Akao]]
<html><iframe src="https://en.wikipedia.org/wiki/Quality_function_deployment" frameborder=0 width=100% height=400></iframe></html>
<<tiddler RefrechTiddler>>

[[ChangingMinds.org|http://changingminds.org/]]

[[CreatingMinds.org|http://CreatingMinds.org]]

As are most things at Rath & Strong, this book was a team effort. I want to thank Dan
Ciampa for getting the whole process started when he made it his personal goal to help
me ﬁnd a way to make this book happen in spite of an already overloaded schedule. Dan
also contributed directly to some of the sections on implementation. I would also like to
thank Dick Feeney who spent a great deal of time he really didn't have evenings and
weekends writing or rewriting some of the technical sections. Thanks also to Romey
Everdell who contributed major portions of Chapter 9.
I owe a special note of thanks to Ion Zonderman, the professional writer who did the
bulk of the actual writing. I appreciate not only his patience and professionalism
through thick and thin, but also the fact that the end result clearly sounds like me.
Meredith Allen must also be recognized for her role in coordinating the many steps and
activities, both internally and with the publisher, and keeping us pretty much on
schedule in spite of ourselves.
On a more basic level, this book would not be possible without the wealth of experience
gained from helping many clients implement IIT. It is therefore ﬁtting to acknowledge
those individuals most responsible for my becoming a consultant in the ﬁrst place. First,
I thank two gentlemen from my former employer, Fram Corporation (although I didn't
thank them at the time), whose adamant refusal to let me implement JIT led to a career
change into consulting. Second, I thank Ernest Anderson who at that critical time gave
me the help and counsel necessary to give me the courage, after 23 years of getting
comfortable in industry, to take the plunge into the unfamiliar territory of consulting.
Last, but most important, I thank my wife and partner whose support and
encouragement has continued through circumstances most "normal" people would not
put up with.

U.S. and other Western manufacturing companies have a limited number of options if
they are going to transform themselves into world-class competitors in the 1990s and
beyond.
They can work harder at the traditional methods of cost cutting to get a less expensive
manufacturing system. But, cost cutting has proved to be not nearly enough to close the
competitive gap between Western manufacturers and other countries.
They can increase automation, which requires large capital outlays and brings with it the
risks of inﬂexibility, complexity, and large overheads.
OR they can opt for a revolutionary simpliﬁcation and stream-
lining of the existing manufacturing system using the ]ust-In-Time philosophy of
manufacturing and purchasing. Although IIT seems at ﬁrst blush to be antithetical to
traditional Western notions of manufacturing, I believe it is truly the best option for
Western companies and an option that should be explored by every company.
And the notion that JIT can work is spreading throughout corporate America and
abroad.
lust-In-Time manufacturing—producing the minimum number of units in the smallest
possible quantities at the latest possible time and eliminating the reasons for inventory
—is no longer thought of as a "]apanese manufacturing technique" as it was for the ﬁrst
half of the I980s. Yet few people, even today, truly understand the implementation
issues associated with ]IT. Continually people tell me; "I know all about the IIT
philosophy and the theories behind it. My question is, how do I do it in my company?"
The purpose of this book is to show these people how to think through the issues
involved in implementing JIT production in their businesses and to assure them that IIT
can work for them.
The issues associated with IIT can be seen as falling into two main categories. First,
there are technological issues—how to level the load, set up work cells, and reduce
machine set-up time. Second, there are numerous management issues—the greatest
being how to foster a climate within the corporation under which a successful change to
a ]IT environment can take place. To do this, senior management must understand the
beneﬁts JIT can have to the company, and middle management and direct labor must
understand the beneﬁts of JIT to them.
Measurement, reward, and information systems must be redesigned to help a company's
personnel break down old ways of thinking and working. They must intellectually "clean
house" in order to get everyone off to a fresh start.
Western business people are too often mystiﬁed by IIT because of its perceived
association with ]apan. They fail to break the philosophy into its parts and determine
that it is little more than
good old-fashioned manufacturing know-how and common sense, much of which ﬁrst
came into being in the United States. One of the ﬁrst steps toward successfully
implementing ]IT in the United States and other Western countries is to stop thinking
of it as Iapanese and think of it as getting back to manufacturing basics.
Since the end of World War II U.S. manufacturers have developed a way of doing
business where they plan, replan, and plan some more. Planning, of course, is ﬁne, but
unfortunately it has become an end in itselﬁ While we have improved our ability to plan
and replan we have neglected our ability to carry out these manufacturing plans. The
IIT philosophy stresses getting the manufacturing process under control, then keeping it
under control, so that the ﬁrst plan can be executed without the need for any
replanning.
In this and many other ways, ]IT is a powerful production-enhancing philosophy, as
opposed to merely a cost-cutting tool. For Westerners to let the opportunity to
implement it go by would not only be foolish but disastrous.
I have worked with all kinds of companies to implement Iust-In-Time manufacturing.
IIT has helped client companies recognize the following beneﬁts:
Twenty percent to 50 percent increases in direct and indirect labor productivity
Thirty percent to 40 percent increases in equipment capacity
Eighty percent to 90 percent reductions in manufacturing lead time
Forty percent to 50 percent reductions in the cost of failure (scrap, rework, and
warranties)
Eight percent to 15 percent reductions in the cost of purchased material
Fifty percent to 90 percent reductions in inventories
Thirty percent to 40 percent reductions in space requirements.
Although not every company receives every beneﬁt, examples abound of companies
making dramatic gains in two, three, or more of these areas in only a few months. And
what's best, ]tT is a low-cost or no-cost way of achieving these gains.
The road to a harmonious JIT manufacturing and purchasing environment is not often
easy. But it is almost always rewarding. By working hard at a relatively small number of
simple, common-sense steps, Western manufacturing companies can once again
become world class.
Edward ]. Hay East Greenwich, Rhode Island October, 198?

[[INTRODUCTION|04 Introduction]]
[[1 BUT WILL IT WORK IN MY COMPANY?]]
[[2 WASTE NOT, WANT NOT: THE IMPORTANCE OF FLOW AND QUALITY]]
[[3 THE BALANCING ACT: THE IMPORTANCE OF UNIFORM PLANT LOAD]]
[[4 THE BUILDING BLOCK: THE IMPORTANCE OF MINIMUM SETUP TIME]]
[[5 GROUP TECHNOLOGY: THE IMPORTANCE OF OVERLAPPING OPERATIONS]]
[[6 GOING FORWARD BY MOVING BACKWARD: THE IMPORTANCE OF PULL SYSTEMS]]
[[7 BUYING QUALITY: THE IMPORTANCE OF JIT PURCHASING]]
[[8 MAKING IT POSSIBLE: QUALITY AT THE SOURCE]]
[[9 THE NEW PARTNERSHIP: JIT AND MRP]]
[[10 JUST-IN-TIME IMPLEMENTATION: MANAGEMENT'S CRUCIAL ROLE]]
[[11 GETTING TO WHY: VISION AND STRATEGIES]]
[[12 ORGANIZING THE COMPANY FOR JIT]]
[[13 PUTTING THE PLAN INTO ACTION]]

Iust In Time. The words have been bandied about since the early 1930s by Western
manufacturers. But many people still don't understand exactly what lust In Time is.
They think it is a system or a gimmick for reducing inventories, pushing responsibilities
onto suppliers, or merely a quick ﬁx for ineﬂicient manufacturing.
In truth, lust In Time is much more.
Iust In Time []IT} is a manufacturing philosophy, a philosophy of eliminating waste in
the total manufacturing process, from purchasing through distribution. If this
philosophy is properly
implemented, ]IT enables a company to develop manufacturing into a strategic weapon
Too often since IIT came to America's shores, companies have used the philosophy only
to cut costs and attain greater proﬁts. This is a short-term view of ]IT's potential, and
will, like all other short-term solutions, eventually falter.
The long-term result of eliminating waste is a manufacturing process that is so
streamlined, cost eﬁﬁcient, quality oriented, and responsive to the customer that it
becomes a strategic weapon. By having a more eiﬁcient, less wasteful manufacturing
system, companies will no longer be forced to depend on marketing and advertising as
the only ways to differentiate products and capture market share.
Iust In Time not only affords companies great increases in quality of their manufactured
goods. It allows a company to cut response time to market by as much as 90 percent.
New products or product changes requested by the customer can be brought to market
in half the time it currently takes. At the same time, the capital equipment necessary to
do this can be reduced and inventories can be drastically cut, if not eliminated.
With successful implementation of JIT, companies that in the past have been forced to
market themselves as service- and quality-oriented, because they were unable to
compete on price, can begin to see themselves as low-cost producers. This could open
up completely new markets for the companies, and help differentiate the company from
all other service- and quality-orientecl companies.
Because IIT oﬁ’ers these opportunities, it is imperative for a company to plan for and
implement JIT in conjunction with a total business or marketing plan. Often, because of
a company's strategic goals, certain elements of ]IT will be important to carry out early
while other elements will not be as important. On the other hand, given the
opportunities provided by JIT, some companies will want to modify or even rewrite
their business or marketing plans to ﬁt better with ]IT opportunities.
ELIMINATING WASTE
As part of the IIT philosophy, there are three basic and equally important components
for eliminating waste.
The ﬁrst basic component of waste elimination is establishing balance and
synchronization and flow in the manufacturing process, either where it does not exist or
where it can be enhanced.
The second component is the company's attitude toward quality, the idea of "doing it
right the ﬁrst time."
The third component ofthe Iust In Time philosophy is employee involvement. It is a
prerequisite for waste elimination. Every member of the organization—from the shop
floor to senior management—has a part to play in the elimination of waste and solving
the manufacturing problems that cause waste. The only way a company can solve the
hundreds or even thousands ofproblems that occur in a manufacturing system—from
small problems to large—is total employee involvement.
SUCCESS
I want to tell you a success story, about Hutchinson Technology, Inc., a Rath and Strong
client.‘
Hutchinson Technology. Inc. had a problem.
In the early 1980s offshore competition—primarily from ]apan—was putting pressure
on the company to reduce costs of its six product lines. One company went so far as to
give Hutchinson an ultimatum—reduce the price of one product by 6? percent in the
next I2 to 18 months or else.
Hutchinson is a 20-year-old custom manufacturer of computer

Walk the floor often (fixed routine), observe the process, the people, defect abnormalities & correct behavior, adherence to standardized work.

Source: https://www.toyota-global.com/company/vision_philosophy/toyota_production_system/

A production system which is steeped in the philosophy of "the complete elimination of all waste" imbuing all aspects of production in pursuit of the most efficient methods.
Toyota Motor Corporation's vehicle production system is a way of "making things" that is sometimes referred to as a "lean manufacturing system" or a "Just-in-Time ''(JIT)'' system," and has come to be well known and studied worldwide.
This production control system has been established based on many years of continuous improvements, with the objective of "making the vehicles ordered by customers in the quickest and most efficient way, in order to deliver the vehicles as quickly as possible." 
The ''Toyota Production System (TPS)'' was established based on two concepts:
*The first is called "[[Jidoka]]" (which can be loosely translated as "automation with a human touch") which means that when a problem occurs, the equipment stops immediately, preventing defective products from being produced;
*The second is the concept of "Just-in-Time", in which each process produces only what is needed by the next process in a continuous flow.
Based on the basic philosophies of [[Jidoka]] and Just-in-Time, the TPS can efficiently and quickly produce vehicles of sound quality, one at a time, that fully satisfy customer requirements.
!TPS Concept
|!Jidoka |<<tiddler Jidoka>>|
|>|!+|
|!Just-in-Time|<<tiddler Just-in-Time>>|
!Toyota Vision & Philosophy
Source: https://www.toyota-global.com/company/vision_philosophy/

Since its foundation, Toyota has been using its [[Guiding Principles]] to produce reliable vehicles and sustainable development of society by employing innovative and high quality products and services.
*[[Guiding Principles]]
*[[Code of Conduct|https://www.toyota-global.com/company/vision_philosophy/toyota_code_of_conduct.html]]
*[[Global Vision|https://www.toyota-global.com/company/vision_philosophy/toyota_global_vision_2020.html]]
*[[Toyota Production System|1.1 Toyota Production System (TPS)]]
*[[Globalizing and Localizing Manufacturing|https://www.toyota-global.com/company/vision_philosophy/globalizing_and_localizing_manufacturing/]]
*[[Olympic and Paralympic Worldwide Partnerships|https://www.toyota-global.com/company/vision_philosophy/olympic_paralympic/]]
!Ballé, Michael - [[TPS or the Toyota Way?|https://www.lean.org/LeanPost/Posting.cfm?LeanPostId=514]]

|![[A Shared Toyota Way|http://web.archive.org/web/20160420210926/http://www.toyota.co.jp/en/environmental_rep/03/jyugyoin03.html]]|
|In order to carry out the [[Guiding Principles]] at Toyota Motor Corporation, in April 2001 Toyota adopted the Toyota Way 2001, an expression of the values and conduct guidelines that all employees should embrace. In order to promote the development of Global Toyota and the transfer of authority to local entities, Toyota's management philosophies, values and business methods, that previously had been implicit in Toyota's tradition, were codified. Based on the dual pillars of "[[Respect for People]]" and "[[Continuous Improvement]]," the following five key principles sum up the Toyota employee conduct guidelines: [[Challenge]], [[Kaizen]] (improvement), [[Genchi Genbutsu]] (go and see), [[Respect]], and [[Teamwork]]. In 2002, these policies were advanced further with the adoption of the Toyota Way for individual functions, including overseas sales, domestic sales, human resources, accounting, procurement, etc.|
|President Fujio Cho, who directed the creation of the ''Toyota Way'', stated at the beginning of the booklet, "''The Toyota Way'' defines the company's fundamental DNA, which summarizes the unique and outstanding elements of our company culture and success for all of us who work at Toyota. I urge all of you to maintain an attitude of continually asking yourself 'Is this a ''Toyota Way''?'" Positioning the ''Toyota Way'' as something that was not static and must be evolved and developed, President Cho also added "2001" to the official name of the booklet and encouraged TMC employees to actively discuss the future shape of Toyota.|
|[img[https://www.toyota-global.com/company/history_of_toyota/75years/text/leaping_forward_as_a_global_corporation/chapter4/section7/images/l03_04_07_04_img01.jpg]]|
|borderless|k

|Source: http://web.archive.org/web/20150930032045/http://www.toyota.eu/society/Pages/our_people.aspx |
|At the heart of ''The Toyota Way'' is a core belief that our workforce is a critical asset and that all permanent employees should benefit from stable employment. We also believe that our success as a sustainable organisation depends on the commitment of employees who understand and work according to The Toyota Way. |
|This is why we invest in each Toyota employee – no matter their level of seniority – via on-the-job training and the [[Toyota Business Practices]] (a Toyota-developed problem solving methodology). In this way, we can nurture their development and maximise their contribution to the organisation longer-term. |
|!Supporting the continuous improvement of self and others |
|The idea of [[Kaizen]], a Japanese word for “[[Continuous Improvement]]”, is critical to everyday life for those working within the Toyota family. |
|Employees across the business are empowered to think and improve their activities in ways that add value to the business and earn them recognition from their local management. |
|Quality Control Circles or QCC, as it is widely known within the business, is a motivational tool used by line workers at Toyota’s production plants. It is designed to encourage workers to proactively identify and respond to problems on the line. |
|!Training & Development |
|Toyota supports long-term employee development through extensive programmes of general and functional training courses. |
|It begins at the very start of an employee’s career at the company with fundamental training about ''The Toyota Way''. Training courses are offered to office workers, as well as employees in production, retailers and the after sales network. |
|Part of these fundamentals is a specific problem solving methodology, coined “[[Toyota Business Practices]]”, which is taught via the development and assessment of an employee-nominated workplace project and on-the-job training. |
|borderless|k

[[AGI - Goldratt Institute|http://www.goldratt.com/]]
http://www.ciras.iastate.edu/library/toc/

Theory of Constraints

Members: Ravindra Hegde, Anita Khandelwal, Andrew Loh, Venu M. Pola, Trudy Sherman

Introduction

The Theory of Constraints (TOC) is an overall management philosophy that has its basis in the manufacturing environment. It was developed by Dr. E. M. Goldratt. TOC recognizes that organizations exist to achieve a goal. Using the TOC philosophy enables the managers of a system to achieve more of the goal that the system is designed to produce. If, for example, the goal of a business is to make money now and in the future, it is suggested that TOC will enable the managers of the company to do so.

A factor that limits a company’s ability to achieve more of its goal is referred to as a "constraint." Businesses need to identify and manage constraints. It may be relatively easy intellectually to recognize that an organization must have a constraint, but it may be quite another thing to positively identify it. In situations when the constraint can be easily identified, the five steps Process of On-Going Improvement provides the steps necessary to deal with the constraint. In situations when the constraint is not as easily identified, the Thinking Processes provides the tools necessary to identify the core problem or core conflict and the tools needed to deal with it effectively. The Process of On-Going Improvement and the Thinking Processes are summarized below.

TOC, then, is a management philosophy that focuses the organizations scarce resources on improving the performance of the true constraint, and therefore the bottom line of the organization. Goldratt uses a chain analogy to help illustrate why this is an effective way to get immediate results. A manufacturing company can be thought of as a chain of dependent events that are linked together like a chain. The activities that go on in one "link" are dependent upon the activities that occur in the preceding "link." TOC says that management needs to find the weak link in the chain since "a chain is only as strong as its weakest link." Thus, a company should focus on "chain strength" (not link weight) by working to strengthen the weakest link – the constraint! The concept of the Critical Chain is presented below.3

Process of On-Going Improvement2

To manage constraints (rather than be managed by them), Goldratt proposes a five-step Process of On-Going Improvement. The steps in this process are:

Identify: In order to manage a constraint, it is first necessary to identify it.
Exploit: Focus on how to get more production within the existing capacity limitations.
Subordinate: Prevent the materials needed next from waiting in a queue at a non-constraint resource.
Elevate: If, after fully exploiting this process, it still cannot produce enough products to meet market demand, find other ways to increase capacity.
Go back to Step 1.

Thinking Processes5

In order to continually identify the constraints, TOC provides a theoretical framework and the tools to do so. There are five Thinking Process tools that allow executives to identify what to change in the organization, what to change it into, and how to implement the change. The five tools are as follows:

Current reality tree:

Captures the experience and intuition of the involved individuals. It identifies the root causes and the core problem of an organization.

Evaporating cloud :

Identifies a solution to the core problem previously identified. It helps uncover the conflict that brought about the core problem in the first place.

Future reality tree :

Identifies what is missing from our solution. It allows us to evaluate and improve our solution before we being implementing it.

Prerequisite tree :

Identifies all the intermediate steps that are needed to reach the chosen solution.

Transition tree :

Identifies those actions needed, given the current environment, to achieve the intermediate objectives that were identified earlier with the prerequisite tree.

Critical Chain6

Critical Chain is a project management technique. It is actually a set of interdependent tasks. The completion of each of them at the right time is important for the completion of the project as per schedule. To protect against uncertainty in a project schedule, the commitment date should be protected by identifying tasks that if delayed, would make the project longer. Those tasks should be considered most important and be protected.

The example of a professional driver is given here. The case where a professional driver does not take care of the bumps on the road while racing is analogous to a project manager overlooking the issues that are the uncertainties that may be experienced during the process enactment.

Example of Using Critical Chaining

An example of critical chain tasks is shown in the following figure. The boxes represent tasks and within each box is the number of weeks to complete the task and the name of the resource needed.

A delay of any of the bold tasks will delay the project. This is different from the traditional critical path in two ways: resource contention is taken into account, and tasks are placed at their late start times. Unlike the critical path, the critical chain can hop from one path to another as result of resource contention.

Resources are fixed, so one way of adding protection is by adding time. Traditionally, the schedule is protected by padding individual tasks. In the critical chain approach, the project completion date is protected rather than individual tasks. This is done by adding scheduled blocks of time, called buffers. These buffers have to be put at the appropriate place.

Buffers are inserted in the schedules so that the impacts of the shocks are not severe. This might result in a longer schedule but this has to be done from a realistic point of view. An important point that has to be taken care of is "move risk earlier and slack later".

First, since the critical chain determines the project duration, the critical chain itself needs to be protected. If work is not ready for the critical chain tasks to start, the critical chain will be delayed, thus likely delaying project completion. This means there must be some protection every time a non-critical chain task feeds the critical chain. This type of protection is called a "feeding buffer".

With the feeding buffer, the critical chain is protected from fluctuations. To protect the commitment date from fluctuation, a "project buffer" is placed after the last scheduled task. Exhibit 7 shows the fully buffered schedule.

The feeding buffer protects the critical chain task 3:HW from uncertainty in the task 6:Prog. The project completion date is also protected by a project buffer of five weeks. This means that every task has at least five weeks of protection. By specifying average task duration’s and by removing the necessity to keep everyone busy, the need for people to take on multiple tasks to keep busy is reduced. This, in turn, helps reduce the normal chaos associated with fighting fires across multiple projects.

The critical chain approach helps projects to complete more quickly by encouraging tasks to start early by prioritizing them. Furthermore, the buffers allow this to happen. Suppose in Exhibit 7 the task 5:HW completes in four weeks. Unless 6:Prog is very late, the feeding buffer ensures that 3:HW can start a week early, thus speeding the project along.

There is a useful refinement that can be added to the schedule. Consider what will happen if the Engineer is working on another project before the 3:Eng task starts, and that other work is delayed. That delay can delay the entire critical chain of this project, and potentially use up some of the project buffer. To avoid that, a "wake-up call" (also known as a "resource buffer") is scheduled some time before resources are due to start their critical chain tasks. The resources are told in advance when they will be needed to perform these key tasks. This lets them know that they need to be ready for high-priority work, and adds further reliability to the critical chain schedule.

In creating a critical chain schedule, the five-step improvement process has in fact been carried out. The leverage points (constraints) were identified by resolving resource contention and identifying the critical chain. The leverage points will be exploited by focusing on critical chain tasks. Everyone else is allowed to subordinate to the leverage point by inserting buffers. The leverage point can be elevated by increasing the resources available to work on critical chain tasks.

An important question remains. If late tasks are not tracked, how is the project status monitored? The answer is simple: monitor how much of the buffers have been used up, compared with how much work remains on the path feeding it. For example, suppose delays have pushed completion of the final project task into the project buffer, so that only 30% of the buffer remain. If the project is 90% complete, the project is probably in good shape. If it’s only 50% complete, there may be a serious problem.

Success Stories

Here are some of the benefits that companies have reaped after using TOC/Critical chain.

Case Study 1: Ford Motor Company- Electronic Division. 7

Before TOC

After TOC

Lead-time* before: 10.6 days. After two years of implementing JIT: 8.5 days

Lead time* after 1 year of implementation - 2.2 days (currently two shifts)

Customer satisfaction improved more than 75%

Responsiveness and learning were 300% faster

Suggestions process went from 150 days to 10 days

Scheduling process went from 16 days to 5 days to 1 day

*Lead-time from release of material until shipping

The Standish Group(2), a company which does research on projects and project outcomes, indicates that over 30% of IT projects are canceled before they are completed. Of those projects which are completed, over 75% are late, over-budget, and/or with reduced functionality. Average cost overruns are 189%; average time overruns are 222%.8

Implementations of "Critical Chain Scheduling and Buffer Management" typically result in project schedules that can be 20-30% shorter than traditional schedules, but with considerably more reliability of the promised final project due date with less chaos and rescheduling.

Case study 2: Saturn Development Corporation - Construction of new car dealerships.9

Before TOC

After TOC

20 % overspent

Within budget

Project length 6-9 months

Project length 4 months

Debate over whether it was on time

On time per original plan/ promise

Case Study 3: Harris Semiconductor- New technology product and manufacturing facility.9

Project scope

New raw material, new automated technology
New facility, doubling capacity
Construction, installation, ramp-up,
Focus on actual delivery of production via the TOC/Critical Chain
Industry norm:

With TOC/Critical Chain

Groundbreaking to first silicon - 28-36 months

Groundbreaking to first silicon - 13 months

(3 days ahead of schedule)

Time to ramp production - 18 months

Time to ramp production - 21 days

Applicability of TOC and Critical Chaining to Software Development

The success stories presented above show that the "Critical Chain Scheduling and Buffer Management" approach can be quite successful in a manufacturing and/or product-oriented environment. In these types of environments, production is dependent on machinery/automation and repeatable processes (procedures). However, there are few examples of successful applications of TOC and Critical Chaining to software development environments. In development environments, productivity is primarily dependent on human activity and the implementation of a series of tailorable processes.

The Critical Chain methodology supports/encourages shorter and more reliable schedules by requiring the following:

Build the schedule with target duration that is too tight to allow/encourage diversion of attention.
Get rid of task due dates.
Charge management with the responsibility to protect project resources from interruptions.4
Although these requirements may work well with machinery, it is not clear that they can be imposed successfully on humans. By their nature, people have a variety of interests and needs. Unlike machinery, it is entirely possible that a significant portion of the people may benefit and actually be more productive when they are provided with diversions, due dates, and interruptions.

References

1. CIRAS: Applying the Theory of Constraints (TOC) - What is TOC? http://www.ciras.iastate.edu/toc/WhatIsTOC.htm

CIRAS: Applying the Theory of Constraints (TOC) - What is the Process Of On Going Improvement? http://www.ciras.iastate.edu/toc/ProcessOfOngoingImprovement.htm
CIRAS: Applying the Theory of Constraints (TOC) - Chain Analogy. http://www.ciras.iastate.edu/toc/ChainAnalogy.htm
Focused Performance - Project Management.
http://www.focusedperformance.com/main/fpproj.html

Crazy About Constraints
http://www.rogo.com/cac/index.html
Creative Technology Labs - Leveraging Project Resources: Tools for the Next Century.
http://www.prochain.com/pmipaper.htm
Ford Motor Company- Electronic Division Experience.
http://www.goldratt.com/ford.htm

Standish Group Report.
http://www.standishgroup.com/chaos.html

Success stories in Project Management.
http://www.focusedperformance.com/main/msw1.html

Ensuring pre-conditions to be able to run production...
*Cleaned...
*Inspected...
*Checked settings...
*It can run all the shift (without losses or interruptions)

!!TPS vs. Lean
In short, "Lean thinking" was born from a study mission of the MIT to Japan in the 80's.
That mission, leaded by [[James P. Womack|Jim Womack]], published its conclusions in the book "The Machine That Changed The World", and in another book that evolved from that one, "Lean Thinking".<br>
Womack and his partners tried to present to the American manufacturing people one method to "close in" the Production System developed by Toyota. By those years, Toyota had been developing its system for about thirty years.
So, how many years would a company spend to equal Toyota?
Womack et alii "guesstimate" five years in some place of their book. <br>
Another Toyota interpreter, [[Robert W. "Doc" Hall|Bob Hall]], says that what Toyota did was to ''create TPS, no "implement" it'''. A similar point of view has [[Art Smalley]].
So, he says that ''there are stages for creating the production system''. The first is the Stabilization. Stability of 4Ms (Man, Machine, Material, Method) is basic to TPS. Then Standardized Work. Then Continuous Flow. And then Get it All Together (Pull, Level).<br>
[[Bob Emiliani]] and [[Shahrukh Irani]] have pointed out that ''Womack and Jones, authors of Lean Thinking, have degrees in Social Sciences (Politics, Economics) and not in Engineering'' (however co-authors Daniel Roos and [[John Krafcik]] are engineers indeed). Perhaps the "deviation" of Lean Thinking from TPS is due to it is born more of thought than of practice.

!![[Lean Implementation|Lean by LEI]]

!!On Implementation
It's been repeteadly said, by Toyota itself, that the two pillars of TPS are JIT and Jidoka.
So, how it is that this path of "Implementation" does not focus on the pillars?
Let's assume that "Continuous Flow" is just another name for JIT, but what about Jidoka?
Is it just an item within "Standardized Work"?
Should it be "promoted", or "advanced" to the Continuous Flow phase? (Jun, 12 - 2013)

In light of the previous, this page has been reorganized. There are two main approaches: "TPS Creation" and "Lean Implementation". The third one, called "HMLV - Jobshop Lean", has been put due to the uncertainty of classifying it in one of the main approaches. (Sep, 04 - 2013)

!!Articles on Lean vs. TPS
| Hall, Robert W. - [["Lean" and the Toyota Production System (2004)|https://docs.google.com/open?id=0B9BXTyAFzNPRWGM4V0VDMjFEcmc]] | vs. | [[Womack, James - [[Deconstructing the Tower of Babel (2004)|http://www.lean.org/womack/ColumnArchive.cfm?y=2004&ey=2005#Col725]] |
Lee, Quarterman - Implementing Lean Manufacturing [[v.0|https://drive.google.com/file/d/0B9BXTyAFzNPRV3JNSTk1czdmVjg/view?usp=sharing"]] [[v.1|http://www.strategosinc.com/downloads/implementing_lean_ims-dl1.pdf]]
Smalley, Art - [[TPS vs. Lean and the Law of Unintended Consequences|http://www.superfactory.com/articles/featured/2005/pdf/0512-smalley-tps-lean-manufacturing.pdf]] - [[Presentation|http://artoflean.com/documents/pdfs/TPS_Versus_Lean_Shingo_Conf_Presentation.pdf]]
Smalley, Art - [[TPS vs. Lean – Additional Perspectives|http://www.superfactory.com/articles/featured/2006/pdf/0603-smalley-tps-lean-perspectives.pdf]]
Smalley, Art - [[Discussion on TPS implementation|https://docs.google.com/open?id=0B9BXTyAFzNPReklYaklqeTY1VlE]]
Smalley, Art - [[Reflections on Lean Thinking|http://artoflean.com/files/Reflections_on_Lean_Thinking.pdf]]
Emiliani, Bob - [[Is Lean the Same as TPS? | https://web.archive.org/web/20160403234525/http://www.bobemiliani.com/is-lean-the-same-as-tps/]]

[[JSLEAN · Resource Center for Jobshops|http://finance.groups.yahoo.com/group/JSLEAN/]]
[[Job Shop Lean Conference - Schedule|https://www.createasoft.com/jobshop-simulation/jslean-speaker-schedule-1.html]]
[[Next Generation Manufacturing|http://mfg-research.blogspot.com.ar/]]
[[Lean + Flexible|http://www.leanandflexible.com/jobshop-lean/]]


[[Dr. Rajan Suri - Home|http://rajansuri.com/home]]
[[QRM Center|http://qrm.engr.wisc.edu/]]
[[Rajan Suri Master of QuickResponse Manufacturing - ASME|https://www.asme.org/career-education/articles/leadership-skills/rajan-suri-master-quickresponse-manufacturing]]

[[A Quick-Start Approach for Implementing Job Shop Lean|https://vimeo.com/411468535#]]

[[AGI - Goldratt Institute|http://www.goldratt.com/]]
http://www.ciras.iastate.edu/library/toc/

Members: Ravindra Hegde, Anita Khandelwal, Andrew Loh, Venu M. Pola, Trudy Sherman

!Introduction
The Theory of Constraints (TOC) is an overall management philosophy that has its basis in the manufacturing environment. It was developed by Dr. E. M. Goldratt. TOC recognizes that organizations exist to achieve a goal. Using the TOC philosophy enables the managers of a system to achieve more of the goal that the system is designed to produce. If, for example, the goal of a business is to make money now and in the future, it is suggested that TOC will enable the managers of the company to do so.

A factor that limits a company’s ability to achieve more of its goal is referred to as a "constraint." Businesses need to identify and manage constraints. It may be relatively easy intellectually to recognize that an organization must have a constraint, but it may be quite another thing to positively identify it. In situations when the constraint can be easily identified, the five steps Process of ~On-Going Improvement provides the steps necessary to deal with the constraint. In situations when the constraint is not as easily identified, the Thinking Processes provides the tools necessary to identify the core problem or core conflict and the tools needed to deal with it effectively. The Process of ~On-Going Improvement and the Thinking Processes are summarized below.

!Process of ~On-Going Improvement²
To manage constraints (rather than be managed by them), Goldratt proposes a five-step Process of ~On-Going Improvement. The steps in this process are:
#Identify: In order to manage a constraint, it is first necessary to identify it.
#Exploit: Focus on how to get more production within the existing capacity limitations.
#Subordinate: Prevent the materials needed next from waiting in a queue at a non-constraint resource.
#Elevate: If, after fully exploiting this process, it still cannot produce enough products to meet market demand, find other ways to increase capacity.
#Go back to Step 1.

!Thinking Processes 5

Current reality tree:

Captures the experience and intuition of the involved individuals. It identifies the root causes and the core problem of an organization.

Evaporating cloud :

Identifies a solution to the core problem previously identified. It helps uncover the conflict that brought about the core problem in the first place.

Future reality tree :

Identifies what is missing from our solution. It allows us to evaluate and improve our solution before we being implementing it.

Prerequisite tree :

Identifies all the intermediate steps that are needed to reach the chosen solution.

Transition tree :

Identifies those actions needed, given the current environment, to achieve the intermediate objectives that were identified earlier with the prerequisite tree.

!Critical Chain 6

Example of Using Critical Chaining

An example of critical chain tasks is shown in the following figure. The boxes represent tasks and within each box is the number of weeks to complete the task and the name of the resource needed.

!Success Stories

Here are some of the benefits that companies have reaped after using TOC/Critical chain.

Case Study 1: Ford Motor Company- Electronic Division. 7

Before TOC

After TOC

Lead-time* before: 10.6 days. After two years of implementing JIT: 8.5 days

Lead time* after 1 year of implementation - 2.2 days (currently two shifts)

Customer satisfaction improved more than 75%

Responsiveness and learning were 300% faster

Suggestions process went from 150 days to 10 days

Scheduling process went from 16 days to 5 days to 1 day

*Lead-time from release of material until shipping

Case study 2: Saturn Development Corporation - Construction of new car dealerships.9

Before TOC

After TOC

20 % overspent

Within budget

Project length 6-9 months

Project length 4 months

Debate over whether it was on time

On time per original plan/ promise

Case Study 3: Harris Semiconductor- New technology product and manufacturing facility.9

Project scope

New raw material, new automated technology
New facility, doubling capacity
Construction, installation, ramp-up,
Focus on actual delivery of production via the TOC/Critical Chain
Industry norm:

With TOC/Critical Chain

Groundbreaking to first silicon - 28-36 months

Groundbreaking to first silicon - 13 months

(3 days ahead of schedule)

Time to ramp production - 18 months

Time to ramp production - 21 days

Applicability of TOC and Critical Chaining to Software Development

The Critical Chain methodology supports/encourages shorter and more reliable schedules by requiring the following:

!References

1. CIRAS: Applying the Theory of Constraints (TOC) - What is TOC? http://www.ciras.iastate.edu/toc/WhatIsTOC.htm
CIRAS: Applying the Theory of Constraints (TOC) - What is the Process Of On Going Improvement? http://www.ciras.iastate.edu/toc/ProcessOfOngoingImprovement.htm
CIRAS: Applying the Theory of Constraints (TOC) - Chain Analogy. http://www.ciras.iastate.edu/toc/ChainAnalogy.htm
[[Focused Performance - Project Management.|http://web.archive.org/web/19981206093000/http://www.focusedperformance.com:80/main/fpproj.html]] [[Frank Patrick's Focused Performance Business Blog|http://web.archive.org/web/20150112164348/http://www.focusedperformance.com/blogger.html]]
[[Crazy About Constraints|http://web.archive.org/web/20051125181013/http://www.rogo.com:80/cac/index.html]]
[[Creative Technology Labs - Leveraging Project Resources: Tools for the Next Century.|http://web.archive.org/web/19980523161638/http://www.prochain.com:80/pmipaper.htm]]
Ford Motor Company- Electronic Division Experience.
http://www.goldratt.com/ford.htm

Standish Group Report.
http://www.standishgroup.com/chaos.html

Success stories in Project Management.
http://www.focusedperformance.com/main/msw1.html

[[Product Development]]

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<<tiddler RefreshTiddler>>

Source: [[Domi Tomate|http://icudt.blogspot.com]]

<html><iframe src="https://www.adventureswithagile.com/wp-content/uploads/2018/03/guide-WHATISAGILE.pdf" frameborder=0 width=100% height=600></iframe></html>

| 4M BIAS | MAN | CAPTURE<br>&<br>RECORD<br>__ALL__ |
|~| MACHINE |~|
|~| METHOD |~|
|~| MATERIAL |~|
"SILENT KILLERS" THAT INDUCE WASTE, [[OEE LOSSES|OEE & the Six Big Losses]], DEFECTS & WORKAROUNDS <- WHY? <- UNPLANNED CHANGE POINT EVENTS

__But__ break it down to just -> Simple Problem Solving Tools (*) on the Shop Floor
(*) Teach Team Members to use these simple tools for foster acceptance, confidence build,,,
FISHBONE & 5Y

=> SPCA (*) (SYSTEMS, PATHS, CONNECTIONS, ACTIVITIES)
(+) THIS IS A LEAN APPROACH WIDELY USED BY "BAMA" IN THEIR LEAN EXEC WORKSHOPS...
[[BAMA: Bluegrass Automotive Manufacturing Association|https://bamagroup.wordpress.com/]]
"TO CONFIRM IT IS WORKING AS INTENDED"

| ''5S'' | ''Significado'' | //''Observaciones''// |
|1ª – ''SEIRI''<br>SELECCIONAR SEGÚN SERVICIO |Decida qué necesita. Deshágase del resto. |//¿Con qué frecuencia se usa? (diaria, semanal, etiqueta roja, nunca). Si no se sabe para qué es, no se necesita.// |
|2ª - ''SEITON''<br>SITUAR |Ahora que tiene sólo lo que necesita, ordénelo. Un lugar para cada cosa; cada cosa en su lugar. |//Asignar un lugar	 (rótulo, cinta, silueta).// |
|3ª - ''SEISO''<br>SACAR SUCIEDAD |Limpiar todo. | |
|4ª – ''SEIKETSU''<br>SEGUIR SIN SUCIEDAD |Mantenerlo limpio y ordenado, todos los días. |//Pensar maneras de no ensuciar.// |
|5ª - ''SHITSUKE''<br>STATU QUO, SISTEMA |Hacerlo una forma de vida. Entrenamiento y disciplina. |//Contribuye a la seguridad y al mantenimiento productivo total (''TPM'').// |

Según 
(http://poets.notredame.ac.jp/cgi-bin/jedi-inon)
[seiri] (n,vs) sorting/arrangement/adjustment/regulation/(P)
[seiton] (n,vs) orderliness/put in order/tidying up/arranging neatly/(P)
[seiso] (adj-na,n) neat and clean/tidy/trim
[seiketsu] (adj-na,n) clean/(P)
[shitsuke] (n) rice planting/tacking/basting/discipline

[ seiri ] clasificar
[ seiton ] poner en orden
[ seiso ] aseado y limpio
[ seiketsu ] estado de limpieza
[ shitsuke ] disciplina

-> MAKE INCREMENTAL IMPROVEMENTS -DAILY OFTEN
MUST BE SMALL GAINS THAT CAN BE SUSTAINED BECAUSE THEY ARE ACCEPTED AND ADOPTED BY TEAM MEMBERS
PDCA CYCLES, STEP BY STEP GAINS

__COACH PEOPLE__
-> BY FAR THE HARD TASK (*) TO DO!
	-> WHY?
	* PATIENCE IS OFTEN NEEDED
	* ON OCCASIONS YOU HAVE TO LET PEOPLE FAIL TO __LEARN__ THE LESSON...
	* YOU COACH PEOPLE TO FIND ANSWERS, DON'T TELL THEM...
(*) BECAUSE WE ARE PROGRAMMED AS LEADERS TO TAKE CONTROL

A type of visual control that displays the current state of work (i.e., abnormal conditions, work instructions, and job progress information). It is one of the main tools of Jidoka.
Often in the form of an electrical board which lights up to show at a glance the current state of work operations. Andon boards allow speedy corrective action to be taken by supervisors when a problem arises. Besides indicating abnormal situations, some Andons provide work instructions (such as quality checks, change of cutting tools and conveyance of parts) and job progress information.

7 Manufacturing Basics -> 7 Elements of Lean Methodologies & Tools... -> Deployed in a particular -> Order
[img[https://www.lean.org/images/uploaded/7manufacturingbasicsjan2018.jpg]]

Understanding what's expected of us and how well we are meeting or not meeting those expectations provides for a safer and more satisfying work experience. Some key contributors to ''awareness'' include...
;...standardized work.
:Having the requirements in a concise document that is easy to use, easy to teach, and assures correct performance takes the guess work out of getting work done.
;...learning and knowledge management.
:A lean system is one that is constantly learning and growing, teaching and coaching, and sharing and experimenting with ideas.
;...knowledge and results.
:All of us like to know we've done a good job. We also like to know where we stand against goals and objectives. A lean system provides feedback through both automated systems and through leaders whor recognize their primary responsibility as coaches and teachers.

Process __capable__: able to produce a good part or outcome every time it operates.
Process __available__: able to operate every time it is needed.

Capability + Availability = BASIC STABILITY

Inadequate stability traces to six types of problems, [[Six Big Losses|OEE & the Six Big Losses]] → applies to [[4Ms]]

We form a long term vision, meeting challenges with courage and creativity to realize our dreams.

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A lean system requires that the players in the system be committed to making the system better. Leaders in the lean system must do much more than simply state their goals and objectives to reflect their commitment. They must be willing to roll up their sleeves and get to work alongside the rest of the people working to make the system better. Leaders also demonstrate their commitment through their compelling vision for the future of the organization.
Not only are leaders required to demonstrate their commitment to the system, but we also expect the entire workforce to demonstrate its commitment. Workers at the operations level do this by coming to work, participating on teams, following their standardized work with discipline, and contributing ideas for improvement.

One of the three basic requirements of Just-In-Time. This means eliminating the stagnation of work in and between processes and carrying out one-piece-at-a time production.

!We are never satisfied with where we are and always improve our business by putting forth our best ideas and effort.

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|Source      |https://github.com/YakovL/TiddlyWiki_ContinuousSavingPlugin/blob/main/ContinuousSavingPlugin.js|
|Author      |Yakov Litvin|
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!!Customer Satisfaction
!!!• Highest quality<br>• Lowest cost<br>• Timely delivery<br>• Largest variety<br>• Caring service
The final element of the lean system is customer satisfaction; arguably the most important of all. Since we are all customers of certain products or services, we generally know what it takes to satisfy us, but it is often difficult to translate this to the work place. We satisfy customers by providing products or services of the highest quality, at the lowest possible cost. We also want to deliver according to customers desire and offer the highest variety possible so that no customer has to wait very long to get exactly what he or she wants.
These first four items (quality, cost, deliver, and variety) are usually the reasons customers buy from us in the first place (or don't!) If we intend to keep these hard-won customers, we also must provide caring and attentive service.
;//External versus internal customers.//
:In our lean system it is critical that we understand just who the customer is. Customers who use our outputs in other operations contributing to the final product or service our company offers for sale are referred to as //internal// customers. Customers who pay for our products or services are referred to as //external// customers. __In a lean system we have to satisfy both in terms of quality, cost, delivery, and variety, and for internal customers we must satisfy them in terms of safety and morale as well._

The total amount of time required for a worker to complete one cycle of his entire job process, including manual working time and walking time.

Index

!!!Employee Satisfaction
Satisfying employees involves clear communication of expectations, developing multi-skilled workers, creating effective teams, providing for learning and knowledge management, and cultivating an attitude of continuous improvement. In short, it's about respect and caring. The key contributors to employee satisfaction are:
;• [[Meaningfulness|Meaningfulness UKY]]
:- Teamwork
:- Cross-training and rotation
:- Value focus
;• [[Awareness|Awareness UKY]]
:- Standardized work
:- Learning and knowledge management
;• [[Responsibility and control|Responsibility and control UKY]]
:- Autonomy
:- Kaizen and problem solving

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The first pair of psychological preferences is Extraversion and Introversion. Where do you put your attention and get your energy? Do you like to spend time in the outer world of people and things (Extraversion), or in your inner world of ideas and images (Introversion)?
Extraversion and Introversion as terms used by C. G. Jung explain different attitudes people use to direct their energy. These words have a meaning in psychology that is different from the way they are used in everyday language.
Everyone spends some time extraverting and some time introverting. Don't confuse Introversion with shyness or reclusiveness. They are not related.
Take a minute to ask yourself which of the following descriptions seems more natural, effortless, and comfortable for you?

''Extraversion (E)''
I like getting my energy from active involvement in events and having a lot of different activities. I'm excited when I'm around people and I like to energize other people. I like moving into action and making things happen. I generally feel at home in the world. I often understand a problem better when I can talk out loud about it and hear what others have to say.
The following statements generally apply to me:
* I am seen as "outgoing" or as a "people person."
* I feel comfortable in groups and like working in them.
* I have a wide range of friends and know lots of people.
* I sometimes jump too quickly into an activity and don't allow enough time to think it over.
* Before I start a project, I sometimes forget to stop and get clear on what I want to do and why.
''Introversion (I)''
I like getting my energy from dealing with the ideas, pictures, memories, and reactions that are inside my head, in my inner world. I often prefer doing things alone or with one or two people I feel comfortable with. I take time to reflect so that I have a clear idea of what I'll be doing when I decide to act. Ideas are almost solid things for me. Sometimes I like the idea of something better than the real thing.
The following statements generally apply to me:
* I am seen as "reflective" or "reserved."
* I feel comfortable being alone and like things I can do on my own.
* I prefer to know just a few people well.
* I sometimes spend too much time reflecting and don't move into action quickly enough.
* I sometimes forget to check with the outside world to see if my ideas really fit the experience.

Adapted from Looking at Type: The Fundamentals
by Charles R. Martin (CAPT 1997)

A system that modifies preceding production processes to keep a minimum inventory of finished parts, and produce only enough to replace, or fill-up those parts withdrawn by the following process.

The so-called 5Ws and 1H (who, what, where, when why and how) are used in analyzing production processes. To search for the true cause of problems, instead of asking “why” once, it is repeated five times.

This means preparing a production line so that it can meet changing production requirements with any number of workers without lowering productivity.In contrast, a fixed-manpower line is one that always requires a fixed number of workers. No upward or downward adjustment can be made in it to meet changes in production demand.

After the waste has been removed from the value stream, the next step is to be sure the remaining steps flow smoothly with no interruptions, delays, or bottlenecks. “Make the value-creating steps occur in tight sequence so that the product or service will flow smoothly toward the customer,” advises LEI. This may require breaking down silo thinking and making the effort to become cross-functional across all departments, which can be one of the greatest challenges for lean programs to overcome. However, studies show that this will also lead to huge gains in productivity and efficiency, sometimes as high as 50-percent improvement or more.

The four S’s are the corresponding Japanese and English terms of Seiri-Sifting, Seiton-Sorting, Seiso-Sweeping, and [[Seiketsu-Spick and Span]]. Collectively they mean the maintenance of an orderly, clean and efficient working environment.Sometimes a fifth S in Japanese is added: Shitsuke-Sustain indicating worksite discipline.

!!Kaizen - meaning of the word
|<html> <iframe src="http://web.archive.org/web/20041207085945/http://www.fredharriman.com/services/glossary/kaizen.html" width="500" frameborder="0" height="400"> </iframe> </html>|<html><iframe src="https://blog.gembaacademy.com/2019/05/13/an-introduction-to-kaizen/" width="500" frameborder="0" height="400"> </iframe> </html>|
<html> <iframe src="http://web.archive.org/web/20160515061050/http://www.fredharriman.com:80/resources/documents/" width="100%" frameborder="0" height="300"> </iframe> </html>
!!Kaizen Commentary
<html> <iframe src="http://web.archive.org/web/20161014102538/http://www.fredharriman.com:80/resources/KaizenisnotGradual.htm" width="100%" frameborder="0" height="240"> </iframe> </html>
!!Kaizen Lore
<html> <iframe src="http://web.archive.org/web/20160506000347/http://www.fredharriman.com/resources/OriginsofKanban.htm" width="100%" frameborder="0" height="240"> </iframe> </html>
<html> <iframe src="http://web.archive.org/web/20150409012055/http://www.fredharriman.com:80/resources/DoBoth.htm" width="100%" frameborder="0" height="240"> </iframe> </html>
!!Water Spider
|<html> <iframe src="http://web.archive.org/web/20150407232605/http://www.fredharriman.com:80/resources/WaterSpider.htm" width="500" frameborder="0" height="400"> </iframe> </html>|<html><iframe src="https://blog.gembaacademy.com/2006/11/22/water_spider_whats_in_a_name/" width="500" frameborder="0" height="400"> </iframe> </html>|
----
http://web.archive.org/web/20160611044543/http://fredharriman.com/resources/documents/FHcom_Kaizen_Terminology_03.pdf
http://web.archive.org/web/20041210193302/http://www.fredharriman.com:80/services/glossary/vocab01e.html
[[Japanese Dictionary|https://jisho.org]]
[[How to document 5S Projects|https://smallbusiness.chron.com/document-5s-projects-41236.html]]

Increasing the delivery frequency of parts in order to keep the inventory at each process to a minimum. To do this without lowering the load efficiency of vehicles (i.e. without increasing the total runs made by all vehicles) calls for mixed loading.

We go to the source to find the facts to make correct decisions, build consensus and achieve goals.

Means go and see for yourself. Go see the problem. This is the belief that practical experience is valued over theoretical knowledge. You must see the problem to know the problem.*Get your boots on; common phrase used at TMMK.

When getting started, you may want to:
* Set your username for signing your edits: <<option txtUserName>>
* Change the page [[title|SiteTitle]] (now "<<tiddler SiteTitle>>") and [[subtitle|SiteSubtitle]] (now "<<tiddler SiteSubtitle>>"); they also set the browser tab title
* Create a tiddler where your content "starts"
** Use the button on the sidebar or [[link|My first tiddler]] it here, follow the link, edit, and click "done"
** It will be shown in the Timeline (usually on the right), but you may want to link it in the MainMenu (usually on the left)
** and/or make it open when the ~TiddlyWiki is opened by editing the list of [[DefaultTiddlers]] (separate links with spaces or linebreaks)
* Save your ~TiddlyWiki
** Although "download saving" works in any browser, it's not that convenient, so you'll probably want to use [[a dedicated saver|https://classic.tiddlywiki.com/#%5B%5BSetting up saving%5D%5D]]


See also [[MPTW]].

Source:http://www.toyota-global.com/company/vision_philosophy/guiding_principles.html
#Honor the language and spirit of the law of every nation and undertake open and fair business activities to be a good corporate citizen of the world.
#Respect the culture and customs of every nation and contribute to economic and social development through corporate activities in their respective communities.
#Dedicate our business to providing clean and safe products and to enhancing the quality of life everywhere through all of our activities.
#Create and develop advanced technologies and provide outstanding products and services that fulfill the needs of customers worldwide.
#Foster a corporate culture that enhances both individual creativity and the value of teamwork, while honoring mutual trust and respect between labor and management.
#Pursue growth through harmony with the global community via innovative management.
#Work with business partners in research and manufacture to achieve stable, long-term growth and mutual benefits, while keeping ourselves open to new partnerships.
Established in 1992, revised in 1997. (Translation from original Japanese)
!Five Main Principles of Toyoda
|[img[https://www.toyota-global.com/pages/contents/company/vision_philosophy/images/Sakichi_Toyoda,Founder_of_Toyota.jpg]]<br>Sakichi Toyoda,<br>Founder of Toyota |*Always be faithful to your duties, thereby contributing to the company and to the overall good.|
|~|*Always be studious and creative, striving to stay ahead of the times.|
|~|*Always be practical and avoid frivolousness.|
|~|*Always strive to build a homelike atmosphere at work that is warm and friendly.|
|~|*Always have respect for spiritual matters, and remember to be grateful at all times.|
|borderless|k

<<tiddler [[Leveled Production]]>>

/***
|Name:|HideWhenPlugin|
|Description:|Allows conditional inclusion/exclusion in templates|
|Version:|3.2a|
|Date:|27-Jun-2011|
|Source:|http://mptw.tiddlyspot.com/#HideWhenPlugin|
|Author:|Simon Baird <simon.baird@gmail.com>|
|License:|http://mptw.tiddlyspot.com/#TheBSDLicense|
For use in ViewTemplate and EditTemplate. Example usage:
{{{<div macro="showWhenTagged Task">[[TaskToolbar]]</div>}}}
{{{<div macro="showWhen tiddler.modifier == 'BartSimpson'"><img src="bart.gif"/></div>}}}

Warning: the showWhen and hideWhen macros will blindly eval paramString.
This could be used to execute harmful javascript from a tiddler.

(TODO: Make some effort to sanitize paramString. Perhaps disallow the equals sign?)
***/
//{{{

window.hideWhenLastTest = false;

window.removeElementWhen = function(test,place) {
  window.hideWhenLastTest = test;
  if (test) {
    jQuery(place).empty()
    place.parentNode.removeChild(place);
  }
};

merge(config.macros,{

  hideWhen: { handler: function(place,macroName,params,wikifier,paramString,tiddler) {
    removeElementWhen( eval(paramString), place );
  }},

  showWhen: { handler: function(place,macroName,params,wikifier,paramString,tiddler) {
    removeElementWhen( !eval(paramString), place );
  }},

  hideWhenTagged: { handler: function (place,macroName,params,wikifier,paramString,tiddler) {
    removeElementWhen( tiddler.tags.containsAll(params), place );
  }},

  showWhenTagged: { handler: function (place,macroName,params,wikifier,paramString,tiddler) {
    removeElementWhen( !tiddler.tags.containsAll(params), place );
  }},

  hideWhenTaggedAny: { handler: function (place,macroName,params,wikifier,paramString,tiddler) {
    removeElementWhen( tiddler.tags.containsAny(params), place );
  }},

  showWhenTaggedAny: { handler: function (place,macroName,params,wikifier,paramString,tiddler) {
    removeElementWhen( !tiddler.tags.containsAny(params), place );
  }},

  hideWhenTaggedAll: { handler: function (place,macroName,params,wikifier,paramString,tiddler) {
    removeElementWhen( tiddler.tags.containsAll(params), place );
  }},

  showWhenTaggedAll: { handler: function (place,macroName,params,wikifier,paramString,tiddler) {
    removeElementWhen( !tiddler.tags.containsAll(params), place );
  }},

  hideWhenExists: { handler: function(place,macroName,params,wikifier,paramString,tiddler) {
    removeElementWhen( store.tiddlerExists(params[0]) || store.isShadowTiddler(params[0]), place );
  }},

  showWhenExists: { handler: function(place,macroName,params,wikifier,paramString,tiddler) {
    removeElementWhen( !(store.tiddlerExists(params[0]) || store.isShadowTiddler(params[0])), place );
  }},

  hideWhenTitleIs: { handler: function(place,macroName,params,wikifier,paramString,tiddler) {
    removeElementWhen( tiddler.title == params[0], place );
  }},

  showWhenTitleIs: { handler: function(place,macroName,params,wikifier,paramString,tiddler) {
    removeElementWhen( tiddler.title != params[0], place );
  }},

  'else': { handler: function(place,macroName,params,wikifier,paramString,tiddler) {
    removeElementWhen( !window.hideWhenLastTest, place );
  }}

});

//}}}

Goals (with targets) and means for achieving it to address business priorities and to move the organization to a new level of performance; variable from year-to-year; could also be multi-year; and is developed by executive management.
See: [[Shigeru Mizuno|https://en.wikipedia.org/wiki/Shigeru_Mizuno]]
<html><img src="https://pbs.twimg.com/media/EJscbEWXkAAiUK0?format=jpg&name=small"></img></html><br>
//"When looking at problem solving within organisations, we found many years ago there was an elephant in the room. The first problem that we must address & solve, is how to engage all our people physically & emotionally in the improvement process. Without solving this problem other improvements will not be sustainable.
The basic idea behind Hoshin Kanri is to align our clock with our compass. Are our people spending their time (clock) on the actions that will move us in the direction(*) (compass) we have chosen to achieve our goals(*)? 
But we must also understand is that Hoshin Kanri is not just the deployment of goals(*) & the activities to achieve them. We must also deploy the attitudes & behaviours that will create the cultural environment to sustain & support them. This second & critical deployment comes through the daily activities, actions & words, of the management team & their people. This is the invisible problem that left unsolved, undermines the permanent solution of all the others. 
In  our experience TPS/Lean does not fail, it is killed by the environment it is planted in. Planting a young shoot in a bed of concrete & then pouring weedal on it, what did you expect?
(*) business & numerical.  Moral, attitudinal & behavioural."//
Source: [[Sid Joynson, commentary in LinkedIn|https://www.linkedin.com/feed/update/urn:li:activity:6602329590344011776?commentUrn=urn%3Ali%3Acomment%3A%28activity%3A6602329590344011776%2C6602666575260712960%29]]
<html><iframe src="https://en.wikipedia.org/wiki/Hoshin_Kanri" frameborder=0 width=100% height=400></iframe></html>
</html>
<<tiddler RefrechTiddler>>

!![[Library|https://drive.google.com/#my-drive]]
!![[Main Lean Blogs]]
!![[Former Lean Blog|Lean Blog]]
!![[Other Lean Blogs]]
!![[Inoreader Lean Blogs]]

----
GettingStarted

<html><iframe src="http://infolean.50webs.com/index.htm" width=100% height=400 frameborder=0></iframe></html>
<<tiddler RefreshTiddler>>

<html><iframe src="https://www.inoreader.com/all_articles" width="100%" height=400 scrolling="yes" frameborder="0"></iframe></html>
----
<<tiddler RefreshTiddler>>

/***
|Name:|InstantTimestampPlugin|
|Description:|A handy way to insert timestamps in your tiddler content|
|Version:|1.0.10a|
|Date:|27-Jun-2011|
|Source:|http://mptw.tiddlyspot.com/#InstantTimestampPlugin|
|Author:|Simon Baird <simon.baird@gmail.com>|
|License:|http://mptw.tiddlyspot.com/#TheBSDLicense|
!!Usage
If you enter {ts} in your tiddler content (without the spaces) it will be replaced with a timestamp when you save the tiddler. Full list of formats:
* {ts} or {t} -> timestamp
* {ds} or {d} -> datestamp
* !ts or !t at start of line -> !!timestamp
* !ds or !d at start of line -> !!datestamp
(I added the extra ! since that's how I like it. Remove it from translations below if required)
!!Notes
* Change the timeFormat and dateFormat below to suit your preference.
* See also http://mptw2.tiddlyspot.com/#AutoCorrectPlugin
* You could invent other translations and add them to the translations array below.
***/
//{{{

config.InstantTimestamp = {

  // adjust to suit
  timeFormat: 'DD/0MM/YY 0hh:0mm',
  dateFormat: 'DD/0MM/YY',

  translations: [
    [/^!ts?$/img,  "'!!{{ts{'+now.formatString(config.InstantTimestamp.timeFormat)+'}}}'"],
    [/^!ds?$/img,  "'!!{{ds{'+now.formatString(config.InstantTimestamp.dateFormat)+'}}}'"],

    // thanks Adapted Cat
    [/\{ts?\}(?!\}\})/ig,"'{{ts{'+now.formatString(config.InstantTimestamp.timeFormat)+'}}}'"],
    [/\{ds?\}(?!\}\})/ig,"'{{ds{'+now.formatString(config.InstantTimestamp.dateFormat)+'}}}'"]

  ],

  excludeTags: [
    "noAutoCorrect",
    "noTimestamp",
    "html",
    "CSS",
    "css",
    "systemConfig",
    "systemConfigDisabled",
    "zsystemConfig",
    "Plugins",
    "Plugin",
    "plugins",
    "plugin",
    "javascript",
    "code",
    "systemTheme",
    "systemPalette"
  ],

  excludeTiddlers: [
    "StyleSheet",
    "StyleSheetLayout",
    "StyleSheetColors",
    "StyleSheetPrint"
    // more?
  ]

};

TiddlyWiki.prototype.saveTiddler_mptw_instanttimestamp = TiddlyWiki.prototype.saveTiddler;
TiddlyWiki.prototype.saveTiddler = function(title,newTitle,newBody,modifier,modified,tags,fields,clearChangeCount,created) {

  tags = tags ? tags : []; // just in case tags is null
  tags = (typeof(tags) == "string") ? tags.readBracketedList() : tags;
  var conf = config.InstantTimestamp;

  if ( !tags.containsAny(conf.excludeTags) && !conf.excludeTiddlers.contains(newTitle) ) {

    var now = new Date();
    var trans = conf.translations;
    for (var i=0;i<trans.length;i++) {
      newBody = newBody.replace(trans[i][0], eval(trans[i][1]));
    }
  }

  // TODO: use apply() instead of naming all args?
  return this.saveTiddler_mptw_instanttimestamp(title,newTitle,newBody,modifier,modified,tags,fields,clearChangeCount,created);
}

// you can override these in StyleSheet
setStylesheet(".ts,.ds { font-style:italic; }","instantTimestampStyles");

//}}}

!— Highlighting/visualization of problems —
!!-Quality must be built in during the manufacturing process!-

If equipment malfunction or a defective part is discovered, the affected machine automatically stops, and operators cease production and correct the problem.
For the Just-in-Time system to function, all of the parts that are made and supplied must meet predetermined quality standards. This is achieved through ''jidoka''.

''Jidoka'' means that a machine safely stops when the normal processing is completed. It also means that, should a quality / equipment problem arise, the machine detects the problem on its own and stops, preventing defective products from being produced. As a result, only products satisfying quality standards will be passed on to the following processes on the production line.
Since a machine automatically stops when processing is completed or when a problem arises and is communicated via the "andon" (problem display board), operators can confidently continue performing work at another machine, as well as easily identify the problem's cause to prevent its recurrence. This means that each operator can be in charge of many machines, resulting in higher productivity, while continuous improvements lead to greater processing capacity.

!!Jidoka
!!!• Andon<br>• Visual control<br>• 100% Quality<br>• Separate the work from the worker<br>• Poka yoke

The Jidoka pillar is often called the "Stop" pillar because the tools associated with Jidoka (including andon systems, visual controls, source quality or zero quality control, poka yoke, and others) are designed to prevent the system from making or passing along defective products or unsatisfactory service. It "stops" the system when problems are identified.

//Just for fun: Jidoka is a "made-up" Japanese word that, by itself has no real meaning.The word was coined to describe the relationship in the work setting between people and machinery. It often translates as "autonomation" or "automation with a human touch".//

Jidoka along with [[Just-In-Time]], is one of the two main pillars of the Toyota Production System. It refers to the ability of production lines to be stopped in the event of such problems as equipment malfunctions, quality problems or work being late either using machines which have the ability to sense abnormalities or using workers who push a line-stop button. This prevents passing on defects. Reoccurrence prevention becomes simpler as abnormalities become more obvious making it possible to “build in quality at the production process”.  At the same time, since defects are prevented automatically, inspectors become unnecessary, which in turn results in significant [[labor savings|Labor Savings]].

Management driven kaizen activity where management members identify areas in need of continuous improvement and spread information through the organization to stimulate kaizen activity.

This fourth preference pair describes how you like to live your outer life -what are the behaviors others tend to see? Do you prefer a more structured and decided lifestyle (Judging) or a more flexible and adaptable lifestyle (Perceiving)? This preference may also be thought of as your orientation to the outer world.
Everyone extraverts some of the time. This pair describes whether you extravert (act in the outer world) when you are making decisions or when you are taking in information.
Some people interact with the outside world when they are taking in information. Whether they use the Sensing preference or the Intuitive preference, they are still interacting in the outside world.
Other people do their interacting when they are making decisions. It doesn't matter whether they are using a Thinking preference or a Feeling preference; they are still interacting in the outside world.
Everyone takes in information some of the time. Everyone makes decisions some of the time. However, when it comes to dealing with the outer world, people who tend to focus on making decisions have a preference for Judging because they tend to like things decided. People who tend to focus on taking in information prefer Perceiving because they stay open to a final decision in order to get more information.
Sometimes people feel they have both. That is true. The J or P preference only tells which preference the person extraverts. One person may feel very orderly/structured (J) on the inside, yet their outer life looks spontaneous and adaptable (P). Another person may feel very curious and open-ended (P) in their inner world, yet their outer life looks more structured or decided (J).
Don't confuse Judging and Perceiving with a person's level of organization. Either preference can be organized.
Take a minute to ask yourself which of the following descriptions seems more natural, effortless, and comfortable for you?

''Judging (J)''
I use my decision-making (Judging) preference (whether it is Thinking or Feeling) in my outer life. To others, I seem to prefer a planned or orderly way of life, like to have things settled and organized, feel more comfortable when decisions are made, and like to bring life under control as much as possible.

Since this pair only describes what I prefer in the outer world, I may, inside, feel flexible and open to new information (which I am).

Do not confuse Judging with judgmental, in its negative sense about people and events. They are not related.

The following statements generally apply to me:
* I like to have things decided.
* I appear to be task oriented.
* I like to make lists of things to do.
* I like to get my work done before playing.
* I plan work to avoid rushing just before a deadline.
* Sometimes I focus so much on the goal that I miss new information.

''Perceiving (P)''
I use my perceiving function (whether it is Sensing or Intuition) in my outer life. To others, I seem to prefer a flexible and spontaneous way of life, and I like to understand and adapt to the world rather than organize it. Others see me staying open to new experiences and information.

Since this pair only describes what I prefer in the outer world, inside I may feel very planful or decisive (which I am).

Remember, in type language perceiving means "preferring to take in information." It does not mean being "perceptive" in the sense of having quick and accurate perceptions about people and events.

The following statements generally apply to me:
* I like to stay open to respond to whatever happens.
* I appear to be loose and casual. I like to keep plans to a minimum.
* I like to approach work as play or mix work and play.
* I work in bursts of energy.
* I am stimulated by an approaching deadline.
* Sometimes I stay open to new information so long I miss making decisions when they are needed.

Adapted from Looking at Type: The Fundamentals
by Charles R. Martin (CAPT 1997)

One of the two pillars of the Toyota Production System, ~Just-In-Time refers to the manufacturing and conveyance of only what is needed, in the amount needed. This enhances efficiency and enables quick responses to change. Just-In-Time presupposes [[Leveled Production]] ([[Heijunka]]) and is build upon the three basic operating principles of the [[pull system|Pull System]], [[continuous flow processing|Continuous Flow Processing]] and Takt-Time.

!!!~Just-In-Time
;• Level loading
:- Heijunka
;• Continuous flow
:- Setup reduction
:- Total productive maintenance
;• Manufacturing Cells<br>• Pull system<br>• Supply chain management<br>• Takt time
The JIT pillar is often called the "Go" pillar because the tools associated with operating such a system (including heijunka, continuous flow, pull systems, pacing, and others) are designed to make the system operate faster or, in other words, to reduce the throughput time of products and services.

!— Productivity improvement —
!!- Making only "what is needed, when it is needed, and in the amount needed!"

Producing quality products efficiently through the complete elimination of [[waste, inconsistencies, and unreasonable requirements|Muda, Mura, Muri]] on the production line.
In order to deliver a vehicle ordered by a customer as quickly as possible, the vehicle is efficiently built within the shortest possible period of time by adhering to the following:

When a vehicle order is received, a production instruction must be issued to the beginning of the vehicle production line as soon as possible.
The assembly line must be stocked with required number of all needed parts so that any type of ordered vehicle can be assembled.
The assembly line must replace the parts used by retrieving the same number of parts from the parts-producing process (the preceding process).
The preceding process must be stocked with small numbers of all types of parts and produce only the numbers of parts that were retrieved by an operator from the next process.

We improve our business operations continuously, always driving for innovation and evolution.

Value Adding Activities are any activities that add value to the customer and meet the three criteria for a Value Adding Activity.
The three criteria for a Value Adding Activity are:
*The step transforms the item toward completion
*The step is done right the first time (not a rework step)
*The customer cares (or would pay) for the step to be done
Source: [[GoLeanSixSigma.com|https://goleansixsigma.com/value-adding-activities/]]

''The Customer Lens''
Value added activities...
#...must be something the customer recognizes as being important and is willing to pay for.
#...must alter the process output, the product must change.
#...must be done right the first time.
Source: [[Lean Learning Center]]

[[Muda (non-value added)]] exist everywhere related to people, material and facilities, or the production set-up itself.  Kaizen refers to the series of activities whereby instances of Muda are eliminated one by one at minimal cost, by workers pooling their wisdom and increasing efficiency in a timely manner. Kaizen activities typically emphasize manual work operations rather than equipment. Also, Kaizen is not an activity to be performed by a specialist, but can be (in fact should be) performed by all employees at each job site.

This is a small signboard that is the key control tool for Just-in-Time production.  Kanban serves as:
*Instruction for production and conveyance
*A tool for visual control
*To check against over production
*To detect irregular processing speeds
*A tool to perform [[kaizen|Kaizen_]]
The functional categories of Kanban are:
*1-card kanban (referred to as [[Production Kanban|Production Instruction Kanban]])
*2-card kanban (referred to as [[Withdrawal Kanban|Parts Withdrawal Kanban]])
*Part Specific kanban (used for single part family or grouping)
*Route Specific kanban (used for mix production)
*CONWIP (CONstant Work In Progress)

Partial replacement of manual labor by machines. The savings on labor; however, is not to the extent of saving one unit of manpower.

![[Kaizen Blitz]] books
| !Gemba Kaizen | <html><iframe frameborder="0" scrolling="no" style="border:0px" src="https://books.google.com.ar/books?id=USZrSZXmYBkC&lpg=PP1&dq=gemba%20kaizen&hl=es&pg=PP1&output=embed" width=500 height=300></iframe></html> |
| !Gemba Kaizen<br>2nd Ed | <html><iframe frameborder="0" scrolling="no" style="border:0px" src="https://books.google.com.ar/books?id=9PezUj9T9foC&lpg=PP1&dq=gemba%20kaizen&hl=es&pg=PP1&output=embed" width=500 height=300></iframe></html> |
| !The Visual Factory | <html><iframe frameborder="0" scrolling="no" style="border:0px" src="https://books.google.com.ar/books?id=SCBBDwAAQBAJ&lpg=PP1&dq=the%20visual%20factory&hl=es&pg=PP1&output=embed" width=500 height=300></iframe></html> |
| !5 Pillars of the<br>Visual Workplace | <html><iframe frameborder="0" scrolling="no" style="border:0px" src="https://books.google.com.ar/books?id=9ObvCcJsz1kC&lpg=PP1&dq=5%20pillars%20of%20the%20visual%20workplace&hl=es&pg=PP1&output=embed" width=500 height=300></iframe></html> |
| !One Piece Flow | [img[https://books.google.com.ar/books/content?id=bxX0HAAACAAJ&printsec=frontcover&img=1&zoom=1&imgtk=AFLRE70eJLJAKdrkIQbBMIks8KqGCbCVHXYkWFqHuPwrx5nG4pLvzhr5juQaEVdq4Wu7demaKHSuLs-1HrQC8QvfosoMqHSG-XQiTQltFE6Y8zQ2H45ZmZY2Y923Ltv3jmqs11lFv9Ah]] |
| !SMED | <html><iframe frameborder="0" scrolling="no" style="border:0px" src="https://books.google.com.ar/books?id=ooXVVIfqEQwC&lpg=PP1&hl=es&pg=PP1&output=embed" width=500 height=300></iframe></html> |
| !Kaizen for<br>Quick Changeover | <html><iframe frameborder="0" scrolling="no" style="border:0px" src="https://books.google.com.ar/books?id=HP_KkHKv2zsC&lpg=PP1&hl=es&pg=PP1&output=embed" width=500 height=300></iframe></html> |
| !Zero Quality Control | <html><iframe frameborder="0" scrolling="no" style="border:0px" src="https://books.google.com.ar/books?id=gkE8K7axQbYC&lpg=PP1&dq=zero%20quality%20control%20shingo&hl=es&pg=PP1&output=embed" width=500 height=300></iframe></html> |
| !~Poka-Yoke | <html><iframe frameborder="0" scrolling="no" style="border:0px" src="https://books.google.com.ar/books?id=hR_8Ulz6d_oC&lpg=PP1&dq=poka-yoke&hl=es&pg=PP1&output=embed" width=500 height=300></iframe></html> |
| !Kanban,<br>~Just-In-Time at Toyota | <html><iframe frameborder="0" scrolling="no" style="border:0px" src="https://books.google.com.ar/books?id=OPdKDwAAQBAJ&lpg=PP1&dq=kanban%20just%20in%20time%20at%20toyota&hl=es&pg=PP1&output=embed" width=500 height=300></iframe></html> |
| !A Study of the<br>Toyota Production System | <html><iframe frameborder="0" scrolling="no" style="border:0px" src="https://books.google.com.ar/books?id=RKWU7WElJ7oC&lpg=PP1&hl=es&pg=PP1&output=embed" width=500 height=300></iframe></html> |
| !JIT Factory Revolution | <html><iframe frameborder="0" scrolling="no" style="border:0px" src="https://books.google.com.ar/books?id=o6_9jV1gOIYC&lpg=PT220&dq=5%20pillars%20of%20visual%20workplace&hl=es&pg=PA1&output=embed" width=500 height=300></iframe></html> |

!Other old books
| !Toyota Production System | <html><iframe frameborder="0" scrolling="no" style="border:0px" src="https://books.google.com.ar/books?id=7WfSBwAAQBAJ&lpg=PR1&dq=kanban%20just%20in%20time%20at%20toyota&hl=es&pg=PR1&output=embed" width=500 height=300></iframe></html> |
| !Toyota Production System<br>4th Ed | <html><iframe frameborder="0" scrolling="no" style="border:0px" src="https://books.google.com.ar/books?id=DhZ4cWCI6MIC&lpg=PP1&dq=YASUHIRO%20MONDEN&hl=es&pg=PP1&output=embed" width=500 height=300></iframe></html> |
| !TPM (1988)<br>Seiichi Nakajima | [img[https://books.google.com.ar/books/content?id=XKc28H3JeUUC&printsec=frontcover&img=1&zoom=1&imgtk=AFLRE71gvZLj4rCMw_q23ZLKEq9RBdEY1Z1uIYOWe8DiULiEDEIWR5ZPKHGyyFYitySdmhH7_FXuVssu8qZzbX46Jtjb6nPRNVVATSo24J5r2KU4RRJfu84ECxd6B-LEVzaSjDNyDEpS]] |
| !The Leader's Handbook | <html><iframe frameborder="0" scrolling="no" style="border:0px" src="https://books.google.com.ar/books?id=_pPd2ssliiUC&lpg=PP1&dq=the%20leader's%20handbook%20scholtes&hl=es&pg=PP1&output=embed" width=500 height=300></iframe></html> |

[[Source|http://www.leanblog.org/books-and-resources/leandailyapp/]]
!“Lean Daily” App Page
!!It was a good run for Lean Daily… but the app is no longer available

This app is no longer be available via Apple as of 6/22/14 and it has been taken down from the Google Play store as of 2/1/17. The feeds into the app have been disabled. This app got out of date, technologically speaking, and it was impossible to update. Sorry! I hope you'll still keep reading the blogs…

[img[https://www.leanblog.org/wp-content/uploads/2012/12/Screen-Shot-2014-06-22-at-8.39.08-AM.png]]
Lean Daily was a free app that consolidates the latest posts from your favorite lean blogs into one convenient app.

<html>
<h3>Blogs that were in the app:</h3>
<ul>
<li>
<a href="http://markgraban.com">Mark Graban</a>&lsquo;s <a href="http://leanblog.org">Lean Blog</a>
</li>
<li><a href="http://www.evolvingexcellence.com/">Evolving Excellence</a></li>
<li><a href="http://www.gembapantarei.com/">Gemba Panta Rei</a></li>
<li><a href="http://jamieflinchbaugh.com/">JamieFlinchbaugh.com</a></li>
<li><a href="http://lssacademy.com/">LSS Academy</a></li>
<li><a href="http://management.curiouscatblog.net/">Curious Cat Management Improvement</a></li>
<li><a href="http://gotboondoggle.blogspot.com/">Got Boondoggle?</a></li>
<li><a href="http://bemorecareful.com">Be More Careful</a></li>
<li><a href="http://leanmemes.com">LeanMemes.com</a></li>
</ul>
<h3>Additional Content</h3>
<ul>
<li><a href="http://leanpodcast.org">Audio podcasts</a></li>
<li><a href="http://leanvideopodcast.org">Video podcasts</a></li>
<li>
<a href="http://gembaacademy.com">Gemba Academy</a> <a href="http://www.youtube.com/user/gembaacademy">videos</a>
</li>
</html>

<html><iframe src="http://leanlearningcenter.com" width="100%" height="400" scrolling="yes" frameborder="0"></iframe></html>
----
<<tiddler RefreshTiddler>>

''Establish high agreement of both WHAT and HOW''
*Valuing a common way or process with clear understanding more than we value our own way.
*100 million people on the road – if it operated like our company, how many accidents would we see?
**High agreement of the WHAT: get there as quickly and safely as possible
**High agreement of the HOW: drive on the right side of the road, red means stop, don’t cross the double-yellow line

{{{Note:}}}
{{{__Purpose__}}}
{{{Introduce the Principle, High Agreement}}}
{{{__Steps__}}}
{{{Explain that we list this 1st as the foundation of the house.}}}
{{{Stress that high agreement is agreeing and the what and the how of something.}}}
{{{Read the definition.}}}
{{{Review the traffic example and ask how 100 million people drive around each day with relatively little incident (look for answers like: standard signage, red means stop, drive on right hand side of the road, etc.)  Ask what would happen if we didn’t have this high agreement.}}}
{{{Explain that there are many tools for high agreement and they will be trained in some of them including:}}}
{{{Five S’s}}}
{{{Visual Management }}}
{{{Standard Work Instructions}}}
{{{Error Proofing}}}

''Systematic Waste Elimination''
Use the Eight Wastes as a shared lens and language across the organization
|''T''RANSPORTATION |''W''AITING |
|''I''NVENTORY	|''O''VERPROCESSING |
|~|''O''VERPRODUCTION |
|''M''OTION |''D''EFECTS |
|>|''U''NDERUTILIZING THE TALENT & KNOWLEDGE OF HUMAN RESOURCES |
''Waste Reduction = Increased Profitability''

''Systematic Problem Solving''
*Surfacing Problems Quickly
*Engaging at the Point Closest to the Activity
*Root Cause & 5 Why’s 
*New Standards - taking to another level
''PROBLEMS SHOULD BE EMBRACED''


{{{Note:}}}
{{{Purpose}}}
{{{Introduce the Principle of Problem Solving}}}
{{{Key Points}}}
{{{Explain that the key point is that problems are a good thing and should be embraced (unless they are the repeated).  Problems are an opportunity to learn and improve.<br>When problems surface, we usually just care about the symptom.  We should care about the problem itself, the cause, just as much.}}}

''Directly observe work as activities, connections and flows''
Use tools such as Value Stream Maps, Activity Maps, Product/Process maps and “go see” to help us observe differently

''Create a learning organization''
*Reflection on experiences small and large can yield tremendous learning
*Reflection means trying something, stopping to learn from it and then applying immediately what was learned
*The #1 failure of leadership is the failure to reflect

{{{Note:}}}
{{{_Purpose_}}}
{{{Being a Learning Organization is the Link for the Guiding Principles.}}}
{{{_Steps_}}}
{{{Read through the statements as indicators of a learning organization (are we asking these questions?).}}}
{{{Indicate the key points.}}}
{{{Add your own perspective.}}}
{{{Explain that we will practice this principle with our After Action Reviews}}}

© Lean Learning Center, Achievement Dynamics, 2004
!!!Rules, Not Tools
You can learn how to use a wrench or hammer, but that knowledge is useless unless you understand mechanical systems, how things work together and why.
“To the person who only knows how to use a hammer, every problem becomes a nail.”
!!!The Core of Lean
Lean is not born form WHAT we SEE.
Lean is born form HOW we THINK.
!!!Operating System Framework
THINKING is central to an operating system by clarifying the principles, mental models and beliefs of the organization.
IN OTHER WORDS:
It is the people aspect of a company operating system and is central to its success.
!!!Four Lean Rules or Bedrock Rules
| Lean Learning Center approach | [[Strategos approach|The DNA of Toyota]] |
|[[1|Lean Systems Rule 1]]. Structure every activity |''How People Work''<br>Specifications document all work processes and include content, sequence, timing and outcome. |
|[[2|Lean Systems Rule 2]]. Clearly connect every customer – supplier |''How Work Connects''<br>Connections with clear YES/NO signals directly link every customer and supplier. |
|[[3|Lean Systems Rule 3]]. Specify and simplify every flow path |''The Physical Arrangement''<br>Every product and service travels a single, simple and direct flow path. |
|[[4|Lean Systems Rule 4]]. Improve through experiments at the point of activity towards the ideal state |''How To Improve''<br>Workers at the lowest feasible level, guided by a teacher (Sensei), improve their own work processes. |
|- |''Problem Alarms''<br>Integrated failure tests automatically signal deviations for every activity, connection & flow path. |
|(These rules have been modified from a Harvard Business Review article: Decoding the DNA of the Toyota Production  System,  Bowen & Spear, September - October 1999). |c
!!!Lean Systems Principles
| [img[https://farm1.staticflickr.com/884/27316371518_d8d1fcf6af_m.jpg] |[[1|Lean Principle 1]]. Establish High Agreement of both What and How<br>[[2|Lean Principle 2]]. Systematic Waste Elimination<br>[[3|Lean Principle 3]]. Systematic Problem Solving<br>[[4|Lean Principle 4]]. Directly Observe Work as Activities, Connections and Flows<br>[[5|Lean Principle 5]]. Create a Learning Organization |
!!!10 Principles
*''Connect'' to your customer and always ''add value''
*Seek every problem as an ''opportunity'' to focus on the ideal state
*Decision making at the ''point of activity''
*Structure, operate and improve your organization’s ''activities, connections and pathways''
*''Standardization'' is the foundation of continuous improvement, create high agreement and no ambiguity
*Relentlessly pursue systematic ''waste elimination''
*Create frequent points of ''reflection'' – be a learning organization
*Sustainable change happens only at the ''systems'' level – lean is ''rules'', not tools
*Understanding current reality requires deep observation
*Leaders must be ''learners'' and teachers
!!!Lean Tools
*Eight Wastes
*Standardization
*5 S’s
*Jidoka
*Error Proofing
*Preventive Maintenance
*Visual Management
*Kanban
*~Just-in-Time
*Measurements
*Problem Solving
*Mapping
!!!More than Rules
| ''ENABLING''<br>''PRINCIPLES'' | → | Beliefs or mental models<br>about how the world<br>does or should work.<br><br>They guide us in our<br>daily decision making,<br>although we are usually<br>blind to what they are. |
“If we can’t remember the Lean Rules & Principles,
How can they change our THINKING?”

''Structure Every Activity''
>Each activity should be testable:
>>a) can and are those doing the activity perform as indicated?
>>b) is the activity capable of producing the desired results.

''Clearly connect every customer - supplier''
* Every relationship is a customer-supplier link
* Connections must be binary: ''"if … then…”''
* Make them self-diagnostic: if it fails, someone else is signaled (the person responsible for the link)

''Specify every flow path''
*Make every flow path simple 
*Only follow one path, no choices
*Flow paths include material, information and people

''Improve through experimentation at the point of activity towards the ideal state''
*Applied to activities, connections and flows
*Experiments should be structured: “if we make this change, we expect this result.”
*An ideal state of delivering what the customer wants when they want it at the price they want with zero waste and where everyone is safe.

| [img[https://www.lean.org/images/5stepslean.gif]] | [[Purpose]] | → | [[Value]] | <html><iframe src="https://info.lean.org/hubfs/ebook%20files/ebook_Understanding_Lean_Thinking_final.pdf" width="540" height="400" frameborder="0"></iframe></html> |
|~| Process<br>+<br>People | →<br>→<br>→<br>→ | [[Value Stream]]<br>[[Flow]]<br>[[Pull]] (+ ''[[Level|https://www.lean.org/lexicon/heijunka]]'')<br>[[Perfection]] |~|

!![[Lean Thinking and Practice|https://www.lean.org/WhatsLean/Principles.cfm]]
The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve:
#Specify [[value|Value]] from the standpoint of the end customer by product family. 
#Identify all the steps in the [[value stream|Value Stream]] for each product family, eliminating whenever possible those steps that do not create [[value|Value]].
#Make the value-creating steps occur in tight sequence so the product will [[flow|Flow]] smoothly toward the customer.
#As [[flow|Flow]] is introduced, let customers [[pull|Pull]] value from the next upstream activity.
#As [[value|Value]] is specified, [[value streams|Value Stream]] are identified, wasted steps are removed, and [[flow|Flow]] and [[pull|Pull]] are introduced, begin the process again and continue it until a state of [[perfection|Perfection]] is reached in which perfect [[value|Value]] is created with no waste.
//(Adapted from Womack and Jones 1996, p. 10.)//

In 2007, Womack and Jones simplified the five steps to these—Purpose, Process, People:

''Purpose'': The primary purpose of any organization and first step in any lean thought process is to correctly specify the value that the customer seeks in order to cost-effectively solve the customer’s problems so the organization can prosper.

''Process'': Once purpose is clarified, focus on the process (value stream) used to achieve this objective. This is generally the combined result of three processes: product and process development, fulfillment from order to delivery, and support of the product and the customer through the product’s useful life. These primary processes are made possible by many secondary, support processes inside the organization and upstream.

The ideal process is one in which every step (action) is:
*//Valuable//: Meaning that the customer is willing to pay for the step because it creates value and would object if the step was deleted.
*//Capable//: Producing a good result every time.
*//Available//: Being able to operate whenever needed.
*//Adequate//: Having the capacity to keep production in continuous flow.
*//Flexible//: Permitting a range of products within a product family to move through a process without batching and delays.
In addition, in the ideal process the steps are linked by:
*//Flow//: So the good or service proceeds immediately from one step to the next without stopping.
*//Pull//: So the next downstream step obtains just what it needs from the next upstream step when continuous flow is not possible.
*//Leveling//: From some pacemaker point to smooth the operation of the process while still addressing the needs of the customer.
''People'': After identifying the primary and support processes needed to create value for the customer, make someone responsible for each value stream. This value-stream manager must engage and align the efforts of everyone touching each value stream to move it steadily toward the customer while elevating performance from its current state to an ever-better future state.  Doing this requires:
*A master plan for the enterprise, often called strategy deployment.
*Frequent improvement cycles for each process, often performed with A3 analysis embodying value-stream maps.
*Standard work with standard management for every step in each process.

!!The Five Steps of Lean Implementation
<html><iframe src="https://www.lean.org/WhoWeAre/LEINewsStory.cfm?NewsArticleId=17" width="540" height="400" frameborder="0"></iframe></html>

----
|>| [[5 Phase Lean Implementation|https://www.leanmasters.com/5-phase-lean-implementation-approach/]] |
| [[Stability|https://www.leanmasters.com/5-phase-lean-implementation-approach/stability/]] | Value |
| [[Continuous Flow|https://www.leanmasters.com/5-phase-lean-implementation-approach/continuous-flow/]] | Value Stream |
| [[Synchronized Production|https://www.leanmasters.com/5-phase-lean-implementation-approach/synchronized-production/]] | Flow |
| [[Kanban / Pull System|https://www.leanmasters.com/5-phase-lean-implementation-approach/kanban-pull-system/]] | Pull |
| [[Level Production|https://www.leanmasters.com/5-phase-lean-implementation-approach/level-production/]] | Perfection |

----
Lonnie Wilson - How to implement Lean manufacturing
<html><iframe src="https://freemindconsulting.files.wordpress.com/2009/12/lean-implementation-tools.pdf" width="540" height="400" frameborder="0"></iframe></html>

----
<<tiddler RefreshTiddler>>

/***
|Name:|LessBackupsPlugin|
|Description:|Intelligently limit the number of backup files you create|
|Version:|3.0.1a|
|Date:|27-Jun-2011|
|Source:|http://mptw.tiddlyspot.com/#LessBackupsPlugin|
|Author:|Simon Baird|
|Email:|simon.baird@gmail.com|
|License:|http://mptw.tiddlyspot.com/#TheBSDLicense|
!!Description
You end up with just backup one per year, per month, per weekday, per hour, minute, and second.  So total number won't exceed about 200 or so. Can be reduced by commenting out the seconds/minutes/hours line from modes array
!!Notes
Works in IE and Firefox only.  Algorithm by Daniel Baird. IE specific code by by Saq Imtiaz.
***/
//{{{

var MINS  = 60 * 1000;
var HOURS = 60 * MINS;
var DAYS  = 24 * HOURS;

if (!config.lessBackups) {
  config.lessBackups = {
    // comment out the ones you don't want or set config.lessBackups.modes in your 'tweaks' plugin
    modes: [
      ["YYYY",  365*DAYS], // one per year for ever
      ["MMM",   31*DAYS],  // one per month
      ["ddd",   7*DAYS],   // one per weekday
      //["d0DD",  1*DAYS],   // one per day of month
      ["h0hh",  24*HOURS], // one per hour
      ["m0mm",  1*HOURS],  // one per minute
      ["s0ss",  1*MINS],   // one per second
      ["latest",0]         // always keep last version. (leave this).
    ]
  };
}

window.getSpecialBackupPath = function(backupPath) {

  var now = new Date();

  var modes = config.lessBackups.modes;

  for (var i=0;i<modes.length;i++) {

    // the filename we will try
    var specialBackupPath = backupPath.replace(/(\.)([0-9]+\.[0-9]+)(\.html)$/,
        '$1'+now.formatString(modes[i][0]).toLowerCase()+'$3')

    // open the file
    try {
      if (config.browser.isIE) {
        var fsobject = new ActiveXObject("Scripting.FileSystemObject")
        var fileExists  = fsobject.FileExists(specialBackupPath);
        if (fileExists) {
          var fileObject = fsobject.GetFile(specialBackupPath);
          var modDate = new Date(fileObject.DateLastModified).valueOf();
        }
      }
      else {
        netscape.security.PrivilegeManager.enablePrivilege("UniversalXPConnect");
        var file = Components.classes["@mozilla.org/file/local;1"].createInstance(Components.interfaces.nsILocalFile);
        file.initWithPath(specialBackupPath);
        var fileExists = file.exists();
        if (fileExists) {
          var modDate = file.lastModifiedTime;
        }
      }
    }
    catch(e) {
      // give up
      return backupPath;
    }

    // expiry is used to tell if it's an 'old' one. Eg, if the month is June and there is a
    // June file on disk that's more than an month old then it must be stale so overwrite
    // note that "latest" should be always written because the expiration period is zero (see above)
    var expiry = new Date(modDate + modes[i][1]);
    if (!fileExists || now > expiry)
      return specialBackupPath;
  }
}

// hijack the core function
window.getBackupPath_mptw_orig = window.getBackupPath;
window.getBackupPath = function(localPath) {
  return getSpecialBackupPath(getBackupPath_mptw_orig(localPath));
}

//}}}

Leveled Production ([[Heijunka]]) is the overall leveling in the production schedule of the variety and volume of items produced in given time periods. This is a prerequisite for Just-in-Time production.

/***
|''Name:''|LoadRemoteFileThroughProxy (previous LoadRemoteFileHijack)|
|''Description:''|When the TiddlyWiki file is located on the web (view over http) the content of [[SiteProxy]] tiddler is added in front of the file url. If [[SiteProxy]] does not exist "/proxy/" is added. |
|''Version:''|1.1.0|
|''Date:''|mar 17, 2007|
|''Source:''|http://tiddlywiki.bidix.info/#LoadRemoteFileHijack|
|''Author:''|BidiX (BidiX (at) bidix (dot) info)|
|''License:''|[[BSD open source license|http://tiddlywiki.bidix.info/#%5B%5BBSD%20open%20source%20license%5D%5D ]]|
|''~CoreVersion:''|2.2.0|
***/
//{{{
version.extensions.LoadRemoteFileThroughProxy = {
 major: 1, minor: 1, revision: 0, 
 date: new Date("mar 17, 2007"), 
 source: "http://tiddlywiki.bidix.info/#LoadRemoteFileThroughProxy"};

if (!window.bidix) window.bidix = {}; // bidix namespace
if (!bidix.core) bidix.core = {};

bidix.core.loadRemoteFile = loadRemoteFile;
loadRemoteFile = function(url,callback,params)
{
 if ((document.location.toString().substr(0,4) == "http") && (url.substr(0,4) == "http")){ 
 url = store.getTiddlerText("SiteProxy", "/proxy/") + url;
 }
 return bidix.core.loadRemoteFile(url,callback,params);
}
//}}}

| ''Site'' | ''Blog'' | ''Author(s)'' |
| [[Art of Lean|http://artoflean.com]] | [[Former design|http://web.archive.org/web/20160618142253/http://www.artoflean.com:80/]] | Art Smalley |
| [[Kaizen Institute|http://us.kaizen.com]] | [[Gemba Panta Rei|http://www.gembapantarei.com]] [[- Original design|http://web.archive.org/web/20041120094944/http://www.gembapantarei.com:80/]] [[- Former design I|http://web.archive.org/web/20051018060455/http://www.gembapantarei.com:80/]] <br> [[- Former design II|http://web.archive.org/web/20090120224211/http://gembapantarei.com:80/]] [[- Former design III|http://web.archive.org/web/20150523054041/http://www.gembapantarei.com:80/]] <br> [[- Under construction|http://web.archive.org/web/20150725053104/http://gembapantarei.com:80/]] [[ - Former Design IV|http://web.archive.org/web/20150801123856/http://gembapantarei.com/]] | Jon Miller |
|~| [[Kaizen Lean Blog|http://www.kaizen.com/blog.html]] |~|
| [[Gemba Academy|http://www.gembaacademy.com/]] | [[Blog|http://blog.gembaacademy.com/]] | Ron Pereira |
|~| [[Blog|http://kevinmeyer.com/posts]] | [[Kevin Meyer|http://kevinmeyer.com/]] |
|>| [[Manufacturing Leadership Support|http://www.bill-waddell.com/]] | [[Bill Waddell|http://www.bill-waddell.com]] |
| [[Lean Blog]] | [[Blog|http://www.leanblog.org/blog/]] | [[Mark Graban|http://www.markgraban.com/]] |
| [[Lean Enterprise Institute|http://www.lean.org]] | [[Lean News RSS Feed|http://www.lean.org/lean_news_rss.xml]] | [[John Shook|http://www.lean.org/shook/]] <br> [[James Womack|http://www.lean.org/womack/]] <br> [[Dan Jones|http://www.lean.org/Community/Registered/DansELetters.cfm ]] |
| [[Lean Learning Center]] | [[Blog|https://leanlearningcenter.com/blog/]] | [[Lean Progress|https://leanlearningcenter.com/wp-content/uploads/downloads/]] |
| Former <br> Lean Learning Center <br> (founders) | [[JFlinch Blog|http://feeds.feedburner.com/feedburner/xkCV]] <br> [[Andy's blog|http://www.andycarlino.com/blog/]] | [[Jamie Flinchbaugh|http://jflinch.com]] <br> [[Andy Carlino|http://www.andycarlino.com]] <br> [[Pawley Lean Institute|https://oakland.edu/lean/]] <br> [[Founders' team|http://web.archive.org/web/20121102234738/http://www.leanlearningcenter.com/about-us/our-team/]] |
| [[Lean & Flexible|https://www.leanandflexible.com/]] | [[Origin of Jobshop Lean|https://www.leanandflexible.com/origin-of-jobshoplean/]] | [[Dr. Sharukh Irani|https://www.leanandflexible.com/who-we-are/]] |
|>|>|  |
|>|>|__Notes:__<br>Jon Miller "was" [[Gemba Research|http://us.kaizen.com/about/gemba-research-joins-kaizen.html]], then joined with Kaizen Institute.<br>Kevin Meyer "was" [[Superfactory|http://web.archive.org/web/20110716164526/http://www.superfactory.com/]] and [[Evolving Excellence|http://web.archive.org/web/20131009162506/http://www.evolvingexcellence.com/]].<br>Bill Waddell "was" [[Evolving Excellence|http://web.archive.org/web/20130605060704/http://www.evolvingexcellence.com/]], then [[idatix Manufacturing Leadership Center|http://www.idatix.com/manufacturing-leadership/]],<br> then [[The Manufacturing Leadership Center|http://s189494.gridserver.com/manufacturing-leadership/]], and then [[Manufacturing Leadership|http://www.mfg-leadership.com/]].<br>Ron Pereira "was" [[LSS Academy|http://web.archive.org/web/20140208020234/http://lssacademy.com/]].|

| [[Index]] | GettingStarted | ''username for signing edits:'' <<option txtUserName>> | <<thostUpload>> | ''right sidebar'' <<tiddler ToggleRightSidebar>>|

This means improving work procedures, machinery and equipment to free workers from particular jobs on a production line consisting of one or more workers.

Source:[[Manufacturing Handbook of Best Practices|https://drive.google.com/drive/folders/0B9BXTyAFzNPReHpJSjh2V2Y2Yk0]]
;Agile enterprise                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   
:is adept at rapidly reorganizing its people, management, physical facilities, and operating philosophy to be able to produce highly customized products and services that satisfy a new customer or a new market.
;Design for manufacture and assembly (DFMA) and design for six sigma (DFSS)
:are complementary approaches to achieve a superior product line that maximizes quality while minimizing cost and cycle time in a manufacturing environment. DFMA stresses the achievement of the simplest design configuration. DFSS applies statistical analysis to achieve nearly defect-free products.
;Design of experiments (DOE)
:is the statistical superstructure upon which DFMA and DFSS are based. By analyzing the results of a predetermined series of trial runs, the optimal levels or settings for each critical parameter or factor are established.
;Integrated product and process development (IPPD)
:is a cross-functional, team-oriented approach to maximize concurrent development of both a product design and the means to produce the design.
;ISO 9001
:is the international standard for ''quality management systems (QMS)''. Originally approved in 1987 and revised in 1994 and in 2000.
;ISO 14001
:is the international standard for ''environmental management systems (EMS)'' and their integration into overall management structures.
;Lean manufacturing
:is an integrated collection of tools and techniques, traceable back to the Toyota production system, that focuses on the elimination of waste from the production process.
;Manufacturing controls integration
:brings together a collection of related systems such as enterprise resource planning (ERP) and manufacturing resource planning (MRP) to manage their internal operations and establish the demands of their supply chains.
;Measurement systems analysis (MSA)
:is the examination and understanding of the entire measurement process as well as its impact on the data it generates. The process includes procedures, gauges, software, personnel, and documentation.
;Process analysis
:is the mapping, input-output analysis, and detailed examination of a process including each of its sequential steps.
;Quality function deployment (QFD)
:is a matrix-based approach to acquisition and deployment of the "voice of the customer" throughout an organization to ensure that customer expectations, demands, and desires are thoroughly integrated into products and services. The initial QFD matrix is widely known as the House of Quality (HOQ).
;Robust design of a product or a process
:is the logical search for its optimal design (the levels or settings for each controllable parameter or factor) when considering the negative effect of the most critical uncontrollable/noise factors.
;Six sigma
:is a financially focused, highly structured approach to advancing the objectives of continuous improvement.
;Statistical quality/process control (SQC/SPC)
:was initially developed in the 1920s, but was substantially enhanced in the 1970s and 1980s by W. Edwards Deming and Joseph Juran and in the 1990s through the use of personal computers.
;Supply chain management (SCM)
:is the control of the network used to deliver products and services from raw materials to end consumers through an engineered flow of information, physical distribution, and cash. The first of two chapters addresses the basics of SCM, while the second chapter focuses on SCM applications.
;Theory of constraints (TOC) and the critical chain
:concepts developed by Eli Goldratt. They represent a major expansion of the existing methodology known as critical path planning or the activity network diagram.
;TRIZ, a Russian acronym also known as the theory of innovative problem solving [TIPS]
:is a highly integrated collection of facts regarding physical, chemical, electrical, and biological principles that are used to predict where future breakthroughs are likely to occur and what they are likely to be.

| <html><img src="https://www.danmartell.com/wp-content/uploads/2014/10/Maslows-Hierarchy-of-Needs-1024x791.jpg" height="550"></html> | ''6th Self-Trascendency'' | ''Meta-Motivation'' |
|~| ''5th Self-Actualization'' |~|
|~| ''4th Esteem'' | ''Deficiency Needs''<br>("''D-Needs''")<br>if not met, individual feels anxious & tense |
|~| ''3rd Love / Belonging''<br>Friendship - Intimacy - Family |~|
|~| ''2nd Safety & Security''<br>Personal - Financial - Health & Well Being + against Illness - Accidents |~|
|~| ''1st Physiological''<br>Air - Water - Food - Sleep - Clothing - Shelter - Sex |~|
|>|>| Source: https://www.danmartell.com/hierarchy-of-entrepreneurial-needs/ |

Our system should provide the opportunity for all our team members to derive some meaning and purpose from their work. The majority of our team members seek to make a contribution on the job. ''Meaningfulness'' comes from three primary sources: variety, identity and significance. There will be more on this later, but for now, here are a few specific contributors within a lean system.
;...teamwork.
:Teams give us something to belong and to be a part of. They also provide a non-threatening environment in which to share ideas.
;...cross-training and job rotation.
:Having several different things to do during the day eases the boredom and allows us to use our brains more effectively at work.
;...value focus.
:Understanding how the work we do satisfies our customers also makes us feel like we're doing something important or significant.

!!Dana 6-pack (3+, 3-)
*(-) Inventory Intensity = Inventory / Sales
*(-) [Cost of] Sales per FTE
*(+) [[OEE|OEE & the Six Big Losses]]
*(+) FTT
*(-) Scrap (*) as % of Sales
*(+) % OTD (quantity of delivered parts divided by the total of parts required by the customer, in the lead-time __agreed with it__)
(*) cost of rejected materials
--
!!Bill Waddell's
*Waddell's Total Cycle Time (total days on hand of major purchased components (**), divided by the planned shipments per day for all products that require those components)
*Total Cost
*Delvery Performance
*Quality
*Safety
(**) regardless of form: original state, embedded in (sub)assemblies, modified state (WIP inventory), or embedded in finished products

https://cdn2.hubspot.net/hubfs/3447555/B2BML%20-%20NEW%20FILE%20MANAGER%20STRUCTURE/PDFs/Americas/ES-capability-sixpack-football-guide.pdf
<html><iframe scr="https://cdn2.hubspot.net/hubfs/3447555/B2BML%20-%20NEW%20FILE%20MANAGER%20STRUCTURE/PDFs/Americas/ES-capability-sixpack-football-guide.pdf" width=100% height=400 frameborder=0></iframe></html>
<<tiddler RefreshTiddler>>

The term used when any plant transport vehicle is loaded with more than one type of parts.  Use of mixed loading makes it possible to increase frequency of delivery without lowering conveyance efficiency, i.e. without increasing the total number of deliveries. This in turn allows the amount of inventory kept at each process to be decreased. It also permits the delivery schedules to be more easily adjusted according to production changes.

Name: MptwBlack
Background: #000
Foreground: #fff
PrimaryPale: #333
PrimaryLight: #555
PrimaryMid: #888
PrimaryDark: #aaa
SecondaryPale: #111
SecondaryLight: #222
SecondaryMid: #555
SecondaryDark: #888
TertiaryPale: #222
TertiaryLight: #666
TertiaryMid: #888
TertiaryDark: #aaa
Error: #300

Name: MptwBlue
Background: #fff
Foreground: #000
PrimaryPale: #cdf
PrimaryLight: #57c
PrimaryMid: #114
PrimaryDark: #012
SecondaryPale: #ffc
SecondaryLight: #fe8
SecondaryMid: #db4
SecondaryDark: #841
TertiaryPale: #eee
TertiaryLight: #ccc
TertiaryMid: #999
TertiaryDark: #666
Error: #f88

//{{{
// Pretty sure this is incomplete and experimental
// TODO: Fix it or remove it.

(function($){

merge(config.macros,{
  mptwCollapse: {
    handler: function(place,macroName,params) {
      createTiddlyButton(place, params[0] == '+' ? '\u25AD' : '\u25AC', 'collapse/uncollapse', function(){
        $(story.findContainingTiddler(place)).toggleClass('collapsed');
      });
    }
  }
});

/* this doesn't work unless you have a modified ViewTempate */
config.shadowTiddlers["MptwCollapsePluginStyles"] = ""
  +".collapsed .uncollapsedView { display:none;       }"
  +".collapsedView              { display:none;       }"
  +".collapsed .collapsedView   { display:block;      }"
  +".tiddler.collapsed          { padding-bottom:1em; }"
  +".tiddler.collapsed .title   { font-size:100%;     }"
;

store.addNotification("MptwCollapsePluginStyles",refreshStyles);

})(jQuery);

//}}}

/***
|Name:|MptwConfigPlugin|
|Description:|Miscellaneous tweaks used by MPTW|
|Version:|1.0a|
|Date:|27-Jun-2011|
|Source:|http://mptw.tiddlyspot.com/#MptwConfigPlugin|
|Author:|Simon Baird <simon.baird@gmail.com>|
|License:|http://mptw.tiddlyspot.com/#MptwConfigPlugin|
!!Note: instead of editing this you should put overrides in MptwUserConfigPlugin
***/
//{{{
var originalReadOnly = readOnly;
var originalShowBackstage = showBackstage;

config.options.chkHttpReadOnly = false;  // means web visitors can experiment with your site by clicking edit
readOnly = false;                        // needed because the above doesn't work any more post 2.1 (??)
showBackstage = true;                    // show backstage for same reason

config.options.chkInsertTabs = true;     // tab inserts a tab when editing a tiddler
config.views.wikified.defaultText = "";  // don't need message when a tiddler doesn't exist
config.views.editor.defaultText = "";    // don't need message when creating a new tiddler

config.options.chkSaveBackups = true;         // do save backups
config.options.txtBackupFolder = 'twbackup';  // put backups in a backups folder

config.options.chkAutoSave = (window.location.protocol == "file:"); // do autosave if we're in local file

config.mptwVersion = "2.7.3";

config.macros.mptwVersion={handler:function(place){wikify(config.mptwVersion,place);}};

if (config.options.txtTheme == '')
  config.options.txtTheme = 'MptwTheme';

// add to default GettingStarted
config.shadowTiddlers.GettingStarted += "\n\nSee also [[MPTW]].";

// add select theme and palette controls in default OptionsPanel
config.shadowTiddlers.OptionsPanel = config.shadowTiddlers.OptionsPanel.replace(/(\n\-\-\-\-\nAlso see \[\[AdvancedOptions\]\])/, "{{select{<<selectTheme>>\n<<selectPalette>>}}}$1");

// these are used by ViewTemplate
config.mptwDateFormat = 'DD/MM/YY';
config.mptwJournalFormat = 'Journal DD/MM/YY';

//}}}

Name: MptwGreen
Background: #fff
Foreground: #000
PrimaryPale: #9b9
PrimaryLight: #385
PrimaryMid: #031
PrimaryDark: #020
SecondaryPale: #ffc
SecondaryLight: #fe8
SecondaryMid: #db4
SecondaryDark: #841
TertiaryPale: #eee
TertiaryLight: #ccc
TertiaryMid: #999
TertiaryDark: #666
Error: #f88

Name: MptwRed
Background: #fff
Foreground: #000
PrimaryPale: #eaa
PrimaryLight: #c55
PrimaryMid: #711
PrimaryDark: #500
SecondaryPale: #ffc
SecondaryLight: #fe8
SecondaryMid: #db4
SecondaryDark: #841
TertiaryPale: #eee
TertiaryLight: #ccc
TertiaryMid: #999
TertiaryDark: #666
Error: #f88

|Name|MptwRounded|
|Description|Mptw Theme with some rounded corners (Firefox only)|
|ViewTemplate|MptwTheme##ViewTemplate|
|EditTemplate|MptwTheme##EditTemplate|
|PageTemplate|MptwTheme##PageTemplate|
|StyleSheet|##StyleSheet|

!StyleSheet
/*{{{*/

[[MptwTheme##StyleSheet]]

.tiddler,
.sliderPanel,
.button,
.tiddlyLink,
.tabContents
{ -moz-border-radius: 1em; }

.tab {
	-moz-border-radius-topleft: 0.5em;
	-moz-border-radius-topright: 0.5em;
}
#topMenu {
	-moz-border-radius-bottomleft: 2em;
	-moz-border-radius-bottomright: 2em;
}

/*}}}*/

Name: MptwSmoke
Background: #fff
Foreground: #000
PrimaryPale: #aaa
PrimaryLight: #777
PrimaryMid: #111
PrimaryDark: #000
SecondaryPale: #ffc
SecondaryLight: #fe8
SecondaryMid: #db4
SecondaryDark: #841
TertiaryPale: #eee
TertiaryLight: #ccc
TertiaryMid: #999
TertiaryDark: #666
Error: #f88

|Name|MptwStandard|
|Description|Mptw Theme with the default TiddlyWiki PageLayout and Styles|
|ViewTemplate|MptwTheme##ViewTemplate|
|EditTemplate|MptwTheme##EditTemplate|

Name: MptwTeal
Background: #fff
Foreground: #000
PrimaryPale: #B5D1DF
PrimaryLight: #618FA9
PrimaryMid: #1a3844
PrimaryDark: #000
SecondaryPale: #ffc
SecondaryLight: #fe8
SecondaryMid: #db4
SecondaryDark: #841
TertiaryPale: #f8f8f8
TertiaryLight: #bbb
TertiaryMid: #999
TertiaryDark: #888
Error: #f88

|Name|MptwTheme|
|Description|Mptw Theme including custom PageLayout|
|PageTemplate|##PageTemplate|
|ViewTemplate|##ViewTemplate|
|EditTemplate|##EditTemplate|
|StyleSheet|##StyleSheet|

http://mptw.tiddlyspot.com/#MptwTheme ($Rev: 1829 $)

!PageTemplate
<!--{{{-->
<div class='header' macro='gradient vert [[ColorPalette::PrimaryLight]] [[ColorPalette::PrimaryMid]]'>
	<div class='headerShadow'>
		<span class='siteTitle' refresh='content' tiddler='SiteTitle'></span>&nbsp;
		<span class='siteSubtitle' refresh='content' tiddler='SiteSubtitle'></span>
	</div>
	<div class='headerForeground'>
		<span class='siteTitle' refresh='content' tiddler='SiteTitle'></span>&nbsp;
		<span class='siteSubtitle' refresh='content' tiddler='SiteSubtitle'></span>
	</div>
</div>
<!-- horizontal MainMenu -->
<div id='topMenu' refresh='content' tiddler='MainMenu'></div>
<!-- original MainMenu menu -->
<!-- <div id='mainMenu' refresh='content' tiddler='MainMenu'></div> -->
<div id='sidebar'>
	<div id='sidebarOptions' refresh='content' tiddler='SideBarOptions'></div>
	<div id='sidebarTabs' refresh='content' force='true' tiddler='SideBarTabs'></div>
</div>
<div id='displayArea'>
	<div id='messageArea'></div>
	<div id='tiddlerDisplay'></div>
</div>
<!--}}}-->

!ViewTemplate
<!--{{{-->
<div class="uncollapsedView">
[[MptwTheme##ViewTemplateToolbar]]

<div class="tagglyTagged" macro="tags"></div>

<div class='titleContainer'>
	<span class='title' macro='view title'></span>
	<span macro="miniTag"></span>
</div>

<div class='subtitle'>
	(updated <span macro='view modified date {{config.mptwDateFormat?config.mptwDateFormat:"MM/0DD/YY"}}'></span>
	by <span macro='view modifier link'></span>)
	<!--
	(<span macro='message views.wikified.createdPrompt'></span>
	<span macro='view created date {{config.mptwDateFormat?config.mptwDateFormat:"MM/0DD/YY"}}'></span>)
	-->
</div>

<div macro="showWhen tiddler.tags.containsAny(['css','html','pre','systemConfig']) && !tiddler.text.match('{{'+'{')">
	<div class='viewer'><pre macro='view text'></pre></div>
</div>
<div macro="else">
	<div class='viewer' macro='view text wikified'></div>
</div>

<div class="tagglyTagging" macro="tagglyTagging"></div>
</div>
<div class="collapsedView">
	<span class='toolbar'>
		<span macro='toolbar closeTiddler'></span>
		<span macro='mptwCollapse +'></span>
	</span>
	<span class='title' macro='view title'></span>
</div>

<!--}}}-->

!ViewTemplateToolbar
<!--{{{-->
<div class='toolbar'>
	<span macro="showWhenTagged systemConfig">
		<span macro="toggleTag systemConfigDisable . '[[disable|systemConfigDisable]]'"></span>
	</span>
	<span macro="showWhenTagged systemTheme"><span macro="applyTheme"></span></span>
	<span macro="showWhenTagged systemPalette"><span macro="applyPalette"></span></span>
	<span macro="showWhen tiddler.tags.contains('css') || tiddler.title == 'StyleSheet'"><span macro="refreshAll"></span></span>
	<span style="padding:1em;"></span>
	<span macro='toolbar closeTiddler closeOthers +editTiddler deleteTiddler > fields syncing permalink references jump'></span> <span macro='newHere label:"new here"'></span>
	<span macro='newJournalHere {{config.mptwJournalFormat?config.mptwJournalFormat:"MM/0DD/YY"}}'></span>
	<!--span macro='mptwCollapse -'></span-->
</div>
<!--}}}-->

!EditTemplate
<!--{{{-->
<div class="toolbar" macro="toolbar +saveTiddler saveCloseTiddler closeOthers -cancelTiddler cancelCloseTiddler deleteTiddler"></div>
<div class="title" macro="view title"></div>
<div class="editLabel">Title</div><div class="editor" macro="edit title"></div>
<div macro='annotations'></div>
<div class="editLabel">Content</div><div class="editor" macro="edit text"></div>
<div class="editLabel">Tags</div><div class="editor" macro="edit tags"></div>
<div class="editorFooter"><span macro="message views.editor.tagPrompt"></span><span macro="tagChooser"></span></div>
<!--}}}-->

!StyleSheet
/*{{{*/

/* a contrasting background so I can see where one tiddler ends and the other begins */
body {
	background: [[ColorPalette::TertiaryLight]];
}

/* sexy colours and font for the header */
.headerForeground {
	color: [[ColorPalette::PrimaryPale]];
}
.headerShadow, .headerShadow a {
	color: [[ColorPalette::PrimaryMid]];
}

/* separate the top menu parts */
.headerForeground, .headerShadow {
	padding: 1em 1em 0;
}

.headerForeground, .headerShadow {
	font-family: 'Trebuchet MS', sans-serif;
	font-weight:bold;
}
.headerForeground .siteSubtitle {
	color: [[ColorPalette::PrimaryLight]];
}
.headerShadow .siteSubtitle {
	color: [[ColorPalette::PrimaryMid]];
}

/* make shadow go and down right instead of up and left */
.headerShadow {
	left: 1px;
	top: 1px;
}

/* prefer monospace for editing */
.editor textarea, .editor input {
	font-family: 'Consolas', monospace;
	background-color:[[ColorPalette::TertiaryPale]];
}


/* sexy tiddler titles */
.title {
	font-size: 250%;
	color: [[ColorPalette::PrimaryLight]];
	font-family: 'Trebuchet MS', sans-serif;
}

/* more subtle tiddler subtitle */
.subtitle {
	padding:0px;
	margin:0px;
	padding-left:1em;
	font-size: 90%;
	color: [[ColorPalette::TertiaryMid]];
}
.subtitle .tiddlyLink {
	color: [[ColorPalette::TertiaryMid]];
}

/* a little bit of extra whitespace */
.viewer {
	padding-bottom:3px;
}

/* don't want any background color for headings */
h1,h2,h3,h4,h5,h6 {
	background-color: transparent;
	color: [[ColorPalette::Foreground]];
}

/* give tiddlers 3d style border and explicit background */
.tiddler {
	background: [[ColorPalette::Background]];
	border-right: 2px [[ColorPalette::TertiaryMid]] solid;
	border-bottom: 2px [[ColorPalette::TertiaryMid]] solid;
	margin-bottom: 1em;
	padding:1em 2em 2em 1.5em;
}

/* make options slider look nicer */
#sidebarOptions .sliderPanel {
	border:solid 1px [[ColorPalette::PrimaryLight]];
}

/* the borders look wrong with the body background */
#sidebar .button {
	border-style: none;
}

/* this means you can put line breaks in SidebarOptions for readability */
#sidebarOptions br {
	display:none;
}
/* undo the above in OptionsPanel */
#sidebarOptions .sliderPanel br {
	display:inline;
}

/* horizontal main menu stuff */
#displayArea {
	margin: 1em 15.7em 0em 1em; /* use the freed up space */
}
#topMenu br {
	display: none;
}
#topMenu {
	background: [[ColorPalette::PrimaryMid]];
	color:[[ColorPalette::PrimaryPale]];
}
#topMenu {
	padding:2px;
}
#topMenu .button, #topMenu .tiddlyLink, #topMenu a {
	margin-left: 0.5em;
	margin-right: 0.5em;
	padding-left: 3px;
	padding-right: 3px;
	color: [[ColorPalette::PrimaryPale]];
	font-size: 115%;
}
#topMenu .button:hover, #topMenu .tiddlyLink:hover {
	background: [[ColorPalette::PrimaryDark]];
}

/* make 2.2 act like 2.1 with the invisible buttons */
.toolbar {
	visibility:hidden;
}
.selected .toolbar {
	visibility:visible;
}

/* experimental. this is a little borked in IE7 with the button 
 * borders but worth it I think for the extra screen realestate */
.toolbar { float:right; }

/* fix for TaggerPlugin. from sb56637. improved by FND */
.popup li .tagger a {
   display:inline;
}

/* makes theme selector look a little better */
#sidebarOptions .sliderPanel .select .button {
  padding:0.5em;
  display:block;
}
#sidebarOptions .sliderPanel .select br {
	display:none;
}

/* make it print a little cleaner */
@media print {
	#topMenu {
		display: none ! important;
	}
	/* not sure if we need all the importants */
	.tiddler {
		border-style: none ! important;
		margin:0px ! important;
		padding:0px ! important;
		padding-bottom:2em ! important;
	}
	.tagglyTagging .button, .tagglyTagging .hidebutton {
		display: none ! important;
	}
	.headerShadow {
		visibility: hidden ! important;
	}
	.tagglyTagged .quickopentag, .tagged .quickopentag {
		border-style: none ! important;
	}
	.quickopentag a.button, .miniTag {
		display: none ! important;
	}
}

/* get user styles specified in StyleSheet */
[[StyleSheet]]

/*}}}*/

|Name|MptwTrim|
|Description|Mptw Theme with a reduced header to increase useful space|
|ViewTemplate|MptwTheme##ViewTemplate|
|EditTemplate|MptwTheme##EditTemplate|
|StyleSheet|MptwTheme##StyleSheet|
|PageTemplate|##PageTemplate|

!PageTemplate
<!--{{{-->

<!-- horizontal MainMenu -->
<div id='topMenu' macro='gradient vert [[ColorPalette::PrimaryLight]] [[ColorPalette::PrimaryMid]]'>
<span refresh='content' tiddler='SiteTitle' style="padding-left:1em;font-weight:bold;"></span>:
<span refresh='content' tiddler='MainMenu'></span>
</div>
<div id='sidebar'>
	<div id='sidebarOptions'>
		<div refresh='content' tiddler='SideBarOptions'></div>
		<div style="margin-left:0.1em;"
			macro='slider chkTabSliderPanel SideBarTabs {{"tabs \u00bb"}} "Show Timeline, All, Tags, etc"'></div>
	</div>
</div>
<div id='displayArea'>
	<div id='messageArea'></div>
	<div id='tiddlerDisplay'></div>
</div>

/***
|Description:|A place to put your config tweaks so they aren't overwritten when you upgrade MPTW|
See http://www.tiddlywiki.org/wiki/Configuration_Options for other options you can set. In some cases where there are clashes with other plugins it might help to rename this to zzMptwUserConfigPlugin so it gets executed last.
***/
//{{{

// example: set your preferred date format
//config.mptwDateFormat = 'MM/0DD/YY';
//config.mptwJournalFormat = 'Journal MM/0DD/YY';

// example: set the theme you want to start with
//config.options.txtTheme = 'MptwRoundTheme';

// example: switch off autosave, switch on backups and set a backup folder
//config.options.chkSaveBackups = true;
//config.options.chkAutoSave = false;
//config.options.txtBackupFolder = 'backups';

// uncomment to disable 'new means new' functionality for the new journal macro
//config.newMeansNewForJournalsToo = false;

//}}}

Any activity that consumes resources without creating value for the customer. Within this general category it is useful to distinguish between type one muda, consisting of activities that cannot be eliminated immediately, and type two muda, consisting of activities that can be eliminated quickly through kaizen.
An example of type one muda is a rework operation after a paintbooth, which is required to obtain a finish acceptable to the customer from a paint process that is not highly capable. Because a completely capable paint process for fine finishes has eluded manufacturers for decades, it is not likely that this type of muda can be eliminated quickly.
An example of type two muda is multiple movements of products and inventories between steps in a fabrication and assembly process. These steps can be quickly eliminated in a kaizen workshop by moving production equipment and operators into a smoothly flowing cell.

Muda (non-value added: usually translated as waste) refers to those elements of production that add no value to the product and only raise costs:
[[Muda of Over-Production]]
[[Muda of Waiting]]
[[Muda of Conveyance]]
[[Muda in Processing]]
[[Muda in Inventory]]
[[Muda of Motion]]
[[Muda of Correction]]

All of the inventory (materials in-process work and finished products) that derives from the process of production and conveyance.

Any work or processing that does not add value to the product and advance the production process or contribute to the precision or quality of the processed units is referred to as Muda in Processing.

Conveyance itself is basically muda since it doesn’t add any value to the product: the more conveyance per unit, the more the final product cost. This term refers to any conveyance above the minimum necessary to keep “Just-In-Time” production operating smoothly: such as temporary unloading, load transfer, removal of small quantities, and movement from one spot to another.

This refers to the muda of producing defective items which must be repaired or discarded. Includes the regular processes which tend to make people less aware of the muda involved and therefore impair improvement.

Any human movement in production that adds no value to the product.

~Just-In-Time production is an ironclad rule at Toyota and producing anything 1) earlier than needed or 2) in greater volumes than needed (as indicated by kanban or other indicators) results in excess inventory and is known as muda or over production. This muda often hides muda of waiting and muda of motion. It also leads to muda by an increase in the number of conveyance vehicles and pallets. Among the different kinds of muda, muda of over-production is the most serious.

This refers to a situation where a worker who has been working according to a standardized work sequence finds himself unable to process to the next job. This often occurs due to the volume of work being low.

[[Shigeo Shingo]] says:
| ''Process Delays'' | ''Lot delays'' |
| keep the<br>entire lot<br>waiting | for the purpose of<br>synchronizing<br>lot movement |

Source: https://www.lean.org/lexicon/muda-mura-muri

''Synonym(s):'' 3M; Three Ms
Three terms often used together in the [[Toyota Production System|1.1 Toyota Production System (TPS)]] (and called the Three Ms) that collectively describe wasteful practices to be eliminated.
!!Muda
<<tiddler Muda>>
!!Mura
<<tiddler Mura>>
!!Muri
<<tiddler Muri>>
!!!Muda, Mura, and Muri in Conjunction
A simple illustration shows how muda, mura, and muri often are related so that eliminating one also eliminates the others.
Suppose that a firm needs to transport six tons of material to its customer and is considering its options. One is to pile all six tons on one truck and make a single trip. But this would be muri because it would overburden the truck (rated for only three tons) leading to breakdowns, which also would lead to muda and mura.
A second option is to make two trips, one with four tons and the other with two. But this would be mura because the unevenness of materials arriving at the customer would create jam-ups on the receiving dock followed by too little work. This option also would create muri, because on one trip the truck still is overburdened, and muda as well, because the uneven pace of work would cause the waste of waiting by the customer’s receiving employees.
A third option is to load two tons on the truck and make three trips. But this would be muda, even if not mura and muri, because the truck would be only partially loaded on each trip.
The only way to eliminate muda, mura, and muri is to load the truck with three tons (its rated capacity) and make two trips.

See: [[Heijunka|https://www.lean.org/lexicon/heijunka]]
[img[https://www.lean.org/lexicon_images/264.gif]]
!![[MURA, MURI, MUDA?|https://www.lean.org/womack/DisplayObject.cfm?o=743]]
[[Jim Womack|https://www.lean.org/WhoWeAre/LeanPerson.cfm?LeanPersonId=1]]
7/6/2006

Twenty years ago this month, when my first daughter was born, the young men I supervised in MIT’s International Motor Vehicle Program went dashing out of the office to buy her a gift. They returned shortly with a pink T-shirt, size 1, with the stenciled message on the front “Muda, Mura, Muri.”
My wife was bewildered – “Is this how guys welcome a baby girl?!” But I could understand. We had made an intense effort that summer to understand these new Japanese terms for waste (Muda), unevenness in operations (Mura), and overburdening of people and equipment (Muri) that entered our lives when John Krafcik joined our team from NUMMI, the Toyota/GM joint venture in California. The boys just wanted to share their enthusiasm and took the first opportunity at hand.
Our understanding at that time was that “Muda, Mura, Muri” was a logical improvement sequence for lean thinkers.
We suggested starting with Muda, which is simply any activity that is waste because it doesn’t add value for the consumer but does consume resources. Conveniently, Taiichi Ohno at Toyota had long before provided a list of the seven types of Muda that was an excellent guide for action. So we urged managers to immediately tackle overproduction (ahead of what the next customer needs) plus unnecessary waiting, conveyance, processing, inventory, motion, and correction.
An additional virtue of starting with Muda was that many types could be removed from a narrow area without the need to coordinate with the larger organization or across firms. For example, machines could be moved together quickly in a kaizen exercise to create a cell -- to eliminate the Muda of waiting, conveyance, inventory, and motion. And this could be done without disturbing (or getting the permission of) the broader production system. We believed that the progressive elimination of Muda would pave the way for tackling Mura and Muri.
That was the theory. But now, 20 years later, it’s striking to me how much effort we’ve expended on eliminating Muda and how little attention we have given to Mura and Muri. As a case in point, the American car companies have just announced new incentive schemes that will sell a large number of vehicles over a brief period, running down excessive inventories. This will lead to additional overproduction at the factories, which will lead to more inventories, which will lead to more incentives, which will lead to…
Meanwhile this unevenness in sales and production that is quite unrelated to any desires being expressed by customers (a common type of Mura) -- will undercut the efforts of the entire organization -- from sales to purchasing -- to eliminate Muda (waste).
And in most companies we still see the Mura of trying to “make the numbers” at the end of reporting periods. (Which are themselves completely arbitrary batches of time.) This causes sales to write too many orders toward the end of the period and production mangers to go too fast in trying to fill them, leaving undone the routine tasks necessary to sustain long-term performance. This wave of orders -- causing equipment and employees to work too hard as the finish line approaches -- creates the “overburden” of Muri. This in turn leads to downtime, mistakes, and backflows – the Muda of waiting, correction, and conveyance. The inevitable result is that Mura creates Muri that undercuts previous efforts to eliminate Muda.
In short, Mura and Muri are now the root causes of Muda in many organizations. Even worse they put Muda back that managers and operations teams have already eliminated once.
So I would give some different advice to the boys at MIT if they were preparing that T-shirt today. I would tell them to have it read “Mura, Muri, Muda.” (Although the mother wouldn’t be any less bewildered.) And I have the same advice for managers -- especially senior managers -- trying to create lean businesses:
Take a careful look at your Mura and your Muri as you start to tackle your Muda. Ask why there should be any more variation in your activities than called for by customer behavior. Then ask how the remaining, real variation in customer demand can be smoothed internally to stabilize your operations. Finally ask how overburdens on your equipment and people -- from whatever cause -- can be steadily eliminated.
This will be hard work and will require courage because it will often require you to rethink longstanding sales, management, and accounting practices that create the Mura and Muri. However, if you can eliminate Mura and Muri at the outset to create a stable environment for your sales, operations, and supply management teams, you will discover that Muda can be removed much faster. And once removed it will stay removed.
Best regards,
Jim
Jim Womack
Chairman and CEO
[[Lean Enterprise|https://www.lean.org/lexicon/lean-enterprise]] Institute (LEI)
P.S. Two good ways to eliminate Mura and Muri are to read Art Smalley’s Creating Level Pull and Ian Glenday’s Breaking Through to Flow.
Art concentrates on discrete parts manufacturing and shows how to introduce heijunka (demand leveling) with a carefully calculated standard inventory at the downstream end of facilities in order to remove Mura and Muri from the plant.
Ian focuses on batch processing industries, showing how to stabilize operations so that Mura, Muri, and Muda can all be reduced.
And, if you are still struggling with key lean terms (which I confess that I still get wrong at times, even after all these years), get a copy of the Lean Lexicon, Second Edition. (Or get the new Third Edition when it is available in September.) I’ve had mine beside me while penning this note to make sure I haven’t said “Mura” when I mean “Muri”! Please go to the LEI bookstore at [[www.lean.org|http://www.lean.org]] for details.

__Comment:__
''Rob van Stekelenborg'' April 2, 2016
By the way: the three M's of muri, muda and mura were already mentioned in Schonberger's 1982 classic on Japanese Manufacturing Techniques.
Seems strange that at MIT in 1986 these were new words...

Multi-Machine Handling means that one shop worker will move along a group of machines or pieces of equipment and operate them to perform multiple jobs by himself.Those machines and equipment are grouped together because of the similarity of processes involved or similarity of the machines used.

In ~Multi-Process Handling, one shop worker will move down a row of machines or equipment arranged in the order of the flow of production processes and will perform all necessary jobs within the Takt-Time.

In order to conduct one-piece-at-a-time production and multi-process handling, a shop worker must be able to perform many different jobs, operating diverse types of machinery and equipment. To accomplish this Toyota constantly endeavors to improve a worker’s skills so that he can easily perform jobs outside his normal area of assignment following monthly Takt Time changes caused by production volume changes. Such a shop worker is multi-functional worker (also called [[Shojinka]]). Takt-Time changes each month according to changes in the production schedule and with this change the area of assigned jobs changes also. This flexibility would not be possible without multi-function workers.

Unevenness in an operation; for example, a gyrating schedule not caused by end-consumer demand but rather by the production system, or an uneven work pace in an operation causing operators to hurry and then wait. Unevenness often can be eliminated by managers through level scheduling and careful attention to the pace of work.

The irregularities that sometimes happen in the production schedule or in the volume of parts or vehicles produced. Instead of remaining at set levels, volume moves temporarily up or down. For workers, it refers to workloads which vary from the standard.

Overburdening equipment or operators by requiring them to run at a higher or harder pace with more force and effort for a longer period of time than equipment designs and appropriate workforce management allow.

At the jobsite, this means giving too heavy a mental or physical burden to workers on the shop floor. For machinery, muri means trying to have equipment do more than its capability. Muda, mura and muri are known collectively as the 3 M’s.

<html>
<iframe src="https://www.lean.org/LeanPost/Posting.cfm?LeanPostId=581" width=100% height=400 frameborder="0"></iframe>

<iframe src="https://www.lean.org/LeanPost/Posting.cfm?LeanPostId=861" width=100% height=400 frameborder="0"></iframe>

<iframe src="https://www.lean.org/LeanPost/Posting.cfm?LeanPostId=920" width=100% height=400 frameborder="0"></iframe>

<iframe src="https://www.leanblog.org/2019/08/podcast-345-edward-niedermeyer-tweetermeyer-on-ludicrous-stories-about-tesla-toyota/" width=100% height=400 frameborder="0"></iframe>
</html>

Stability depends largely on the relationships between the people performing tasks and the people managing the system. A stable, lean system requires these people to become team members and actively participate in making the system better. Without trust, they won't. Trust permeates the organization. Team members must trust not only their leaders, but also each other. Different functional departments must trust each other and work together.

Excerpted with permission from the MBTI® Manual: A Guide to the Development and Use of the Myers-Briggs Type Indicator®

''Favorite world'': Do you prefer to focus on the outer world or on your own inner world? This is called [[Extraversion (E) or Introversion (I)]]. FOCO ATENCIÓN - OBTENCIÓN ENERGÍA

''Information'': Do you prefer to focus on the basic information you take in or do you prefer to interpret and add meaning? This is called [[Sensing (S) or Intuition (N)]]. PERCEPCIÓN / ADQUISICIÓN INFORMACIÓN

''Decisions'': When making decisions, do you prefer to first look at logic and consistency or first look at the people and special circumstances? This is called [[Thinking (T) or Feeling (F)]]. TOMA DE DECISIONES

''Structure'': In dealing with the outside world, do you prefer to get things decided or do you prefer to stay open to new information and options? This is called [[Judging (J) or Perceiving (P)]]. ORIENTACIÓN AL MUNDO EXTERIOR

Your Personality Type: When you decide on your preference in each category, you have your own personality type, which can be expressed as a code with four letters.

Source: https://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/home.htm?bhcp=1

Preliminary work to involve other sections/departments in discussion to seek input, information and/or support for a proposal or change (policy, etc.) that would affect them.Also means to “prepare the soil”.

/***
|Name:|NewHerePlugin|
|Description:|Creates the new here and new journal macros|
|Version:|3.0a|
|Date:|27-Jun-2011|
|Source:|http://mptw.tiddlyspot.com/#NewHerePlugin|
|Author:|Simon Baird <simon.baird@gmail.com>|
|License|http://mptw.tiddlyspot.com/#TheBSDLicense|
***/
//{{{
merge(config.macros, {
  newHere: {
    handler: function(place,macroName,params,wikifier,paramString,tiddler) {
      wikify("<<newTiddler "+paramString+" tag:[["+tiddler.title+"]]>>",place,null,tiddler);
    }
  },
  newJournalHere: {
    handler: function(place,macroName,params,wikifier,paramString,tiddler) {
      wikify("<<newJournal "+paramString+" tag:[["+tiddler.title+"]]>>",place,null,tiddler);
    }
  }
});

//}}}

/***
|Name:|NewMeansNewPlugin|
|Description:|If 'New Tiddler' already exists then create 'New Tiddler (1)' and so on|
|Version:|1.1.1a|
|Date:|27-Jun-2011|
|Source:|http://mptw.tiddlyspot.com/empty.html#NewMeansNewPlugin|
|Author:|Simon Baird <simon.baird@gmail.com>|
|License|http://mptw.tiddlyspot.com/#TheBSDLicense|
!!Note: I think this should be in the core
***/
//{{{

// change this or set config.newMeansNewForJournalsToo it in MptwUuserConfigPlugin
if (config.newMeansNewForJournalsToo == undefined) config.newMeansNewForJournalsToo = true;

String.prototype.getNextFreeName = function() {
  numberRegExp = / \(([0-9]+)\)$/;
  var match = numberRegExp.exec(this);
  if (match) {
  var num = parseInt(match[1]) + 1;
    return this.replace(numberRegExp," ("+num+")");
  }
  else {
    return this + " (1)";
  }
}

config.macros.newTiddler.checkForUnsaved = function(newName) {
  var r = false;
  story.forEachTiddler(function(title,element) {
    if (title == newName)
      r = true;
  });
  return r;
}

config.macros.newTiddler.getName = function(newName) {
  while (store.getTiddler(newName) || config.macros.newTiddler.checkForUnsaved(newName))
    newName = newName.getNextFreeName();
  return newName;
}


config.macros.newTiddler.onClickNewTiddler = function()
{
  var title = this.getAttribute("newTitle");
  if(this.getAttribute("isJournal") == "true") {
    title = new Date().formatString(title.trim());
  }

  // ---- these three lines should be the only difference between this and the core onClickNewTiddler
  if (config.newMeansNewForJournalsToo || this.getAttribute("isJournal") != "true")
    title = config.macros.newTiddler.getName(title);

  var params = this.getAttribute("params");
  var tags = params ? params.split("|") : [];
  var focus = this.getAttribute("newFocus");
  var template = this.getAttribute("newTemplate");
  var customFields = this.getAttribute("customFields");
  if(!customFields && !store.isShadowTiddler(title))
    customFields = String.encodeHashMap(config.defaultCustomFields);
  story.displayTiddler(null,title,template,false,null,null);
  var tiddlerElem = story.getTiddler(title);
  if(customFields)
    story.addCustomFields(tiddlerElem,customFields);
  var text = this.getAttribute("newText");
  if(typeof text == "string")
    story.getTiddlerField(title,"text").value = text.format([title]);
  for(var t=0;t<tags.length;t++)
    story.setTiddlerTag(title,tags[t],+1);
  story.focusTiddler(title,focus);
  return false;
};

//}}}

| | ''Loss Category'' | ''The Six Big Losses'' |
| !AVAILABILITY<br>(or ''Utilization'') | Downtime | Equipment failures (Breakdown)<br>Waiting (i.e. Setups & Adjustments) |
| !PERFORMANCE<br>(or ''Rate'') | Speed Losses | Idling & Minor stoppages (or Small stops)<br>Reduced speed operations (Cycle time loss) |
| !QUALITY<br>(or ''Yield'') | Defect Losses | Scrap & Rework (Production rejects)<br>Startup losses |
|>|>| 7th Big Loss: Cutting blade losses |

BREAKDOWN means function __loss__.
MINOR STOPPAGE means function __reduction__.
MINOR FAILURE
HIDDEN FAILURE: may lead to a minor failure.

Those parts of the set-up operation which can be done without stopping the line or machinery. For example, the work of preparing and putting away dies, cutting tools and jigs.

We have inventory in process due to:
#Waiting for an operation to finish
#Waiting for a lot to be finished in a determined operation

So, if we want to reduce -or eliminate- inventory in process, we shoud:
#"equalize" all the operations' cycle times (ideally, takt time)
# reduce the lot size (ideally, one-piece flow)

The last requires aditionally zeroing the setup time. It's not mandatory, but __when setup is required (and long!)__ the "setup cost" per piece is smaller as the number of pieces produced increases (a necessary evil, still an evil).
But, what if our equipment is not able to process one piece at once? I answer: reduce the lot size to that minimum quantity our equipment is able to process. Here will arise the question of "equalization" of cycle times. What operation cycle time equalize all the others to? (Bottleneck's one? Constraint's one? Define both Bottleneck and Constraint). 

Bill Waddell, in his article [[Shingo's "Know Why" Hands-On Lean|https://web.archive.org/web/20101203213043/http://www.superfactory.com/articles/featured/2005/pdf/0505-waddell-shingo-lean.pdf]] says something like this:
''inventory = cycle time'' (?)
If we can see any inventory in the process as time, thus,
''just in time = zero inventory'' (?)

In Jobshops / MTO the lot is often one piece, or very few ones; and the piece that comes after can be completely different.
HMLV often has small lots, but they still are lots (several pieces).

Of the many operations involved in set-up jobs, this refers to those operations which cannot be carried out without stopping the line or machines.Such operations include the actual changing of dies, cutting tools, jigs, etc.

This refers to the system of production in which only one part or one vehicle at a time is processed or assembled and sent along the production line to following processes.

The general name for standard procedure and conditions of all jobs. Operation standards ensure that standardized work is carried out correctly at each jobsite. The information is available at each jobsite on worksheets, based on diagrams, quality check standards, QC process charts, safety standards, etc., and are aimed at achieving quality, quantity, cost and safety targets. Examples include, operation instruction sheets, quality check sheets, work standards sheets, etc.

The time that a machine operates maintenance free as a percentage of the time during which it is switched on. This is equivalent to the reliability of equipment and its maintenance.
The ideal condition is to have 100% operational availability during the time the machine is on to fill a Kanban order.

<html>
<DT><H3>Consulting</H3>
<DL><p>
<DT><A HREF="http://web.archive.org/web/20151120053950/http://lean.am/" title="as it was in Nov. 20, 2015">lean.am</a>
<DT><A HREF="http://demingcollaboration.com/">Deming Consultants</A>
<dt><a href="http://web.archive.org/web/20161008153119/http://kaizenfieldbook.com/marksblog/" title="By Mark Hamel">Gemba Tales</a>
<DT><A HREF="http://finance.groups.yahoo.com/group/JobShopLean/">JobShopLean : JobShopLean</A>
<DT><A HREF="http://jamieflinchbaugh.com/">Jamie Flinchbaugh — on lean culture, transformational leadership, and entrepreneurial excellence</A>
<DT><A HREF="http://leansystems.org/">Welcome to Lean Pathways</A>
<DT><A HREF="http://manuelgross.bligoo.com/content/view/547763/Las-5-leyes-fundamentales-de-la-estupidez-humana.html#content-top">Las 5 leyes fundamentales de la estupidez humana</A>
<DT><A HREF="http://morgans-formula.com/">Dennis William Butt</A>
<DT><A HREF="http://morgans-formula.com/">Morgan&#39;s Law</A>
<DT><A HREF="http://portoalegre.olx.com.br/cursos-de-capacitacao-em-producao-enxuta-lean-manufacturing-ppgep-ufrgs-iid-40353159">Cursos de Capacitação em Produção Enxuta – Lean Manufacturing – PPGEP / UFRGS - Porto Alegre - Outras aulas - objetivos da lean manufacturing</A>
<DT><A HREF="http://systems2win.com/solutions/value_stream.htm">Value Stream Map - value stream mapping templates</A>
<DT><A HREF="http://theleanedge.org/">Lean Edge</A>
<DT><A HREF="http://therblig.com/taylor/title.html">The Principles of Scientific Management</A>
<DT><A HREF="http://wcm.nu/">Online tools and calculators for World Class Ma...</A>
<DT><A HREF="http://web.archive.org/web/20160425205300/http://www.makigami.info:80/cms/japanese-learning-system-japan-36">ShuHaRi Japanese Learning System</A>
<DT><A HREF="http://web.archive.org/web/20171005112730/http://www.makigami.info/">ShuHaRi Japanese Learning System</A>
<DT><A HREF="http://webuser.bus.umich.edu/Organizations/rpa/index.html">Rapid Plant Assessment</A>
<DT><A HREF="https://www.whatislean.org/">What is Lean</A>
<DT><A HREF="http://www.adi-lean.com/aboutus/the_lean_team.cfm">Achievement Dynamics: The Lean Team</A>
<DT><A HREF="http://www.appmakr.com/app_gallery/34920/">Lean Daily :: AppMakr</A>
<DT><A HREF="http://www.bill-waddell.com/">Bill Waddell lean manufacturing consulting</A>
<DT><A HREF="http://www.bobemiliani.com/">Bob Emiliani&#39;s Web Site</A>
<DT><A HREF="http://www.bobemiliani.com/index.html">Bob Emiliani&#39;s Web Site</A>
<DT><A HREF="http://www.c4c.ltd.uk/downloads.html">c4c Ltd - Lean and six-sigma specialists</A>
<DT><A HREF="http://www.cig21.com/">CIG - Organización de Empresas</A>
<DT><A HREF="http://www.cimatic.com.ar/index.asp">Cimatic, Consultoría informática para empresas.</A>
<DT><A HREF="http://www.consultsourcing.jp/index_en.html">Consultsourcing Co., Ltd.</A>
<DT><A HREF="http://www.dmros.com.ar/sitio/index.php?sec=1">DMRos</A>
<DT><A HREF="http://www.factoryphysics.com/">Factory Physics, Inc. - Bryan, TX</A>
<DT><A HREF="http://www.gorowe.com/">Results-Only Work Environment (ROWE)</A>
<DT><A HREF="http://www.honsha.org/default.aspx">Honsha Home</A>
<DT><A HREF="http://www.leanbusinesssystem.com/">Lean Business Website</A>
<DT><A HREF="http://www.lean-enterprise.com/">Lean Enterprise Consulting, lean training, Job Shop, Toyota Certified Trainer</A>
<DT><A HREF="https://www.academia.edu/23060950/Lean_Manufacturing_Basics_Aza_Badurdeen">Lean Manufacturing Basics - Aza Badurdeen</A>
<DT><A HREF="http://web.archive.org/web/20160621013342/http://leanmanufacturingconcepts.com:80/index.htm">Lean Manufacturing Concepts</A><DT><A HREF="http://web.archive.org/web/20171023214324/http://www.learnleanblog.com:80/">Learn Lean Blog</A>
<DT><A HREF="http://www.lean-enterprise.com/es/">Low Volume Lean</A>
<DT><A HREF="http://www.maconsultora.com/">M.A.Consultora</A>
<DT><A HREF="http://www.palermo.edu/ingenieria/ingenieria_industrial/ingenieria_industrial.html?s_kwcid=ContentNetwork%7C2186257706&gclid=CNvu3eTD35UCFQK2Ggod80yjXw">Ingeniería Industrial | Facultad de Ingeniería ...</A>
<DT><A HREF="http://www.processchart.com/method/process%20mapping%20project%20method.htm">Process Improvement Method</A>
<DT><A HREF="http://www.resourcesystemsconsulting.com/blog/archives/112">Production Preparation Process (3P) | Lean Sigm...</A>
<DT><A HREF="http://www.shingijutsuusa.com/">Shingijutsu USA sensei and Nakao use kaizen</A>
<DT><A HREF="http://www.strategosinc.com/downloads/download-central.htm">Free Lean Manufacturing Downloads...{Strategos}</A>
<DT><A HREF="http://www.theleanmachine.com/demodownload.htm">The Lean Machine - Quality Management Software</A>
<DT><A HREF="http://www.trainingwithinindustry.net/">Training Within Industry Service - TWI Instruct...</A>
<DT><A HREF="http://www.tssc.com/">Toyota Production System Support Center, Inc.</A>
<DT><A HREF="http://www.webandmacros.com/MRPcasopractico1.htm">Ejemplo MRP.</A>
</DL><p>
<DT><H3>Industrial Engineering</H3>
<DL><p>
<DT><A HREF="http://gilbrethnetwork.tripod.com/front.html">The Gilbreth Network On Line</A>
<DT><A HREF="http://gilbrethnetwork.tripod.com/therbligs.html">The Gilbreth Network: Therbligs</A>
</DL><p>
<DT><H3>Machining</H3>
<DL><p>
<DT><A HREF="http://www.mmsonline.com/zones/metalworking/lean-manufacturing.aspx">Lean Manufacturing Zone : MMSOnline.com</A>
</DL><p>
<DT><H3>Project Management</H3>
<DL><p>
<DT><A HREF="http://www.yourbooklib.com/ShowBook.asp?BookId=5068">Project Management | Lean Performance ERP Proje...</A>
<DT><A HREF="http://www.slideshare.net/thecontentwrangler/theory-of-constraints-and-project-management-challenging-the-dominant-paradigm">Theory of Constraints and Project Management: C...</A>
</DL><p>
<DT><H3>Quality</H3>
<DL><p>
<DT><A HREF="http://www.scribd.com/doc/3418059/Edwards-Demings-14-Points">Edwards Deming’s 14 Points</A>
<DT><A HREF="http://iso-quality-manual.com/eN-purchase-iso-resources.html">ISO 9001 2000 Templates for ISO Certification</A>
<DT><A HREF="http://www.pdf-search-engine.com/out-of-the-crisis-william-edwards-deming-pdf.html">Out of the crisis william edwards deming .Pdf E...</A>
<DT><A HREF="http://www.quality-one.com/">QAI – Quality Associates International – Supply...</A>
<DT><A HREF="http://www.theleanmachine.com/demodownload.htm">The Lean Machine - Quality Management Software</A>
<DT><A HREF="http://www.youtube.com/watch?v=GHvnIm9UEoQ&eurl=http%3A%2F%2Fwww.google.com%2Fig%3Frefresh%3D1&feature=player_embedded">YouTube - W. Edwards Deming - Part 1</A>
<DT><A HREF="http://www.taringa.net/posts/downloads/6224462/Familia-ISO-9000-_-Curso-ISO-9001_2008.html">Familia ISO 9000 + Curso ISO 9001:2008 - Taringa!</A>
<DT><A HREF="http://www.iso.org/iso/catalogue_detail?csnumber=52844">ISO/TS 16949:2009 - Quality management systems -- Particular requirements for the application of ISO 9001:2008 for automotive production and relevant service part organizations</A>
<DT><A HREF="http://www.baldrige21.com/BALDRIGE%20GLOSSARY/BN/G-BN%20Opportunities%20For%20Improvement.html">Opportunities For Improvement (OFIs)</A>
<DT><A HREF="http://thequalityportal.com/">The Quality Portal :: organizing the web with a focus on quality</A>
<DT><A HREF="http://www.askartsolutions.com/iso9001training/">ISO 9001 Training - Main Clauses Of The ISO 9001:2008 Standard</A>
<DT><A HREF="http://www.askartsolutions.com/ts16949/Major-Clauses.html">TS 16949 - TS 16949 Major Clauses</A>
<DT><A HREF="http://www.thequalityportal.com/">The Quality Portal :: organizing the web with a focus on quality</A>
<DT><A HREF="http://www.mindtools.com/pages/article/newTMC_86.htm">Affinity Diagrams - Problem-Solving Training from MindTools.com</A>
</DL><p>
</DT>
<DT><H3>SPC</H3>
<DL><p>
<DT><A HREF="http://html.rincondelvago.com/control-estadistico-de-calidad_2.html">Control estadístico de calidad</A>
<DT><A HREF="http://www.slideshare.net/rilara/control-estadstico-de-procesos-spc-usando-cartas-de-control-presentation">Control EstadíStico De Procesos (Spc) Usando Ca...</A>
</DL><p>
<DT><H3>Theory of Constraints</H3>
<DL><p>
<DT><A HREF="http://www.cimatic.com.ar/toc/articulos/index.asp">Artículos sobre Teoría de las Restricciones (TOC).</A>
<DT><A HREF="http://www.ciras.iastate.edu/library/toc/">CIRAS - Applying the Theory of Constraints(Constraints Management)</A>
<DT><A HREF="http://casparija.home.comcast.net/~casparija/">Constraint Accounting Measurements</A>
<DT><A HREF="http://www.maconsultora.com/">M.A.Consultora</A>
<DT><A HREF="http://www.slideshare.net/thecontentwrangler/theory-of-constraints-and-project-management-challenging-the-dominant-paradigm">Theory of Constraints and Project Management: C...</A>
<DT><A HREF="http://www.dbrmfg.co.nz/Overview%20PowerPoints.htm">Theory of Constraints Overview PowerPoints</A>
<DT><A HREF="http://www.tocforme.com/">Welcome to tocforme.com</A>
</DL><p>
<DT><H3>Thinking Process</H3>
<DL><p>
<DT><A HREF="http://creatingminds.org/">CreatingMinds - tools, techniques, methods, quo...</A>
<DT><A HREF="http://www.fastcreativity.com/fastcreativity.php">Fast Creativity &amp; Innovation</A>
</DL><p>
<DT><H3>TOC</H3>
<DL><p>
<DT><A HREF="http://www.cimatic.com.ar/toc/articulos/index.asp">Artículos sobre Teoría de las Restricciones (TOC).</A>
<DT><A HREF="http://www.ciras.iastate.edu/library/toc/">CIRAS - Applying the Theory of Constraints(Constraints Management)</A>
<DT><A HREF="http://casparija.home.comcast.net/~casparija/">Constraint Accounting Measurements</A>
<DT><A HREF="http://www.maconsultora.com/">M.A.Consultora</A>
<DT><A HREF="http://www.tocc.com/">Theory of Constraints (TOC) Process Improvement for Manufacturing and Project Management</A>
<DT><A HREF="http://www.slideshare.net/thecontentwrangler/theory-of-constraints-and-project-management-challenging-the-dominant-paradigm">Theory of Constraints and Project Management: C...</A>
<DT><A HREF="http://www.dbrmfg.co.nz/Overview%20PowerPoints.htm">Theory of Constraints Overview PowerPoints</A>
<DT><A HREF="http://www.tocforme.com/">Welcome to tocforme.com</A>
</DL><p>
<DT><H3>Value Engineering</H3>
<DL><p>
<DT><A HREF="http://wendt.library.wisc.edu/miles/">Lawrence D. Miles Value Engineering Reference Center: Wendt Library</A>
<DT><A HREF="http://www.value-eng.org/">SAVE International - Value Engineering, Value Analysis, Value Management and Value Methodology</A>
<DT><A HREF="http://www.npd-solutions.com/va.html">VALUE ANALYSIS AND FUNCTION ANALYSIS SYSTEM TECHNIQUE</A>
<DT><A HREF="http://books.google.com.ar/books?id=WvnpHO--llsC&dq=what+is+value&printsec=frontcover&source=bl&ots=1leicjyYhR&sig=UDgAIhzsK0sSFUQLTiDIrPf8B18&hl=es&ei=xGkHS4TREM2nuAer7IzkAg&sa=X&oi=book_result&ct=result&resnum=6&ved=0CCkQ6AEwBQ#v=onepage&q=&f=false">What Is Value?: An Essay in ... - Google Libros</A>
</DL><p>
</html>

These are parts that cannot fit on the racks along the production line or in other storage locations. They end up on the floor or otherwise temporarily stored near by.

This is a tool that informs the shop worker, foreman or supervisor whether work operations are ahead of or behind schedule.

This Kanban indicates the timing and quantity for a worker at one process to pick up a new supply of parts from a preceding process.

/***
|''Name:''|PasswordOptionPlugin|
|''Description:''|Extends TiddlyWiki options with non encrypted password option.|
|''Version:''|1.0.2|
|''Date:''|Apr 19, 2007|
|''Source:''|http://tiddlywiki.bidix.info/#PasswordOptionPlugin|
|''Author:''|BidiX (BidiX (at) bidix (dot) info)|
|''License:''|[[BSD open source license|http://tiddlywiki.bidix.info/#%5B%5BBSD%20open%20source%20license%5D%5D ]]|
|''~CoreVersion:''|2.2.0 (Beta 5)|
***/
//{{{
version.extensions.PasswordOptionPlugin = {
	major: 1, minor: 0, revision: 2, 
	date: new Date("Apr 19, 2007"),
	source: 'http://tiddlywiki.bidix.info/#PasswordOptionPlugin',
	author: 'BidiX (BidiX (at) bidix (dot) info',
	license: '[[BSD open source license|http://tiddlywiki.bidix.info/#%5B%5BBSD%20open%20source%20license%5D%5D]]',
	coreVersion: '2.2.0 (Beta 5)'
};

config.macros.option.passwordCheckboxLabel = "Save this password on this computer";
config.macros.option.passwordInputType = "password"; // password | text
setStylesheet(".pasOptionInput {width: 11em;}\n","passwordInputTypeStyle");

merge(config.macros.option.types, {
	'pas': {
		elementType: "input",
		valueField: "value",
		eventName: "onkeyup",
		className: "pasOptionInput",
		typeValue: config.macros.option.passwordInputType,
		create: function(place,type,opt,className,desc) {
			// password field
			config.macros.option.genericCreate(place,'pas',opt,className,desc);
			// checkbox linked with this password "save this password on this computer"
			config.macros.option.genericCreate(place,'chk','chk'+opt,className,desc);			
			// text savePasswordCheckboxLabel
			place.appendChild(document.createTextNode(config.macros.option.passwordCheckboxLabel));
		},
		onChange: config.macros.option.genericOnChange
	}
});

merge(config.optionHandlers['chk'], {
	get: function(name) {
		// is there an option linked with this chk ?
		var opt = name.substr(3);
		if (config.options[opt]) 
			saveOptionCookie(opt);
		return config.options[name] ? "true" : "false";
	}
});

merge(config.optionHandlers, {
	'pas': {
 		get: function(name) {
			if (config.options["chk"+name]) {
				return encodeCookie(config.options[name].toString());
			} else {
				return "";
			}
		},
		set: function(name,value) {config.options[name] = decodeCookie(value);}
	}
});

// need to reload options to load passwordOptions
loadOptionsCookie();

/*
if (!config.options['pasPassword'])
	config.options['pasPassword'] = '';

merge(config.optionsDesc,{
		pasPassword: "Test password"
	});
*/
//}}}

Accomplishing Steps 1-4 is a great start, but the fifth step is perhaps the most important: making lean thinking and process improvement part of your corporate culture. As gains continue to pile up, it is important to remember lean is not a static system and requires constant effort and vigilance to perfect. Every employee should be involved in implementing lean. Lean experts often say that a process is not truly lean until it has been through value-stream mapping at least half a dozen times.

Also referred to as mistake proofing or error proofing. This refers to the low-cost, highly reliable devices or innovations that either detect abnormal situations before they occur at a production process; or once they occur, will stop the machines or equipment and prevent the production of defective products.
#Those which prevent errors by an operator and those which detect errors by an operator and give a warning
#Those which detect defects in a product and prevent further processing on them.

/***
|Name:|PrettyDatesPlugin|
|Description:|Provides a new date format ('pppp') that displays times such as '2 days ago'|
|Version:|1.0a|
|Date:|27-Jun-2011|
|Source:|http://mptw.tiddlyspot.com/#PrettyDatesPlugin|
|Author:|Simon Baird <simon.baird@gmail.com>|
|License:|http://mptw.tiddlyspot.com/#TheBSDLicense|
!!Notes
* If you want to you can rename this plugin. :) Some suggestions: LastUpdatedPlugin, RelativeDatesPlugin, SmartDatesPlugin, SexyDatesPlugin.
* Inspired by http://ejohn.org/files/pretty.js
***/
//{{{
Date.prototype.prettyDate = function() {
  var diff = (((new Date()).getTime() - this.getTime()) / 1000);
  var day_diff = Math.floor(diff / 86400);

  if (isNaN(day_diff))      return "";
  else if (diff < 0)        return "in the future";
  else if (diff < 60)       return "just now";
  else if (diff < 120)      return "1 minute ago";
  else if (diff < 3600)     return Math.floor(diff/60) + " minutes ago";
  else if (diff < 7200)     return "1 hour ago";
  else if (diff < 86400)    return Math.floor(diff/3600) + " hours ago";
  else if (day_diff == 1)   return "Yesterday";
  else if (day_diff < 7)    return day_diff + " days ago";
  else if (day_diff < 14)   return  "a week ago";
  else if (day_diff < 31)   return Math.ceil(day_diff/7) + " weeks ago";
  else if (day_diff < 62)   return "a month ago";
  else if (day_diff < 365)  return "about " + Math.ceil(day_diff/31) + " months ago";
  else if (day_diff < 730)  return "a year ago";
  else                      return Math.ceil(day_diff/365) + " years ago";
}

Date.prototype.formatString_orig_mptw = Date.prototype.formatString;

Date.prototype.formatString = function(template) {
  return this.formatString_orig_mptw(template).replace(/pppp/,this.prettyDate());
}

// for MPTW. otherwise edit your ViewTemplate as required.
// config.mptwDateFormat = 'pppp (DD/MM/YY)';
config.mptwDateFormat = 'pppp';

//}}}

This Kanban is used to order the start of production at each production job site.

This refers to the time it takes to provide one product from acceptance of order to shipment. It is defined as follows:
!Production Lead Time = A + B + C
A: from order reception to beginning of work
B: from beginning of work on raw materials to completing product (processing + non-processing time)
C: from completion of first to last piece of one unit of conveyance.

This is a table which shows the production sequence of different models on a mixed-model production line. Based on the ration of the “mix” of different models in the production plan, the order of producing different models follows a Heijunka or leveled pattern.

This is a measure used to evaluate production productivity. It is usually defined as follows:

[img[http://w2.engr.uky.edu/lean/files/2011/05/productivity.jpg]]

The above equation can cause problems, depending on how it is interpreted. The actual production should equal the number of units sold. When production and sales figure do not equal, even if apparent efficiency improvements are achieved, costs will not be reduced and overall productivity is considered to be poor.

With improved flow, time to market (or time to customer) can be dramatically improved. This makes it much easier to deliver products as needed, as in “just in time” manufacturing or delivery. This means the customer can “pull” the product from you as needed (often in weeks, instead of months). As a result, products don’t need to be built in advance or materials stockpiled, creating expensive inventory that needs to be managed, saving money for both the manufacturer/provider and the customer.

One of the three basic requirements of Just-In-Time. The pull system refers to the system of manufacturing in which following production processes withdraw from proceeding processes the parts they need, when they need them, in the exact needed amount.

!!Customer purpose
What they want? Price? Quality? Delivery? Quicker response to orders? Product design?
!!Organizational purpose
Survive? Higher margins?

But, what is the purpose of the [[Value Stream]] along which I'm walking?
How more value can be created with less waste?

This chart lists the quality control (QC) items (standards, specifications, and characteristics of each process) for building quality in the production processes. It also includes the names of the supervisors and shop workers who are responsible for quality control and the QC methods used.

/***
|Name:|QuickOpenTagPlugin|
|Description:|Changes tag links to make it easier to open tags as tiddlers|
|Version:|3.0.1a|
|Date:|27-Jun-2011|
|Source:|http://mptw.tiddlyspot.com/#QuickOpenTagPlugin|
|Author:|Simon Baird <simon.baird@gmail.com>|
|License:|http://mptw.tiddlyspot.com/#TheBSDLicense|
***/
//{{{
config.quickOpenTag = {

  dropdownChar: (document.all ? "\u25bc" : "\u25be"), // the little one doesn't work in IE?

  createTagButton: function(place,tag,excludeTiddler) {
    // little hack so we can do this: <<tag PrettyTagName|RealTagName>>
    var splitTag = tag.split("|");
    var pretty = tag;
    if (splitTag.length == 2) {
      tag = splitTag[1];
      pretty = splitTag[0];
    }

    var sp = createTiddlyElement(place,"span",null,"quickopentag");
    createTiddlyText(createTiddlyLink(sp,tag,false),pretty);

    var theTag = createTiddlyButton(sp,config.quickOpenTag.dropdownChar,
                        config.views.wikified.tag.tooltip.format([tag]),onClickTag);
    theTag.setAttribute("tag",tag);
    if (excludeTiddler)
      theTag.setAttribute("tiddler",excludeTiddler);
        return(theTag);
  },

  miniTagHandler: function(place,macroName,params,wikifier,paramString,tiddler) {
    var tagged = store.getTaggedTiddlers(tiddler.title);
    if (tagged.length > 0) {
      var theTag = createTiddlyButton(place,config.quickOpenTag.dropdownChar,
                          config.views.wikified.tag.tooltip.format([tiddler.title]),onClickTag);
      theTag.setAttribute("tag",tiddler.title);
      theTag.className = "miniTag";
    }
  },

  allTagsHandler: function(place,macroName,params) {
    var tags = store.getTags(params[0]);
    var filter = params[1]; // new feature
    var ul = createTiddlyElement(place,"ul");
    if(tags.length == 0)
      createTiddlyElement(ul,"li",null,"listTitle",this.noTags);
    for(var t=0; t<tags.length; t++) {
      var title = tags[t][0];
      if (!filter || (title.match(new RegExp('^'+filter)))) {
        var info = getTiddlyLinkInfo(title);
        var theListItem =createTiddlyElement(ul,"li");
        var theLink = createTiddlyLink(theListItem,tags[t][0],true);
        var theCount = " (" + tags[t][1] + ")";
        theLink.appendChild(document.createTextNode(theCount));
        var theDropDownBtn = createTiddlyButton(theListItem," " +
          config.quickOpenTag.dropdownChar,this.tooltip.format([tags[t][0]]),onClickTag);
        theDropDownBtn.setAttribute("tag",tags[t][0]);
      }
    }
  },

  // todo fix these up a bit
  styles: [
"/*{{{*/",
"/* created by QuickOpenTagPlugin */",
".tagglyTagged .quickopentag, .tagged .quickopentag ",
" { margin-right:1.2em; border:1px solid #eee; padding:2px; padding-right:0px; padding-left:1px; }",
".quickopentag .tiddlyLink { padding:2px; padding-left:3px; }",
".quickopentag a.button { padding:1px; padding-left:2px; padding-right:2px;}",
"/* extra specificity to make it work right */",
"#displayArea .viewer .quickopentag a.button, ",
"#displayArea .viewer .quickopentag a.tiddyLink, ",
"#mainMenu .quickopentag a.tiddyLink, ",
"#mainMenu .quickopentag a.tiddyLink ",
" { border:0px solid black; }",
"#displayArea .viewer .quickopentag a.button, ",
"#mainMenu .quickopentag a.button ",
" { margin-left:0px; padding-left:2px; }",
"#displayArea .viewer .quickopentag a.tiddlyLink, ",
"#mainMenu .quickopentag a.tiddlyLink ",
" { margin-right:0px; padding-right:0px; padding-left:0px; margin-left:0px; }",
"a.miniTag {font-size:150%;} ",
"#mainMenu .quickopentag a.button ",
" /* looks better in right justified main menus */",
" { margin-left:0px; padding-left:2px; margin-right:0px; padding-right:0px; }",
"#topMenu .quickopentag { padding:0px; margin:0px; border:0px; }",
"#topMenu .quickopentag .tiddlyLink { padding-right:1px; margin-right:0px; }",
"#topMenu .quickopentag .button { padding-left:1px; margin-left:0px; border:0px; }",
"/*}}}*/",
    ""].join("\n"),

  init: function() {
    // we fully replace these builtins. can't hijack them easily
    window.createTagButton = this.createTagButton;
    config.macros.allTags.handler = this.allTagsHandler;
    config.macros.miniTag = { handler: this.miniTagHandler };
    config.shadowTiddlers["QuickOpenTagStyles"] = this.styles;
    store.addNotification("QuickOpenTagStyles",refreshStyles);
  }
}

config.quickOpenTag.init();

//}}}

/%
!info
|Name|RefreshTiddler|
|Source|http://www.TiddlyTools.com/#RefreshTiddler|
|Version|2.0.0|
|Author|Eric Shulman|
|License|http://www.TiddlyTools.com/#LegalStatements|
|~CoreVersion|2.1|
|Type|transclusion|
|Description|create a link to force an immediate refresh of the current tiddler|
Usage
<<<
{{{
<<tiddler RefreshTiddler>>
<<tiddler RefreshTiddler with: label tip>>
}}}
<<<
Example
<<<
{{{<<tiddler RefreshTiddler with: "click me">>}}}
<<tiddler RefreshTiddler##show with: "click me">>
content displayed at <<today 0hh:0mm:0ss>>
<<<
!end
!show
<html><nowiki><a href="javascript:;" title="$2"
onclick="
	var here=story.findContainingTiddler(this);
	if (here) story.refreshTiddler(here.getAttribute('tiddler'),null,true);
	return false;
">$1</a></html>
!end
%/<<tiddler {{var src='RefreshTiddler'; src+(tiddler&&tiddler.title==src?'##info':'##show')}}
	with:	{{'$1'!='$'+'1'?'$1':'refresh'}}
		{{'$2'!='$'+'2'?'$2':'redisplay current tiddler content'}}
>>

/***
|Name:|RenameTagsPlugin|
|Description:|Allows you to easily rename or delete tags across multiple tiddlers|
|Version:|3.0a|
|Date:|27-Jun-2011|
|Source:|http://mptw.tiddlyspot.com/#RenameTagsPlugin|
|Author:|Simon Baird <simon.baird@gmail.com>|
|License|http://mptw.tiddlyspot.com/#TheBSDLicense|
Rename a tag and you will be prompted to rename it in all its tagged tiddlers.
***/
//{{{
config.renameTags = {

  prompts: {
    rename: "Rename the tag '%0' to '%1' in %2 tidder%3?",
    remove: "Remove the tag '%0' from %1 tidder%2?"
  },

  removeTag: function(tag,tiddlers) {
    store.suspendNotifications();
    for (var i=0;i<tiddlers.length;i++) {
      store.setTiddlerTag(tiddlers[i].title,false,tag);
    }
    store.resumeNotifications();
    store.notifyAll();
  },

  renameTag: function(oldTag,newTag,tiddlers) {
    store.suspendNotifications();
    for (var i=0;i<tiddlers.length;i++) {
      store.setTiddlerTag(tiddlers[i].title,false,oldTag); // remove old
      store.setTiddlerTag(tiddlers[i].title,true,newTag);  // add new
    }
    store.resumeNotifications();
    store.notifyAll();
  },

  storeMethods: {

    saveTiddler_orig_renameTags: TiddlyWiki.prototype.saveTiddler,

    saveTiddler: function(title,newTitle,newBody,modifier,modified,tags,fields,clearChangeCount,created,creator) {
      if (title != newTitle) {
        var tagged = this.getTaggedTiddlers(title);
        if (tagged.length > 0) {
          // then we are renaming a tag
          if (confirm(config.renameTags.prompts.rename.format([title,newTitle,tagged.length,tagged.length>1?"s":""])))
            config.renameTags.renameTag(title,newTitle,tagged);

          if (!this.tiddlerExists(title) && newBody == "")
            // dont create unwanted tiddler
            return null;
        }
      }
      return this.saveTiddler_orig_renameTags(title,newTitle,newBody,modifier,modified,tags,fields,clearChangeCount,created,creator);
    },

    removeTiddler_orig_renameTags: TiddlyWiki.prototype.removeTiddler,

    removeTiddler: function(title) {
      var tagged = this.getTaggedTiddlers(title);
      if (tagged.length > 0)
        if (confirm(config.renameTags.prompts.remove.format([title,tagged.length,tagged.length>1?"s":""])))
          config.renameTags.removeTag(title,tagged);
      return this.removeTiddler_orig_renameTags(title);
    }

  },

  init: function() {
    merge(TiddlyWiki.prototype,this.storeMethods);
  }
}

config.renameTags.init();

//}}}

We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust.

!Toyota respects community, its members and its stakeholders.

Being trusted enough to be held responsible for the work getting done has a way of motivating and satisfying most employees. When that is coupled with their freedom to make improvements to the processes they are responsible for, the effect is magnified. Ways to provide for responsibility and control in a lean system include...
;autonomy.
:In a lean system, leaders encourage teams to act on their own authority in achieving the tasks required. Teams are trained and equipped to do that, so there is no fear in granting autonomy.
;kaizen and problem solving.
:Through continuous improvement of processes, team members are directly responsible for making improvement to their work. We'll explore the boundaries of this improvement process later, but feeling that we're in control of our environment, rather than having the environment control us, is very satisfying.

{{{
config.options.chkShowRightSidebar=false;
config.options.txtToggleRightSideBarLabelShow="◄";
config.options.txtToggleRightSideBarLabelHide="►";
}}}

!!!!Specifications document all work processes and include content, sequence, timing and outcome.
Rule #1 is one of the most important and least understood of the rules. At Toyota, each process is specified with detailed instructions. For example, when assemblers install seats with four bolts, the bolts are inserted and tightened in a precise sequence. Every worker installs them in the same way, every time.
This regimentation increases the linkage between the way work is done and the results. If everyone worked in different ways, the link would be broken or obscure. How do we reconcile such regimented work with the experimentation and concern for individuals that is supposed to be a part of the system? The answer is that while individual workers cannot vary the process, teams are required to actively analyze, experiment, change and improve the process.
Rule #1 links closely with the widespread use of TQM, SPC and associated problem-solving skills. If workers do not possess those skills, Rule #1 is pretty much worthless and even counterproductive.
This is often seen in an insistence on detail work instructions. Detailed work instructions are all very well if the process is stable and/or workers have an adequate TQM background.
What usually happens is that engineers write unrealistic instructions with little input from workers. Nobody involved has an adequate TQM background. Workers cannot follow the instructions and they are promptly ignored. There is little feedback to the authors. The authors are busy writing new work instructions for other parts that will also be ignored.
As a result the processes appear to have documentation, but, in practice, do not. Processes are inconsistent with inconsistent results. Nobody recognizes the inconsistencies or responds to them.
Quality problems continue, pretty much as before. the whole thing is, at best, a waste of time. At worst it diverts efforts from a serious attack on problems.

!!!!Connections with clear YES/NO signals directly link every customer and supplier.
This implicit rule gave rise to kanban, Direct Link and other lean  scheduling. It tells us that every operation should send its products to subsequent "customers" directly using methods and algorithms that are clear and precise. It precludes separate warehouses and separate people or departments whose only function is inventory management.

!!!!Every product and service travels a single, simple and direct flow path.
Toyota's U-shaped workcells are the ultimate manifestation of this rule. It means that every piece of finished product has been through the same equipment and precisely the same process. It improves consistency, makes trouble-shooting easier and simplifies material handling and scheduling.

!!!!Workers at the lowest feasible level, guided by a teacher (Sensei), improve their own work processes using scientific methods.
Rule #4 ties closely with Rule #1. It prevents Work Instructions from becoming moribund memorials rather than living guides. It enlists the entire workforce in the improvement (Kaizen) efforts.

!!!!Integrated failure tests automatically signal deviations for every activity, connection and flow path.
This is the concept of Jidoka or Autonomation. It prevents products with unacceptable quality from continuing in the process. The manifestations of this rule are many, varied, imaginative and unique to the process. Examples are detectors for missing components, automatic gages that check each part and visual alarms for low stocks.

/***
|Name:|SaveCloseTiddlerPlugin|
|Description:|Provides two extra toolbar commands, saveCloseTiddler and cancelCloseTiddler|
|Version:|3.0a|
|Date:|27-Jun-2011|
|Source:|http://mptw.tiddlyspot.com/#SaveCloseTiddlerPlugin|
|Author:|Simon Baird <simon.baird@gmail.com>|
|License:|http://mptw.tiddlyspot.com/#TheBSDLicense|
To use these add them to the commands in ToolbarCommands under EditToolbar,
or in the MptwTheme tiddler under EditTemplate.
***/
//{{{
merge(config.commands,{

  saveCloseTiddler: {
    text: 'done/close',
    tooltip: 'Save changes to this tiddler and close it',
    handler: function(ev,src,title) {
      var closeTitle = title;
      var newTitle = story.saveTiddler(title,ev.shiftKey);
      if (newTitle)
        closeTitle = newTitle;
      return config.commands.closeTiddler.handler(ev,src,closeTitle);
    }
  },

  cancelCloseTiddler: {
    text: 'cancel/close',
    tooltip: 'Undo changes to this tiddler and close it',
    handler: function(ev,src,title) {
      // the same as closeTiddler now actually
      return config.commands.closeTiddler.handler(ev,src,title);
    }
  }

});

//}}}

/***
|Name:|SelectThemePlugin|
|Description:|Lets you easily switch theme and palette|
|Version:|1.0.1a|
|Date:|27-Jun-2011|
|Source:|http://mptw.tiddlyspot.com/#SelectThemePlugin|
|Author:|Simon Baird <simon.baird@gmail.com>|
|License:|http://mptw.tiddlyspot.com/#TheBSDLicense|
!Notes
* Borrows largely from ThemeSwitcherPlugin by Martin Budden http://www.martinswiki.com/#ThemeSwitcherPlugin
* Theme is cookie based. But set a default by setting config.options.txtTheme in MptwConfigPlugin (for example)
* Palette is not cookie based. It actually overwrites your ColorPalette tiddler when you select a palette, so beware.
!Usage
* {{{<<selectTheme>>}}} makes a dropdown selector
* {{{<<selectPalette>>}}} makes a dropdown selector
* {{{<<applyTheme>>}}} applies the current tiddler as a theme
* {{{<<applyPalette>>}}} applies the current tiddler as a palette
* {{{<<applyTheme TiddlerName>>}}} applies TiddlerName as a theme
* {{{<<applyPalette TiddlerName>>}}} applies TiddlerName as a palette
***/
//{{{

config.macros.selectTheme = {
  label: {
    selectTheme:"select theme",
    selectPalette:"select palette"
  },
  prompt: {
    selectTheme:"Select the current theme",
    selectPalette:"Select the current palette"
  },
  tags: {
    selectTheme:'systemTheme',
    selectPalette:'systemPalette'
  }
};

config.macros.selectTheme.handler = function(place,macroName)
{
  var btn = createTiddlyButton(place,this.label[macroName],this.prompt[macroName],this.onClick);
  // want to handle palettes and themes with same code. use mode attribute to distinguish
  btn.setAttribute('mode',macroName);
};

config.macros.selectTheme.onClick = function(ev)
{
  var e = ev ? ev : window.event;
  var popup = Popup.create(this);
  var mode = this.getAttribute('mode');
  var tiddlers = store.getTaggedTiddlers(config.macros.selectTheme.tags[mode]);
  // for default
  if (mode == "selectPalette") {
    var btn = createTiddlyButton(createTiddlyElement(popup,'li'),"(default)","default color palette",config.macros.selectTheme.onClickTheme);
    btn.setAttribute('theme',"(default)");
    btn.setAttribute('mode',mode);
  }
  for(var i=0; i<tiddlers.length; i++) {
    var t = tiddlers[i].title;
    var name = store.getTiddlerSlice(t,'Name');
    var desc = store.getTiddlerSlice(t,'Description');
    var btn = createTiddlyButton(createTiddlyElement(popup,'li'), name?name:t, desc?desc:config.macros.selectTheme.label['mode'], config.macros.selectTheme.onClickTheme);
    btn.setAttribute('theme',t);
    btn.setAttribute('mode',mode);
  }
  Popup.show();
  return stopEvent(e);
};

config.macros.selectTheme.onClickTheme = function(ev)
{
  var mode = this.getAttribute('mode');
  var theme = this.getAttribute('theme');
  if (mode == 'selectTheme')
    story.switchTheme(theme);
  else // selectPalette
    config.macros.selectTheme.updatePalette(theme);
  return false;
};

config.macros.selectTheme.updatePalette = function(title)
{
  if (title != "") {
    store.deleteTiddler("ColorPalette");
    if (title != "(default)")
      store.saveTiddler("ColorPalette","ColorPalette",store.getTiddlerText(title),
          config.options.txtUserName,undefined,"");
    refreshAll();
    if(config.options.chkAutoSave)
      saveChanges(true);
  }
};

config.macros.applyTheme = {
  label: "apply",
  prompt: "apply this theme or palette" // i'm lazy
};

config.macros.applyTheme.handler = function(place,macroName,params,wikifier,paramString,tiddler) {
  var useTiddler = params[0] ? params[0] : tiddler.title;
  var btn = createTiddlyButton(place,this.label,this.prompt,config.macros.selectTheme.onClickTheme);
  btn.setAttribute('theme',useTiddler);
  btn.setAttribute('mode',macroName=="applyTheme"?"selectTheme":"selectPalette"); // a bit untidy here
}

config.macros.selectPalette = config.macros.selectTheme;
config.macros.applyPalette = config.macros.applyTheme;

config.macros.refreshAll = { handler: function(place,macroName,params,wikifier,paramString,tiddler) {
  createTiddlyButton(place,"refresh","refresh layout and styles",function() { refreshAll(); });
}};

//}}}

The second pair of psychological preferences is Sensing and Intuition. Do you pay more attention to information that comes in through your five senses (Sensing), or do you pay more attention to the patterns and possibilities that you see in the information you receive (Intuition)?
Everyone spends some time Sensing and some time using Intuition. Don't confuse Sensing with sensual. They aren't related.
Take a minute to ask yourself which of the following descriptions seems more natural, effortless, and comfortable for you?

''Sensing (S)''
Paying attention to physical reality, what I see, hear, touch, taste, and smell. I'm concerned with what is actual, present, current, and real. I notice facts and I remember details that are important to me. I like to see the practical use of things and learn best when I see how to use what I'm learning. Experience speaks to me louder than words.
The following statements generally apply to me:
* I remember events as snapshots of what actually happened.
* I solve problems by working through facts until I understand the problem.
* I am pragmatic and look to the "bottom line."
* I start with facts and then form a big picture.
* I trust experience first and trust words and symbols less.
* Sometimes I pay so much attention to facts, either present or past, that I miss new possibilities.
''Intuition (N)''
Paying the most attention to impressions or the meaning and patterns of the information I get. I would rather learn by thinking a problem through than by hands-on experience. I'm interested in new things and what might be possible, so that I think more about the future than the past. I like to work with symbols or abstract theories, even if I don't know how I will use them. I remember events more as an impression of what it was like than as actual facts or details of what happened.
The following statements generally apply to me:
* I remember events by what I read "between the lines" about their meaning.
* I solve problems by leaping between different ideas and possibilities.
* I am interested in doing things that are new and different.
* I like to see the big picture, then to find out the facts.
* I trust impressions, symbols, and metaphors more than what I actually experienced
* Sometimes I think so much about new possibilities that I never look at how to make them a reality.

Adapted from Looking at Type: The Fundamentals
by Charles R. Martin (CAPT 1997)

Once the production sequence for products and parts is decided, those products and parts must be picked up from preceding processes according to that sequence.

~Set-Up Time is divided into three elements as follows:

[[Off-Line Set-Up]]: time during which machine is not stopped
[[On-Line Set-Up]]: time during which machine is stopped
''Adjustment time'': time after set-up is finished that machine is stopped to obtain necessary quality levels or resolve problems.

~Set-Up Time is the time it takes to change over from the production of one product to another, from the instant that the processing of the last component of one type is finished, to the production of the first good sample of the next type of component. It includes all the time needed for changeover of the dies, cutting tools, etc.
!~Set-Up Time = ~On-Line ~Set-Up Time + Adjustment Time

<<search>><<closeAll>><<permaview>><<newTiddler>><<newJournal "DD MMM YYYY" "journal">><<saveChanges>><<thostUpload>><<slider chkSliderOptionsPanel OptionsPanel "options »" "Change TiddlyWiki advanced options">>

This is a [[Production Instruction Kanban]] used on a lot production line where different parts are processed and time is needed for changing from processing of one item to another. The Signal Kanban is a triangular shape, often referred to as a “triangle Kanban”. It is used mainly for jobs related to stamping, die casting, and resin molding processes.

This method is used to discover problems on a production line or process. At a given signal, all shop workers start work beginning with the first job (the first job in the standardized work sequence.) When they have finished one cycle of jobs, another signal is given and they start work on the next cycle.

Work in Process

The Lean Production System(s) Library

Situational awareness refers to deep understanding what is going on in the workplace: the work, the people doing the work, the way they do it, the processes required and the control and capability of those processes, and the capabilities of the people working those processes. This requires constant feedback to the operators and managers of the system. In short, we have to communicate and develop tools to help us communicate better.

[[Socio-Technical and Lean Systems: Design for Sustainability|http://www.lmmiller.com/blog/2013/03/01/organization-design-and-process-improvement/socio-technical-and-lean-systems-the-search-for-sustainability/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+lmmiller%2FDTPj+%28Management+Meditations%29&utm_content=Google+International]]

[[Lou Davis, at UCLA on socio-technical systems|https://www.google.com.ar/search?hl=es&q=Lou+Davis%2C+at+UCLA+on+socio-technical+systems&lr=&rlz=1I7GGLL_esAR380]]

This paper (also known as a build sheet) is attached to a vehicle or product giving instructions concerning the parts to be fitted to the vehicle or attached to the product. The instructions are expressed in codes.The advantage of this paper is that information and the product move along together.

!!!Stability
;• [[Commitment|Commitment UKY]]
:- Value
:- Vision
:- Discipline
;• [[Situational awareness|Situational awareness UKY]]
:- Process control
:- Understanding the work
;• [[Trained and empowered workforce|Trained and empowered workforce UKY]]<br>• [[Mutual trust|Mutual trust UKY]]
Stability serves as the foundation of the house. As with any house we need a sound structure to support our lean system, though we are not necessarily referring to something rigid and inflexible.

One of the three elements making up [[Standardized Work]]. This is the minimum quantity of parts always on-hand for processing in and between sub-processes. It allows the worker to do his job continuously in a set sequence of sub processes, repeating the same operation over and over on the same order.

| !1. Work Standards | | !3. Standardized Work |
| //''(Sagyou Hyoujun)''// | | //''(Hyoujun Sagyou)''// |
| Proceso (Operación)<br>Máquina<br>Planta | | Secuencia de Operaciones<br>Tiempo Takt<br>Inventario en Proceso Standard |
| | | |
| !2. Job Breakdown Sheets | | !4. Kaizen Forms & Documents |

The Toyota Production System organizes all jobs around human motion and creates an efficient production sequence without muda. Work organized in such a way is called standardized work. It is made up of three elements: Takt-Time, [[working sequence|Working Sequence]] and [[standard in-process stock|Standard In-Process Stock]].

.viewer table.borderless,.viewer table.borderless * {border: 0;}

Supplier Kanban are attached to parts containers coming from suppliers. Their Kanbans are basically used the same way as [[Withdrawal Kanbans|Parts Withdrawal Kanban]].

@@font-family:Wingdings;font-size:8pt;''ü''@@

<html>
<DT><H3>Toyota Way</H3>
<DL><p>
<DT><A HREF="http://www.toyota.co.jp/en/environmental_rep/03/jyugyoin03.html">Human Resources Development</A>
<DT><A HREF="http://www.toyotaacademy.com/en/knowledge/toyotaway.php">Toyota Academy Thailand - Toyota Way</A>
<DT><A HREF="http://www2.toyota.co.jp/en/vision/production_system/">TOYOTA: Company &gt; Vision &amp; Philosophy &gt; Toyota Production System</A>
<DT><H3>Toyota Way & Kata - Liker, Rother &c.</H3>
<DL><p>
<DT><A HREF="http://toyotawaytoleanleadership.com/">Liker Leadership Institute - Toyota Way to Lean Leadership</A>
<DT><A HREF="http://likerleadershipinstitute.com/">Liker Leadership Institute Inc.</A>
<DT><A HREF="http://www-personal.umich.edu/~mrother/Homepage.html">The Toyota Kata Website - Mike Rother</A>
<DT><A HREF="http://web.archive.org/web/20170920080519/http://www-personal.umich.edu:80/~mrother/Materials_to_Download.html">Toyota Kata - Materials to Download</A>
</DL><p>
</html>

<html>
<iframe src="https://en.wikipedia.org/wiki/Toyota_Production_System" width=100% height="400" frameborder="0"></iframe>
<hr>
<iframe src="https://en.wikipedia.org/wiki/Lean_manufacturing" width=100% height="400" frameborder="0"></iframe>
<hr>
<iframe src="https://en.wikipedia.org/wiki/Just-in-time_manufacturing" width=100% height="400" frameborder="0"></iframe>
</html>
<<tiddler RefreshTiddler>>

/***
|Name:|TagglyTaggingPlugin|
|Description:|tagglyTagging macro is a replacement for the builtin tagging macro in your ViewTemplate|
|Version:|3.3.2a|
|Date:|27-Jun-2011|
|Source:|http://mptw.tiddlyspot.com/#TagglyTaggingPlugin|
|Author:|Simon Baird <simon.baird@gmail.com>|
|License:|http://mptw.tiddlyspot.com/#TheBSDLicense|
!Notes
See http://mptw.tiddlyspot.com/#TagglyTagging
***/
//{{{

merge(String.prototype,{

  parseTagExpr: function(debug) {

    if (this.trim() == "")
      return "(true)";

    var anyLogicOp = /(!|&&|\|\||\(|\))/g;
    var singleLogicOp = /^(!|&&|\|\||\(|\))$/;

    var spaced = this.
      // because square brackets in templates are no good
      // this means you can use [(With Spaces)] instead of [[With Spaces]]
      replace(/\[\(/g," [[").
      replace(/\)\]/g,"]] ").
      // space things out so we can use readBracketedList. tricky eh?
      replace(anyLogicOp," $1 ");

    var expr = "";

    var tokens = spaced.readBracketedList(false); // false means don't uniq the list. nice one JR!

    for (var i=0;i<tokens.length;i++)
      if (tokens[i].match(singleLogicOp))
        expr += tokens[i];
      else
        expr += "tiddler.tags.contains('%0')".format([tokens[i].replace(/'/,"\\'")]); // fix single quote bug. still have round bracket bug i think

    if (debug)
      alert(expr);

    return '('+expr+')';
  }

});

merge(TiddlyWiki.prototype,{
  getTiddlersByTagExpr: function(tagExpr,sortField) {

    var result = [];

    var expr = tagExpr.parseTagExpr();

    store.forEachTiddler(function(title,tiddler) {
      if (eval(expr))
        result.push(tiddler);
    });

    if(!sortField)
      sortField = "title";

    result.sort(function(a,b) {return a[sortField] < b[sortField] ? -1 : (a[sortField] == b[sortField] ? 0 : +1);});

    return result;
  }
});

config.taggly = {

  // for translations
  lingo: {
    labels: {
      asc:        "\u2191", // down arrow
      desc:       "\u2193", // up arrow
      title:      "title",
      modified:   "modified",
      created:    "created",
      show:       "+",
      hide:       "-",
      normal:     "normal",
      group:      "group",
      commas:     "commas",
      sitemap:    "sitemap",
      numCols:    "cols\u00b1", // plus minus sign
      label:      "Tagged as '%0':",
      exprLabel:  "Matching tag expression '%0':",
      excerpts:   "excerpts",
      descr:      "descr",
      slices:     "slices",
      contents:   "contents",
      sliders:    "sliders",
      noexcerpts: "title only",
      noneFound:  "(none)"
    },

    tooltips: {
      title:      "Click to sort by title",
      modified:   "Click to sort by modified date",
      created:    "Click to sort by created date",
      show:       "Click to show tagging list",
      hide:       "Click to hide tagging list",
      normal:     "Click to show a normal ungrouped list",
      group:      "Click to show list grouped by tag",
      sitemap:    "Click to show a sitemap style list",
      commas:     "Click to show a comma separated list",
      numCols:    "Click to change number of columns",
      excerpts:   "Click to show excerpts",
      descr:      "Click to show the description slice",
      slices:     "Click to show all slices",
      contents:   "Click to show entire tiddler contents",
      sliders:    "Click to show tiddler contents in sliders",
      noexcerpts: "Click to show entire title only"
    },

    tooDeepMessage: "* //sitemap too deep...//"
  },

  config: {
    showTaggingCounts: true,
    listOpts: {
      // the first one will be the default
      sortBy:     ["title","modified","created"],
      sortOrder:  ["asc","desc"],
      hideState:  ["show","hide"],
      listMode:   ["normal","group","sitemap","commas"],
      numCols:    ["1","2","3","4","5","6"],
      excerpts:   ["noexcerpts","excerpts","descr","slices","contents","sliders"]
    },
    valuePrefix: "taggly.",
    excludeTags: ["excludeLists","excludeTagging"],
    excerptSize: 50,
    excerptMarker: "/%"+"%/",
    siteMapDepthLimit: 25
  },

  getTagglyOpt: function(title,opt) {
    var val = store.getValue(title,this.config.valuePrefix+opt);
    return val ? val : this.config.listOpts[opt][0];
  },

  setTagglyOpt: function(title,opt,value) {
    // create it silently if it doesn't exist
    if (!store.tiddlerExists(title)) {
      store.saveTiddler(title,title,config.views.editor.defaultText.format([title]),config.options.txtUserName,new Date(),"");

      // <<tagglyTagging expr:"...">> creates a tiddler to store its display settings
      // Make those tiddlers less noticeable by tagging as excludeSearch and excludeLists
      // Because we don't want to hide real tags, check that they aren't actually tags before doing so
      // Also tag them as tagglyExpression for manageability
      // (contributed by RA)
      if (!store.getTaggedTiddlers(title).length) {
        store.setTiddlerTag(title,true,"excludeSearch");
        store.setTiddlerTag(title,true,"excludeLists");
        store.setTiddlerTag(title,true,"tagglyExpression");
      }
    }

    // if value is default then remove it to save space
    return store.setValue(title, this.config.valuePrefix+opt, value == this.config.listOpts[opt][0] ? null : value);
  },

  getNextValue: function(title,opt) {
    var current = this.getTagglyOpt(title,opt);
    var pos = this.config.listOpts[opt].indexOf(current);
    // supposed to automagically don't let cols cycle up past the number of items
    // currently broken in some situations, eg when using an expression
    // lets fix it later when we rewrite for jquery
    // the columns thing should be jquery table manipulation probably
    var limit = (opt == "numCols" ? store.getTaggedTiddlers(title).length : this.config.listOpts[opt].length);
    var newPos = (pos + 1) % limit;
    return this.config.listOpts[opt][newPos];
  },

  toggleTagglyOpt: function(title,opt) {
    var newVal = this.getNextValue(title,opt);
    this.setTagglyOpt(title,opt,newVal);
  },

  createListControl: function(place,title,type) {
    var lingo = config.taggly.lingo;
    var label;
    var tooltip;
    var onclick;

    if ((type == "title" || type == "modified" || type == "created")) {
      // "special" controls. a little tricky. derived from sortOrder and sortBy
      label = lingo.labels[type];
      tooltip = lingo.tooltips[type];

      if (this.getTagglyOpt(title,"sortBy") == type) {
        label += lingo.labels[this.getTagglyOpt(title,"sortOrder")];
        onclick = function() {
          config.taggly.toggleTagglyOpt(title,"sortOrder");
          return false;
        }
      }
      else {
        onclick = function() {
          config.taggly.setTagglyOpt(title,"sortBy",type);
          config.taggly.setTagglyOpt(title,"sortOrder",config.taggly.config.listOpts.sortOrder[0]);
          return false;
        }
      }
    }
    else {
      // "regular" controls, nice and simple
      label = lingo.labels[type == "numCols" ? type : this.getNextValue(title,type)];
      tooltip = lingo.tooltips[type == "numCols" ? type : this.getNextValue(title,type)];
      onclick = function() {
        config.taggly.toggleTagglyOpt(title,type);
        return false;
      }
    }

    // hide button because commas don't have columns
    if (!(this.getTagglyOpt(title,"listMode") == "commas" && type == "numCols"))
      createTiddlyButton(place,label,tooltip,onclick,type == "hideState" ? "hidebutton" : "button");
  },

  makeColumns: function(orig,numCols) {
    var listSize = orig.length;
    var colSize = listSize/numCols;
    var remainder = listSize % numCols;

    var upperColsize = colSize;
    var lowerColsize = colSize;

    if (colSize != Math.floor(colSize)) {
      // it's not an exact fit so..
      upperColsize = Math.floor(colSize) + 1;
      lowerColsize = Math.floor(colSize);
    }

    var output = [];
    var c = 0;
    for (var j=0;j<numCols;j++) {
      var singleCol = [];
      var thisSize = j < remainder ? upperColsize : lowerColsize;
      for (var i=0;i<thisSize;i++)
        singleCol.push(orig[c++]);
      output.push(singleCol);
    }

    return output;
  },

  drawTable: function(place,columns,theClass) {
    var newTable = createTiddlyElement(place,"table",null,theClass);
    var newTbody = createTiddlyElement(newTable,"tbody");
    var newTr = createTiddlyElement(newTbody,"tr");
    for (var j=0;j<columns.length;j++) {
      var colOutput = "";
      for (var i=0;i<columns[j].length;i++)
        colOutput += columns[j][i];
      var newTd = createTiddlyElement(newTr,"td",null,"tagglyTagging"); // todo should not need this class
      wikify(colOutput,newTd);
    }
    return newTable;
  },

  createTagglyList: function(place,title,isTagExpr) {
    switch(this.getTagglyOpt(title,"listMode")) {
      case "group":  return this.createTagglyListGrouped(place,title,isTagExpr); break;
      case "normal": return this.createTagglyListNormal(place,title,false,isTagExpr); break;
      case "commas": return this.createTagglyListNormal(place,title,true,isTagExpr); break;
      case "sitemap":return this.createTagglyListSiteMap(place,title,isTagExpr); break;
    }
  },

  getTaggingCount: function(title,isTagExpr) {
    // thanks to Doug Edmunds
    if (this.config.showTaggingCounts) {
      var tagCount = config.taggly.getTiddlers(title,'title',isTagExpr).length;
      if (tagCount > 0)
        return " ("+tagCount+")";
    }
    return "";
  },

  getTiddlers: function(titleOrExpr,sortBy,isTagExpr) {
    return isTagExpr ? store.getTiddlersByTagExpr(titleOrExpr,sortBy) : store.getTaggedTiddlers(titleOrExpr,sortBy);
  },

  getExcerpt: function(inTiddlerTitle,title,indent) {
    if (!indent)
      indent = 1;

    var displayMode = this.getTagglyOpt(inTiddlerTitle,"excerpts");
    var t = store.getTiddler(title);

    if (t && displayMode == "excerpts") {
      var text = t.text.replace(/\n/," ");
      var marker = text.indexOf(this.config.excerptMarker);
      if (marker != -1) {
        return " {{excerpt{<nowiki>" + text.substr(0,marker) + "</nowiki>}}}";
      }
      else if (text.length < this.config.excerptSize) {
        return " {{excerpt{<nowiki>" + t.text + "</nowiki>}}}";
      }
      else {
        return " {{excerpt{<nowiki>" + t.text.substr(0,this.config.excerptSize) + "..." + "</nowiki>}}}";
      }
    }
    else if (t && displayMode == "contents") {
      return "\n{{contents indent"+indent+"{\n" + t.text + "\n}}}";
    }
    else if (t && displayMode == "sliders") {
      return "<slider slide>\n{{contents{\n" + t.text + "\n}}}\n</slider>";
    }
    else if (t && displayMode == "descr") {
      var descr = store.getTiddlerSlice(title,'Description');
      return descr ? " {{excerpt{" + descr  + "}}}" : "";
    }
    else if (t && displayMode == "slices") {
      var result = "";
      var slices = store.calcAllSlices(title);
      for (var s in slices)
        result += "|%0|<nowiki>%1</nowiki>|\n".format([s,slices[s]]);
      return result ? "\n{{excerpt excerptIndent{\n" + result  + "}}}" : "";
    }
    return "";
  },

  notHidden: function(t,inTiddler) {
    if (typeof t == "string")
      t = store.getTiddler(t);
    return (!t || !t.tags.containsAny(this.config.excludeTags) ||
        (inTiddler && this.config.excludeTags.contains(inTiddler)));
  },

  // this is for normal and commas mode
  createTagglyListNormal: function(place,title,useCommas,isTagExpr) {

    var list = config.taggly.getTiddlers(title,this.getTagglyOpt(title,"sortBy"),isTagExpr);

    if (this.getTagglyOpt(title,"sortOrder") == "desc")
      list = list.reverse();

    var output = [];
    var first = true;
    for (var i=0;i<list.length;i++) {
      if (this.notHidden(list[i],title)) {
        var countString = this.getTaggingCount(list[i].title);
        var excerpt = this.getExcerpt(title,list[i].title);
        if (useCommas)
          output.push((first ? "" : ", ") + "[[" + list[i].title + "]]" + countString + excerpt);
        else
          output.push("*[[" + list[i].title + "]]" + countString + excerpt + "\n");

        first = false;
      }
    }

    return this.drawTable(place,
      this.makeColumns(output,useCommas ? 1 : parseInt(this.getTagglyOpt(title,"numCols"))),
      useCommas ? "commas" : "normal");
  },

  // this is for the "grouped" mode
  createTagglyListGrouped: function(place,title,isTagExpr) {
    var sortBy = this.getTagglyOpt(title,"sortBy");
    var sortOrder = this.getTagglyOpt(title,"sortOrder");

    var list = config.taggly.getTiddlers(title,sortBy,isTagExpr);

    if (sortOrder == "desc")
      list = list.reverse();

    var leftOvers = []
    for (var i=0;i<list.length;i++)
      leftOvers.push(list[i].title);

    var allTagsHolder = {};
    for (var i=0;i<list.length;i++) {
      for (var j=0;j<list[i].tags.length;j++) {

        if (list[i].tags[j] != title) { // not this tiddler

          if (this.notHidden(list[i].tags[j],title)) {

            if (!allTagsHolder[list[i].tags[j]])
              allTagsHolder[list[i].tags[j]] = "";

            if (this.notHidden(list[i],title)) {
              allTagsHolder[list[i].tags[j]] += "**[["+list[i].title+"]]"
                    + this.getTaggingCount(list[i].title) + this.getExcerpt(title,list[i].title) + "\n";

              leftOvers.setItem(list[i].title,-1); // remove from leftovers. at the end it will contain the leftovers

            }
          }
        }
      }
    }

    var allTags = [];
    for (var t in allTagsHolder)
      allTags.push(t);

    var sortHelper = function(a,b) {
      if (a == b) return 0;
      if (a < b) return -1;
      return 1;
    };

    allTags.sort(function(a,b) {
      var tidA = store.getTiddler(a);
      var tidB = store.getTiddler(b);
      if (sortBy == "title") return sortHelper(a,b);
      else if (!tidA && !tidB) return 0;
      else if (!tidA) return -1;
      else if (!tidB) return +1;
      else return sortHelper(tidA[sortBy],tidB[sortBy]);
    });

    var leftOverOutput = "";
    for (var i=0;i<leftOvers.length;i++)
      if (this.notHidden(leftOvers[i],title))
        leftOverOutput += "*[["+leftOvers[i]+"]]" + this.getTaggingCount(leftOvers[i]) + this.getExcerpt(title,leftOvers[i]) + "\n";

    var output = [];

    if (sortOrder == "desc")
      allTags.reverse();
    else if (leftOverOutput != "")
      // leftovers first...
      output.push(leftOverOutput);

    for (var i=0;i<allTags.length;i++)
      if (allTagsHolder[allTags[i]] != "")
        output.push("*[["+allTags[i]+"]]" + this.getTaggingCount(allTags[i]) + this.getExcerpt(title,allTags[i]) + "\n" + allTagsHolder[allTags[i]]);

    if (sortOrder == "desc" && leftOverOutput != "")
      // leftovers last...
      output.push(leftOverOutput);

    return this.drawTable(place,
        this.makeColumns(output,parseInt(this.getTagglyOpt(title,"numCols"))),
        "grouped");

  },

  // used to build site map
  treeTraverse: function(title,depth,sortBy,sortOrder,isTagExpr) {

    var list = config.taggly.getTiddlers(title,sortBy,isTagExpr);

    if (sortOrder == "desc")
      list.reverse();

    var indent = "";
    for (var j=0;j<depth;j++)
      indent += "*"

    var childOutput = "";

    if (depth > this.config.siteMapDepthLimit)
      childOutput += indent + this.lingo.tooDeepMessage + "\n";
    else
      for (var i=0;i<list.length;i++)
        if (list[i].title != title)
          if (this.notHidden(list[i].title,this.config.inTiddler))
            childOutput += this.treeTraverse(list[i].title,depth+1,sortBy,sortOrder,false);

    if (depth == 0)
      return childOutput;
    else
      return indent + "[["+title+"]]" + this.getTaggingCount(title) + this.getExcerpt(this.config.inTiddler,title,depth) + "\n" + childOutput;
  },

  // this if for the site map mode
  createTagglyListSiteMap: function(place,title,isTagExpr) {
    this.config.inTiddler = title; // nasty. should pass it in to traverse probably
    var output = this.treeTraverse(title,0,this.getTagglyOpt(title,"sortBy"),this.getTagglyOpt(title,"sortOrder"),isTagExpr);
    return this.drawTable(place,
        this.makeColumns(output.split(/(?=^\*\[)/m),parseInt(this.getTagglyOpt(title,"numCols"))), // regexp magic
        "sitemap"
        );
  },

  macros: {
    tagglyTagging: {
      handler: function (place,macroName,params,wikifier,paramString,tiddler) {
        var parsedParams = paramString.parseParams("tag",null,true);
        var refreshContainer = createTiddlyElement(place,"div");

        // do some refresh magic to make it keep the list fresh - thanks Saq
        refreshContainer.setAttribute("refresh","macro");
        refreshContainer.setAttribute("macroName",macroName);

        var tag = getParam(parsedParams,"tag");
        var expr = getParam(parsedParams,"expr");

        if (expr) {
          refreshContainer.setAttribute("isTagExpr","true");
          refreshContainer.setAttribute("title",expr);
          refreshContainer.setAttribute("showEmpty","true");
        }
        else {
          refreshContainer.setAttribute("isTagExpr","false");
          if (tag) {
                refreshContainer.setAttribute("title",tag);
            refreshContainer.setAttribute("showEmpty","true");
          }
          else {
                refreshContainer.setAttribute("title",tiddler.title);
            refreshContainer.setAttribute("showEmpty","false");
          }
        }
        this.refresh(refreshContainer);
      },

      refresh: function(place) {
        var title = place.getAttribute("title");
        var isTagExpr = place.getAttribute("isTagExpr") == "true";
        var showEmpty = place.getAttribute("showEmpty") == "true";
        jQuery(place).empty()
        addClass(place,"tagglyTagging");
        var countFound = config.taggly.getTiddlers(title,'title',isTagExpr).length
        if (countFound > 0 || showEmpty) {
          var lingo = config.taggly.lingo;
          config.taggly.createListControl(place,title,"hideState");
          if (config.taggly.getTagglyOpt(title,"hideState") == "show") {
            createTiddlyElement(place,"span",null,"tagglyLabel",
                isTagExpr ? lingo.labels.exprLabel.format([title]) : lingo.labels.label.format([title]));
            config.taggly.createListControl(place,title,"title");
            config.taggly.createListControl(place,title,"modified");
            config.taggly.createListControl(place,title,"created");
            config.taggly.createListControl(place,title,"listMode");
            config.taggly.createListControl(place,title,"excerpts");
            config.taggly.createListControl(place,title,"numCols");
            config.taggly.createTagglyList(place,title,isTagExpr);
            if (countFound == 0 && showEmpty)
              createTiddlyElement(place,"div",null,"tagglyNoneFound",lingo.labels.noneFound);
          }
        }
      }
    }
  },

  // todo fix these up a bit
  styles: [
"/*{{{*/",
"/* created by TagglyTaggingPlugin */",
".tagglyTagging { padding-top:0.5em; }",
".tagglyTagging li.listTitle { display:none; }",
".tagglyTagging ul {",
" margin-top:0px; padding-top:0.5em; padding-left:2em;",
" margin-bottom:0px; padding-bottom:0px;",
"}",
".tagglyTagging { vertical-align: top; margin:0px; padding:0px; }",
".tagglyTagging table { margin:0px; padding:0px; }",
".tagglyTagging .button { visibility:hidden; margin-left:3px; margin-right:3px; }",
".tagglyTagging .button, .tagglyTagging .hidebutton {",
" color:[[ColorPalette::TertiaryLight]]; font-size:90%;",
" border:0px; padding-left:0.3em;padding-right:0.3em;",
"}",
".tagglyTagging .button:hover, .hidebutton:hover, ",
".tagglyTagging .button:active, .hidebutton:active  {",
" border:0px; background:[[ColorPalette::TertiaryPale]]; color:[[ColorPalette::TertiaryDark]];",
"}",
".selected .tagglyTagging .button { visibility:visible; }",
".tagglyTagging .hidebutton { color:[[ColorPalette::Background]]; }",
".selected .tagglyTagging .hidebutton { color:[[ColorPalette::TertiaryLight]] }",
".tagglyLabel { color:[[ColorPalette::TertiaryMid]]; font-size:90%; }",
".tagglyTagging ul {padding-top:0px; padding-bottom:0.5em; margin-left:1em; }",
".tagglyTagging ul ul {list-style-type:disc; margin-left:-1em;}",
".tagglyTagging ul ul li {margin-left:0.5em; }",
".editLabel { font-size:90%; padding-top:0.5em; }",
".tagglyTagging .commas { padding-left:1.8em; }",
"/* not technically tagglytagging but will put them here anyway */",
".tagglyTagged li.listTitle { display:none; }",
".tagglyTagged li { display: inline; font-size:90%; }",
".tagglyTagged ul { margin:0px; padding:0px; }",
".excerpt { color:[[ColorPalette::TertiaryDark]]; }",
".excerptIndent { margin-left:4em; }",
"div.tagglyTagging table,",
"div.tagglyTagging table tr,",
"td.tagglyTagging",
" {border-style:none!important; }",
".tagglyTagging .contents { border-bottom:2px solid [[ColorPalette::TertiaryPale]]; padding:0 1em 1em 0.5em;",
"  margin-bottom:0.5em; }",
".tagglyTagging .indent1  { margin-left:3em;  }",
".tagglyTagging .indent2  { margin-left:4em;  }",
".tagglyTagging .indent3  { margin-left:5em;  }",
".tagglyTagging .indent4  { margin-left:6em;  }",
".tagglyTagging .indent5  { margin-left:7em;  }",
".tagglyTagging .indent6  { margin-left:8em;  }",
".tagglyTagging .indent7  { margin-left:9em;  }",
".tagglyTagging .indent8  { margin-left:10em; }",
".tagglyTagging .indent9  { margin-left:11em; }",
".tagglyTagging .indent10 { margin-left:12em; }",
".tagglyNoneFound { margin-left:2em; color:[[ColorPalette::TertiaryMid]]; font-size:90%; font-style:italic; }",
"/*}}}*/",
    ""].join("\n"),

  init: function() {
    merge(config.macros,this.macros);
    config.shadowTiddlers["TagglyTaggingStyles"] = this.styles;
    store.addNotification("TagglyTaggingStyles",refreshStyles);
  }
};

config.taggly.init();

//}}}

/***
InlineSlidersPlugin
By Saq Imtiaz
http://tw.lewcid.org/sandbox/#InlineSlidersPlugin

// syntax adjusted to not clash with NestedSlidersPlugin
// added + syntax to start open instead of closed

***/
//{{{
config.formatters.unshift( {
  name: "inlinesliders",
  // match: "\\+\\+\\+\\+|\\<slider",
  match: "\\<slider",
  // lookaheadRegExp: /(?:\+\+\+\+|<slider) (.*?)(?:>?)\n((?:.|\n)*?)\n(?:====|<\/slider>)/mg,
  lookaheadRegExp: /(?:<slider)(\+?) (.*?)(?:>)\n((?:.|\n)*?)\n(?:<\/slider>)/mg,
  handler: function(w) {
    this.lookaheadRegExp.lastIndex = w.matchStart;
    var lookaheadMatch = this.lookaheadRegExp.exec(w.source)
    if(lookaheadMatch && lookaheadMatch.index == w.matchStart ) {
      var btn = createTiddlyButton(w.output,lookaheadMatch[2] + " "+"\u00BB",lookaheadMatch[2],this.onClickSlider,"button sliderButton");
      var panel = createTiddlyElement(w.output,"div",null,"sliderPanel");
      panel.style.display = (lookaheadMatch[1] == '+' ? "block" : "none");
      wikify(lookaheadMatch[3],panel);
      w.nextMatch = lookaheadMatch.index + lookaheadMatch[0].length;
    }
   },
   onClickSlider : function(e) {
    if(!e) var e = window.event;
    var n = this.nextSibling;
    n.style.display = (n.style.display=="none") ? "block" : "none";
    return false;
  }
});

//}}}

Takt-Time is the time which should be taken to produce a component or one vehicle. It is calculated as follows:
!Takt Time = Total Daily Operating Time / Total Daily Production Requirement
Daily total operating time is figured on the basis of all machinery operating at 100% efficiency during regular working hours.

It is desirable that production targets be achieved within regular working hours and the word “Takt-Time” refers to work accomplished within regular hours.  When it becomes necessary for operational purposes to calculate Takt-Time for other than regular hours, that Takt-Time is called “Actual Takt-Time”.

Means to critique the status, the proposal and the problems, and not the person.

We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance.

Source: http://www.strategosinc.com/toyota_corporate_culture.htm

Many manufacturers imitate the Toyota Production System or its variant, Lean Manufacturing. Most improve their operations but few approach the efficiency and quality achieved at Toyota.
The usual list of elements and techniques such as kanban, workcells and SPC do not capture the essence. Such lists, including our own, are only manifestations or results of an underlying approach and attitude, part of Toyota's Corporate Culture.
In an article for the Harvard Business Review, Steven Spear and H. Kent Bowen identify aspects of Toyota's Corporate Culture that help Toyota renew, adapt and prosper year after year.
The authors contend that one central tenet of this corporate culture is responsible for JIT and Toyota's continuing success. That tenet is:
ALL work processes are controlled, scientific experiments, constantly modified and improved by the people who do the work. (continuous Improvement)
This unspoken, unrecognized belief gives rise to unspoken, unrecognized rules for work processes and behavior. Spear and Bowen identified four such rules. They also identified an over-arching rule, included here as rule # 5. 
Each rule derives from hypotheses about the production process. If the hypotheses are correct, there are no problems. When problems arise, as shown by the indicators, the operation is fixed according to the responses.
The rules imply two distinct, simultaneous but interconnected processes:
*A production process that makes product.
*An improvement process that makes the production process better and better (Continuous Improvement).
The rules are not absolute dictums but, guides, and ideals. Even Toyota has not implemented them for every case. Moreover, these are rules for Toyota's business and may not apply directly to others.
!![[The Unspoken Rules of Toyota]]
<<tiddler "The Unspoken Rules of Toyota">>
!!![[Rule #1]]
<<tiddler "Rule #1">>
!!![[Rule #2]]
<<tiddler "Rule #2">>
!!![[Rule #3]]
<<tiddler "Rule #3">>
!!![[Rule #4]]
<<tiddler "Rule #4">>
!!![[Rule #5]]
<<tiddler "Rule #5">>
!!!References
[[SPEAR, Steven and BOWEN, H. Kent, "Decoding the DNA of the Toyota Production System",Harvard Business Review, ~September-October, 1999. | https://drive.google.com/file/d/0B9BXTyAFzNPRTnNFU2JMY3BETDg/view?usp=sharing]]
DAVIS, Stanley M., Managing Corporate Culture, Ballinger Publishing, Cambridge, Massachusetts, 1984.

!The ~Just-In-Time Breakthrough
!!Implementing the New Manufacturing Basics

''EDWARD J. HAY''
Rath and Strong, Inc.

Copyright (c) 198 by Rath & Strong, Inc.

As told by Atsuhi Niimi, President and CEO, Toyota Motor Manufacturing North America
#Respect people
#Be humble
#Treat dealer and suppliers as partners and listen to what they say
#Never become satisfied with the way things are because there is always an improvement waiting to happen
#Go and see, don’t read about it
#Hold meetings to explore failures and find improvements, not to celebrate success
#Be conservative and consistent
#Be a good corporate citizen
#Focus totally on customer so you can make money by earning their respect
#Be fiercely competitive, because that is the best way to serve the customer
#Reinvest money where you earned it

|>| ''Rule'' | ''Implied Hypothesis'' | ''Problem Signals'' | ''Responses'' |
|[[1. How People Work|Rule #1]] | Specifications document all work processes and include content, sequence, timing and outcome. |• The person or machine can perform the work as specified<br>• If the work is done as specified, the product is defect-free. |• The work procedure varies from specification<br>• Defective Products |• Improve training<br>• Improve Process Capability<br>• Modify the work specification |
|[[2. How Work Connects|Rule #2]] | Connections with clear YES/NO signals directly link every customer and supplier. |• Customer requests have a known, specific volume and mix.<br>• The supplier can respond to requests. |• Responses do not keep pace with requests.<br>• Supplier is idle waiting for requests. |*Determine true mix and demand.<br>• Determine true supplier capability.<br>• Retrain/improve/modify. |
|[[3. The Physical Arrangement|Rule #3]] | Every product and service travels a single, simple and direct flow path. | • Every supplier in the flow path is required and suppliers not on the flow path are not required |• A person or machine is not needed.<br>• Unspecified supplier performs work. |• Determine why supplier was unnecessary; redesign flow.<br>• Determine reason for unspecified supplier; redesign flow. |
|[[4. How To Improve|Rule #4]] | Workers at the lowest feasible level, guided by a teacher (Sensei), improve their own work processes. |• A specific change causes a specific, predictable improvement in productivity, quality or other parameter. |• Actual result varies from expected result. |• Determine why the actual result differed from the prediction.<br>• Redesign the change. |
|[[5. Problem Alarms|Rule #5]] | Integrated failure tests automatically signal deviations for every activity, connection & flow path. |• Automatic alarms prevent defects or sub- standard performance. |• Defects are passed through to the next operation.<br>• ~Sub-Standard Performance. |• Analyze and institute new or improved alarms. |
|In this table, "Supplier" refers to an upstream operation, inside or outside the facility. "Customer" is the downstream operation.|c

This third preference pair describes how you like to make decisions. Do you like to put more weight on objective principles and impersonal facts (Thinking) or do you put more weight on personal concerns and the people involved (Feeling)?
Don't confuse Feeling with emotion. Everyone has emotions about the decisions they make. Also do not confuse Thinking with intelligence.
Everyone uses Thinking for some decisions and Feeling for others. In fact, a person can make a decision using his or her preference, then test the decision by using the other preference to see what might not have been taken into account.
Take a minute to ask yourself which of the following descriptions seems more natural, effortless, and comfortable for you?

''Thinking (T)''
When I make a decision, I like to find the basic truth or principle to be applied, regardless of the specific situation involved. I like to analyze pros and cons, and then be consistent and logical in deciding. I try to be impersonal, so I won't let my personal wishes--or other people's wishes--influence me.
The following statements generally apply to me:
* I enjoy technical and scientific fields where logic is important.
* I notice inconsistencies.
* I look for logical explanations or solutions to most everything.
* I make decisions with my head and want to be fair.
* I believe telling the truth is more important than being tactful.
* Sometimes I miss or don't value the "people" part of a situation.
* I can be seen as too task-oriented, uncaring, or indifferent.

''Feeling (F)''
I believe I can make the best decisions by weighing what people care about and the points-of-view of persons involved in a situation. I am concerned with values and what is the best for the people involved. I like to do whatever will establish or maintain harmony. In my relationships, I appear caring, warm, and tactful.
The following statements generally apply to me:
* I have a people or communications orientation.
* I am concerned with harmony and nervous when it is missing.
* I look for what is important to others and express concern for others.
* I make decisions with my heart and want to be compassionate.
* I believe being tactful is more important than telling the "cold" truth.
* Sometimes I miss seeing or communicating the "hard truth" of situations.
* I am sometimes experienced by others as too idealistic, mushy, or indirect.

Adapted from Looking at Type: The Fundamentals
by Charles R. Martin (CAPT 1997)

/***
|Name         |ThostUploadPlugin |
|Description  |Support saving to Tiddlyhost.com |
|Version      |1.0.1 |
|Date         |March 06, 2021 |
|Source       |https://github.com/tiddlyhost/tiddlyhost-com/tree/main/rails/tw_content/plugins |
|Author       |BidiX, Simon Baird, Yakov Litvin |
|License      |BSD open source license |
|~CoreVersion |2.9.2 |
***/
//{{{

version.extensions.ThostUploadPlugin = { major: 1, minor: 0, revision: 1 };

//
// Environment
//

if (!window.bidix) window.bidix = {};

// To change these defaults, create a tiddler named "ThostOptions" with tag
// "systemConfig" and the following content:
// window.bidix = { "editModeAlways": false, "uploadButtonAlways": false };

// Set false if you want the chkHttpReadOnly cookie to decide whether to
// render in read-only mode or edit mode when you're not logged in or when
// the site is being viewed by others. Default true.
if (!("editModeAlways" in bidix)) { bidix.editModeAlways = true; }

// Set false to hide the "upload to tiddlyhost" button when you're not logged
// in or when the site is being viewed by others. Default true.
if (!("uploadButtonAlways" in bidix)) { bidix.uploadButtonAlways = true; }

// For debugging. Default false.
if (!("debugMode" in bidix)) { bidix.debugMode = false; }

//
// Upload Macro
//

config.macros.thostUpload = {
  handler: function(place,macroName,params) {
    createTiddlyButton(place, "save to tiddlyhost",
      "save this TiddlyWiki to a site on Tiddlyhost.com",
      this.action, null, null, this.accessKey);
  },

  action: function(params) {
    var siteName = config.options.txtThostSiteName.trim();
    if (!siteName) {
      alert("Tiddlyhost site name is missing!");
      clearMessage();
    }
    else {
      bidix.thostUpload.uploadChanges('https://' + siteName + '.tiddlyhost.com');
    }
    return false;
  }
};

//
// Upload functions
//

if (!bidix.thostUpload) bidix.thostUpload = {};

if (!bidix.thostUpload.messages) bidix.thostUpload.messages = {
  invalidFileError: "The original file '%0' does not appear to be a valid TiddlyWiki",
  mainSaved: "Main TiddlyWiki file uploaded",
  mainFailed: "Failed to upload main TiddlyWiki file. Your changes have not been saved",
  loadOriginalHttpPostError: "Can't get original file",
  aboutToSaveOnHttpPost: 'About to upload on %0 ...',
  storePhpNotFound: "The store script '%0' was not found."
};

bidix.thostUpload.uploadChanges = function(storeUrl) {
  var callback = function(status, uploadParams, original, url, xhr) {
    if (!status) {
      displayMessage(bidix.thostUpload.messages.loadOriginalHttpPostError);
      return;
    }
    if (bidix.debugMode) {
      alert(original.substr(0,500)+"\n...");
    }

    var posDiv = locateStoreArea(original);
    if ((posDiv[0] == -1) || (posDiv[1] == -1)) {
      alert(config.messages.invalidFileError.format([localPath]));
      return;
    }

    bidix.thostUpload.uploadMain(uploadParams, original, posDiv);
  };

  clearMessage();

  // get original
  var uploadParams = [storeUrl];
  var originalPath = document.location.toString();
  var dest = 'index.html';
  displayMessage(bidix.thostUpload.messages.aboutToSaveOnHttpPost.format([dest]));

  if (bidix.debugMode) {
    alert("about to execute Http - GET on "+originalPath);
  }

  var r = doHttp("GET", originalPath, null, null, null, null, callback, uploadParams, null);

  if (typeof r == "string") {
    displayMessage(r);
  }

  return r;
};

bidix.thostUpload.uploadMain = function(uploadParams, original, posDiv) {
  var callback = function(status, params, responseText, url, xhr) {
    if (status) {
      displayMessage(bidix.thostUpload.messages.mainSaved);
      store.setDirty(false);
    }
    else {
      alert(bidix.thostUpload.messages.mainFailed);
      displayMessage(bidix.thostUpload.messages.mainFailed);
    }
  };

  var revised = updateOriginal(original, posDiv);
  bidix.thostUpload.httpUpload(uploadParams, revised, callback, uploadParams);
};

bidix.thostUpload.httpUpload = function(uploadParams, data, callback, params) {
  var localCallback = function(status, params, responseText, url, xhr) {
    if (xhr.status == 404) {
      alert(bidix.thostUpload.messages.storePhpNotFound.format([url]));
    }

    var saveNotOk = responseText.charAt(0) != '0';

    if (bidix.debugMode || saveNotOk) {
      alert(responseText);
    }

    if (saveNotOk) {
      status = null;
    }

    callback(status, params, responseText, url, xhr);
  };

  // do httpUpload
  var boundary = "---------------------------"+"AaB03x";
  var uploadFormName = "UploadPlugin";
  // compose headers data
  var sheader = "";
  sheader += "--" + boundary + "\r\nContent-disposition: form-data; name=\"";
  sheader += uploadFormName +"\"\r\n\r\n";
  sheader += "backupDir=x" +
        ";user=x" +
        ";password=x" +
        ";uploaddir=x";
  if (bidix.debugMode) {
    sheader += ";debug=1";
  }
  sheader += ";;\r\n";
  sheader += "\r\n" + "--" + boundary + "\r\n";
  sheader += "Content-disposition: form-data; name=\"userfile\"; filename=\"index.html\"\r\n";
  sheader += "Content-Type: text/html;charset=UTF-8" + "\r\n";
  sheader += "Content-Length: " + data.length + "\r\n\r\n";
  // compose trailer data
  var strailer = "";
  strailer = "\r\n--" + boundary + "--\r\n";
  data = sheader + data + strailer;
  if (bidix.debugMode) {
    alert("about to execute Http - POST on " + uploadParams[0]+ "\n with \n" + data.substr(0,500) + " ... ");
  }
  var r = doHttp("POST", uploadParams[0], data,
    "multipart/form-data; ;charset=UTF-8; boundary=" + boundary, 'x','x', localCallback, params, null);

  if (typeof r == "string") {
    displayMessage(r);
  }

  return r;
};

// a fix for versions before 2.9.2 (updateOriginal used conversions irrelevant for Tiddlyhost)
convertUnicodeToFileFormat = function(s) { return s };

//
// Site config
//

bidix.initOption = function(name,value) {
  if (!config.options[name]) {
    config.options[name] = value;
  }
};

merge(config.optionsDesc, {
  txtThostSiteName: "Site name for uploads to Tiddlyhost.com",
});

bidix.initOption('txtThostSiteName','caravante');

//
// Tiddlyhost stuff
//

bidix.ownerLoggedIn = (config.shadowTiddlers.TiddlyHostIsLoggedIn &&
  config.shadowTiddlers.TiddlyHostIsLoggedIn == "yes")

if (bidix.editModeAlways || bidix.ownerLoggedIn) {
  // If user is logged in to Tiddlyhost and viewing their own site then
  // we disregard the original value of the chkHttpReadOnly cookie
  config.options.chkHttpReadOnly = false
  // window.readOnly gets set before plugins are loaded, so we need to
  // set it here to make sure TW is editable, unlike window.showBackstage
  // which is set after
  window.readOnly = false
}

if (bidix.uploadButtonAlways || bidix.ownerLoggedIn) {
  // Add the 'save to tiddlyhost' button after the regular save button
  config.shadowTiddlers.SideBarOptions = config.shadowTiddlers.SideBarOptions
    .replace(/(<<saveChanges>>)/,"$1<<thostUpload>>");
}

//}}}

/%
!info
|Name|ToggleRightSidebar|
|Source|http://www.TiddlyTools.com/#ToggleRightSidebar|
|Version|2.0.0|
|Author|Eric Shulman|
|License|http://www.TiddlyTools.com/#LegalStatements|
|~CoreVersion|2.1|
|Type|transclusion|
|Description|show/hide right sidebar (SideBarOptions)|
Usage
<<<
{{{
<<tiddler ToggleRightSidebar>>
<<tiddler ToggleRightSidebar with: label tooltip>>
}}}
Try it: <<tiddler ToggleRightSidebar##show
	with: {{config.options.chkShowRightSidebar?'►':'◄'}}>>
<<<
Configuration:
<<<
copy/paste the following settings into a tiddler tagged with <<tag systemConfig>> and then modify the values to suit your preferences:
{{{
config.options.chkShowRightSidebar=true;
config.options.txtToggleRightSideBarLabelShow="◄";
config.options.txtToggleRightSideBarLabelHide="►";
}}}
<<<
!end
!show
<<tiddler {{
	var co=config.options;
	if (co.chkShowRightSidebar===undefined) co.chkShowRightSidebar=true;
	var sb=document.getElementById('sidebar');
	var da=document.getElementById('displayArea');
	if (sb) {
		sb.style.display=co.chkShowRightSidebar?'block':'none';
		da.style.marginRight=co.chkShowRightSidebar?'':'1em';
	}
'';}}>><html><nowiki><a href='javascript:;' title="$2"
onmouseover="
	this.href='javascript:void(eval(decodeURIComponent(%22(function(){try{('
	+encodeURIComponent(encodeURIComponent(this.onclick))
	+')()}catch(e){alert(e.description?e.description:e.toString())}})()%22)))';"
onclick="
	var co=config.options;
	var opt='chkShowRightSidebar';
	var show=co[opt]=!co[opt];
	var sb=document.getElementById('sidebar');
	var da=document.getElementById('displayArea');
	if (sb) {
		sb.style.display=show?'block':'none';
		da.style.marginRight=show?'':'1em';
	}
	saveOptionCookie(opt);
	var labelShow=co.txtToggleRightSideBarLabelShow||'&#x25C4;';
	var labelHide=co.txtToggleRightSideBarLabelHide||'&#x25BA;';
	if (this.innerHTML==labelShow||this.innerHTML==labelHide) 
		this.innerHTML=show?labelHide:labelShow;
	this.title=(show?'hide':'show')+' right sidebar';
	var sm=document.getElementById('storyMenu');
	if (sm) config.refreshers.content(sm);
	return false;
">$1</a></html>
!end
%/<<tiddler {{
	var src='ToggleRightSidebar';
	src+(tiddler&&tiddler.title==src?'##info':'##show');
}} with: {{
	var co=config.options;
	var labelShow=co.txtToggleRightSideBarLabelShow||'&#x25C4;';
	var labelHide=co.txtToggleRightSideBarLabelHide||'&#x25BA;';
	'$1'!='$'+'1'?'$1':(co.chkShowRightSidebar?labelHide:labelShow);
}} {{
	var tip=(config.options.chkShowRightSidebar?'hide':'show')+' right sidebar';
	'$2'!='$'+'2'?'$2':tip;
}}>>

/***
|Name:|ToggleTagPlugin|
|Description:|Makes a checkbox which toggles a tag in a tiddler|
|Version:|3.1.0a|
|Date:|27-Jun-2011|
|Source:|http://mptw.tiddlyspot.com/#ToggleTagPlugin|
|Author:|Simon Baird <simon.baird@gmail.com>|
|License:|http://mptw.tiddlyspot.com/#TheBSDLicense|
!!Usage
{{{<<toggleTag }}}//{{{TagName TiddlerName LabelText}}}//{{{>>}}}
* TagName - the tag to be toggled, default value "checked"
* TiddlerName - the tiddler to toggle the tag in, default value the current tiddler
* LabelText - the text (gets wikified) to put next to the check box, default value is '{{{[[TagName]]}}}' or '{{{[[TagName]] [[TiddlerName]]}}}'
(If a parameter is '.' then the default will be used)
* TouchMod flag - if non empty then touch the tiddlers mod date. Note, can set config.toggleTagAlwaysTouchModDate to always touch mod date
!!Examples
|Code|Description|Example|h
|{{{<<toggleTag>>}}}|Toggles the default tag (checked) in this tiddler|<<toggleTag>>|
|{{{<<toggleTag TagName>>}}}|Toggles the TagName tag in this tiddler|<<toggleTag TagName>>|
|{{{<<toggleTag TagName TiddlerName>>}}}|Toggles the TagName tag in the TiddlerName tiddler|<<toggleTag TagName TiddlerName>>|
|{{{<<toggleTag TagName TiddlerName 'click me'>>}}}|Same but with custom label|<<toggleTag TagName TiddlerName 'click me'>>|
|{{{<<toggleTag . . 'click me'>>}}}|dot means use default value|<<toggleTag . . 'click me'>>|
!!Notes
* If TiddlerName doesn't exist it will be silently created
* Set label to '-' to specify no label
* See also http://mgtd-alpha.tiddlyspot.com/#ToggleTag2
!!Known issues
* Doesn't smoothly handle the case where you toggle a tag in a tiddler that is current open for editing
* Should convert to use named params
***/
//{{{

if (config.toggleTagAlwaysTouchModDate == undefined) config.toggleTagAlwaysTouchModDate = false;

merge(config.macros,{

  toggleTag: {

    createIfRequired: true,
    shortLabel: "[[%0]]",
    longLabel: "[[%0]] [[%1]]",

    handler: function(place,macroName,params,wikifier,paramString,tiddler) {
      var tiddlerTitle = tiddler ? tiddler.title : '';
      var tag   = (params[0] && params[0] != '.') ? params[0] : "checked";
      var title = (params[1] && params[1] != '.') ? params[1] : tiddlerTitle;
      var defaultLabel = (title == tiddlerTitle ? this.shortLabel : this.longLabel);
      var label = (params[2] && params[2] != '.') ? params[2] : defaultLabel;
      var touchMod = (params[3] && params[3] != '.') ? params[3] : "";
      label = (label == '-' ? '' : label); // dash means no label
      var theTiddler = (title == tiddlerTitle ? tiddler : store.getTiddler(title));
      var cb = createTiddlyCheckbox(place, label.format([tag,title]), theTiddler && theTiddler.isTagged(tag), function(e) {
        if (!store.tiddlerExists(title)) {
          if (config.macros.toggleTag.createIfRequired) {
            var content = store.getTiddlerText(title); // just in case it's a shadow
            store.saveTiddler(title,title,content?content:"",config.options.txtUserName,new Date(),null);
          }
          else
            return false;
        }
        if ((touchMod != "" || config.toggleTagAlwaysTouchModDate) && theTiddler)
            theTiddler.modified = new Date();
        store.setTiddlerTag(title,this.checked,tag);
        return true;
      });
    }
  }
});

//}}}

Source: https://blog.gembaacademy.com/2009/02/22/tbp_toyota_business_practice/
By [[Jon Miller|https://blog.gembaacademy.com/author/jon-miller/]] • February 22, 2009
|[img[https://blog.gembaacademy.com/wp-content/uploads/2009/02/tbp.png]]|The Toyota Business Practice is old wine in new bottles. Granted it’s very old, very good wine, but is nothing new. Peeling off the label will reveal the last decade’s under-appreciated but full-bodied PDCA brand of problem solving. Lately many people have found the A3 label of problem solving to a refreshing take on PDCA. But it’s all the same old wine. From a branding point of view, “the Toyota Way of Working” or “Toyota WOW” would have been cooler, but it was probably too close to Toyota Way itself. In any case, the 8 steps of the Toyota Business Process are: |
|~|1. Clarify the problem |
|~|2. Breakdown the problem |
|~|3. Set a target |
|~|4. Analyze the root cause |
|~|5. Develop countermeasures |
|~|6. See countermeasures through |
|~|7. Evaluate both results and process |
|~|8. Standardize successful processes |
|~| |
|~| |
|~| |
|borderless|k

| Here is how this process would map to an A3 document for the purpose of problem solving, business planning or making a proposal. This is in itself just a slight variant of the QC Storyline of TQC.|[img[https://blog.gembaacademy.com/wp-content/uploads/2009/02/tbp-a3.png]]|
|>| |
| Follow this process and you inevitably have kaizen. Here is a close up of the classic problem solving funnel. You can see how the first 5 steps or the Plan phase of the Toyota Business Process map to this funnel, with steps 6 – 8 being the Do, Check, Act portion of the PDCA cycle of continuous improvement.|[img[https://blog.gembaacademy.com/wp-content/uploads/2009/02/ps-funnel.png]]|
|>| |
|The 8 steps of TBP written in Japanese are __at right__, with my translations. There are some slight but interesting differences in nuance, and these always make me wonder how much loss results from translation of Toyota principles, precepts and philosophies. Step 1 “Set a target” seems a bit loose while Japanese contains the word “achieve” that plants the idea that targets are things that must be met. Step 4 is not “analyze” but “think through” or “think until you find” and step 8 in Japanese doesn’t talk about “standardize” (this being an implied part of the Toyota WOW) but instead stresses that the results must become “established” or “take hold”.|トヨタの仕事の仕方8ステップ (the 8 steps of the Toyota way of working) |
|~|問題を明確にする (clarify the problem) |
|~|問題をブレイクダウンする (breakdown the problem) |
|~|達成目標を決める (set the target to be achieved) |
|~|真因を考え抜く (think through to the true cause) |
|~|対策を立てる (develop countermeasures) |
|~|対策をやりぬく (follow through on the countermeasures) |
|~|結果とプロセスを評価する (evaluate the result and the process) |
|~|成果を定着させる (make sure the results take hold) |

As a standard problem solving process, it is excellent and widely applicable. Inevitably “PDCA” alone was too vague. The Socratic teaching method and talk of “it takes 40 years to learn” at Toyota has given way to a more deliberate method of teaching this thinking process at Toyota, based on what I have seen. We could say the TBP is the result of clarify, break down, and so forth, applied to the teaching of PDCA.

Sometimes I think the genius of the Toyota approach is that this process is so simple, obvious, and offensive to the intelligence and self-worth of most senior executives and go-getters out there that they close the book and say, “That can’t be right. There must be more to it.” Most people won’t understand TBP or try it. You can’t really understand it until you try it. So it comes back to a question of packaging and motivation.

As far as additional resources for TBP… I am not sure you really need any. The book Extreme Toyota mentions TBP and has a few case studies and A3-type stories that follow this process, but not in great detail on the thinking and tools used. Managing to Learn by John Shook is also a good place to get a handle on the Toyota way of working.

Read some classic Deming on PDCA and you can’t go wrong. The content of TBP is nothing proprietary so if people need more details on the 8 steps let me know and I’ll see if we can’t put together a PDF or something to download.

__Comment:__
[[Tracey Richardson|http://thetoyotagal.blogspot.com/]]
March 28, 2009 - 10:50 am
Hi Jon,
How are you? I’m familiar with your book on TPS Workplace Mgmt w/Taichii Ohno… great stuff…some of my Japanese mentors call that TPS generation 3 which adds the human side of TPS… love it!!!:)
I found your TBP perspective very interesting here thanks for sharing. I’m actually a certified instructor of TBP by the Toyota Institute in Japan. I’m a trainer for Toyota cascading TBP throughout all levels and I’ve been associated with Toyota (mostly TMMK) for the past 21 yrs. Ten of those years being an actual Group Leader in Production 1988-1998.
I’ve was taught basic PDCA in the late 80’s as well as Practical Problem Solving (the funnel approach above) in the 90’s and now TBP in 2005 as it came out. I will have to say I’m impressed with TBP specifically step 2 allowing us to breakdown the problem in Step 2, which leads for a more efficient and effective Root cause analysis and countermeasure implementation in Step 4 and 5. It’s definitely a different way to think and a discipline to tackle a smaller problem than a larger more value added problem in our minds. I also like the ability to embed Genchi Genbutsu in finding a process and point of occurrence of the smaller broken down problem allowing us to set target contributing to the Ideal Situation. I feel this thinking process has the ability to make a difference in key performance indicators (Q,S,P,C) within company’s willing to embrace this “thinking” process.
I especially love the drive and dedication elements added to give team members the ability to add “tangible actions” to their problem solving process in order to “live the Toyota Way”… I’m an advocate of TBP to say the least, and will continue to train in this methodology improving the way Toyota does business. Thanks again Jon for sharing.

<html><iframe src="https://www.toyotaforklift.com/resource-library/material-handling-solutions/products/valuing-the-toyota-production-system-and-lean-manufacturing" width=100% height=300 frameborder=0></iframe></html>

[img[http://w2.engr.uky.edu/lean/files/2011/05/house.jpg]]

Toyota Kata helps develop creative, scientific-thinking skills.
Employees can use these skills to keep improving, adapting, and generating competitive advantage in a strategically-aligned way.

Toyota Kata is about:
*Developing new habits and allowing people to think differently about problems and goals.
*A way of working, and of working together.
*Using scientific thinking as an ingredient to make teams and organizations more effective and successful.
*Developing a culture of continuous learning and improvement at all levels through deliberate practice.
Toyota Kata does not  teach problem solving, but rather a mindset that can make people more effective at problem solving – through practicing “Starter Kata.” Starter Kata are small routines or protocols that get practiced deliberately, especially at the beginning, to help people acquire a new skill. Starter Kata increase the speed of learning and are especially helpful when companies want to develop a shared way of thinking and working in a group of people, because everyone starts with practicing the same basics.
There are two main elements within Toyota Kata and each has its own set of Starter Kata - Improvement Kata and Coaching Kata.

| LEARNER | Understand<br>the Direction<br>or Challenge | Grasp the<br>Current<br>Condition | Establish the<br>Next Target<br>Condition | Experiment<br>Toward the<br>Target Condition | IMPROVEMENT<br>KATA |
|>|>|>| | <<tiddler fb>> <<tiddler fa>> | |
| COACH |>|>| "PLANNING COACHING CYCLES" | "Executing"<br>Coaching<br>Cycles | COACHING<br>KATA |
<hr>
Source: https://www.nist.gov/system/files/documents/2018/09/26/mepnn_toyotakata_final.pdf
Youtube: https://www.youtube.com/watch?v=uqZOu1D639Q&feature=youtu.be

<html><iframe src="http://toyotaky.com/tps1.asp" width=100% height=400 frameborder=0></iframe></html>

<html>
<iframe src="http://web.archive.org/web/20100420003149/http://www.toyotatr.com:80/eng/toyotaway.asp" width=100% height=400 frameborder=0></iframe>
<iframe src="http://web.archive.org/web/20100419233005/http://www.toyotatr.com/eng/toyotaprod.asp width=100% height=400 frameborder=0></iframe>
<iframe src="http://web.archive.org/web/20100418033544/http://www.toyotatr.com/eng/qualityp.asp width=100% height=400 frameborder=0></iframe>
</html>
<<tiddler RefreshTiddler>>

This is the manufacturing system developed by Toyota which pursues optimum streamlining throughout the entire system through the elimination of Muda (non-value added) and aims to build quality in at the manufacturing process while recognizing the principle of cost reduction.It also includes all the accompanying technology necessary to accomplish those aims.The two main sub-systems supporting the Toyota Production System are “Just-In-Time” and “Jidoka”.

Source: https://w2.engr.uky.edu/lean/reference/terminology/

This reference guide explains some of the special terms used on a daily basis at jobsites at Toyota Motor Manufacturing. It is our hope that this glossary of special terms will be of use to anyone wishing to further their understanding of the Toyota Production System.
Definitions obtained to create this guide are from the following sources and are to be used for educational purposes only:
*[[Toyota Motor Manufacturing, TMMK, Georgetown]], 2007 (Toyota Production System Terms)
*TPS Glossary, Toyota (Hand Book)
*[[University of Kentucky, Institute of Research for Technology Development, Lean Systems Program|http://www.crms.engr.uky.edu/index.html]] (2008-2013)

A lean system focuses first on improving people. This focus leads to a satisfying work environment that provides a skill set to employees that supports their personal goals as well as the goals of the organization. Once leaders have provided that skill set, they can empower the team members to make decisions about improvements in the workplace.

Lawrence E. Holloway, director
[[Fazleena Badurdeen|engr.uky.edu/directory/badurdeen-fazleena]],* assistant professor, Ph.D., Ohio, 2005
Lawrence E. Holloway,* professor, Ph.D., Carnegie-Mellon, 1990
I.S. Jawahir,* professor, Ph.D., University of New South Wales, 1986
Douglass S. Kalika,* associate professor, Ph.D., California-Berkeley, 1988
Marwan Khraisheh,* associate professor, Ph.D., Washington State, 1996
David L. MacDuffee, lecturer, B.S., Kentucky, 1963
Alan T. Male,* professor, Ph.D., University of Birmingham, England, 1962
James D. Price, lecturer, M.S., Alabama, 1980
Christopher Tichenor, lecturer, B.S., Missouri-Columbia, 1981
[[David S. Veech]], lecturer, M.S., Clemson, 1992
[[Jon C. Yingling]],* professor, Ph.D., Pittsburgh, 1988
Yu-Ming Zhang,* professor, Ph.D., Harbin Institute of Technology, China, 1990
*joint appointment

Value is always defined by the customer’s needs for a specific product. For example, what is the timeline for manufacturing and delivery? What is the price point? What are other important requirements or expectations that must be met? This information is vital for defining value.

Shigoto is the Japanese word for “work” or “job”, but at Toyota refers to any process that adds value to the product.

|[[Value]] should<br>__[[flow|Flow]]__ smoothly from one step to the next,<br>at the __[[pull|Pull]]__ of the customer,<br>after appropriate __''[[leveling|https://www.lean.org/lexicon/heijunka]]''__ of demand. |<br>[[Flow]] (1 x 1, in sequence, on demand) whenever possible.<br>[[Pull]] ([[kanban|https://www.lean.org/lexicon/kanban]]) in the absence of flow.<br>[[Level|https://www.lean.org/lexicon/heijunka]] from a [[pacemaker|https://www.lean.org/lexicon/pacemaker]].|
"Once the value (end goal) has been determined, the next step is mapping the ''value stream'', or all the steps and processes involved in taking a specific product from raw materials and delivering the final product to the customer. Value-stream mapping is a simple but eye-opening experience that identifies all the actions that take a product or service through any process. That process can be in design, production, procurement, HR, administration, delivery, or customer service. The idea is to draw, on one page, a "map" of the flow of material/product through the process. The goal is to identify every step that does not create value and then find ways to eliminate those wasteful steps. Value-stream mapping is sometimes referred to as process re-engineering. Ultimately this exercise also results in a better understanding of the entire business operation."
!!Steps in the Value Stream
Lean Process Step
| valuable | → | TPS 7Wastes | { | Muda Type I |
|~|~|~|~| Muda Type II |
| capable | → |>| TQM, 6Sigma | [[Basic|Basic Stability]]<br>[[Stability|Basic Stability]] |
| available | → |>| TPM |~|
| adequate | → |>|>| TPS, Takt, TOC |
| flexible | → |>|>| TPS, Takt, Heijunka |

!!From the Customer's Order __back to__ Materials Receiving.
!!!Questions:
# Business issues with the product? ROI, Quality, Delivery, Inflexibility to demand (purpose questions).
# Responsible of the VS for this product? No one? How can we improve?
# How are Customer's Order received?
# How capable, available, adequate and waste-free are __assembly__ activities?
# Idem previous __feeding__ (fabrication) activities?
# Pacemaker process, triggered by these Customer's Orders?
# How are orders transmitted up the VS from the Pacemaker process?
# How are Materials supplied to the assembly and fabrication processes (PFEP)?
# How are Materials obtained from upstream Suppliers?
# How are employees trained in Lean procedures and motivated to apply them?

This is when a manager or supervisor can tell at a glance if production activities are proceeding normally or not. [[Andon]] and [[Kanban|Kanban_]] are typical visual control methods.

<html><iframe src="https://www.menke.cl/" frameborder=0 width=100% height=300></iframe><br><iframe src="https://www.youtube.com/channel/UCsmuIyy_2vTLpxGsnkMBrSQ/featured" frameborder=0 width=100% height=300></iframe></html>
----
https://www.youtube.com/channel/UCsmuIyy_2vTLpxGsnkMBrSQ/videos
----
<<tiddler RefreshTiddler>>

One of the three elements of [[Standardized Work]]. It is the sequence of operations in a single process that leads a floor worker to produce quality goods in the most efficient way.

Across everywhere. Plant related activities and/or countermeasures that are communicated plant wide and with other company affiliates.

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@@font-family:Wingdings;font-size:8pt;''ç''@@

Source: [[Joachim Knuf|https://www.linkedin.com/in/joachim-knuf-2029414/]], [[David Veech|https://www.linkedin.com/in/davidveech/]], and Jon Yingling: University of Kentucky, 2004

!!!today's paradox
>To succeed in a competitive environment, companies must improve all business operations in order to respond immediately to opportunities and threats.
//In other words, companies must be flexible.//
>To improve business operations, companies must have defined processes and the discipline to follow those processes the same way every time.
//In other words, companies must be stable.//

!!!a lean system...
* ...creates value for customers, both internal and external
* ...respects, involves, and serves its people an its community
* ...values learning, where everyone learns and improves every day
> //''- focuses on improving people first''//
* ...identifies and solves problems throughout the workplace regardless of the industry or basic function of the organization
* ...effectively and efficiently produces and sells goods and services  to exact customer demand
| !//Stability with Flexibility// |
A system capable of doing each of these is remarkably stable and predictable in its operations, but also is remarkably flexible, capable of responding immediately to changes in the market, in technology, or in organizational policies.
!!!the elements of a lean system
|>|>|>|>| <<tiddler "Customer Satisfaction UKY">> |
||<<tiddler "Just-In-Time UKY">> | [img[https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcQtjSTCoph7dlbilqdYvuODjKYfY1nX4KhjYsCBLBqjBeft8FjKiw]] | <<tiddler "Jidoka UKY">>||
||>|>| ''~Just-In-Time'' and ''Jidoka'' are two pillars of the ''Toyota Production System'' (as described by [[Taiichi Ohno]], the architect of the system). Together, they form the framework for shop or office operations. It is within these two fundamental elements that the tools generally fall. ||
||>|>|<<tiddler "Employee Satisfaction UKY">> ||
|>|>|>|>|<<tiddler "Stability UKY">> |
Other versions of the lean house continue to surface in various organizations and in various configurations. Many have pillars for many of the tools and techniques the company decides are the ones they want to employ.
Our lean house will only have two pillars, and those two pillars (''~Just-In-Time'' and ''Jidoka'') must work together in order to keep the house from collapsing. In houses with more than two pillars, the implication is that even if one of the pillars fails, they may still be able to satisfy customers (or keep the roof up). Our lean house requires both pillars to work properly. If either fails, the system fails.