~ LEAN TOOLS ~

The space here is far too limited for a comprehensive review of Lean Tools.  The Lean Lexicon and the series of books from the Lean Enterprise Institute that starts with "Learning to See" are an excellent place to get a comprehensive overview.  Some of the most common and useful Lean Tools are listed below.

Value Stream Mapping
The act of actually mapping the value stream forces us to look at all steps of the process in terms of flow.  The Current State Value Stream Map (CS VSM) is the end result of mapping the existing process and shows the line imbalances and gives us the ratio between Non-Value Added (NVA) time and Value Added (VA) time.  In a non-lean process, VA time is measure in minutes, and NVA time is measured in hours.  The ratio of NVA:VA time is usually more than 75:1 in a non-lean process.  The act of designing a new process, with balanced flow and greatly reduced NVA time produces the Future State Value Stream Map (FS VSM).  The initial VSMs are best done by hand using pencil and paper, but can be later rendered in electronic format using tools like eVSM.

Visual Factory
The visual factory has dozens of tools and elements that make it visual.  The basic principle is to take something hidden and make it visible through the creative application of elements like queues, carts, tags, cards, bins, racks, color coding, andon lights, etc.  Something is truly visual if a 5 second glance is enough to tell you if the operation is in order, or if intervention is required.  If you can't tell in a glance, then it is not visual.

A3 Sheet
The A3 Sheet is the primary tool for establishing a sustainable Lean Culture in an organization. The 11x17 size A3 Sheet is a single page summary of a project, with a standardized storytelling structure in the form of PDCA, or Plan Do Check Act.  The foundation for a learning organization, A3 also enables pull-based authority.  An accountability culture based on A3 assures alignment of projects to corporate strategy.

Five Ss
The five Ss are: Sort, Set In Order, Shine, Standardize, and Sustain.  This is the guts of daily life in the Lean environment.  Five Ss is basic training for line workers in the midst of the Lean Transformation project.  When entropy (natures tendency to maximum disorder) sets in, the Five Ss can be used as an intervention tool to regain control and put things back in order.

Kanban Cards
This ubiquitous tool is the trigger for flow that is used everywhere in the Visual Factory to control flow in a Just-In-Time (JIT) manner.  The Kanban card is a permanent card that flows in a loop, and allows orders to be processed without creating paperwork.

Workflow Carts (or Trays or Pallets)
For medium size assemblies, the workflow cart keeps a kit and paperwork together in a visual fashion as the work moves from one workstation to the next in FIFO queues.  The goal is single piece flow, but often the Economic Order Quantity (EOQ) is small batches.  For very small parts, trays or carriers or snap-lid boxes with dividers are used.  For very large heavy parts, pallets and Automated Guided Vehicles (AGVs) are used. In all cases, the operational principles are the same.

2-Bin System with flow racks
A two bin system automatically keeps the right amount of material in stock in a flow-through rack.  The operational principle is "Smaller Quantities More Often".  An empty bin is a trigger for reorder or replenishment.  The remaining full bin provides parts to the process during replenishment.

Gemba
This is a Japanese term from the Lean Lexicon.  Basically, it means that you (the manager or engineer or administrator) go to where the action is (usually on the plant floor) to see it with your own eyes.

Training Tools
Training tools, such as The Airplane Game, help illustrate how flow can be accelerated (or stopped) depending on the work rules.  Productivity is a function of the ratio between Value Added (VA) time and Non-Value Added (NVA) time.