Lean Manufacturing services from LeanSavvy Advisors utilizing SCOPE

LeanSavvy Advisors


LeanSavvy Advisors provides a box full of lean manufacturing tools including SCOPELean Tools

5S 5S is a program used by leading Japanese companies to foster efficiency, maintenance and continual improvement. 5S is abbreviated from the Japanese words for Sort (Seiri - Housekeeping), Simplify (Seiton - Workplace Organization), Scrub (Seison - Cleanup), Standardize (Seiketsu - Cleanliness), and Sustain (Shitsuke - Discipline) These are simple and effective methods utilized to organize the workplace. 5S is a necessary foundation upon which all other improvement initiatives can only be built. Through implementation of the 5S methodology, an organization can reduce hidden waste, improve the level of quality being produced, increase safety, reduce lead times reduce cost, and increase profitability.
Autonomous Maintenance Autonomous maintenance is part of Total Productive Maintenance (TPM), a team-based approach to maintenance activities. The goal of autonomous maintenance is to prepare operators to perform as much of the care for their area and equipment independent of the maintenance staff. Involving all employees in maintenance activities will benefit the organization because operators better understand the functionality of their equipment and consequently can spot early signs of problems. This will create a savings of both money as well as lost capacity.
CEDAC CEDAC (Cause and Effect Diagram with the Addition of Cards) links corporate and plant strategic plans with specific improvement activities. CEDAC allows an organization to identify key problems and opportunities, stay focused on improvement targets, and test and improve solutions.
Cell Design For One Piece Flow Cellular manufacturing involves rearranging traditional operation-based factory layouts into process-based cells that promote a smooth production flow. This is accomplished through the eliminatinon of waste which deirectly reduces cost and lead time. Cellular Manufacturing organizes the entire process for one particular product or similar products into a group consisting of the required team members and equipment also know as a "cell." The cells are arranged to easily facilitate all operations and parts are handed off from one operation to the next eliminating several forms of waste and the cost associated with them.
Hoshin Kanri Hoshin Kanri, the Japanese term for policy deployment. It is a planning, implementation, and review system utilized for managing change. It converts a company's vision to individual responsibilities through flexible strategic management. Hoshin Kanri is an approach to strategic planning and quality improvement that has become a pillar of Total Quality Management (TQM).
Just-In-Time (JIT) Manufacturing The application of Just-In-Time (JIT) makes it possible to bring inventory levels down to their lowewst practicable levels which often translates to near zero. In utilizing the Kanban system, parts and materials are not withdrawn until the time they are needed and only in the quantities required by customer demand. Behind the success of any JIT system is the unending search for better ways to improve the productivity of the process and the quality of the products.
Kaizen Teian Kaizen Teian is an improvement methodology that engages the entire workforce in incremental daily improvements. In this system, employees are encouraged to participate in and drive the improvement process by making proposals for improvements. Though they are encouraged to focus first in their specific areas, improvement suggestions crossing area and/or functional boundaries are also strongly supported. Kaizen Teian drives continual improvement by involving the people who know best – the front-line employees who perform the work.
Kanban KANBAN is the Japanese word for "instruction card" or “billboard”.  Kanbans are manual pull triggering devices that allow an efficient means to transfer inventory from one department, stocking area or "supermarket" to another. They cause products to automatically be reordered through the use of minimum/maximum inventory levels. A Kanban is a signal, such as an empty container returned to the start of the assembly line, that signals the need for replenishment of materials to a user. 
Poka-Yoke Poka-Yoke is the Japanese term for mistake-proofing. Developed by Dr. Shigeo Shingo at Toyota, Poka-Yoke employs devices built into process operations which are specifically designed to prevent proven causes that result in defects. Poke-Yoke tools can also be utilized to inexpensively inspect each item that is produced to determine whether it is acceptable or defective. The Poka-Yoke concept is central to Shingo’s Zero Quality Control (ZQC) of elimintating defects at their source as opposed to being identified further downstream in the production process.
SMED SMED (Single Minute Exchange of Die) is the theory and the technique for performing setup operations in fewer than ten minutes, the number of minutes expressed by a single digit. SMED was developed by Dr. Shigeo Shingo to slash equipment changeover times in the Toyota production system. Using Dr. Shingo’s techniques, many manufacturers have reduced even the most complex changeovers and setups to activities requiring less than ten minutes!
Synchronos Flow Manufacturing A synchronized flow of product must be achieved for maximum speed, flexibility, and distance. In traditional manufacturing operations, it is difficult to realize these objectives because of long setups and/or changeovers, work-in-process and inventory queues, poorly designed systems, and unreliable manufacturing with sub-optimal material movement. Synchronous Flow Manufacturing works by eliminating non-value-added activities and concentrates on simplicity, speed and the velocity of product flow to flex the factory to the customers' needs.
Total Productive Maintenance (TPM) The goal of Total Productive Maintenance (TPM) is a program whose focus is on markedly increasing production while, at the same time, increasing employee morale and job satisfaction. Focused equipment improvement through TPM provides long-term equipment reliability. TPM brings maintenance into focus as a necessary and vitally important part of the business. Down time for maintenance becomes a scheduled part of the manufacturing day and, in some cases, is an integral part of the manufacturing process. The ultimate goal of a TPM program is to hold emergency and unscheduled maintenance to a minimum.
Value Stream Management As the focus in business increasingly moves from companies to their supply chains the need for rapid and sustainable development within those supply chains is one of the key imperatives of today's business environment. Rationalizing the value stream is a primary source of competitive advantage. Priority issues are: how managers should begin to understand their business environment; how they should start thinking strategically about change; and indeed, how they should undertake the implementation of an improved supply chain. Value Stream Management answers these questions and provides the concepts and tools necessary to understand and implement the creation of "end-to-end" value in the supply chain.
Value Stream Mapping Value stream mapping is a paper and pencil tool that helps you to see and understand the flow of material and information as a product or service makes its way through the value stream. A value stream map takes into account not only the activity of the product, but the management and information systems that support the basic process. This is especially helpful when working to reduce cycle time, because you gain insight into the decision making flow in addition to the process flow.
Visual Workplace Visual Workplace is a Lean Manufacturing approach utilizing visual indicators, signals, controls, which are designed to guarantee that direct and support activities on the shop floor can quickly ascertain what is happening at any given moment. The result is a workplace where critical information is shared rapidly, accurately, and often without the need to speak a word. A visual workplace promotes improved communication, quality and adherence to standards. Other benefits include reduced costs, improved safety, shortened search time and improved morale.


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