5S is a Japanese method of organizing a workplace, which consists of five steps: segregation, sorting, cleaning, standardization and self -discipline. This method comes from the Japanese production system known as Toyota Production System. 5S is used to improve efficiency and safety in the workplace.

The implementation of 5S can bring many benefits to enterprises, including increasing productivity, reduction of costs, improving the quality of products and services, as well as increasing employee safety by eliminating dangerous working conditions.

5S consists of a few simple steps that every employee can easily understand and use in their workplace, thanks to which this method is easy to implement and maintain. 5S can also help build organizational culture, which focuses on continuous improvement and improvement of the quality of work.

The "The 5 Whys" analysis is one of the most popular tools to identify the main causes of problems in the production process. This technique was developed by Taiichi Ohno, a pioneer of Lean Manufacturing methodology at Toyota Motor Corporation. The main idea of this analysis is to ask the question "why" five times to discover the main sources of problems.

When a problem arises, instead of focusing on its effects, the analysis of "The 5 Whys" focuses on searching for its causes. The first question concerns the direct cause of the problem, and subsequent questions focus on discovering deeper and deeper causes until the root of the problem. Thanks to this, after identifying the root of the problem, you can effectively develop and implement appropriate repair activities.

It is important to remember that during the analysis of the "The 5 Whys" analysis that processes, not people are guilty of problems. Therefore, instead of looking for guilty, you should focus on improving processes, which will avoid repeating the problem in the future.

The "The 5 Whys" analysis is used not only in the production process, but also in other fields, such as services, education and health service. It can also be used in various situations, such as machine failures, qualitative problems, supplies related to supplies, and even in interpersonal relationships when we want to understand the cause of conflict or error.

Action Plan is a list of activities aimed at achieving a specific goal. The clear definition of subsequent steps of the procedure allows you to maintain appropriate commitment, tracking progress, better organization and management of time and resources. The key elements of the action plan are:

• Clearly defined goal
• Tasks/steps to achieve it
• People responsible for their implementation
• Dates for the performance of tasks
• Resources required for the task (optional)
• Method of measuring the progress of work (optional)
• The action plan is a living document - you should not be afraid of changes and corrections if the situation requires.

Andon is a Japanese concept meaning a lantern or light. In relation to production processes, it is a system of signaling problems: failures, qualitative, logistics or process problems. It aims to inform all employees where an undesirable situation has just occurred. Thanks to this, it is possible to quickly respond and minimize losses.

Andon consists of simple elements, such as colorful lights or sound signals launched by the employee, thanks to which it is easy to use and understanding by employees, and its implementation does not require large expenditure. Along with the development of automation, more advanced solutions are used that use the appropriate software and devices to automatically signal problems.

Cellular Manufacturing is a way of organizing the production process to ensure continuous flow. Instead of performing subsequent stages of the process in the parts ("empty" approach), the process is set to perform the next stages while ensuring the flow of one piece ("Pull"). It is a solution that works great in the production of short series. As a result of this approach, the amount of production in progress is significantly reduced, and thus interstanic reserves.

In the "production nest", all operations necessary to produce a component or component are performed in close proximity to each other, which allows quick feedback between operators in the case of qualitative problems and other issues. Employees are usually trained in various tasks and can perform many tasks if needed. Thanks to this approach, the production is more flexible, and employees are able to adapt their activities to current needs and changing conditions.

Chaku-Chaku is a production method based on the flow of one piece in which the operator moves from one machine to another, taking some from the previous operation and placing it in the next machine. The name of this method comes from Japanese and means "charging-loading".

Thanks to this method, you can reduce the downtime of machines and increase production efficiency by eliminating the need to move parts between machines using prams or other transport devices. The Chaku-Chaku method is one of the elements of Lean Manufacturing organizational culture, which focuses on the continuous flow of production and the elimination of waste.

Continuous flow and design of cells is a solution to traditional serial production, such as large amounts of work in progress, long transporting parts, long implementation times and a high risk of defects. In the case of continuous production flow using cell design, the production process is optimized to prevent delays and stocks, while allowing flexible response to changes in demand. Systems in the shape of the letter "U" allow free movement of employees between various production stations, which increases efficiency and allows better use of resources.

Employees, thanks to proper training, are able to react flexibly to changes in production and ensure its liquidity. The close distance between employees also facilitates communication and allows you to quickly respond to production needs and allows you to quickly eliminate qualitative problems.

Continuous improvement is aimed at improving and improving the processes implemented by identifying problems and eliminating their source causes. It is based on small, gradual improvements and ongoing control of their effects, not a large one -off change.

Cycle time, i.e. Cycle Time, is a time of real performance of one cycle of the work sequence, which consists of manual time of performing the task, movement time and waiting time. Optimization "CYCLE TIME" is an important tool under Lean Manufacturing, because it allows you to identify areas requiring improvements and increasing production efficiency.

Error Proofing, also known as Mistake Proofing is a technique used in production, which aims to minimize the risk of mistakes by operators. It involves designing the production process and tools in such a way that operators cannot perform the operation in an incorrect or incomplete manner.

This technique consists of three types of activities:

1. Prevention of errors by designing processes that prevent or hinder surgery in an incorrect manner. Examples are: the use of mounted sensors to detect the improper order of folding or lack of elements, using the shapes of elements that exclude incorrect arrangement or setting or using unambiguous instructions or signals.
2. Discovering errors by controlling the process that allows you to quickly detect errors and take corrective actions. Examples are: the use of video systems for quality monitoring, the use of emergency systems to signal errors or the use of diagnostic tools to quickly identify the causes of problems.
3. Prevention of further errors by improving processes or tools to exclude the occurrence of errors in the future. Examples are: introducing changes in production processes to exclude the possibility of making errors or improving tools to increase their reliability and precision.

Error Proofing is one of the key Lean Manufacturing methods that, by reducing the number of defective products, improves quality and increase production process efficiency.

Flow is a concept relating to the continuous flow of work, materials or information in production and service processes. Flow is one of the key elements of Lean philosophy derived from the Japanese production system known as Toyota Production System. The purpose of the flow is to minimize waste and improve efficiency and eliminate downtime.

Flow effects are:

• increasing the liquidity of processes,
• improving the quality of products and services,
• reduction of production costs
• shortening the delivery time.

The implementation of flow requires an in -depth process analysis and removal of barriers between individual stages of production. To achieve flow, it is necessary to identify, analyze and remove any factors that can cause downtime, delays or overloads in the production process. It should be ensured that all operations are well synchronized and carried out in the correct order, without creating congestion.

Examples of tools used in FLOW are Poka-yoke (simple devices preventing errors in the production process), Just-in-Time (material supply systems at the point of use) and Kanban (method of controlling the flow of materials in the production process).

Heijunka is a Japanese concept that refers to the method of balancing production. Heijunka is one of the key elements of the Japanese production system, known as Toyota Production System. Heijunka is used to minimize waste and improve the effectiveness of production processes by evenly distributing production to individual days, weeks or months. The implementation of Heijunka allows you to flexibly adapt production to the changing needs of customers, while minimizing excess production or deficiencies.

Examples of tools used in Heijunka are planning production schedules, setting even production steps and implementing flexible production systems. The implementation of Heijunka can bring many benefits to enterprises, including increasing performance, improving the quality of products and services, reducing production costs, and increasing customer satisfaction by flexibly adapting production to their needs.

Hoshin Kanri is a Japanese method of strategic management, which aims to set and achieve the company's long -term goals by implementing coordinated activities at all levels of the organization. Hoshin Kanri comes from the Japanese production system, especially from Toyota.

This method is based on five steps, including determining strategic goals, developing action plans, implementation of activities, monitoring progress and making corrections. Hoshin Kanri also uses tools such as the Hoshin matrix, direction map, SWOT analysis and benchmarking.

The implementation of Hoshin Kanri can bring many benefits to enterprises, including better coordination of activities, improving communication, shortening the response time to market changes, increasing innovation, improving the quality of products and services and increasing employee involvement in achieving the organization's goals.

The Ishikawa diagram, also known as "a diagram of causes and effects" or "fish diagram", is a tool used in quality management to identify and analyze the causes of problems. The name comes from the Japanese engineer Kaor Ishikawa, who introduced this tool as part of the approach to quality improvement in enterprises.

The Ishikawa diagram is a graphic tool that helps teams analyze various factors that can contribute to a given problem. It looks like a fish, where the main line represents the problem, and branches are different categories of possible causes. Typical categories include people, processes, equipment, materials, methods and the environment.

Creating the Ishikawa diagram usually includes collecting information from a team or employees involved in a given process. Then the reasons are grouped by category, which helps to identify the main areas that are worth examining.

The Ishikawa diagram is useful not only to identify the causes of problems, but also to understand the complexity of the situation and involve the team in the process of solving problems. This tool is often used as part of an approach to quality improvement, such as Total Quality Management (TQM).

Kanban is a Japanese word meaning "visible card" or "visible board". It is a production management system that uses Kanban cards to control the flow of materials, products or tasks. This system was developed in the 1940s at the Japanese Toyota company by Taiichi Ohno, as part of the philosophy of Lean Manufacturing.

Kanban cards contain information about products or tasks, such as product name, quantity, stock level and destination. When a given part or task is completed, the kanban card is returned to the starting point, which signals the need to produce another batch of product or perform subsequent tasks.

Kanban enables production management, minimizes the amount of inventory, improves the quality of products and reduces the time of the production cycle. The implementation of the Kanban system can bring many benefits to enterprises, including increasing production efficiency and efficiency, minimizing costs and stocks, improving quality and shortening the waiting time for the supply of products or performing tasks.

Kanban, also known as Kanban Board, is a visual tool used to manage work flow in the Kanban system. It is a physical or digital plaque on which the process stages and tasks to be performed are presented.

A typical Kanban Board consists of columns representing various stages of production or work. Each column can have a title corresponding to a specific phase of the process. Kanban cards are placed on the board, which represent specific tasks, projects or work elements.

Kanban Board provides a visual representation of the whole process, enabling the team to easily track progress, identify embolts, and adapt priorities. It also works as a team communication tool, enabling quick understanding at what stage the tasks are and what is currently a priority. This also supports the "Pull" approach, where tasks are taken on the basis of real demand and availability of resources.

"Muda" is a Japanese word meaning "waste" or "loss". In the context of Lean Manufacturing philosophy, this term refers to all actions that do not add value to the final product from a customer perspective. The goal of Lean philosophy is to eliminate waste to increase production efficiency and provide customers with products of the highest value.

There are seven types of waste, known as "seven losses" (Seven Wastes), which were identified in the context of Lean Manufacturing. These are:

1. Overproduction (overproduction): producing more than currently needed or ahead of time.
2. Waiting (Waiting): idle waiting for the next stages of production, materials or information.
3. Transport: Too much movement of products between different places, which can lead to loss of time and energy.
4. Unnecessary processing (overprocessing): performing more work or more complicated works than required.
5. Inventory: excessive magazine of materials or products, which generates the cost of maintaining stocks.
6. Movement (motion): unnecessary movements of employees or machines that do not add value.
7. Deficiencies, errors (Defects): production of defective products, which requires repair or re -processing.

The elimination of waste is aimed at increasing efficiency, reducing production costs and providing high -quality products to customers. Lean philosophy focuses on constant improvement in processes, eliminating all forms of losses to achieve a more effective and agile production system.

Poka-yoke is a Japanese concept meaning "preventing mistakes". It was initiated in Japan, in Toyota production plants in response to too many errors in the process. Poka-yoke consists in designing processes, tools and machines in such a way as to prevent you from making a mistake. In this way, it contributes to increasing the quality of products and reducing the costs associated with repairs and complaints.

Poka-yoke can be used in various industries and processes, both in production and in services. A simple example may be the shape of SIM cards on the phone or HDMI connectors - it is not possible to mount in a different orientation than correct.

The benefits resulting from the implementation of Poka-yoke include, among others, improving the quality of products, increasing process efficiency and a decrease in costs associated with repairs and complaints.

SMED (Singles Minute Exchange of Die) is a method aimed at reducing the time needed for the conversion of the machine or production line. The author - Shigeo Shingo, methods said that it is possible to reduce this time to a single -digit value (less than 10 minutes).

SMED activities can be divided into 4 stages. At the beginning, a detailed analysis of the current state is required, i.e. observation, recording a film from all over the call and an interview with employees. In the next phase, divide all activities into internal and external and properly shape the process. External activities are those that can be carried out during the machine's operation, while internal ones require the machine to be stopped. The next stage is the "transformation of recreation" consisting in reorganizing internal to external activities. The last stage is improving the translation - optimization of activities and time reduction.

The key benefits of using SMED are a reduction in production costs and the ability to work with smaller production parts. Thanks to this, flexibility increases significantly. The standardization of parameters as part of the workshop will also reduce waste during start -up. An additional and very important benefit will also be to increase safety and increase employees' awareness about the processes implemented.

Takt Time is a theoretical time, what the final product should leave the production line to meet the market expectations. In order to calculate the tact time, the available time should be divided by market demand in a given period of time.

This parameter is crucial to compare it with the real time of cycle and analyze production capacity. Awareness of whether we are able to produce as expected will allow you to find bottlenecks and make better decisions regarding the optimization of processes within the organization. That is why the calculation of the cycle time is one of the first steps that are performed when mapping the value stream (VSM).

TPM (complete maintenance) is a system of maintenance management of machine movements that aims to prevent failures and increase performance. TPM comes from the Japanese philosophy of Lean Manufacturing and assumes that keeping machines in good condition is crucial for achieving high performance and quality.

The implementation of TPM requires combining knowledge of employees of various fields, such as production, maintenance and engineering. TPM covers the entire life cycle of the machine, from design to withdrawal from use, and its goals include: minimizing failure, shortening downtime, reduction of maintenance costs, increasing performance and improvement of quality.

Value Stream Mapping is a tool for visualizing processes taking place in the company, from the moment of purchasing raw materials, through their processing, to the delivery of a finished product or service to the customer. The presentation of processes in the form of a map along with detailed data allows primarily to identify restrictions throughout the stream - i.e. "Bottleneck".

In addition, on the basis of the data collected there, we can calculate the total transition time and compare it with the time of operations that add value in the process. After a detailed analysis of the map prepared in this way, it is much easier to deal with the elimination of process imperfections, the elimination of waste and the slimming of individual processes. This tool is used in companies where the concept of slim management is implemented.