Check: Identifying Gaps on the Path to Success

290 Pages·2022·17.149 MB·English

by  CHARLES. PROTZMAN, Fred Whiton, Joyce Kerpchar

Check
Lean is about building and improving stable and predictable systems and processes to deliver to custom-
ers high-quality products/services on time by engaging everyone in the organization. Combined with
this, organizations need to create an environment of respect for people and continuous learning. It’s all
about people. People create the product or service, drive innovation, and create systems and processes,
and with leadership buy-in and accountability to ensur e sustainment with this philosophy, employees
will be committed to the organization as they learn and grow personally and professionally.
Lean is a term that describes a way of thinking about and managing companies as an enterprise. Becom-
ing Lean requires the following: the continual pursuit to identify and eliminate waste; the establishment
of efficient flow of both information and process; and an unwavering top-level commitment. The con-
cept of continuous improvement applies to any process in any industry.
Based on the contents of The Lean Practitioners Field Book, the purpose of this series is to show, in de-
tail, how any process can be improved utilizing a combination of tasks and people tools and introduces
the BASICS Lean® concept. The books are designed for all levels of Lean practitioners and introduces
proven tools for analysis and implementation that go bey ond the traditional point kaizen event. Each
book can be used as a stand-alone v olume or used in combination with other titles based on specific
needs.
Each book is chock-full of case studies and stories from the authors’ own experiences in training orga-
nizations that have started or are continuing their Lean journey of continuous improvement. Contents
include valuable lessons learned and each chapter concludes with questions petraining to the focus of the
chapter. Numerous photographs enrich and illustrate specific tools used in Lean methodology.
Check: Identifying Gaps on the Path to Success Transactional Processes contains chapters on imple-
menting Lean, Kanban systems, line balancing, H eijunka-leveling, and the +QDIP pr ocess plus case
studies of machine shop and transactional implementations. The implementation model describes the
different approaches to Lean, compares them to Toyota, and explains each implementation model.
BASICS Lean® Implementation Series
Baseline: Confronting Reality & Planning the Path for Success
By Charles Protzman, Fred Whiton & Joyce Kerpchar
Assess and Analyze: Discovering the Waste Consuming Your Profits
By Charles Protzman, Fred Whiton & Joyce Kerpchar
Suggesting Solutions: Brainstorming Creative Ideas to Maximize Productivity
By Charles Protzman, Fred Whiton & Joyce Kerpchar
Implementing Lean: Converting Waste to Profit
By Charles Protzman, Fred Whiton & Joyce Kerpchar
Check: Identifying Gaps on the Path to Success
By Charles Protzman, Fred Whiton & Joyce Kerpchar
Sustaining Lean: Creating a Culture of Continuous Improvement
By Charles Protzman, Fred Whiton & Joyce Kerpchar
Check
Identifying Gaps on the Path to Success
Charles Protzman, Fred Whiton, and Joyce Kerpchar
First published 2023
by Routledge
605 Third Avenue, New York, NY 10158
and by Routledge
4 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2023 Charles Protzman, Fred Whiton and Joyce Kerpchar
The right of Charles Protzman, Fred Whiton and Joyce Kerpchar to be identified as authors of this work has been asserted by
them in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical,
or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or
retrieval system, without permission in writing from the publishers.
Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification
and explanation without intent to infringe.
ISBN: 978-1-032-02920-7 (hbk)
ISBN: 978-1-032-02919-1 (pbk)
ISBN: 978-1-003-18581-9 (ebk)
DOI: 10.4324/9781003185819
Typeset in Garamond
by KnowledgeWorks Global Ltd.
This book series is dedicated to all the Lean practitioners in the world and to two of the
earliest, my friend Kenneth Hopper and my grandfather Charles W. Protzman Sr. Kenneth
was a close friend of Charles Sr. and is coauthor with his brother William of a book that
describes Charles Sr. and his work for General MacArthur in the Occupation of Japan in some
detail: The Puritan Gift: Reclaiming the American Dream amidst Global Financial Chaos.

Charles W. Protzman Sr. Kenneth Hopper

Contents
Acknowledgments ....................................................................................................................xv
About the Authors ..................................................................................................................xvii
Introduction ............................................................................................................................xxi
1 BASICS Lean Implementation Model—Check ............................................................1
Check Principles ................................................................................................................1
The House of Continuous Improvement ............................................................................2
Brief History of the Toyota House Model .....................................................................2
Purpose of a Model .......................................................................................................2
Toyota House Model .....................................................................................................3
Just in Time: The First Pillar .........................................................................................4
Going Direct to Retailers: P&G Goes JIT in the 1920S ....................................................5
Jidoka: The Second Pillar of the Toyota Production System ..........................................6
Difference between an Error and a Defect .........................................................................9
Jidoka at Toyota ................................................................................................................10
Toyota Tools to Obtain Jidoka .....................................................................................10
Labor-Saving (Monitoring of Equipment Is Unnecessary) Machine Jidoka ..................11
People Jidoka and the Use of Safety Glasses .................................................................11
The Safety Bonus System Story ........................................................................................12
What Sigma Level Are Humans? .....................................................................................12
The Jidoka Process ............................................................................................................13
Why Is Jidoka So Difficult to Implement? ........................................................................15
Man-to-Machine Ratios....................................................................................................16
Containment Action versus Countermeasures versus Solutions Solution ..........................18
Long Action Item Lists that Keep Growing for the Wrong Reasons ................................20
Respect for Humanity: What We Call the People Piece ...................................................20
Top of the Toyota House: Respect for Humanity .............................................................21
Respect for Humanity Is Not .......................................................................................21
Respect for Humanity Is ..............................................................................................21
Respect for Humanity and Ideas .................................................................................22
Make the Employee’s Job Easier ..................................................................................22
Make the Employee’s Job Safer: The Best Safety Test ..................................................24
Scanlon Principles ........................................................................................................25
Lean and Layoffs .........................................................................................................27
Unions and Lean .........................................................................................................28
vii
viii ◾ Contents
Foundation for the Lean House: Total Company-Wide Quality Management ................28
Quality Circles (Jishuken) ...........................................................................................28
Total Company-Wide Quality Control .......................................................................30
Problem-Solving: The 5 Whys ......................................................................................31
What We Know versus What We Don’t Know ............................................................33
Know How versus Know Why ....................................................................................34
Poka Yoke ....................................................................................................................34
5W2Hs: Another Tool to Get Rid of Waste ................................................................34
PCDSA: Dr. Shingo’s Model .......................................................................................36
Chapter Questions ...........................................................................................................39
Exercise .......................................................................................................................39
Notes ...............................................................................................................................39
Additional Readings .........................................................................................................41
2 Heijunka, Planning and Scheduling, Sequencing Activities,
Load Balancing ..........................................................................................................43
Procter and Gamble (P&G): Level Loading .....................................................................43
Takt–Flow–Pull ..........................................................................................................43
Establishing Takt .............................................................................................................44
What We Find: The Evils Created by “Demonstrated Capacity” .....................................44
Lean Should Be Able to Beat Any Existing Standards ......................................................45
Build to Order versus Push Production versus Pull Systems .............................................46
Scheduling Issues with Lean .............................................................................................47
Pulling in the Schedule .....................................................................................................47
Building to Shortages........................................................................................................47
Triggers: MRP versus Kanban ..........................................................................................47
Establishing Flow: Order Staging Rack in Place ..............................................................48
Scheduling Board Rules ...................................................................................................50
Heijunka: Production Leveling–Level Loading ................................................................52
Level Loading/Kanban Scheduling Rules .........................................................................52
Production Smoothing Example .......................................................................................52
Production Sequencing ....................................................................................................54
Pitch ................................................................................................................................56
Milk Runs Timed within Second! It Is Possible! ..............................................................58
Heijunka Box ....................................................................................................................59
Gotta Make the Numbers ................................................................................................60
What You Are Told Is the Problem, Normally Is Not! .....................................................62
Capacity and Load ...........................................................................................................63
Shop Floor Scheduling without Using the MRP System ..................................................64
Peak Demand ..............................................................................................................64
Setup and Number of Changeovers ..............................................................................65
Implementing Planning and Scheduling Tips ...................................................................67
Lean Pulls Changes from Every Department ....................................................................67
Chapter Questions ...........................................................................................................68
Discussion Question ...................................................................................................68
Notes ...............................................................................................................................68
Additional Readings ........................................................................................................68
Contents ◾ ix
3 Mistake Proofing ........................................................................................................69
Lean Goal Is Zero ............................................................................................................69
Three Types of Defects ................................................................................................71
Special Cause versus Common Cause Variation ..........................................................71
Is Six Sigma a Subset of Lean? .........................................................................................71
The 3 Sigma Shift or the 3 Sigma Trick? .........................................................................73
When I First Heard of “6 Sigma” ................................................................................73
Background on the Normal Distribution .....................................................................74
Process Capability with Normal Data Cpk ..................................................................74
The 1.5 Sigma Shift ......................................................................................................76
The 3.0 Sigma Shift .....................................................................................................77
Conclusions and Recommendations ............................................................................77
TQM versus TCWQC ....................................................................................................78
TQM ..........................................................................................................................78
Root Cause Analysis: A3 Strategy ....................................................................................79
A3s and Plan–(Control)–Do–Check–Act ...................................................................80
Problem Is Not a Bad Word .............................................................................................82
Knowing You Have Problems Is Good .............................................................................82
Problem Statements .........................................................................................................84
Fishbones and Lean .........................................................................................................84
Building Rework into the Cell .........................................................................................86
Poka Yoke ........................................................................................................................87
Shingo’s First Poka Yoke ..................................................................................................87
Problem .......................................................................................................................87
Shingo Solution ...........................................................................................................89
Poka Yoke PDCA Steps....................................................................................................89
Self-Check Inspection ......................................................................................................89
Successive Check Inspection ............................................................................................90
Example of Mistake Proofing (Poka Yoke) .......................................................................90
Corrective Action Request ................................................................................................91
Negative Approach .......................................................................................................91
Positive Approach ........................................................................................................92
Integration of Lean Tools .................................................................................................92
A Hot Cup of Joe ........................................................................................................92
To Err Is Human .............................................................................................................94
Types of Control and Warning Devices ...........................................................................95
Design the Control Plan ..............................................................................................96
Waterfall Chart ...........................................................................................................98
Examples of Cause and Effect .........................................................................................101
Chapter Questions ..........................................................................................................101
Notes ..............................................................................................................................101
Additional Readings .......................................................................................................102
4 Lean +QDIP, and Huddles .......................................................................................103
Huddle Meetings and +QDIP Boards ............................................................................103
Driving Good Business Behavior................................................................................103
Visual Management ........................................................................................................104