Step 1

Value stream mapping

Mapping the process flow for a product / product family 

(Value Stream Mapping works best with dedicated processes and low variety as often found in automotive and consumer product operations)

Process ratio in percentage

Step 2

Spider man system

Spider man in Lean manufacturing must be intimate with the process or cell they support, not just a pick-up-and-drop-off material handler.

He/she is a sort of supervisor, who has a  critical role in lean to make continuous flow and a smooth functioning of Lean system.

Pitch ‘n’hours

Step 3

Balance to takt time

Match the pace of production

to the pace of sales

Ratio between cell bottleneck time and takt time

Step 4

Single piece flow

Layout changes

1 WIP at each stage

Step 5

Process stability Quantity

Loss elimination through  TPM

Variation +/- 5%

Step 6

Process stability Quality

Control charting

Variation +/- 5%

Step 7

Pull system

Paced withdrawal

Percentage of missed cards per shift 

Step 8

SMED

Single Minute Exchange of Die’ or how to

change a tool in the single minute range (less than 10)

or if possible

1 Takt

Step 9

Poka yoke

A poka-yoke is any mechanism in a lean manufacturing process that helps an equipment operator avoid (yokeru) mistakes (poka).

Rejection

Step 10

Operator ownership

Operator Care attempts to greatly reduce

or eliminate reactive maintenance and is driven by operations / production

Step 3 status

Step11

Production levelling

Leveling the type and quantity of production over a fixed period of time. This enables production to efficiently meet customer demands while avoiding batching and results in minimum inventories, capital costs, manpower, and production lead time through the whole value stream

Every part every shipping window

Step 12

SOP

information related to the "best" and "correct" way

to do improved process, for this particular operation

and product

QP process (QP1, QP2 and QP3)

QP1 stage -concept  development and proving off-line

QP2 stage – off line flow proving

QP3 stage – on line implementation and verification

Genchi Genbutsu  "go and see" and it is a key principle of the Toyota Production System. It suggests that in order to truly understand a situation one needs to go to gemba or, the 'real place' - where work is done

(pronounced “kon bon”) - Pull type inventory control system.  Items are only produced to meet customer needs.  The request to produce more is signaled from an upstream operation and/or customer orders

MAKIGAMI ANALYSIS technique is a structured approach to detect all the losses that are occurring in the flow of an activity; be it a manufacturing process from the raw material purchase stage to the finished product dispatch stage or a cheque processing from the invoice receipt to the cheque dispatch or many more such cases. It captures all the sub activities of a process in depth; and analysis is done for identifying the non – value – adding activities or losses and action taken to solve them.

any activity in your process that does not add value. MUDA is not creating value for the customer. In short: WASTE
Type I muda: Non-value-added tasks which seam to be essential. Business conditions need to be changed to eliminate this type of waste. 
Type II muda: Non-value-added tasks which can be eliminated immediately

Attaining 'basic stability' in the 4 Ms (men, machines, material, method) is the essential pre-condition for sustained expulsion of Muda from any gemba

Any activity asking unreasonable stress or effort from personnel, material or equipment. In short: OVERBURDEN

For people, Muri means: a too heavy mental- or physical burden.

For machinery Muri means: expecting a machine to do more than it is capable of- or has been designed to do.

Usually the three of them can not be seen separate.

When a process is not balanced (mura), this leads to an overburden on equipment, facilities and people (muri) which will cause all kinds of non value adding activities (Waiting is also an activity!!) thus leads to muda.
 
To eliminate MURA and MURI larger parts of the system need to be looked upon, not only a process or process step or operation, but at an entire Value Stream. Makigami, Value Stream Mapping or 'Process Kaizen' eliminates MUDA. 

This is a Japanese business practice in consensus building through which workers gather group approval for ideas before presenting them to senior managers and other companies. Group approval means that individuals are spared public embarrassment for their mistakes. This is a critical safety-net for Japanese people, who consider even minor public embarrassment disastrous.

Process for tagging, removing and disposing of  items not needed in the work area