Sam said: Decent foot view of the tools used for analytics in Six Sigma processing but certainl… Sam said: Decent foot view of the tools used for analytics in Six Sigma processing but certainl… Download lean six sigma for dummies or read online here in PDF or EPUB. Be careful here. These purport to be a natural … Lean Six Sigma For Dummies outlines they key concepts in plain English, and shows you how to use the right tools, in the right place, and in the right way, not just in improvement and design projects, but also in your day-to- six sigma dummies PDF download.
For Dummies? Dummies, and Lean For? This site comply with DMCA digital copyright. We do not store files not owned by us, or without the permission of the owner. We also do not have links that lead to sites DMCA copyright infringement. If You feel that this book is belong to you and you want to unpublish it, Please Contact us. Download e-Book. And just like that, the term lean became associated with a certain business capability — the ability to accomplish more with less.
Lean organizations use less human effort to perform their work, less material to create their prod- ucts and services, less time to develop them, and less energy and space to produce them. See Table for a comparison of mass production and Lean. A customer-focused strategy. Organizational Hierarchical structures along Flat, flexible structures along structure functional lines.
Encourages lines of value creation. Inhibits the initiative and the flow of flow of vital information that information highlighting highlights defects, operator defects, operator errors, errors, equipment abnormalities, equipment abnormalities, and and organizational deficiencies. Operational Application of tools along Application of tools that framework divisions of labor. Following of assume standardized work.
Chapter 1: Defining Lean 11 Lean has become a worldwide movement. Dozens of consulting firms, hundreds of training courses, and thousands of books and articles all chronicle the many aspects of Lean prac- tice.
Consulting firms have developed Lean implementation programs for every business function, including management, manufacturing, administra- tion, supply chains, product design, and even software development. Lean has become a recognized methodology. Its successes have saved billions of dollars. Its competitiveness has forced previously bloated, self-absorbed organizations to retool themselves and focus on customer value. And it has equipped struggling companies and industries with methods and techniques to improve their performance.
The many dimensions of Lean — its tenets and philosophies, the method- ology and techniques, the tools and applications, and the management frameworks — have evolved considerably since that day in Lean is now a science and a practice. But although Lean has a toolset, it is much more than a set of tools. Lean is a philosophy, an approach to your life and work. Lean is a journey, with no pre- defined path or end state. What Is Lean? Lean is a broad catchphrase that describes a holistic and sustainable approach that uses less of everything to give you more.
Lean is a business strategy based on satisfying the customer by delivering quality products and services that are just what the customer needs, when the customer needs them, in the amount required, at the right price, while using the minimum of materials, equipment, space, labor, and time.
Lean practices enable an organization to reduce its development cycles, produce higher-quality products and services at lower costs, and use resources more efficiently. Although the term Lean has been most directly associated with manufactur- ing and production processes, Lean practices cover the total enterprise, embracing all aspects of operations, including internal functions, supplier networks, and customer value chains.
Lean is a continuous, evolutionary process of change and adaptation, not a singular, idealized vision or technology-driven goal state. A central organizing principle is the long-term renewable enterprise, where the organization builds sustaining relationships with all its stakeholders, including employees, man- agers, owners, suppliers, distributors, and customers, as well as community, society, and the environment. Lean means less of many things — less waste, shorter cycle times, fewer suppliers, less bureaucracy.
But Lean also means more — more employee knowledge and empowerment, more organizational agility and capability, more productivity, more satisfied customers, and more long-term success. Anything more than the absolute minimum is essentially waste.
Plus, it has to be handled and maintained. The logic of Lean In Lean, you pursue understanding the source and rooting out the causes of waste. The practice of Lean as the root-cause eliminator of wastefulness is based on a core set of fundamental assumptions. The customer has the need and defines the purpose. Everything begins and ends with what the customer requires. Everything else is fluff. It has to be the right combination of quality products and services, in the right place, at the right time and at the right price.
A combination of steps — such as market- ing, design, production, processing, delivery and support — rightly performed, will result in the creation of products and services that the customer will properly value. Things that naturally creep in and prevent the steps in a process from flowing quickly and effectively will inhibit the creation of customer value. If every step in the process is fully capable, acts only when necessary, flows perfectly, and adapts to per- form exactly as needed, the process will develop and deliver products and services without waste.
The closer to perfection a process becomes, the more effective the creation of value, the more sat- isfied the customers, and the more successful the endeavor.
No one has ever experienced the perfect process, but Lean continually strives for perfection. Lean is the strategy and approach, and it provides the methods and tools for pursuing the perfect process. Where is Lean? Lean is found wherever there is waste, and anywhere there is opportunity for improvement. In other words, Lean is found everywhere. Although formal Lean practices began in manufacturing, they apply across the board. A common misconception holds Lean as a sort of manufacturing quality program.
Not so. Enormous successes ensued in other manufacturing companies as Lean practitioners applied the techniques in other manufacturing environments. As a result, these labels took hold. This covers the management of a Lean initiative, as well as the personal Lean practices of the managers themselves. Lean Thinking is also the name of a book by James Womack and Daniel Jones, first published in , which stands as a milestone in Lean. It was in this landmark work that everyone began to associate Lean with more than just Toyota and automotive and began thinking of Lean as a move- ment of its own.
Each of these monikers represents an element of Lean in its own right, but only as a single facet or subset of the greater Lean enterprise. In fact, Lean is all of these and more. Think of Lean in the enterprise not as a group of functional or departmental practices, but as a set of multidisciplinary practices that cross functional lines. Lean focuses on the processes that create customer value, which by their nature are cross-functional. Examples include the supplier-assembler process, the assembler-distributor-customer process, the marketing-design- development process, the company-shareholder process, and the company- government-regulatory process.
In each of these cases, work is not aligned by classic Western-style functional departments. Instead, the process is facili- tated by multidisciplinary teams — and in a Lean enterprise, the individuals on these teams are cross-trained as well. Although the tools are important, Lean is just as much about the people as the tools. This is a critical point — companies that have failed to recognize this have done so with disastrous consequences.
A successful Lean journey puts as much emphasis on the people in the orga- nization as it does on the methods, tools, and techniques of Lean practice. The journey must engage everyone, continually educate and train them, chal- lenge and empower them. Employees must be safe and feel secure in their work environment and job situations. They must be stimulated and incen- tivized, celebrated and compensated. People are highly valued in the Lean organization. They are more important than tools and fixtures, equipment, material, or capital.
Everyone practices Lean techniques habitually. People are in deliberate and deci- sive motion, performing standardized work. Meetings are short and crisp.
They embrace learning, share knowledge, and are open to changes and new ways of doing things. Lean is often associated with other process improvement programs and initiatives, and in particular it is frequently paired with Six Sigma more on this later in this chapter.
And Lean, as a way of thinking and behaving, can be part of many initiatives. So Lean is a lot of things. Lean is a well-grounded, mature, and very real framework for developing and sustaining performance excellence. Unlike most other process improvement initiatives, Lean does not require large investments in training or expensive software; nor does it call for a prescriptive, one-size-fits-all formulaic rollout. It requires top-down senior-management support, but Lean can begin in a small group and expand naturally as it grows and as the business needs it.
This ease-of-adoption is why Lean has been so successful in small and medium-sized companies, and in operating units of large companies. Certain difficult challenges will always require deep analysis to characterize, understand, and solve. But the vast majority of Lean improvements are brought about by very simple and straightforward exercises, observation, and activities that anyone can understand and apply. It emerged from longstanding practices, characterized and understood by researchers who were observing what makes certain businesses work better.
Although some Lean concepts might sound counterintuitive at first — and are very much counter to how many organizations are run — the tools and techniques of Lean have been around for decades and are fully complementary to long- standing proven methods. Lean is very much a long-term deal.
Organizations worldwide have a plethora of choices when considering approaches to both their tactical and strategic pressures and challenges. Lean is one of many, many options. Why is it so popular? Gone are the days of doing things the same old way and being successful regardless — or of just being smart and hoping for the best. Aggressive, unrelenting global pressures are forcing everyone to embrace some type of approach and strategy for performance management and improvement.
The Lean approach is increasingly popular, because it offers organizations a sensible, proven, and accessible path to long-term success. In an era of mind-boggling complexity, Lean is a solid foundation for addressing all kinds of challenges — simply.
Lean is broadly applicable in any situation, combining old-world logic and reason with new-world tools and constraints. Make no mistake: The performance improvement industry is big business. Most of the performance improvement alternatives in the marketplace are big-ticket items, tailor-made for big wallets — and the big egos that carry them. Not Lean. Lean is accessible to anyone, with any budget. The Lean framework is purposely open and embraces tools and techniques known to solve problems.
Using Lean as a foundation, all the quality, performance, and technology tools still apply. Many performance improvement solutions are strictly tailored for specialty disciplines, requiring advanced skills and knowledge.
Lean is so powerful in part because it is so easily learned and applied by everyone. No one is excluded. The Lean Pedigree While the specific assembly of principles and practices known as Lean date from the late s, the origins of Lean are much older. Lean has a deep pedi- gree. Historians cite King Henry III of France in watching the Venice Arsenal build complete galley ships in less than an hour using continuous- flow processes. In the 18th century, Benjamin Franklin established principles regarding waste and excess inventory and Eli Whitney developed interchange- able parts.
In the late 19th century, Frank and Lillian Gilbreth pioneered the modern-day understanding of motion efficiency as it related to work. In the early 20th century, Frederic Winslow Taylor, the father of scientific manage- ment, introduced the concepts of standardized work and best-practices.
It exhibits in higher degree than most persons would have thought possible the seemingly contradictory requirements of true efficiency, which are: constant increase of quality, great increase of pay to the workers, repeated reduction in cost to the consumer. And with these appears, as at once cause and effect, an absolutely incredible enlargement of output reaching something like one hundred fold in less than ten years, and an enormous profit to the manufacturer. Ford also explicitly understood many of the forms of waste and the concepts of value-added time and effort.
New practices were later developed during the industrial buildups that pre- ceded and then supported World War II, both in the United States and Japan. In the United States, quality leaders like W. Edwards Deming and Joseph Juran refined management and statistical concepts in support of war production. In postwar Japan, Deming and Juran worked with Japanese industrial leaders to apply these practices to reconstruction.
Meanwhile, Ford regularly invited managers and engineers from around the world to visit Ford plants and observe his mass-production systems. At that time, the Rouge plant was largest and most complex manufacturing facility in the world. Toyota was producing about 2, cars a year; Ford was producing nearly 8, a day. The domestic Japanese automotive market was too small and too diversified — ranging from compact cars to luxury executive vehicles and a variety of trucks.
In addition, the postwar native Japanese workforce was not willing to work under the same substandard conditions as the immigrant force in the United States. And the capital outlay for facilities and equipment was too high. Toyoda and Ohno set out to develop an entirely new means of production, including engineering, manufacture, supply, assembly, and work- force management.
TPS is perhaps the most studied system of production and operations management in the world. Countless companies have visited Toyota and observed TPS in action.
Dozens of books have chronicled its suc- cesses and hailed its methods. Lean Manufacturing, in particular, is essentially a repackaging of the Toyota Production System.
Most of the philosophy and tenets, as well as the methods, techniques, and tools of Lean are all found within TPS. He led its develop- ment, extension to the supply base, and integration with global partners from the early s through the s.
By the time Lean was introduced to U. All of this stands on a foundation of operational stability and Kaizen, bolstered by visual management and stan- dardized work.
As examples, the just-in-time concepts were developed at Toyota; jidoka was invented by Sakichi Toyoda; the seven forms of waste is a Toyota creation. So is Value-Stream Mapping. They share some of the same tools and techniques. They claim similar results.
But they also have significant differences — critical differences — in focus, scope, application, investment, and return. Developed in the s as an amalgam of the different quality movements and approaches in the United States, Europe, and Japan, interest in TQM peaked in the early s. Total Quality Management focuses on culture and organization. Like other initiatives, TQM emphasizes a customer orientation, commitment from top management, continuous improvement, fact-based decision making, fast response, and employee participation.
All the quality and statistical-analysis tools are applicable under TQM. Chapter 1: Defining Lean 23 TQM has been applied in manufacturing, education, government, and service industries, with mixed success. As a broad culture-oriented initiative, it is challenged by the lack of a focused implementation methodology and direct measurable results.
Lean, like TQM, can act as the umbrella strategy for a corporation. Lean incorporates TQM principles and practices. Six Sigma was first developed as an internal quality initiative at Motorola, which won the inaugural U. Malcolm Baldridge National Quality Award in as a result.
Six Sigma hit the national stage following its successful adop- tion by General Electric in Six Sigma is a way to identify and control variation in the processes that most affect performance and profits.
Following a prescriptive methodology, trained practitioners known as Black Belts analyze root cause and implement correc- tive action. Many of the tools of Six Sigma are common to Lean. Black Belt projects typically take four to six months and can return hundreds of thou- sands of dollars in value — and more.
Six Sigma techniques, and its famous Define-Measure-Analyze-Improve-Control DMAIC problem-solving methodol- ogy, are applicable within a Lean framework as a subordinate toolset for elim- inating waste from defects and reducing process variance. Be careful here. These purport to be a natural combination of the two meth- ods, to bring you the best of both worlds. In particular, these other methods tend to neglect the people and cultural elements, the accessibility and inclusive- ness, and the everyday Kaizen.
Theory of Constraints TOC Theory of Constraints TOC is based on the premise that productivity or the rate of revenue generation is always limited at the point of at least one con- straining process — a bottleneck. Only by increasing throughput at the bottle- neck process can overall throughput be increased.
TOC is sometimes referred to as constraint management. TOC, with its emphasis on process flow and waste reduction, is an effective toolset for Lean practitioners in examining bottlenecks in the value stream. TOC is particularly useful with its focus on throughput. TPM has been implemented as a standalone process in manufacturing environ- ments, as a foundational strategy of TPS, or as the maintenance component of a TQM program.
TPM focuses on maintenance as an integral part of the busi- ness. The goal is to minimize emergency and unscheduled maintenance by con- verting to planned maintenance activities. Interest in ISO peaked in the late s. ISO does not guarantee the quality of end products and services; rather, it certifies that consistent business processes are being applied. Standardized work defined in Lean organizations becomes the basis upon which ISO procedures are defined.
BPM is often most directly associated with technology and software systems that implement extensive integration and management of process data and information.
BPM includes process modeling, data integration, workflow, and business activity monitoring known as BAM. BPM is a significant enabler for Lean, and directly facilitates Lean goals and practices.
BPM is the systems counterpart to Lean, facilitating Lean solutions in technology. At first the new land seems strange — the food, the cus- toms and the language, even if they speak your native tongue.
Delicacies in one land may not be so delectable in another. Greetings can be confusing: Do you bow, kiss, or shake hands? Part of the issue is that you have no context for the foundations and language of the culture. With time, and information, you assimilate into the new place. You start to learn some basic greetings and phrases, practice daily customs, and, eventually, with persistence and diligence, become more like a native.
When you undertake a Lean journey, at first it may feel this foreign. The terms are new. The business practices may seem strange or counterintuitive. In this chapter, we fill you in on the basic principles of Lean, and tell you all about the seven forms of waste. This chapter provides a high-level view of Lean — like the travel guide you may read on the way to that exotic destination.
But there is a generally accepted framework for Lean practice and the related TPS elements, as well as the underlying foundational wisdom.
Collectively, they form a broad framework that includes everything from principles to methods and tools, leadership models, and even Lean thinking. Lean always starts and ends with the customer. The customer is the one who defines and determines value of the product and service. The Value Stream is used in Lean to describe all of the activities that are performed and information required, in order to produce and deliver a given product or service.
To create value in the most effective way for the customer, you must focus on improving flow, applying pull, and striving for perfection. Understanding customer value The fundamental premise for all Lean organizations, and the first step of any Lean undertaking, is to identify the customer and what the customer values. What does the customer really want?
What does the customer want today? What will the customer want tomorrow? Technology, markets, and demographics all change customer behavior. Can you imagine living without your mobile phone, the Internet, or e-mail? When you provide a product or service, you need to be tightly in step with and even slightly ahead of what your customer wants. Tools like Quality Function Deployment QFD help capture customer wants and translate them into standards that you can implement in the stream of activity that creates customer value — the value stream.
Chapter 2: The Foundation and Language of Lean 29 In Lean, the customer defines what behaviors in the value stream are value- added.
Payment is generally thought of in monetary terms, but it could include time or other resources. You can find more about customers, consumers, and value in Chapter 3. Consider pro- duce. You can now find just about all fruits and vegetables year-round. The apples may have more frequent-flier miles that you do! Value is delivered to customers through the value stream. In an ideal world, the value stream would consist only of value-added activities and the associ- ated flow of support information.
That is the ideal to aim for, but in reality, waste exists in some form in every process. After you understand what the customer values, the next step in Lean is to identify and analyze the stream of activities that creates that customer value.
In this analysis, you identify all the activities and events that occur to get the product or service to your customer. You also identify the information flow that supports the value-stream activities.
These activities and events may occur at your facility, or they may be upstream in supplier facilities or down- stream in distribution or delivery. Generally, a business begins its improve- ment efforts with what it controls directly, and later expands beyond its organizational boundaries. In Lean, you use a tool called the Value-Stream Map to capture and specify the activities, information, timing, and events in the value stream.
Value-Stream Mapping is an important activity, and we cover it extensively in Chapters 4 and 5. Then you identify the ideal state: How would the value stream look if you could do it all perfectly?
This ideal-state Value-Stream Map enables you to visualize what the value stream might look like with no waste — only value-added activities. After the current and ideal-state Value-Stream Maps are defined, a Lean team works to close the gap between the two states. The team conducts Kaizen continuous improvement activities that bring the two states closer together. Everyone in the organization is involved in Kaizen, both as individu- als and as part of teams.
In a Lean organization, Kaizen is performed as part of regular business practice. Chapter 6 addresses Kaizen in detail.
In order to design, develop, or deliver any product or service, there is an associated supporting flow of information. This information is captured in the Value-Stream Map. When you buy something, for example, inventory is decreased. In order to replenish the inventory, information must flow from the retail outlet to all the suppliers.
Some retailers, like Wal-Mart and Ahold, have implemented Business Process Management BPM systems so that from the minute you check out, the information is sent upstream and triggers reorders.
Maintaining flow When you turn on your tap, you expect to have a clean, consistent flow of water. You, the customer, expect flowing water on demand. The water supplier must maintain its equipment, verify the water quality, and ensure that the delivery system is safe and reliable.
The supplier has little or no room for mistakes. This is an example of a system of flow. In the Lean world, this concept of flow is applied to everything, including, and especially, discrete products and services. Ideally, from the time the first action is taken in the value stream, products and services never stop until they reach the customer. From the moment the customer asks for it, products and services make their journey through a set of only value-added activities until they reach their destination.
Think about that: What it would it take for a product or service to never stop — ever — in the process of moving from creation to consumption? In a product manufacturing environment, this would require that products be processed one at a time, with no excess inventory, no defects or rework, and no equipment breakdowns. The only hope of coming anywhere close to this ideal is to apply standard methods for production with minimal variation.
In Lean, this pace of value-stream production is known as the takt time a calcu- lated rate that marries the value of the customer demand with available work hours. Flow is not the natural way humans think. We tend to organize things in batches — not flow. Take a simple activity like bulk mailing, for example. What type of process would you use? Figure shows a flow chart for a batch process.
Now look at Figure , which shows that same process in as a single-piece flow. In single- piece flow, the documents are handled less, use less space, and are finished and able to be sent more quickly. You actually take less time, use fewer resources, and tie up less money in inventory producing your products when you operate from a flow perspective. Lean requires you to think differently. Throw out any preconceived notions about job boundaries, departmental organizations, or any other blocks that could prevent the implementation of Lean.
For flow to work, you must to eliminate defects, equipment breakdowns, backflows, and outages of any type. The key to your success is identifying these barriers in the context of your world. Instead of grouping things by similar functional activities, you group them as families of value creation.
In a manufacturing world, you look at common operations that parts would pass through, and organize modules of common equipment to produce a given family.
In a lab environment, you may form testing modules according to common batteries of test types. How might you reorganize your environment? Pulling through the system Products and services can be pulled through a system as a result of action by the customer, or they can be pushed through by virtue of an upstream process. In a Lean enterprise, you use a pull system.
The classic candy-factory scene from I Love Lucy is a perfect example of an unbalanced push system. At first, the chocolates arrive at the workstation at a slow enough rate that Lucy can place them in the packages. But then the belt speeds up, going faster and faster. The inventory has no place to go. Lucy, a worker who wants to do her best, tries to stay on top of it. But when it gets to be too much, she begins stuffing the candy down her shirt, in her mouth, wherever she can, all in an effort to not let them pass her station.
Why the belt sped up, the audience never knows. Or was it the whim of the scheduling department? Was it a test for the workers? Who knows? What we do know is that this was not a Lean process! Lean utilizes level scheduling practices to keep the system operating at a steady and achievable pace. Scheduling occurs with the process closest to the cus- tomer. As the customer consumes a product or service, the rest of the system is triggered to replenish what the customer has used.
One of the most common examples of a pull system is the local supermarket in fact, the supermarket was the source of inspiration for the pull system. A shelf space is labeled with a tag that contains information for a given prod- uct. A specified amount of the product will fit into the allocated space.
When the product level runs low, the empty space acts as a signal for the stockper- son to replenish the product. The tag contains the information about the product that belongs in the space. This same idea governs Lean manufacturing. The key notion is that work is performed only after the part is required downstream — after the space is created.
Kanbans can come in various forms — a card, container, or empty space. Regardless of the form, the kanban signal contains the product information and quantities required for the replenish- ment of inventory. Figure shows an example of a kanban system. Conceptual diagram of the kanban system Operational flow of production instruction kanban Operational flow of parts retrieval kanban A The operator carries A the kanban to retrieve replacement parts.
Production instruction kanban A is removed when an operator retrieves parts. The goal is to identify the level of technology and complexity that is appropriate for the need — that which will only add value to the information flow or the value stream. More recent technological advancements better support Lean practices. For example, kanban cards are now printed at supplier locations as inventory is relieved through point-of-sale systems.
A general rule for equipment availability in a pull system is that the equip- ment should be available for production 90 percent of the time and down for changeovers and maintenance 10 percent of the time.
When successfully implemented in conjunction with flow and perfection, pull systems result in higher inventory turns, reduced floor space, faster cus- tomer response, and improved cash flow.
Traditional sales and marketing practices need to be in step with the steady- state flow of the Lean enterprise. This artificially bull-whips the supply chain. The concepts of level selling and steady-state pricing support a more effective enterprise. Striving for perfection Lean is a never-ending journey. Although this may sound onerous, especially in a goal-driven society, the reality is that there is and always will be some- thing to improve.
Constant incremental improvements are achieved through Kaizen. We cover Kaizen in depth in Chapter 6. In its simplest form, Kaizen means that you improve something every day. It is both a philosophy and a methodology. Companies just beginning a Lean journey often use what are known as Kaizen events.
Kaizen events most often begin with workshops that offer a significant opportunity for the organization. When improvement is on a radical scale it is known as Kaikaku. Alternatively, the term Kaikaku may imply a complete change in technology or process methodology.
Eliminate waste in all that you do. Create a sus- tainable, thriving business for the long haul. Continually seek ways to better serve the customer.
Because of the close interre- lationship, you need to understand a little about TPS. Keep in mind that Lean and TPS are absolutely applicable across many indus- tries, well beyond the automotive manufacturing environments that form their heritage. This is the subject of Chapters 14 and This is not the case in the TPS environment. People are expected to engage fully, not only in their daily job functions, but also in the daily improvement activities.
People are strongly encouraged to use their creativity, and provide important and useful suggestions to eliminate problems and improve the value stream. It is through the people — workers and managers alike — that improvement happens. People work in their individual job assignments and as part of broader teams. The teams may be natural workgroups or may be formed for special projects. Whether acting as individuals or as part of a team, people are expected to regularly and routinely eliminate waste as part of their normal work.
In TPS, machines are always subordinated to man. Western approaches might value the resource costs of people versus equipment and conclude that the equipment might be more valuable than the person, but this is never so in TPS. People are always most important. Operational stability The foundation of the TPS is operational stability.
Operational stability means that variation within all aspects of the operations is under control. In order to have unobstructed flow, orders must be timely and accurate, schedules must be stable and leveled, equipment must run as planned, qualified staff must be in place, and standardized work must be documented and implemented.
No, but it does mean that your level of success will be reduced. One of the common mistakes that companies adopting TPS make is to not understand how TPS is a com- plete system, and how important holistic practices are to overall success.
The other common mistake is not paying enough attention to the people side of implementation. One method of visual management is known as andon a signal to alert people of problems at a specific place in a process.
The organization responds according to the signal shown; the response follows the documented standardized work practice. Other aspects of visual management include cross-training boards, produc- tion tracking, customer information stations, communication displays, and tool boards.
JIT means making only what is needed, when it is needed, and in the amount needed — no more, no less. In order for JIT to function, several techniques and practices uphold and strengthen the system. Pull systems and continuous flow in TPS map directly to the concepts of pull and flow in the Lean framework. Pull signals are used throughout the entire chain to trigger replenishment. Delivery schedules, milk runs a method of consolidating material shipments that includes the routing of trucks to collect materi- als from various suppliers based on kanban signals, fixed routes, and fixed times for material, and container strategies are all coordinated to provide the most effective solution for the JIT system.
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