Overview of Key Lean Tools

Defect-Overproduction-Waiting-Nonutilization of talent-Transportation-Inventory-Motion-Excess Processing(Rework)

Lean Tool Definition Where to Use Example Outcome Limitations
Organize the
May fail if not
workplace into five Any workplace for Organizing tools on a Improved workplace
regularly maintained
5S steps: Sort, Set in organization and shop floor for easy organization, safety,
or if employee buy-in
Order, Shine, cleanliness. accessibility. and efficiency.
is low.
Standardize, Sustain.
Continuous Improving assembly Requires cultural
Increased productivity
improvement through Any process needing line efficiency by change; may be slow
Kaizen and reduction of
small, incremental regular improvement. adjusting workstation to deliver significant
waste.
changes. layouts. results.

Visual tool to map and Identifying Improved process

Time-consuming and
Value Stream analyze the flow of Manufacturing, bottlenecks in the understanding and
complex for large or
Mapping (VSM) materials and service processes. production of a car elimination of non-
diverse processes.
information. engine. value-adding steps.

Using a Kanban board Ineffective if demand

A visual system for Enhanced workflow
Manufacturing, IT, to track project tasks is highly variable or if
Kanban managing work and visibility and reduced
and service industries. in software priorities frequently
inventory. overproduction.
development. change.
Producing only what High-volume Delivering car parts to Vulnerable to supply
is needed when it is manufacturing or an assembly line just Lower inventory costs chain disruptions;
Just-In-Time (JIT)
needed to reduce supply chain before they’re and reduced waste. requires accurate
inventory. management. required. demand forecasting.
High initial costs for
Preventive Scheduling routine
Manufacturing plants Increased equipment implementation;
Total Productive maintenance to maintenance to
with critical uptime and reduced requires consistent
Maintenance (TPM) improve equipment prevent machine
equipment. maintenance costs. monitoring and
reliability. breakdowns.
training.
Standardizing a Can limit flexibility
Documenting best Repetitive tasks in
Consistent quality and and creativity in
process for welding
Standardized Work practices to ensure production or service
parts in automotive
improved efficiency. dynamic
consistency. industries.
production. environments.
Systems designed to May not address all
Any process prone to Adding a sensor to
Poka-Yoke (Error prevent or Fewer defects and possible errors; high
human or machine ensure caps are placed
Proofing) immediately identify improved quality. implementation costs
errors. correctly on bottles.
errors. for complex systems.
Observing work
A manager visiting the
processes in their Better process insights Can be perceived as
Any workplace or shop floor to observe
Gemba Walk actual location to and stronger employee micromanagement if
process. assembly line
identify improvement engagement. not handled carefully.
operations.
areas.
A strategic planning Setting yearly Clear alignment of
Organizations needing Can be overly rigid;
approach aligning objectives for organizational
Hoshin Kanri long-term goal difficult to adjust to
organizational goals reducing production objectives with
alignment. short-term changes.
and actions. defects. actionable goals.
Ineffective with
Smoothing out the
High-volume Improved workflow highly fluctuating
Leveling production production schedule to
Heijunka production consistency and demand or
to reduce variability. avoid peaks and
environments. reduced lead times. unpredictable
valleys in demand.
processes.
Planning and testing a Effective problem Can be slow; may not
A cyclical method for Problem-solving and
PDCA (Plan-Do- new workflow for resolution and work well for urgent
problem-solving and continuous
Check-Act) inventory sustained or fast-changing
improvement. improvement.
management. improvement. problems.
SubhransuMohanty
Overview of Key Lean Tools
Defect-Overproduction-Waiting-Nonutilization of talent-Transportation-Inventory-Motion-Excess Processing(Rework)
Lean Tool Definition Where to Use Example Outcome Limitations
A structured problem- Identifying and May oversimplify
Complex problems Comprehensive
solving approach resolving a drop in complex issues;
A3 Problem Solving needing detailed problem-solving and
using a single-page product quality using requires skilled
analysis. better communication.
report. an A3 report. practitioners.
Using the 5 Whys to Time-consuming; can
Identifying the
Root Cause Analysis Any recurring issue or determine why a Long-term solutions lead to incorrect
underlying cause of a
(RCA) defect. machine keeps to recurring problems. conclusions without
problem.
malfunctioning. accurate data.
Reducing die-change Requires significant
SMED (Single- Manufacturing Increased equipment
Reducing setup or time on a stamping upfront analysis and
Minute Exchange of environments with utilization and
changeover times. press from 30 minutes investment in tools or
Dies) frequent changeovers. reduced downtime.
to 5 minutes. training.
Determining that one
The rate at which Ineffective if demand
widget must be Balanced production
products must be High-volume is highly variable or if
Takt Time produced every 2 flow and better
made to meet manufacturing. resources are
minutes to meet resource utilization.
customer demand. constrained.
customer orders.
Combines Lean and Reducing process Complex to
Industries needing Improved quality,
Six Sigma to reduce defects in implement; requires
Lean Six Sigma waste reduction and reduced defects, and
waste and process pharmaceutical significant training
quality improvement. minimized waste.
variation. manufacturing. and cultural change.
May oversimplify
Using visual cues to Workplaces needing Color-coded labels for Faster decision-
complex information
Visual Management communicate instant understanding different sections in a making and improved
or be ignored over
information clearly. of status. warehouse. communication.
time.
Requires immediate
A light or alarm
A system that alerts Immediate response to action from teams;
Assembly lines or indicating a quality
Andon when a problem issues and minimized ineffective without
manufacturing setups. issue on a car
occurs in the process. defects. proper training and
assembly line.
accountability.
High-level mapping of
Mapping the Clear understanding May lack sufficient
Suppliers, Inputs, Any process needing a
SIPOC production process for of process scope and detail for complex
Process, Outputs, and big-picture analysis.
a new product launch. stakeholders. processes.
Customers.
Arranging Difficult to achieve in
Ensuring products Processes needing workstations for Reduced lead times highly variable or
Continuous Flow move smoothly reduced wait times or seamless assembly of and increased customized
without delays. inventory. electronic throughput. production
components. environments.
Ineffective without
Techniques like FIFO Reduced inventory
Warehousing and Using FIFO to ensure accurate inventory
Inventory to optimize stock holding costs and
supply chain older stock is sold tracking; may not
Management Tools levels and reduce minimized
management. before newer stock. work with perishable
waste. obsolescence.
items.
May require frequent
Reassigning operators
Redistributing tasks to Production lines or Enhanced productivity adjustments; risk of
to balance work
Workload Balancing prevent teams with uneven and reduced employee overloading some
across production
overburdening. workloads. stress. workers during peak
stations.
times.
Automation with a
Manufacturing setups Stopping an assembly Improved product High initial setup
human touch to detect
Jidoka focusing on quality line when a defect is quality and faster costs and reliance on
and address defects
control. detected in a product. resolution of issues. operator vigilance.
immediately.
SubhransuMohanty