Exam 17: Lean Manufacturing

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Line balancing occurs when work is performed by each operator evenly over time with no peaks or valleys. Each worker or machine on the assembly line has work that fills the same amount of time, so no one or no machine is waiting for something to do or is having to rush to keep up.

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In most organizations, very few people truly understand the myriad of activities in a process that it takes to create a product or service. Process maps are powerful communication tools that provide a clear understanding of how business is conducted within the organization. Identifying and writing down the process in pictorial form helps people understand just how they do the work that they do. Process maps have the ability to accurately portray current operations and can be used to evaluate these operations. A process map also identifies the activities that have been added to the process over time in order to adapt older process to changes in the business. Once changes have been proposed, process maps are equally powerful for communicating the proposed changes to the process.

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Seiri (separate) For example: In my work area I would take away the things I don't need, like my CD's. I would only keep the printer, the computer unit, my work holding device, and the lamp.
Seiton (Arrangement/orderliness) For instance: In my work area I would rearrange the printer and the work holding device so that the arrangement had a better flow.
Seiso (cleanliness) For example: In my work area I would dust it regularly and throw out unnecessary scraps of paper.
Seiketsu (repeat 3 S's regularly) For example: I would make a point of 3 S's my work area every Friday afternoon.
Shitsuki (Discipline) For example: I would keep up with the program and perhaps expand it to other areas.