The point-of-use provider, also known as Mizusumashi, water strider, or water spider, is a worker that supplies material to the point of use. Similar to a waiter bringing food and drinks (and beer 🙂 ) to the customer, the point-of-use provider brings material to the workers. The latter, however, merely refills materials rather than custom orders. This point-of-use provider fulfills an important role between the inventory and the final point of use. Let me give you the details: Continue reading Introduction to Point-of-Use Providers (or Mizusumashi)
The methods of lean have been adapted to a wide variety of industries, from military to healthcare, from government to banking. One of these industries is lean construction, where it’s applied to the construction industry. In this post I would like to give you an overview of the similarities and differences, and how to adapt lean methods for construction. Continue reading Lean Construction
In my last two posts I talked a lot about what jidoka is, and the underlying philosophy. Many articles do so. But there are almost no actual examples out there of jidoka. But without examples it is difficult to really understand a concept. A great historic example of this is the Toyoda Model G automatic loom from 1925. This is well known, but here I would like to show you how it connects to jidoka. I will also give you a more modern example of a product that you may even own.
In my last post I explained what jidoka is (at least in my view). The key part is to stop the line for any irregularity, and resolve the problem. Also try to make sure this irregularity does not happen again. However, this definition is far from universally accepted, and there are many different opinions. Here I will try to show the philosophical idea behind Jidoka as one of the two pillars of the Toyota Production System (the other is JIT). Continue reading The Philosophy and Practicality of Jidoka
Jidoka is a term commonly used in lean manufacturing, and widely considered one of the pillars of the Toyota Production System, the other being Just in Time (JIT). However, while the word jidoka is often used to impress others, the ideas behind it are much less frequently found outside of Toyota. Maybe this is because so many people interpret jidoka differently. In this first post of a three post series on jidoka, we look at what jidoka actually is. Continue reading What Exactly Is Jidoka?
This post is the third in this series on how Toyota plans standard work. The first one was the production capacity sheet to define what capacity you have available. The second one was a standard work combination table to define when the operator is doing what. Finally, the third of the “famous three slips”, presented in this post, is a standard work layout sheet to help the layout and arrangement of the machines. Continue reading Toyota Standard Work – Part 3: Standard Work Layout
Toyota has a nifty way to plan the work of an operator using their standard work charts. In my last post I explained the production capacity sheet to define what capacity you have available. In this post we will talk about the second of the “famous three slips”, the standard work combination table to define when the operator is doing what. A subsequent post will show a standard work layout sheet. Continue reading Toyota Standard Work – Part 2: Standard Work Combination Table
Toyota is excellent with their standard work. They use a series of worksheets to simplify the creation of these standards. These are sometimes also know as the “famous 3 slips”. The first one is a production capacity sheet to define what capacity you have available. The second one is a standard work combination table to define when the operator is doing what. The third one is a standard work layout sheet to help with the layout and arrangement of the machines. While there are many different ways of doing this, I like the Toyota approach. Since this is a larger topic, I’ve broken it into multiple blog posts. Lets start with the Production Capacity sheet. Continue reading Toyota Standard Work – Part 1: Production Capacity