This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different Lean management frameworks and models. INCLUDED MODELS/FRAMEWORKS: 4P Model of Leadership Commitment 4 Steps of Jidoka 5 Needs Model for Good Supervisors 5 Principles of Lean 5S Maturity Model 5S Principles 5 Steps of SMED 5W 1H and ECRS Framework 6 Major Equipment Losses 6 Steps of Kaizen (Toyota) 8 Types of Waste 10 Rules of Kaizen A3 Problem Solving Process Cause & Effect Diagram Diamond Model of Leadership Development for Toyota Leaders Gemba Framework Gemba Process Hoshin Kanri Model House of Gemba House of Toyota Production System (TPS) Kaizen Event Process Leader Standard Work Lean Leadership & Kaizen Model Lean Levers for Waste Elimination Lean Management System (for effective Lean leadership) Lean Maturity Model Methods to Increase Productivity Mistake Proofing Process PDCA Cycle PDCA Problem Solving Process Primary Performance Measures Framework Role Structure in the Change Process Shingo Model for Lean Transformation Standardization Framework Theory of Constraints Total Productive Maintenance (TPM) Training Within Industry (TWI) Value Stream Mapping Visual Standards Waste Elimination Model To download this presentation, please go to: http://www.oeconsulting.com.sg

1. © Operational Excellence Consulting. All rights reserved.
This presentation is a collection of PowerPoint diagrams and
templates used to convey 40 different Lean management
frameworks and models.
Lean Management
Frameworks
Diagrams and Templates of Lean Management
Frameworks and Models

2. © Operational Excellence Consulting. All rights reserved. 2
Contents (1 of 2)
1. 4P Model of Leadership Commitment
2. 4 Steps of Jidoka
3. 5 Needs Model for Good Supervisors
4. 5 Principles of Lean
5. 5S Maturity Model
6. 5S Principles
7. 5 Steps of SMED
8. 5W 1H and ECRS Framework
9. 6 Major Equipment Losses
10. 6 Steps of Kaizen (Toyota)
11. 8 Types of Waste
12. 10 Rules of Kaizen
13. A3 Problem Solving Process
14. Cause & Effect Diagram
15. Diamond Model of Leadership Development for Toyota Leaders
16. Gemba Framework
17. Gemba Process
18. Hoshin Kanri Model
19. House of Gemba
20. House of Toyota Production System (TPS)
NOTE: This is a PARTIAL PREVIEW. To
download the complete presentation, please
visit: http://www.oeconsulting.com.sg

3. © Operational Excellence Consulting. All rights reserved. 3
Contents (2 of 2)
21. Kaizen Event Process
22. Leader Standard Work
23. Lean Leadership & Kaizen Model
24. Lean Levers for Waste Elimination
25. Lean Management System (for effective Lean leadership)
26. Lean Maturity Model
27. Methods to Increase Productivity
28. Mistake Proofing Process
29. PDCA Cycle
30. PDCA Problem Solving Process
31. Primary Performance Measures Framework
32. Role Structure in the Change Process
33. Shingo Model for Operational Excellence
34. Standardization Framework
35. Theory of Constraints
36. Total Productive Maintenance (TPM)
37. Training Within Industry (TWI)
38. Value Stream Mapping
39. Visual Standards
40. Waste Elimination Model

4. © Operational Excellence Consulting. All rights reserved. 4
The 4P Model of Leadership Commitment guides Toyota leaders in
thinking in the “Toyota Way”
Source: Liker & Meier, The Toyota Way Fieldbook, 2006
4P Model of Leadership Commitment
Problem Solving
(Continuous Improvement
& Learning)
People & Partners
(Respect, Challenge & Grow Them)
Process
(Eliminate Waste)
Philosophy
(Long-Term Thinking)

5. © Operational Excellence Consulting. All rights reserved. 5
The Five Needs Model for Good Supervisors defines the essential
knowledge and skills for effective shopfloor management
SKILL
Instructing
Leading
Improving
Methods
Work
Responsibilities
KNOWLEDGE
Five Needs Model for Good Supervisors
Source: Adapted from Training Within Industry (TWI) Programs

6. © Operational Excellence Consulting. All rights reserved. 6
The Five Principles of Lean guide organizations in the development
and improvement of a Lean enterprise system
1. Identify
Value
2. Map the
Value
Stream
3. Create
Flow
4.
Establish
Pull
5. Seek
Perfection
Source: James J. Womack and Daniel T. Jones

7. © Operational Excellence Consulting. All rights reserved. 7
The 5S principles provide a visual and disciplined approach to
workplace organization and improvement
5S Principles
Sort
Set In OrderShine
Standardize
Sustain

8. © Operational Excellence Consulting. All rights reserved. 8
Overall Equipment Effectiveness (OEE) can be improved by
eliminating the six major equipment losses
Source: Japan Institute of Plant Maintenance (JIPM)
Six Major Losses

9. © Operational Excellence Consulting. All rights reserved. 9
The Six Steps of Kaizen is a scientific method used by Toyota for
general problem solving and generating original ideas
1. Discover Improvement
Potential
3. Generate Original
Ideas
2. Analyze the Current
Methods
4. Develop an
Implementation Plan
5. Implement the Plan
6. Evaluate the New
Method
KAIZEN
Six Steps of Kaizen
Source: Kato & Smalley

10. © Operational Excellence Consulting. All rights reserved. 10
Eight types of waste exist in our processes which can be eliminated
to increase customer value
Over-production
Producing more than what
the customer needs
Inventory
Building and storing extra
services/products the
customer has not ordered
Transportation
Moving from one
place to another
Defects
Reprocessing, or
correcting work
Over-processing
Adding excess value
when the customer does
not require it
Motion
Extra physical/mental
motion that doesn’t add
value
Intellect
Not using employees full
intellectual contribution
Waiting
Employees waiting for
another process or
information
Waste
Eight Types of Waste
Source: Adapted from Taiichi Ohno

11. © Operational Excellence Consulting. All rights reserved. 11
Typical Flow of a Problem-Solving A3 Report
Current Condition
Analysis
Countermeasures
Effect Confirmation
Follow up Actions
Goal
Do, Check & Act
Background
Report Theme:
Plan
A3 Problem Solving Process
Source: Sobek & Smalley

12. © Operational Excellence Consulting. All rights reserved. 12
The six sources of variability in a system are used to understand root
causes (Manufacturing)
Manpower
Methods
Machines
(or Equipment)
Measurement
Output
Materials
(or Information)
Environment
Causes Effect
Source: Kaoru Ishikawa
Cause & Effect Diagram (Manufacturing)

13. © Operational Excellence Consulting. All rights reserved. 13
The Gemba Framework provides a holistic view of the key
determinants that impact business process performance
Source: Masaaki Imai
Gemba Framework

14. © Operational Excellence Consulting. All rights reserved. 14
Hoshin Kanri Strategy Deployment Process focuses and aligns the
organization to the core objectives of the business
Source: Yoji Akao
Hoshin Kanri Model
Senior
Management
Implementation
Teams
Middle
Management
 Vision
 Objectives
 Strategy
 Resources
 Action
 Schedule
Measures
Hoshin
Plan

15. © Operational Excellence Consulting. All rights reserved. 15
The House of Gemba provides a management framework for
achieving excellence in Quality, Cost and Delivery (QCD)
Profit
Management
Cost
Management
Quality
& Safety
Management
Logistics
Management
Worker’s
Operations
Equipment Products
& Materials
Standardization
5S
Muda Elimination
Morale Enhancement
QC Circles
Self-discipline
Suggestions
Teamwork
Visual Management
Information
Source: Masaaki Imai

16. © Operational Excellence Consulting. All rights reserved. 16
The House of TPS provides a holistic approach to improving speed
and quality
Source: Adapted from Toyota Production System
House of TPS
Stability
Heijunka Standardized Work Kaizen
Just-In-Time
• Continuous flow
• Takt time
• Pull system
• Flexible workforce
Jidoka
• Separate man &
machine work
• Abnormality
Identification
• Poka yoke
Goals:
highest quality,
lowest cost, shortest lead times
Involvement
Stability
Standardization
Just-In-Time
Jidoka
Involvement
1
2
3
4
5
1
2
3 4
5

17. © Operational Excellence Consulting. All rights reserved. 17
A Kaizen Event is a team activity aimed at rapid use of Lean methods
to eliminate waste
1. Orientation
2. Understand
Current Situation
3. Develop Future
State Design
4. Make the
Improvements
5. Report &
Celebrate
Kaizen Event Process

18. © Operational Excellence Consulting. All rights reserved. 18
Leader Standard Work sustains and extends Lean’s gains
Lean
gains
Leader
standard
work
Improvement
Source: David Mann
Leader Standard Work

19. © Operational Excellence Consulting. All rights reserved. 19
Planned Maintenance
Lean management as a closed loop system creates process focus
and drives improvement
Process
Focus!
Source: David Mann
Lean Management System

20. © Operational Excellence Consulting. All rights reserved. 20
Parallel Implementations of Lean Production & Lean Management
System are essential to sustain a Lean culture
Leader
Standard
Work
Traditional Culture
Lean
Production
Daily
Accountability
Visual
Controls
Waste
Elimination
Waste
Identification
Lean CultureLean
Transformation
Lean
Management
System
Discipline
PDCA Cycle
Continuous
Improvement
Strategic
Tactical
Source: Adapted from David Mann
Lean Management System

21. © Operational Excellence Consulting. All rights reserved. 21
Methods to Increase Productivity
Methods to Increase Productivity
Source: Kato & Smalley

22. © Operational Excellence Consulting. All rights reserved. 22
A Mistake Proofing Process prevents or detects a specific error from
occurring or recurring
Select Process
Define Problems
Prioritize Opportunities
Find Root Causes
Create Potential Solutions
Select / Implement Solutions
Monitor / Standardize
Mistake Proofing Process
Source: Shigeo Shingo

23. © Operational Excellence Consulting. All rights reserved. 23
The Plan-Do-Check-Act (PDCA) Cycle provides a systematic approach
to process improvement
ACT
CHECK
DO
PLAN
Establish objectives
and processes
necessary to deliver
results in accordance
with customer
requirements
Monitor, measure,
analyze and report
results
Improve process
performance
Implement
the processes
Source: Adapted from W. E. Deming
PDCA Cycle

24. © Operational Excellence Consulting. All rights reserved. 24
PDCA problem solving process
Select the Theme
Plan the Schedule
Grasp the Present Situation
Establish the Target
Analyze the Cause & Identify Corrective Action
Implement Corrective Action
Evaluate the Result
Standardize & Follow-up
PLAN
ACT
CHECK
DO
1
2
3
4
5
6
7
8
PDCA Problem Solving Process

25. © Operational Excellence Consulting. All rights reserved. 25
The Primary Performance Measures are inherently linked and any
impact on one measure will have an influence on another
Primary Performance Measures Framework
Cost
Customer
Service
QualityProductivity
Source: Liker & Meier, The Toyota Way Fieldbook, 2006

26. © Operational Excellence Consulting. All rights reserved. 26
Source: The Shingo Prize
The Shingo transformation process is a methodology for accelerating
a personal and enterprise-wide transformation to a culture of
operational excellence
The Shingo Model for Operational Excellence
Results
Enterprise Alignment
Continuous Process
Improvement
Cultural Enablers
Create Value for the Customer
Measure what Matters
Align Behaviors with Performance
Identify Cause & Effect Relationships
See Reality
Focus on Long-term
Align Systems
Align Strategy
Standardize Daily Management
Stabilize Processes
Relay on Facts & Data
Standardize Processes
Insist on Direct Observation
Focus on Value Stream
Keep it Simple & Visual
Identify & Eliminate Waste
No Defects Passed Forward
Integrate Improvement with Work
Assure a Safe Environment
Develop People
Empower & Involve Everyone
Create Constancy of Purpose
Think Systematically
Focus on Process
Embrace Scientific Thinking
Flow & Pull Value
Assure Quality at the Source
Seek Perfection
Lead with Humility
Respect Every Individual
GUIDING PRINCIPLES SUPPORTING CONCEPTS
ADMINISTRATIONSUPPLY
OPERATIONS CUSTOMER
RELATIONS
PRODUCT &
SERVICE
DEVELOPMENT

27. © Operational Excellence Consulting. All rights reserved. 27
The Framework of Standardization defines the practice of setting,
communicating, following, and improving standards and standard work
The practice of setting,
communicating, following, and
improving standards and standard
work
A rule or example that
provides clear explanations
A set of work procedures that
establish the best and most
reliable methods and sequences
for each process and each worker
Standardization
Standard Work
Standards
Standardization Framework

28. © Operational Excellence Consulting. All rights reserved. 28
1. Identify the Constraint
2. Exploit the Constraint
3. Subordinate everything
to the Constraint
4. Elevate the Constraint
5. Repeat for the new
Constraint
The Theory of Constraints (TOC) Model defines the five focusing
steps which will strengthen the chain
Theory of Constraints Model
Source: Eliyahu M. Goldratt

29. © Operational Excellence Consulting. All rights reserved. 29
The Total Productive Maintenance (TPM) model provides a structured
framework to improve Overall Equipment Effectiveness (OEE)
TPMintheOffice
Safety&Environmental
Management
AutonomousMaintenance
PlannedMaintenance
FocusedImprovement
EarlyEquipment
Management
QualityMaintenance
Education&Training
5S & Visual Management
TPM Goals:
Zero Defects, Zero Breakdowns,
Zero Accidents
Source: Japan Institute of Plant Maintenance (JIPM)
TPM Model

30. © Operational Excellence Consulting. All rights reserved. 30
All components consist of 4 Steps
JobMethods(JM)
TWI
TWI Framework
The Three Core Components of the TWI Framework – Job Instruction
(JI), Job Methods (JM) & Job Relations (JR)
Source: Graupp & Wrona

31. © Operational Excellence Consulting. All rights reserved. 31
• Creates an end-to-end view of the system
• Demonstrates interaction between material/work and information flow
• Provides a common visual language for understanding a complex system
Supplier
Management
Control
Customer
Work & Information Flow
Information flow
Value stream mapping provides an overview of the end-to-end
business process and highlights opportunities for waste elimination
Value Stream Map

32. © Operational Excellence Consulting. All rights reserved. 32
The Waste Elimination Model emphasizes the relationship between the
primary principle of lean and the method for achieving the objective
Waste Elimination Model
Source: Liker & Meier, The Toyota Way Fieldbook, 2006
Philosophy
Waste Elimination
Principle
Create Continuous Process
Flow
Strategy
Create Independent
“Connected” Processes
Method
Pull System
Reason
Problems Are Surfaced
Quickly and Are Critical
Effect
Problems Must Be
Corrected Quickly
Control Method
Utilize Visual Controls So That
No Problems Are Hidden
Lean Tools
Kanban, Supermarkets, Defined
FIFO Lanes
Performance Measure
Reduced Lead Time
Result
Waste Is Reduced!

33. © Operational Excellence Consulting. All rights reserved.
About Operational Excellence
Consulting

34. © Operational Excellence Consulting. All rights reserved. 34
About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
• The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
• OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

35. © Operational Excellence Consulting. All rights reserved.
To download this presentation,
please visit us at:
www.oeconsulting.com.sg
END OF PARTIAL PREVIEW