The Lean Toolbox A Handbook For Lean Transformation -

| Principle | Tool / Concept | Description | |-----------|----------------|-------------| | Go See | | Go to the actual place, see the actual thing, get the actual data. | | Ask Why | 5 Whys | Root cause analysis by repeating “why” five times. | | Start Small | Kaizen | Continuous, incremental improvement by every employee. | | Visualize | Visual Management | Make problems and status obvious to everyone. | 3. Phase 2: Problem-Solving Tools | Tool | Best For | How It Works | |------|----------|---------------| | PDCA (Plan-Do-Check-Act) | Any improvement cycle | Systematic hypothesis testing. Plan → Do small test → Check results → Act to standardize or adjust. | | A3 Problem Solving | Complex problems (1-2 months) | A single 11x17” sheet telling the story: background, current state, root cause, countermeasures, confirmation, follow-up. | | 8D Report | Supplier/customer complaints | 8 disciplines of team-oriented problem solving. | | Fishbone Diagram | Identifying root causes | Categories: People, Process, Equipment, Materials, Environment, Measurement. | | Pareto Chart | Prioritizing which problem to fix | 80/20 rule: 80% of effects come from 20% of causes. | 4. Phase 3: Process Improvement Tools | Tool | Best For | How It Works | |------|----------|---------------| | Value Stream Mapping (VSM) | Seeing the whole flow | Map current state (material + info flow) with process boxes, data boxes, and timelines. Calculate takt time , cycle time , lead time , % Complete & Accurate . | | Spaghetti Diagram | Physical movement waste | Draw the actual path a person or product takes. Count steps/distance. | | Standard Work | Creating consistency | Three elements: Takt time, work sequence, standard in-process stock. Use Standard Work Combination Sheet and Work Balance Chart . | | 5S | Workplace organization | Sort → Set in order → Shine → Standardize → Sustain. | | Kanban | Pull systems | Visual card system that signals when to produce or move material. Limits work-in-process (WIP). | | SMED (Single-Minute Exchange of Die) | Reducing changeover time | Separate internal (machine stopped) from external (while running) setup; convert internal to external; streamline all steps. | | TPM (Total Productive Maintenance) | Equipment reliability | Six big losses (breakdowns, setup, idling, reduced speed, defects, yield). Measure OEE (Overall Equipment Effectiveness = Availability × Performance × Quality). | 5. Phase 4: Quality Tools (Built-in Quality) | Tool | Best For | How It Works | |------|----------|---------------| | Poka-Yoke (Error Proofing) | Preventing defects at source | Devices that stop the process or alert the operator if a condition is not met (e.g., limit switches, guide pins, checklists). | | Andon | Real-time problem alert | Cord or button that stops the line. Lights indicate status (green = normal, yellow = support needed, red = stop). | | Control Chart | Process stability | Upper/lower control limits. Detect special cause variation vs. common cause. | | Cpk / Ppk | Process capability | How well your process meets specifications relative to natural variation. | | FMEA (Failure Mode Effects Analysis) | Risk prevention before launch | RPN = Severity × Occurrence × Detection. Prioritize high RPN items. | 6. Phase 5: People & Culture Tools Without respect for people, tools fail.