On Lean is a collection of short thoughts on Lean concepts. Enjoy thumbing through.

1. On LEAN
Short fresh reflections on Lean Concepts
by Tom Curtis

2. On LEAN
A power comes in thinking new thoughts
about familiar things. This book attempts
that with fundamental Lean concepts. The
goal is to spark new thoughts for the
reader. Capture them as they come. This
book does not need to be read in sequence.
Please enjoy.

3. Waste does not ever rest Waste wastes
Waste is a pest Waste fosters error
Waste is tiring Waste kills Waste is sloppy
Waste multiplies Waste creates friction
Waste loves misery Waste is a virus
Waste is sneaky Waste signals opportunity
Waste grows undetected like the grass
Waste is the enemy of goodness
Waste is loss On WASTE Waste ruins

4. On ERROR-PROOFING
Error- Error-
Error-
Error- proofing proofing is
proofing must
proofing may be requires applicable
not impede
nudging creativity everywhere
function
Error-
proofing
prevents
pain Error-
Error- Error- proofing at
Error-
proofing may proofing may it's best is
proofing is an
be a be proactive nonintrusive
art
reminder

5. On FLOW
Flow may not be one piece Flow may be manual
Flow must be wanted
Flow may not always look the same
Flow can erode
Flow is harder than it looks
Flow may need to be aided for a time Flow is constant
Flow requires planning and constant monitoring
Flow requires stabilization first Flow must be created
Flow must be maintained

6. Mapping
Mapping reveals
hidden Mapping
reveals reveals
knowledge activities
inventory
gaps
Mapping
reveals process
Mapping disconnects Mapping
reveals info reveals
flow waste
Mapping
reveals much
about the
mappers
Mapping Mapping
reveals reveals
frustration hopes
Mapping reveals a united basis to speak and improve the process
On Value Stream
Mapping

7. Pull works like pulling a rope, inventory follows the demand
Pull is helps conserve cash
Pull usually means it is already sold
Pull replaces forecasting
Pull keeps inventory in it's cheapest state
On PULL
Pull builds the production schedule
Pull is the elimination of waste
Pull works up the supply chain
Pull keeps inventory right
Pull comes from the Customer

8. re in SM
de pu th ter ED
si zz e na i
ch l s s a
SM g l
ED lik ni e an te b
is e ng
a ge ps ou
of cr ov to t m
te
n be ea SM er o o
yo tiv ED or uts vin
nd ity re se ide g
th an qu t- o
e d ire up f
SM ha p th s
id ED nd ro in
fr en s ce ki
om ti ee ss ng
fy k at
un n s
e fi
st ne ce rs
ep ce ss t t fix
s ss ar o
On SMED
ou tu
ar y
SM y
in ts re
tr id o
ED SM od e r
to a ED uc jig too
pr ev pp
oc er lie
of es or l
te an
es y s n
s
en SM
st s E
re a
ep u D SM co pr
s re m ED nst oce
ar th us
e at t is ruc ss
m n
is o m p ab tin
se
ou g
d
an ro
t
m
SM uf ce
in S ED n ac ss
i on tu
to mi ME
ap rin
ge zin D i
pl g
SM ac t t g w s a
ie
s
b
de a
gr re ED tiv he h bo
SM co pr
oc to
ou ed is ity re at ut
ED ns e
tr s
Ka n in a do qu is d
is uc s
iz d f g ne ire on
ab tin
en or d e ou g
t

9. On STANDARD WORK
Standard Standard Standard
Standard
Work Work Work be
Work eases
preserves moves past easily
training
knowledge blaming accessible
Standard Standard Standard
Stand Work
Work Work must Work should
provides
facilitates be reviewed be owner by
consistency
auditing frequently the doer
Standard Work Standard Standard
Standard
surfaces Work makes Work provides
Work aids
hidden public the basis for
Yukoten
activities procedure Kaizen

10. JIT
JIT is like JIT is never is a crown
clockwork luck jewel of
Lean
JIT
can't
JIT prevents JIT hallmarks standalone
waste flow
JIT is inventory
poetry
JIT requires
On JIT

11. Kanban
Kanban can
Kanban is a must be Kanban Kanban
be a wide
signal for recalculated followed levels must
variety of
something often to minimizes be tightly
items or
to happen keep waste audited
objects
improving
On Kanban
Kanban Kanban
Kanban Kanban
cannot must make Kanban
must leave should be
succeed as sense, must aid
no doubt as set with
a stand though flow or it
to what is expiration
alone should be must go!
to be done dates
principle stretching

12. 5
5 why's is
why's can successful if
have root cause
multiple is found
branches
5
why's
always
5
pay off
5 why's help why's often
avoid treating surprise with
symptoms
On 5 why's results and
impact
5 why's
5 why's
conducted
require no
without an open
extensive
mind may miss
tools or
root cause training

13. On KAIZEN
Kaizen always requires effort Kaizen is for the better
Kaizen plays at all levels Kaizen is contagious
Kaizen can unstick thinking Kaizen creates momentum
Kaizen must be followed by standardization Kaizen builds
Kaizen does not have to be large Kaizen is an attitude
Kaizen feeds the soul Kaizen is always possible
Kaizen changes our thinking Kaizen requires seeing
Kaizen requires guts Kaizen sets free Kaizen fosters flow

14. Andons Andons
Andons provide Andons in
need to be review can be used
information without quantity equal
and audited in new
words no andon
periodically ways
Andons provide
indications of normal
or abnormal
On ANDONS
Andons
must have common
meaning or they
create waste
Andons must Andons can be
Andons can
be simple to conditional
be inexpensive
understand formatting

15. On YOKOTEN Yokoten must be carefully
planed, executed, and
followed-up
Yokoten not
practiced is waste
Yokoten requires the
Yokoten fuels
discipline of having
further Kaizen
stabilized before sharing
Yokoten is a hands on way to
knowledge share Yokoten requires that
improvements made in the new area
be made in the prior as well

16. On VALUE
Value is defined the CUSTOMER of the step or process
Value is what will be paid for
Value must be added at each step in the process
Value must be our key goal
Value can be defined differently for different customers
Value can change and must be monitored
Value addition is the purpose of a process

17. Takt Takt Takt Takt Takt Takt Takt
is is is cuts may can takes
rhythm even discipline waste feel slow change guts
On TAKT

18. On A3's
A3's
improve communication A3's should be A3's foster
between organization visible to all discussion
levels
A3's were A3's work on A3's helps
named for a one page document, clarify, and
paper size solve problems
A3's require
A3's not
documented actions
followed up on are
with owners and dates
scratch paper
for follow up

19. TP TP TP
M
T
M M
P
fo m w
M
i
cu ak or
nc
ki
l
se es ng
s
ud
w
es
on sur
e el
a
pr lf
u
th d
e un i
ev
ti
en pr ct
io
ng
tin oc ns
g es
TP is s lik
e
su is a
M es al
is fro w st
ag
ay
pl
an m s e
ne ev re cr
ew
d er ad
y
TP
ha to M
pp go is TP
en die M
in
On TPM g
ta ca TP
nd n M TP
ex be
er co es
do M
cis nd pr
e u no ev
fo cte re en
TPM makes everything else work better
rm d qu ts
ac fo ire pr
r ev
hin an sp e
s e yp ec ab
nt
ro ific le
ce sk
TPM is not a grand event, but many continuous small
ss il pa
ls in

20. On HEIJUNKA
Heijunka
Heijunka Heijunka requires Heijunka is Heijunka is
Heijunka
facilitates can exist efforts up a good frequently
requires
other lean outside of and down basis for not
saying no
practices the factory the value flow understood
chain

21. Please feel free to contact me with any feedback or suggestions at
ideamerchants@gmail.com or onimproving@blogspot.com
photo slide 3 by author