Interactive scene guides

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94 / 94 items

49. Lean workplace (Gemba).MBS Fourteen Value-Stream Questions and Flow-Tool Mapping

    1. Skip the questions and fix the wrong place
    2. Read one map before judging its pace
    3. Being adjacent does not make flow — test two stations
    4. Bridge the material gap with one card
    5. Turn observations into tickets; let the leader prioritize
    6. The map suggests; the leader sets priority
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50. Management systemMBS Kaizen Charter, Six Roles and Week Rhythm

    1. A charter that only says “reduce returns” leaves nobody able to pick it up
    2. Whichever charter block is missing lets a trap in
    3. Write the number and date; judge only on a full denominator
    4. Titles can combine; none of the six deliverables can drop
    5. A proposal can advance; the approved scope cannot change silently
    6. Three handoffs a day carry the morning’s deviations into the afternoon
    7. The same Day 4, a different job in each tool
    8. Completion is not sustainment
    9. Success factors need more than ticks; every gap needs a person
    10. Practice the method in ABS; approval and commitment stay with people
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51. Management systemKaizen Results Review and Sustainment Handover

    1. A finished presentation does not mean the next shift can run it
    2. Mismatched definitions make the rate meaningless
    3. Three runs on target are not a lasting result
    4. Done, tried and verified are three different things
    5. Miss one item and the gain slips back week by week
    6. A handover counts once the receiver has taught it back
    7. A booked date is not a sustained result
    8. Forms hold the record; handover and review stay with people
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52. Management systemMBS Seven Principles of Kaizen Week Preparation

    1. If preparation is incomplete before the opening, the gaps surface during the week itself
    2. Skip an item and the week stalls at that step
    3. Schedule: plan two months ahead and preparation gets a rhythm
    4. Targets: scale from the baseline, never subtract points
    5. Team: enough people is not every role, and all must be full-time
    6. Site: with any of four prerequisites missing, the trial cannot start
    7. Data: distinguish plant and line selection
    8. Resources: present is not enough, they must match this design revision
    9. Recording: make every step traceable
    10. Review: every item needs an owner and evidence before it goes to the approver
    11. Practise the seven checks in the course; the approver decides whether to open
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53. Leadership TransformationLeader Standard Work and Gemba Coaching

    1. Judging by averages and visit counts, coaching never reaches the work
    2. Agree: observe real work, not visit counts
    3. Observe: locate delays in five replenishments
    4. Coach: let the operator explain the judgment
    5. Demonstrate: handle six cards independently
    6. Trial: one change, clear limits and a stop
    7. Return: review results, capability and standards
    8. Handoff: route decisions to the right level
    9. Practice the method in ABS; the judgment at the work stays with people
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54. Management systemMBS Three-Dimension Metric Rating Model

    1. Without scoring, metrics reach the board by gut feel
    2. Impact: protect quality and delivery
    3. Refresh: match the business rhythm
    4. Sourcing: higher scores mean easier access
    5. Priorities: place 24 candidates on the matrix
    6. Handoff: four signals, four destinations
    7. Review: people judge differences across lines
    8. Ranking advises; the board and owners stay with people
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55. Logistics pullMBS PFEP Templates and the Six Logistics Fixes

    1. Without a plan per part, containers, aisles and delivery frequency are guesses
    2. Turn one part into a shareable plan
    3. One container from supplier to line
    4. Count four locations; separate remainders
    5. Place objects in twelve functional zones
    6. Make the flow smooth
    7. Bring parts within reach; switch bins
    8. Schedule delivery by the minute
    9. Keep speed, seconds and cart counts distinct
    10. How logistics roles hand work over
    11. Review all six fixes with evidence
    12. Practise the six-fix review in the course; people on site judge whether it is good enough
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56. Logistics pullMBS Pull Scheduling Modes — Five-Level PSI, N-Point, Follow / Order / Shared

    1. Orders issued at every break: upstream may build what downstream does not need
    2. Five-level PSI: hand demand down
    3. Product families: map the routes
    4. N-point: one release, upstream pull
    5. Follow: same sequence, fixed lead time
    6. Order: resequence, preserve deadlines
    7. Shared: merge demand, preserve ownership
    8. Mode handoff: one policy per process pair
    9. Practise the checks in the course; people on site choose the mode
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57. Lean workplace (Gemba).MBS Multi-Operator Changeover Scripts and Four-Step Improvement Order

    1. Two operators are ready. Why does the stop still take 420 seconds?
    2. See the hands to define each action
    3. Improve the action before buying equipment
    4. Schedule the new action for the real crew
    5. Trial the same script; return failure to its action
    6. Hand the tested version to the next shift
    7. Practice the method in ABS; the judgment at the machine stays with people
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58. Lean workplace (Gemba).MBS TPM Six Sources, Five-Fix Lubrication and Equipment 5-Why

    1. Small anomalies left unsorted and unverified come back as breakdowns
    2. Locate each finding; observation is not repair
    3. Compare oil-route conditions to explain the binding
    4. Actions reach the machine; standards reach the team
    5. Revisit the same point, then examine reliability
    6. Practice the method in ABS; the machine and the judgment stay with people
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59. Lean workplace (Gemba).Model Cell

    1. Without a trusted model cell, transformation has no starting point
    2. Pick the right line first, so the model is trusted
    3. Ask how many per day, then set takt and hands
    4. A curtain before a batch step keeps flow fed
    5. If one person can walk the cell, the layout is right
    6. Measure first, then write standards; fix slow changeover
    7. Bring material to the work, not workers to the warehouse
    8. Doing is not enough: someone must teach
    9. Line yield multiplies, and falls below the worst step
    10. Split equipment loss into time, speed and quality
    11. Explain hourly gaps today, assign on Monday
    12. Check all 57 elements; 28 are the floor
    13. No second cell until the first one holds
    14. Gates go to the system, who leads stays with people
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60. Variation ReductionMeasurement System Analysis

    1. How much of the variation is the ruler? Measure right first
    2. Spread the parts, shuffle the order, seal every reading
    3. Charts before percentages; two yardsticks for two uses
    4. Fix what falls short, then repeat until the gauge is usable
    5. Inspection standards are gauges; a failed gauge reopens past conclusions
    6. System: arithmetic and expiry. People: parts, blind trials, repairs
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