	Lean Techniques This is a modified list of Lean techniques that we feel would be most suited for small businesses. This is not to say that there are many other useful and important lean techniques out there, but it does depend on the circumstances in question. 5S & Visual Management This is generally referred to as a useful starting point for lean analysis as is regarded as good “housekeeping”. It is the best starting point for good workplace organisation. It also uses the approach of visualisation of good working practices, based on the premise that when things look right, they generally are so. The components of 5S are: sort (clear out), straighten / store (configure & visual controls), sweep /shine (clean and check), standardise (eg checklists), and systematise / sustain (making it custom and practice). A particular example of visual management is that of Error Proofing (Poka-Yoke) to reduce the opportunity for errors to occur. Value Stream Mapping. A value stream is a set of interlinked activities that connects inputs to outputs in the context of a process map. The map is a method of documenting these activities and identifying the characteristics of the map, including measurable attributes. This then provides for detailed analysis to improve the value stream. Associated techniques include flowcharts (mapping activity and decisions to reduce waste and delays) and spaghetti diagrams (mapping physical movement to reduce it to the minimum). Cause & Effect Diagram (CE) Sometimes called the "fish-bone" diagram – this method makes it easy to see how a given result came about from a number of root causes (and avoid getting sidetracked into symptoms). Most problems have recurring causes – in manufacturing, typical examples include manpower, materials, methods, machines and measurement (the 5Ms) while in services, typical examples include people, provisions, procedures, place, and patrons (the 5Ps). Another analytic method is the use of the 4Ws, namely What, Why, When and Where. The 5 Whys This is a simple and effective tool to provide increased understanding of an issue and to identify the root cause of an issue. Put simply one asks the question why? 5 times on a given issue. Run & Control Charts Statistics can have a valuable role to play in lean techniques. A run chart is a graph that displays observed data in a time sequence. A control chart is a special form of a run chart in that it can identify significant change to be distinguished from the natural variability of a process. Control charts are generally running records of the performance of a process over a period of time and contain a lot of information on potential and actual improvements. They help to identify patterns of causes at work in a process. Key data include the mean, range and standard deviation. One can measure the central tendency of a process over time or the spread of / variability in a process over time. The type of data used is generally either measurements or counts (of occurrences or pieces). A process is in control if the variations in the process can be managed by means of key process parameters / variables. Pareto Charts & Histograms These statistical techniques involve non-time dependant analysis of data. Pareto analysis is used to rank non-numerical or qualitative categories in terms of frequency of occurrences, starting from top to bottom, with the most frequent. This helps in the identification of the most serious occurrences of problems (in general) in both a physical sense and in terms of cost. Histograms on the other hand are used to provide a picture as to how data from a process attribute / variable is distributed, again in terms of frequency – they are used to plot the density of data. A histogram displays numbers in a way that makes it easy to see the central tendency and dispersion and to compare that to requirements. Histograms are useful in analysing changes in process variables, especially over time and helps in gaining insights into the structure of a process. Total Productive Maintenance (TPM) / Management of Physical Assets Physical assets are often an integral part of a process / value stream. The standard PAS55 deals with the management of the entire life cycle of such physical assets, whether that be buildings, fixtures, equipment or other physical assets and deals with this at an overall level within an organisation and at the process level within the context of Lean Management. Maintenance involves a step beyond cleaning that focuses on maximising the life of equipment and physical assets. TPM seeks to maximise asset effectiveness by minimising downtime and optimizing output. Wherever equipment is used in Lean work, "Overall Equipment Effectiveness (OEE)" measures equipment effectiveness in terms of availability of the equipment, its throughput, and quality. A3 Problem Solving Methodology This is the Lean version for problem solving. It adopts a "storytelling" approach, so that it incorporates a group approach with good communication tools as part of the method. It employs visual methods to share information and thinking – to condense key facts into meaningful visual shorthand / storytelling tools. A problem is defined as a barrier to an organisation achieving its goal. Describing the problem involves identifying the gap between current state and targeted performance as well as giving an appropriate background to the situation. Defining the problem well is really key to the proposed solution. (Root) Causes to the problem have to be identified and options selected. Some options will be better than others and the most optimal will need to be selected. This then is followed with an implementation plan with built-in check-up points to ensure that one is on target.

Lean Techniques

This is a modified list of Lean techniques that we feel would be most suited for small businesses. This is not to say that there are many other useful and important lean techniques out there, but it does depend on the circumstances in question.

5S & Visual Management

This is generally referred to as a useful starting point for lean analysis as is regarded as good “housekeeping”. It is the best starting point for good workplace organisation. It also uses the approach of visualisation of good working practices, based on the premise that when things look right, they generally are so. The components of 5S are: sort (clear out), straighten / store (configure & visual controls), sweep /shine (clean and check), standardise (eg checklists), and systematise / sustain (making it custom and practice). A particular example of visual management is that of Error Proofing (Poka-Yoke) to reduce the opportunity for errors to occur.

Value Stream Mapping.

A value stream is a set of interlinked activities that connects inputs to outputs in the context of a process map. The map is a method of documenting these activities and identifying the characteristics of the map, including measurable attributes. This then provides for detailed analysis to improve the value stream.

Associated techniques include flowcharts (mapping activity and decisions to reduce waste and delays) and spaghetti diagrams (mapping physical movement to reduce it to the minimum).

Cause & Effect Diagram (CE)

Sometimes called the "fish-bone" diagram – this method makes it easy to see how a given result came about from a number of root causes (and avoid getting sidetracked into symptoms). Most problems have recurring causes – in manufacturing, typical examples include manpower, materials, methods, machines and measurement (the 5Ms) while in services, typical examples include people, provisions, procedures, place, and patrons (the 5Ps). Another analytic method is the use of the 4Ws, namely What, Why, When and Where.

The 5 Whys

This is a simple and effective tool to provide increased understanding of an issue and to identify the root cause of an issue. Put simply one asks the question why? 5 times on a given issue.

Run & Control Charts

Statistics can have a valuable role to play in lean techniques. A run chart is a graph that displays observed data in a time sequence. A control chart is a special form of a run chart in that it can identify significant change to be distinguished from the natural variability of a process. Control charts are generally running records of the performance of a process over a period of time and contain a lot of information on potential and actual improvements. They help to identify patterns of causes at work in a process. Key data include the mean, range and standard deviation. One can measure the central tendency of a process over time or the spread of / variability in a process over time. The type of data used is generally either measurements or counts (of occurrences or pieces). A process is in control if the variations in the process can be managed by means of key process parameters / variables.

Pareto Charts & Histograms

These statistical techniques involve non-time dependant analysis of data. Pareto analysis is used to rank non-numerical or qualitative categories in terms of frequency of occurrences, starting from top to bottom, with the most frequent. This helps in the identification of the most serious occurrences of problems (in general) in both a physical sense and in terms of cost. Histograms on the other hand are used to provide a picture as to how data from a process attribute / variable is distributed, again in terms of frequency – they are used to plot the density of data. A histogram displays numbers in a way that makes it easy to see the central tendency and dispersion and to compare that to requirements. Histograms are useful in analysing changes in process variables, especially over time and helps in gaining insights into the structure of a process.

Total Productive Maintenance (TPM) / Management of Physical Assets

Physical assets are often an integral part of a process / value stream. The standard PAS55 deals with the management of the entire life cycle of such physical assets, whether that be buildings, fixtures, equipment or other physical assets and deals with this at an overall level within an organisation and at the process level within the context of Lean Management. Maintenance involves a step beyond cleaning that focuses on maximising the life of equipment and physical assets. TPM seeks to maximise asset effectiveness by minimising downtime and optimizing output. Wherever equipment is used in Lean work, "Overall Equipment Effectiveness (OEE)" measures equipment effectiveness in terms of availability of the equipment, its throughput, and quality.

A3 Problem Solving Methodology

This is the Lean version for problem solving. It adopts a "storytelling" approach, so that it incorporates a group approach with good communication tools as part of the method. It employs visual methods to share information and thinking – to condense key facts into meaningful visual shorthand / storytelling tools.

A problem is defined as a barrier to an organisation achieving its goal. Describing the problem involves identifying the gap between current state and targeted performance as well as giving an appropriate background to the situation. Defining the problem well is really key to the proposed solution. (Root) Causes to the problem have to be identified and options selected. Some options will be better than others and the most optimal will need to be selected. This then is followed with an implementation plan with built-in check-up points to ensure that one is on target.