Checklist

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“The most important factors for success are patience, a focus on long term rather than short-term results, reinvestment in people, product, and plant, and an unforgiving commitment to quality.”

This is a quote from Robert McCurry, former Executive VP of Toyota Motor Sales. It’s a great quote which captures in broad brushstrokes some of the essential characteristics of successful lean companies: long-term thinking, a focus on developing people, and kaizen. At the same time, to companies struggling with short-term challenges, these words can seem like happy talk. Many of us feel like we need to take action now, ideally not at the cost of the long-term, people or quality but to see results today. This is a delicate balance. We need to think long-term, but act each day with urgency.



This has to begin with leadership. From Jeffrey Liker’s book The Toyota Way:

The biggest crisis a company faces is when the leaders believe there is no crisis or do not feel a passionate sense of urgency to continuously improve the way they work.

FC is an in-house lean manufacturing consultant who coordinates the training and implementation. Lean is new to this organization, with most of the focus being on 5S for the past two years, with a recent interest in the other aspects of lean. A few weeks ago FC asked in an e-mail whether we had a checklist to gauge the sense of urgency of the staff. We don’t have such a checklist.



Although by no means a full checklist on a sense of urgency, at a minimum I would ask the following of FC’s leadership:

read full article (by By Jon Miller ) on http://www.gembapantarei.com/

The many different ways of using control charts in both service and manufacturing applications may be summarized under five major headings. These five categories are arranged in order of increasing sophistication below.



The first of these is that of Report Card Charts. Report Card Charts are charts kept for the files. They may be occasionally used for information about how things are going, or for verification that something has or has not occurred, but they are not used in real time for operating or improving the processes and systems present. This is a valid but weak usage of control charts.

The next category consists of Process Adjustment Charts. Some product characteristic may be plotted on a control chart and used in a feedback loop for making process adjustments, or some input characteristic may be tracked and used in a feed-forward loop for the same purpose. In many cases these Process Adjustment Charts will result in substantially more consistent operations than was the case prior to the use of control charts. (This assumes that one will know how to properly adjust the process. In some cases such knowledge can only be gained by some of the following uses of control charts.) However, once this initial improvement has been achieved, Process Adjustment Charts simply strive to preserve the new status quo. The potential for dynamic and continual improvement is missing from this usage of the charts. Unfortunately, this seems to be the only usage considered in most of the articles recently published in the journals.



The third category is Process Trial Charts. These are charts used to analyze the data from simple experiments performed upon the process. This short-term usage of control charts is a simple and easy-to- understand alternative to the use of ANOVA and other statistical techniques. This usage is often found in
conjunction with the next category.

read this article on SPC press

Pie charts

• Bar charts
• Run Charts
• Radar Charts
• Scatter Plots
• Histograms
• Pareto Charts
• Normal Test Plots
• Process Capability Calculations
• Control Charts
• Relations Diagram
• Pathway
• Affinity Diagrams
• Brainstorms
• Building Consensus
• Cause and Effect Diagrams
• Flowcharts
• Force Field Diagrams
• Tree Diagrams

Try online scatter graph tool