A3 problem-solving report process, 380
A3 problem-solving story, 381
A3 report, 351, 353, 376–390
disadvantage/difficulties, 387
example (completed A3), 384–385
final reporting, 380
formatting tips, 382–383
narrative explanation, 386–387
outline, 381–382
proposal stage, 379–380
reflection, 388–390
status reporting, 380, 381
Absenteeism, 117
Accountability, 367
Action plan, 364–371
Action plan summary, 367–368
Adjustment period, 134, 136
Adjustments to solution/action plan, 371
Adler, Paul, 111
Agillence optimization engine, 204
Agreement on a standard, 97
Aircraft repair flow (naval air depot), 85–89
Aisin, 283
Always satisfy the customer, 102
Analysis paralysis, 153
Andon,10, 177, 178
Araco, 279
Assembly line, 182–183
Assimilation process, 246–247
Assistant general manager, 223
Assistant manager, 223, 224
Assistant staff, 224
Associate staff, 224
Attendance policies, 117
Auditing, 134–135, 452–454
Automation, 205–207
Automotive benchmarking tours, 199
Awareness of customer requirement, 47
BAMA, 290
Based model, 46
Baseline for continuous improvement, 135
Basic leveled schedule, 151–156
Basic principles (seeToyota Way principles)
Batch and scheduled push, 104
Battenberg, J. T., III, 297
Benchmarking tours, 199Big box mentality (material handling), 68–71
Big waste, 60
Bird’s-eye drawing of work area, 62
Black Belts, 398
Blaming the operator, 96
Boeing, 429
Boundary samples, 120
Brainstorming, 357, 358
Bubble, 148
Buffer, 97, 183
Build to order, 145
Building ahead, 97
Cabbage patch approach, 316
Case examples:
aircraft repair flow (naval air depot), 85–89
big box mentality (material handling), 68–71
consolidating waste activities, 65–67
cross dock, 201–203
Denso’s efficient factory value stream approach,
420–423
error proofing, 187–190, 191–193
extracurricular work activities, 261
flow-order processing, 105–107
isolating variability, 76–77
kaizen (Georgetown plant), 314–321
lean supply chain (Delphi), 297–302
leveling, 163–166, 167–168
operational availability, 72–74
“outdated” technology, 199–200
overproduction, 84–85
pull, elements of, 95–96
right-sized technology, 208
selecting leaders, 235–237
sequence pull system—engineering, 104–105
single piece flow (short cycle time jobs), 92–94
six sigma changeover reduction, 404–406
standardization, 132–133
stopping the line, 175–176, 184
tale of two pistons, 439–448
technology, 199–200, 201–203, 208, 213–215
Tenneco, Smithville, 399–401, 413–417
visual standards, 140–141
Case studies, 25
CATIA, 213–215
Causes of errors and or omissions, 194–195
CCC21, 289Index
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