Employee (Cont.):
required characteristics, 244
selection process, 243–246
suggestion program, 261–263
tips, 249, 252, 263
traps, 243, 254
Employee creativity, 36
Employee empowerment, 123–124
Employee participation, 258
Employee selection, 243–246
Employee suggestions, 261–263
Employee training, 247–258 (See alsoJob instruction
training)
Engineering—sequence pull system, 104–105
Engineering process, 267
Enterprisewide programs, 424–425
Environmental standards, 120
Equipment operation parameters, 121
Equipment verification, 121
Error proofing, 186–195
Examples (seeCase examples)
Excel, 335, 383
Excess inventory, 36
Executive sponsor, 430
External variability, 74, 75
Extra-enterprise level programs, 424–425
Facts, 371
Failure, 81, 90
False standard, 114
Feedback loop time, 185
Fieldbook, 4
FIFO, 101
FIFO lane, 47, 107
FIFO sequenced flow, 108
Find the best worker and follow him around method,
248–249
First in-first out (FIFO), 101
5S, 64
Five Who’s, 347
Five-Why process, 327, 342–346
Fixed position stop, 182, 183
Flexibility, 46
Floater, 233
Flow, 9, 94 (See alsoConnected process flow)
Flow-order processing, 105–107
Flow loop, 46–47
Flow-through process, 45–46, 75
Focus, 310
Ford Motor Company, 429
Ford Production System, 59, 408, 409
Freshman project, 267
Frozen middle, 220
Future state map, 40, 46, 48
Gemba, 350
Genchi genbutsu,8, 13, 348, 373
General foreman, 234
General manager, 223
General Motors, 184
Generic information technology, 208
Give them time and they will learn method, 248
Global Production Center, 315
Go and see, 8, 13 (See alsoCase examples)
Graphs, 383
Group leader, 221, 222, 226–232, 234
Guest engineer, 283
Hangingminomi, 320
Hansei,14, 390
Harris, Rick, 413n
Headlamps, 293
Heijunka,9, 78, 146 (See alsoLeveling)
Heijunkaaudit, 454
Heijunkaposts, 423
High model mix environment, 101
Hitting the wall, 61
Honda, 273
Hoshin kanri,281, 316, 402, 451
Hot projects approach, 402–406
Hot tools, 406
House concept, 407
HP model:
people and partners, 7
philosophy, 6 (See alsoCompany philosophy)
problem solving, 7
process, 6–7
Hybrid vehicles, 291
Idle time, 35–36
IGBT, 291
Imai, Masaki, 111
Implementation strategies (seeLean implementation
strategies)
Improvement opportunities, 309–311
In-cycle losses, 71
Inconsistency, 465
Incorrect processing, 36
Incremental leveling, 157–158
Indirect labor, 68, 69
Individual process, 394
Inflexibility, 43–44
Informal scheduling, 45
Information sharing, 285–286, 303–304
Information technology (IT), 208–212
Informational story, 379
Initial process stability (seestability phase)
Innovation, 272
Insignificant problems, 324
Inspection, 120, 184–185
Inspection points, 194
Insulated gate bipolar transistor (IGBT), 291
Interlocking structures, 278–279, 303
Intermediate process loop, 410, 411
Intermittent work delays, 97
Intermittent work stoppages, 97
Inundation model, 286
Inventory, 36, 44, 210
Inventory management, 158–159
Inverted pyramid model for leadership, 222
Inverted T model, 267
Island method, 74
Isolating variability, 74–77
IT design, 208–212Index 469