Page 112 - The Toyota Way Fieldbook

Chapter 5. Create Connected Process Flow 89

The results were quite astounding to the Navy. The Jacksonville base
quickly became a preferred tour site for personnel from the Navy, Naval
Air Depots, Air Force, and others to see real lean in action. Jacksonville
was emerging as a benchmark. Perhaps most dramatic was to see planes
being repaired in assembly-line fashion. Setting up a flow line with a
takt time drove tremendous continuous improvement to eliminate
waste and balance the line. Stability and control immediately began
to replace chaos and disorganization.

Strategies to Create Connected Process Flow

Table 5-1, below, shows the strategies that guide the creation of connected process
flow, as well as the primary and secondary lean tools often utilized. The same
tools that were used during the stability phase may be used (continually refin-
ing the result), as well as additional tools, depending on the circumstances of
the operation. The objectives and strategies, however, always apply.

Single-Piece Flow

This is the epitome of flow, and in fact the move toward single-piece flow has
reached fad status, with many companies failing in their attempts to reach this
level. Achieving single-piece flow is extremely difficult and requires a highly
refined process and very specific conditions. It will not ever be possible in many

Secondary Lean
Strategies Primary Lean Tools
Tools
• Continued elimination of • Workplace/Cell • Kanban
waste design • Kanban boards
• Force problems to • Pull techniques • Supermarkets
surface • Clearly defined • FIFO lanes
• Make problems customer/supplier • Problem solving
uncomfortable relationships
• Establish connected • Visual controls
processes to create
interdependency
• Identify weak links in the
flow and strengthen
them

Table 5-1. Strategies and Tools Used in Creating Connected Process Flow