- The purpose of FastCap is to Grow People. (Uncover your hidden potential) Become the Best Problem Solvers in the World
- FastCap is always looking for ways to make things Faster, Simpler and Safer.
- Whenever we walk away from something, we should “Leave It Better Than You Found It!”
- Your job title is Process Engineer. Your key responsibility is to Improve the Process.
- Each of us has an immediate goal by the end of the day to Make Two Seconds Worth of Improvements in everything thing you do.
- We always Use a Person’s Name when addressing each other in our facility and at least 2x in the first minute in every phone conversation.
- Enjoy your day to the fullest by Doing the Hard Things First.
- If you want to know what the real issue is, we must Ask Why 5 times.
- When there is a problem, we should always – Go and See – don’t just talk about the problem, experience and look at it – Action This Day!
- Your success at Fastcap will be determined by the fact that you are Never Satisfied with the state of your performance and are Relentless About Improvement.
- We have learned that Toyota’s success is the result of the relentless pursuit of Building a Culture and that’s what applying these principles will achieve.
- Hold each other accountable.
- Gather and Start Meeting @ 8:00 am and announce next meeting leader.
- Announce the amount shipped the previous day.
- Read and discuss mistakes.
- Read off improvements.
- Review the Safety Board.
- Read, discuss and review historical topics.
- Review FastCap Principles.
- Walk & Stretch.
- Go to work and do the hard things 1st!
The term Lean manufacturing was popularized by Womack and Jones in their book The Machine that changed the world. This book benchmarked manufacturing companies around the world and found, at that time, that Japanese manufacturing companies were typically much more productive and efficient than their Western counterparts.
A few years before the “The machine that changed the world” came out Taiichi Ohno had published a book called “Toyota Production System” in it he explained the main foundations of “lean” manufacturing. These principles guided the Japanese companies that were found to be “world class” by Womack and Jones. Taiichi Ohno devised 7 categories which cover virtually all of the means by which manufacturing organizations waste or lose money; these have become known as “The 7 wastes”.
Waste is the use of resources over and above what is actually required to produce the product as defined by the customer. If the customer does not need it or will not pay for it then it is waste, this includes material, machines and labor. The Japanese word for waste is “muda” and is often used in books, training courses and by lean consultants to mean waste.
The 7 wastes described by Ohno are:
- Overproduction and early production producing over customer orders, producing unordered materials / goods.
- Waiting hanging around, idle time (time when no value is added to the product).
- Transportation handling more than once, delays in moving materials, unnecessary moving or handling.
- Inventory – unnecessary raw materials in stores, work in process (WIP), & finished stocks.
- Motion – movement of equipment or people that add no value to the product.
- Over-processing – unnecessary processing or procedures (work carried out on the product which adds no value).
- Defective units producing or reworking scrap.
But the biggest waste of all is… Untapped human potential!
Builder Uses Kaizen – Hard Work, Fair Prices Allow Irish Immigrant to Succeed
Kaizen and TPS at ThedaCare – Keen to Be Lean
Gemba Panta Rei Blog – a blog to find and share better ways to make things better
The Secrets of TPS – by Gemba Consulting
Group Health Cooperative Kaizen Blog by Lee Fried