The Scrum Method
The Scrum method is a tool for project and product management. Originally the method was used for software development, but is independent of it. Meanwhile the Scrum method is used in many other areas.
Production planning and control / workshop control. Shop floor supports the consistent development of processes and procedures in the location of the value added. Scheduling of production processes down to the minute, permanent transparency in production and ideal utilisation of capacities is possible. Employees and manager work together.
LEAN Management means “slim management”. It is the entirety of principles, methods, and practices for the efficient structuring of the whole value chain of industrial goods. The aim is to ideally coordinate all activities that are necessary for the value-added process and to avoid unnecessary activities (waste). The results are processes with a high customer orientation.
The Kamishibai Board (synonym: Red / Green Task Board) is a visualisation tool for easy mapping of tasks. It lists the tasks, their frequency and the person responsible for their execution. Two-color maps (red on one side and green on the other) show the status of the task. Red means: still to be done, green means: done. In this way, an outsider can immediately and quickly recognize the status of the tasks.
LCM: LEAN Construction Management
LEAN construction is an adaption of the LEAN-principles stemming from the Toyota production system for the building trade. It is an integral approach for planning, organisation, and execution of construction projects.
TPM is a program for the continuous improvement in all areas of a company. TPM avoids losses and waste. It is an effective use of the production facilities through the transfer of responsibility for routine maintenance measures to the production personnel.
TQM is a comprehensive quality management. It is a controlling action that serves to implement and permanently guarantee quality as the system goal. The main principles are: Quality is oriented around the customer, quality is achieved through the employees of all areas, quality is no aim but a continuous process, and quality requires active work.
The idea of the 5S-workplace design stems from the Japanese Toyota production system. It is a method to organise the work place, as well as the work environment in a clean and clear way. Order and cleanliness are the basic prerequisites for the improvement of work processes.
The 5S mean:
- Set in order
- Self discipline
The Kanban method has the get- and calloff-principle. Kanban is a method for the control of production processes. It is oriented around the actual usage of materials at the place of supply and usage. The Kanban method helps reduce inventory and primary products by ensuring that only those parts are produced that are really required. Every time a product is removed, a card is also removed, which can be understood as a production order. Therefore, only the amount that has been removed is also produced.
Heijunka sequences and smooths production. Production volumes are divided into lot sizes, so that every model is produced at least once a day. Heijunka enables the harmonising of the production flow through a quantitative balance. Heijunka avoids queues of layover and production time. A flow production with short transport routes is the prerequisite.
The pull-system is a system for the control of production processes. It is a demand-driven planning of the production procedures. The pull-system ensures the continuous material flow. It minimises the size of inventory.
CIP – Continuous Improvement Process
CIP serves the steady improvement within a company. It refers to the quality of products, processes, and service. CIP is a basic principle of quality management.