12.Hoshin Kanri:

Hoshin Kanri's literal translation is 'management of the direction'. It means that implementing organizational policy or strategy, or of implementing major improvements, such as restructuring projects, in a wider context. It is the contrary, or rather a supplement to continuing change.

There are three pillars to this method [48]:

A cascaded implementation based on the vision definition: management sets the key directions that are implemented across the organization ("top down" process).

An iterative and participatory process at each hierarchical level: it helps the teams at each level to learn, adjust to reality and appropriate; this process is also called "catchball".

Short and long PDCA cycles: enabling the deployment to be corrected and improved over many time horizons.

13.Plan-Do-Check-Act (PDCA):

The PDCA emerged from a seminar sponsored by the Japanese Union of Scientists and Engineers (JUSE), where W. Edwards Deming updated Shewhart Cycle. It is a method of designing and developing a product according to specifications; it has been introduced by JUSE, and by Kaoru Ishikawa, to be used as a more general method called PDCA. It has become a central component of the Lean theory of quality improvement. It is called the Deming Wheel as well. It is composed of four steps [49]:

Plan: After determining what you want to implement and the targets, plan the actions,

Do: Execute the acts,

Check: Monitor the achievement of acts and goals, understand the outcomes,

Act: Act, apply corrective or enhancement measures [50].

14. Single Minute Exchange of Die (SMED):

It is developed at Toyota by Shigeo Shingo. Its mission is to decrease as much as possible tool changeover times in production [51].

The procedure consists of five stages.

Identify the activities performed: it is important to identify and quantify all activities performed, with waiting times,

Determine inner and outward behaviors:


#### *Introduction to Lean Waste and Lean Tools DOI: http://dx.doi.org/10.5772/intechopen.97573*

Group external tasks together: Grouping can be eliminating the downtime of output by removing the downtime of processes.

Reduce internal operations time: Detailed analyze can be done for every operation and removed or updated the unwanted things.

Reduce external running time: It has not affect directly but it will increase performance or reduce costs.

15. Standardized Work:

Operation standardization was invented by Henry Ford, and it is backbone of the TPS. It includes the standardization of systems, tools, operating procedures, and even the extension of parts and components [40, 44].

16.Takt time:

Takt originates in German and means rhythm.

It is not a technique strictly talking; it is the basic measurement component of the method of non-stop flow output. This is the manufacturing amount of all item, which in principle essential be equal to the sales price. If all development phases are perfectly balanced at a period equal to Takt time [44](according to the Heijunka method).

17.Total Productive Maintenance (TPM):

This technique is based on two main concepts which are included in its name [40, 44].


JIPM has established eight TPM pillars [52]:


VSM is the analysis technique that allows all the knowledge flows of a process to be defined and visualized in a synthetic way.

A unreal and visual feature is likely to use of standardized symbols and a definition which, without being exhaustive, must remain at a macroscopic stage [53, 54].

In flow mapping, many pieces of understanding are characteristic:


19.Waste reduction.

To elimination of waste, which is often more of a Lean concept than a Lean process, is one of Lean core principles. Three forms of waste exist, according to Taichi Ohno [13, 18]:

Muda: Activities with no added value to the finished product; some of its activities, such as quality controls or modifications, are still important [13].

Muri: Tasks that are unnecessary or too difficult [13].

Mura: Variability undergone [13].
