| Kaizen Rapid Improvement Events |
- continual improvement culture focused on eliminating waste
- uncovering and eliminating hidden wastes and waste-generating activities
- quick, sustained results without significant capital investment
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| 5S (or 6S) |
- decreased lighting, energy needs when windows are cleaned and equipment is painted light colors
- spills and leaks noticed quickly
- decreased potential for accidents and spills with clearly-marked and obstacle-free thoroughfares
- reduced contamination of products results in fewer product defects (which reduces energy and resource needs; avoids waste)
- reduced floor space needed for operations and storage; potential decrease in energy needs
- less unneeded consumption of materials and chemicals when equipment, parts, and materials are organized, easy to find; less need for disposal of expired chemicals
- visual cues can raise awareness of waste handling/management procedures, workplace hazards, and emergency response procedures
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| Cellular Manufacturing |
- eliminates overproduction, thereby reducing waste and the use of energy and raw materials
- fewer defects from processing and product changeovers- reduces energy and resource needs; avoids waste
- defects are noticed earlier, preventing waste
- less use of materials and energy (per unit of production) with right-sized equipment
- less floor space needed; potential decrease in energy use and less need to construct new facilities
- easier to focus on equipment maintenance, pollution prevention
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| Just-in-Time / Kanban |
- eliminates overproduction, thereby reducing waste and the use of energy and raw materials
- less in-process and post-process inventory needed; avoids potential waste from damaged, spoiled, or deteriorated products
- frequent inventory turns can eliminate the need for degreasing metal parts
- less floor space needed; potential decrease in energy use and less need to construct new facilities
- can facilitate worker-led process improvements
- less excess inventory reduces energy use associated with transport and reorganization of unsold inventory
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| Total Productive Maintenance (TPM) |
- fewer defects-reduces energy and resource needs; avoids waste
- increased longevity of equipment decreases need for replacement equipment and associated environmental impacts (energy, raw materials, etc.)
- decreased number and severity of spills, leaks, and upset conditions – less solid and hazardous waste
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| Six Sigma |
- fewer defects – reduces energy and resource needs; avoids waste
- can focus attention on reducing the conditions that result in accidents, spills, and malfunctions, thereby reducing solid and hazardous wastes
- improving product durability and reliability can increase product lifespan, reducing environmental impact of meeting customer needs
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| Pre-Production Planning (3P) |
- eliminates waste at product and process design stage, similar to "Design for Environment" methods
- nature (inherently waste free) is used as a design model
- right-sized equipment lowers material and energy requirements for production
- reducing the complexity of the production process ("design for manufacturability") can eliminate or streamline process steps; environmentally sensitive processes can be targeted for elimination, since they are often time-, resource-, and capital-intensive
- less complex product designs can use fewer parts and fewer types of materials, increasing the ease of disassembly and recycling
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| Lean Enterprise Supplier Networks |
- magnification of environmental benefits of lean production (reduced waste through fewer defects, less scrap, less energy usage, etc.) across the network
- environmental benefits are more broadly realized by introducing lean to existing suppliers rather than finding new, already lean suppliers
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