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We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
We follow these principles:
- Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
- Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
- Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
- Business people and developers must work together daily throughout the project.
- Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
- The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
- Working software is the primary measure of progress.
- Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- Continuous attention to technical excellence and good design enhances agility.
- Simplicity--the art of maximizing the amount of work not done--is essential.
- The best architectures, requirements, and designs emerge from self-organizing teams.
- At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- Kent Beck
- Mike Beedle
- Arie van Bennekum
- Alistair Cockburn
- Ward Cunningham
- Martin Fowler
- James Grenning
- Jim Highsmith
- Andrew Hunt
- Ron Jeffries
- Jon Kern
- Brian Marick
- Robert C. Martin
- Steve Mellor
- Ken Schwaber
- Jeff Sutherland
- Dave Thomas
`Individuals and interactions > processes and tools
----------------------------
Working software > comprehensive documentation
----------------
Customer collaboration > contract negotiation
----------------------
Responding to change > following a plan
--------------------
`
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INDIVIDUALS AND INTERACTIONS
over
"processes and tools"
WORKING SOFTWARE
over
"comprehensive documentation"
CUSTOMER COLLABORATION
over
"contract negotiation"
RESPONDING TO CHANGE
over
"following a plan"- Radical Inclusion – Anyone may be a part of Burning Man. We welcome and respect the stranger. No prerequisites exist for participation in our community.
- Gifting – Burning Man is devoted to acts of gift giving. The value of a gift is unconditional. Gifting does not contemplate a return or an exchange for something of equal value.
- Decommodification – In order to preserve the spirit of gifting, our community seeks to create social environments that are unmediated by commercial sponsorships, transactions, or advertising. We stand ready to protect our culture from such exploitation. We resist the substitution of consumption for participatory experience.
- Radical Self-reliance – Burning Man encourages the individual to discover, exercise and rely on their inner resources.
- Radical Self-expression – Radical self-expression arises from the unique gifts of the individual. No one other than the individual or a collaborating group can determine its content. It is offered as a gift to others. In this spirit, the giver should respect the rights and liberties of the recipient.
- Communal Effort – Our community values creative cooperation and collaboration. We strive to produce, promote and protect social networks, public spaces, works of art, and methods of communication that support such interaction.
- Civic Responsibility – We value civil society. Community members who organize events should assume responsibility for public welfare and endeavor to communicate civic responsibilities to participants. They must also assume responsibility for conducting events in accordance with local, state and federal laws.
- Leaving No Trace – Our community respects the environment. We are committed to leaving no physical trace of our activities wherever we gather. We clean up after ourselves and endeavor, whenever possible, to leave such places in a better state than when we found them.
- Participation – Our community is committed to a radically participatory ethic. We believe that transformative change, whether in the individual or in society, can occur only through the medium of deeply personal participation. We achieve being through doing. Everyone is invited to work. Everyone is invited to play. We make the world real through actions that open the heart.
- Immediacy – Immediate experience is, in many ways, the most important touchstone of value in our culture. We seek to overcome barriers that stand between us and a recognition of our inner selves, the reality of those around us, participation in society, and contact with a natural world exceeding human powers. No idea can substitute for this experience.
Thomas Jefferson often took the opportunity to advise his children, grandchildren, and others on matters of personal conduct. Over the years he developed a list of axioms for personal behavior. Some seem to have been of his own invention; others derived from classical or literary sources.
Jefferson's most extensive list is the one he sent to Cornelia Jefferson Randolph, his granddaughter, while she was visiting her older sister and brother-in-law.1
A DOZEN CANONS OF CONDUCT IN LIFE
- never put off to tomorrow what you can do to-day.
- never trouble another with what you can do yourself
- never spend your money before you have it
- never buy a thing you do not want, because it is cheap, it will be dear to you.
- take care of your cents: Dollars will take care of themselves!
- pride costs us more than hunger, thirst and cold.
- we never repent of having eat[en] too little.
- nothing is troublesome that one does willingly.
- how much pain have cost us the evils which have never happen d
- take things always by their smooth handle.
- think as you please, & so let others, & you will have no disputes.
- when angry, count 10. before you speak; if very angry, 100.
Jefferson sent a slightly shorter version of the above list to Paul Clay, the son of his friend Charles Clay, in 1817.2 He sent a still more refined version in 1825 to John Spear Smith, on behalf of his son Thomas Jefferson Smith.3 In his 1825 letter, Jefferson listed a "Decalogue of Canons for observation in practical life":
- Never put off till tomorrow what you can do to-day.
- Never trouble another for what you can do yourself.
- Never spend your money before you have it.
- Never buy what you do not want, because it is cheap; it will be dear to you.
- Pride costs us more than hunger, thirst and cold.
- We never repent of having eaten too little.
- Nothing is troublesome that we do willingly.
- How much pain have cost us the evils which have never happened!
- Take things always by their smooth handle.
- When angry, count ten, before you speak; if very angry, an hundred.4
- There are three states of being. Not knowing, action and completion.
- Accept that everything is a draft. It helps to get it done.
- There is no editing stage.
- Pretending you know what you’re doing is almost the same as knowing what you are doing, so just accept that you know what you’re doing even if you don’t and do it.
- Banish procrastination. If you wait more than a week to get an idea done, abandon it.
- The point of being done is not to finish but to get other things done.
- Once you’re done you can throw it away.
- Laugh at perfection. It’s boring and keeps you from being done.
- People without dirty hands are wrong. Doing something makes you right.
- Failure counts as done. So do mistakes.
- Destruction is a variant of done.
- If you have an idea and publish it on the internet, that counts as a ghost of done.
- Done is the engine of more.
More:
- Good design is innovative - The possibilities for innovation are not, by any means, exhausted. Technological development is always offering new opportunities for innovative design. But innovative design always develops in tandem with innovative technology, and can never be an end in itself.
- Good design makes a product useful - A product is bought to be used. It has to satisfy certain criteria, not only functional, but also psychological and aesthetic. Good design emphasises the usefulness of a product whilst disregarding anything that could possibly detract from it.
- Good design is aesthetic - The aesthetic quality of a product is integral to its usefulness because products we use every day affect our person and our well-being. But only well-executed objects can be beautiful.
- Good design makes a product understandable - It clarifies the product's structure. Better still, it can make the product talk. At best, it is self-explanatory.
- Good design is unobtrusive - Products fulfilling a purpose are like tools. They are neither decorative objects nor works of art. Their design should therefore be both neutral and restrained, to leave room for the user's self-expression.
- Good design is honest - It does not make a product more innovative, powerful or valuable than it really is. It does not attempt to manipulate the consumer with promises that cannot be kept.
- Good design is long-lasting - It avoids being fashionable and therefore never appears antiquated. Unlike fashionable design, it lasts many years -- even in today's throwaway society.
- Good design is thorough, down to the last detail - Nothing must be arbitrary or left to chance. Care and accuracy in the design process show respect towards the consumer.
- Good design is environmentally-friendly - Design makes an important contribution to the preservation of the environment. It conserves resources and minimises physical and visual pollution throughout the lifecycle of the product.
- Good design is as little design as possible - Less, but better -- because it concentrates on the essential aspects, and the products are not burdened with non-essentials. Back to purity, back to simplicity.
Source: vitsoe.com
- Be a partner, not an adversary: If you’re trying to win, you’re going to lose. The best approach is: Be nice and respectful. Listen. Understand. Instill doubt. (I refuse to change my mind about this.)
- Use Rapoport’s rules: They can seem awkward but they reduce conflict better than Valium.
- Facts are the enemy: Unless we’re talking about the savvy, attractive people who read this blog, yes, facts are the enemy.
- Use the “Unread Library Effect”: Let them talk. Ask questions. Let them expose their ignorance. Do not cheer when that happens.
- Use scales: Bring extreme statements down to earth with numbered comparisons. And unless they’re certain at a level 10, they’ll mention their own doubts which can aid your cause.
- Use disconfirmation: “Eric, under what conditions would disconfirmation not be effective?”
- Serious beliefs are about values and identity: Don’t attack what they believe, focus on the validity of their reasoning process and whether that identity is the only way to be a good person.
~ This Is How To Change Someone’s Mind: 6 Secrets From Research - Barking Up The Wrong Tree
1 DO ONE THING
AT A TIME
2 KNOW THE PROBLEM
3 LEARN TO LISTEN
4 LEARN TO ASK
QUESTIONS
5 DISTINGUISH SENSE
FROM NONSENSE
6 ACCEPT CHANGE
AS INEVITABLE
7 ADMIT MISTAKES
8 SAY IT SIMPLE
9 BE CALM
10 SMILE
– Peter Fischli & David Weiss1
Footnotes
- “State the idea you wish to express as clearly as possible, and in terms preschoolers can understand.” Example: It is dangerous to play in the street.
- “Rephrase in a positive manner,” as in It is good to play where it is safe.
- “Rephrase the idea, bearing in mind that preschoolers cannot yet make subtle distinctions and need to be redirected to authorities they trust.” As in, “Ask your parents where it is safe to play.”
- “Rephrase your idea to eliminate all elements that could be considered prescriptive, directive, or instructive.” In the example, that’d mean getting rid of “ask”: Your parents will tell you where it is safe to play.
- “Rephrase any element that suggests certainty.” That’d be “will”: Your parents can tell you where it is safe to play.
- “Rephrase your idea to eliminate any element that may not apply to all children.” Not all children know their parents, so: Your favorite grown-ups can tell you where it is safe to play.
- “Add a simple motivational idea that gives preschoolers a reason to follow your advice.” Perhaps: Your favorite grown-ups can tell you where it is safe to play. It is good to listen to them.
- “Rephrase your new statement, repeating the first step.” “Good” represents a value judgment, so: Your favorite grown-ups can tell you where it is safe to play. It is important to try to listen to them.
- “Rephrase your idea a final time, relating it to some phase of development a preschooler can understand.” Maybe: Your favorite grown-ups can tell you where it is safe to play. It is important to try to listen to them, and listening is an important part of growing.
~ Mister Rogers's Simple Set of Rules for Talking to Kids - The Atlantic
!?10 Bullets by Tom Sachs on YouTube
- Working to code means, when working at Tom Sachs’ studio, it’s important to remember that there is a system already in place. New ideas will be carefully built on top of those preexisting. Inventions should be conceived out of necessity and not to convenience of the individual.
- As the video puts it simply, “Work to code.”
- Respect of the studio’s space is as Van puts it, “essential”. People are creating and finishing tasks, and “all respect should be given to a worker completing a task. “In the sacred space, one should proceed as in a Shaker Workshop or a Monastery.”
- Not only does this rule apply to arriving on time, but also to the mentality of being, “On-The-Clock.” The present task is significant and should be treated as such. Being on time can also mean taking care of and being vigilant of one’s personal wellbeing. So sleep, eat, drink water, and most importantly maintain the body and mind.
- We should know that cutting corners leads to messes and mistakes. Even worse is that it can encourage others to also cut corners. One’s task can be split up into three sections. One, preparing for the task. Two, completing the task, and Three, leave no trace. Pass along relevant information to those who are privy to such information. Each of these steps to completing a task should be done through and to the studio’s strict standards.
- This rule means that if you clearly understand the instructions you should say, “I Understand”. If you have questions you can say, “I Don’t Understand.” “I understand ensures that the sender and receiver are on the same page.” No confusion, no mistakes.
- This one is simple, always get a receipt or proof of delivery of the package to the intended recipient. Use tracking methods or have a paper trail to follow. Using FedEx or email are examples of such. Lastly if needed, follow up with recipient for confirmation. Example, “Please confirm receipt”
- Keep a list of your tasks on you at all times. This goes without saying to always keep a pen or pencil available to write down new tasks, to check boxes, or alternatively run a line across the finished task. Keep notes like phone numbers, part numbers, or instructions. The lists,”..are your future and your past” of every project one is involved with.
- Knolling as defined by the film, “To arrange like objects in parallel or 90-degree angles as a method of organizing.” This organizational method and studio standard ensures that everything can be seen, categorized, and accounted for. Everything has a place, and when it doesn’t, knolling provides the solution.
- In Sachs’ studio, a small monetary sacrifice is to be given to Leatherface to right a mistake. A mistake is described in the film as poor oversite, weakness, and a lack of personal responsibility made by anyone who visits the studio. Owning up to and taking personal responsibility is the take away from this rule. The monetary fee simply provides a simple way to take such action and provide a fund for fun later.
- Examples of actions that may require a Sacrifice to Leatherface.
- $20: Leaving the studio unlocked and unprotected or leaving a potential fire hazard unattended
- $10: Forgetting a task because failure to have it written down and properly accounted for. (Bullet 7)
- $5: Leaving lights or other electrical items on when not in use absence or tardiness without notice
- $2: Not having a pen and notebook on hand for taking lists when necessary
- The fines may be low but it’s important to remember that a fine after doubles each occurrence.
- “Nothing in the world can take place of persistence.
- Talent will not; nothing is more common than unsuccessful men with talent.
- Genius will not; unrewarded genius is almost a proverb.
- Education will not; the world is full of educated derelicts.
- Persistence and determination alone are omnipotent.” Ray Kroc, Founder of Mc’Donalds.
The TPS is a framework for conserving resources by eliminating waste. People who participate in the system learn to identify expenditures of material, effort and time that do not generate value for customers and furthermore we have avoided a 'how-to' approach. The booklet is not a manual. Rather it is an overview of the concepts, that underlie our production system. It is a reminder that lasting gains in productivity and quality are possible whenever and wherever management and employees are united in a commitment to positive change
- Genchi Genbutsu (現地現物) - go and see for yourself #ProximityIsPower
- Kaizen (改善) - continuous improvement, change for the better, aggregation of marginal gains
- Kanban (看板, also かんばん - signboard or index card
- Poka-Yoke (ポカヨケ) - mistake-proof, fail-safing, bulletproofing - to avoid (yokeru) inadvertent errors (poka)
- Muda, Muri, Mura
- Muda (無駄, also ムダ) - waste
- Muri (無理) - overburden
- Mura (斑 or ムラ) - unevenness/irregularity
- JIT / Just-in-Time (ジャストインタイム)
- Hansei (反省) - self-reflection, retrospective
- Andon (行灯) - signboard, signal, alert supervisors
- Jidoka (自働化) - autonomation with human touch/intelligence
- Heijunka (平準化) - production smoothing, think nonlinearity of aerodynamic drag & fuel efficiency
- Nemawashi (根回し) - going around the roots / laying groundwork / building consensus
- Gemba (現場) - the place where real work is done / all actions and PROCESSES transparent / under the hood
- Konnyaku Stone - Devil's Tounge / small abrasion for finishing
- ...
- Chaku-Chaku (着々 or 着着) - Load-Load
- Manufacturing supermarket where all components are available to be withdrawn by a process
- Obeya (大部屋) - manager's meeting, large room, war room, council room
- Seibi - to prepare
- Seiri (整理) - sort, removing whatever isn't necessary
- Seiton (整頓) - organize
- Seiso (清掃) - clean and inspect
- Seiketsu (清潔) - standardize
- Shitsuke (躾) - sustain
The Konnyaku Stone is a small but important tool used in the Toyota Production System, where it is used to smooth body panels before they are painted and to eradicate tiny imperfections.
Known as the ‘devil’s tongue’ and the size of a fist, the Konnyaku stone isn’t actually a stone at all – in fact, it’s made of a mix of fine gritty resins.
When the stone is brushed across the metal surface, any small raised imperfections or dust marks will be knocked off or smoothed out. The importance of a completely smooth panel is incredibly important, particularly further down the production line such as in the paint shop.
Before each panel can be taken into the weld shop (the next stage in the production process), a Toyota member has to sign it.
The Toyota Production System is focused completely around maximum efficiency and fault-free processes. That’s the idea behind Poka-Yoke.
Poka-Yoke (English: mistake-proofing): Fail safe devices in the production process that automatically stop the line in case of an error.
A Poka-Yoke is any part of a manufacturing process that helps a Toyota member avoid (yokeru) mistakes (poka).
Its purpose is to eliminate defects by preventing, correcting, or highlighting errors as they occur – for example, a jig that holds parts for processing might be modified to only allow them to be held in the correct arrangement. In a wider sense, the term can refer to any behaviour-shaping constraint designed into a process to prevent incorrect operation by the user.
Mistake-proofing is a part of the continuous improvement philosophy, or Kaizen.
A visual aid which highlights where action is required (eg the flashing light in manufacturing plants that indicate the line has been stopped by one of the operators due to some irregularity). Andon is a typical tool to apply the Jidoka principle (also referred to as ‘autonomation’), which means the highlighting of a problem, as it occurs, in order to immediately introduce countermeasures to prevent re-occurrence.
Originating from the word for a paper lantern, it is a term that refers to an illuminated signal notifying others of a problem within the quality-control or production streams.
Activation of the alert – usually by a pull-cord or button – automatically halts production so that a solution can be found. The warning lights are incorporated into an easily visible, overhead signboard, which also identifies the area or specific workstation that has the problem.
The frequency and nature of these occasional issues are analysed as part of Toyota’s programme of continual improvement.
Now adapted in management terminology to mean the ‘workplace’ or the place where value is added. In manufacturing, it usually refers to the shop floor.
Gemba, or genba (as it is also spelt), refers to the factory floor or manufacturing floor; often an open-plan environment where each individual’s work and actions are visible to others.
Read more GR Yaris manufacturing – how it is bespoke
This visibility is exploited in order for third-parties – usually management or section leaders – to conduct regular Gemba Walks in order to identify areas where potential improvements might be made, and to better understand the workload of each associate. Walks around the frontline environment of the Genba also ensure that the production system is correctly adhered to.
The best practice is to go and see the location or process where the problem exists in order to solve the problem quickly and efficiently. To grasp problems, confirm the facts and analyse root causes.
Closely related to the need to walk the Genba, this key principle suggests that to truly understand a situation you need to visit in person. The Toyota Production System requires a high level of management presence on the factory floor, so that if a problem exists in this area it should be first of all correctly understood before being solved.
The nature of the phrase is less about the physical act of visiting a site but more to do with a personal understanding of the full implications of any action within an environment as a whole.
Even if a task is completed successfully, Toyota recognises the need for a hansei-kai, or reflection meeting; a process that helps to identify failures experienced along the way and create clear plans for future efforts.
An inability to identify issues is usually seen as an indication that you did not stretch to meet or exceed expectations, that you were not sufficiently critical or objective in your analysis, or that you lack modesty and humility. Within the Hansei process, no problem is itself a problem.
A levelling technique to facilitate Just-In-Time (JIT) production and to smooth out production in all departments, as well as that of suppliers over a period of time.
A vital technique for reducing waste and improving production efficiency by leveling fluctuations in performance within the assembly line. Fluctuation normally occurs through either customer demand or within production itself.
The Toyota Production System uses Heijunka to solve the former by assembling a mix of models within each batch, and ensuring that there is an inventory of product proportional to the variability in demand. Furthermore, the disruption of production flow is minimised by making sure that components are sequenced to be available in the right quantity and at the right time, while changeover periods for vital processes such as die changes within the steel presses are as short as possible; often in as little as three minutes.
One of the main principles of the Toyota Production System, it is the principle of designing equipment to stop automatically and to detect and call attention to problems immediately, whenever they occur (mechanical jidoka).
In the Toyota Production System, operators are equipped with the means of stopping production flow whenever they note anything suspicious (human jidoka). Jidoka prevents waste that would result from producing a series of defective items.
It also liberates operators from controlling machines, leaving them free to concentrate on tasks that enable them to exercise skill and judgement, instead of over watching each machine continuously.
A cost-effective quality control process that combines automation with a human’s ability to quickly detect abnormalities, interrupt production, and then correct them before resuming. Employing Jidoka principles throughout the production process is a vital element of the Toyota Production System, forcing imperfections to be immediately addressed by self-inspecting workers and thereby reducing the amount of work added to a defective product.
Some autonomated machines can also function in the detection process, allowing human operatives to only be engaged when alerted to a problem. Full application of Jidoka means that the process which created any issue is subsequently evaluated to remove the possibility of re-occurrence.
The Toyota Production System is dictated by the needs of the customer, as we don’t produce anything until there is a need for it. Just-In-Time production means only making what is needed, when it is needed and in the amount needed. TPS operates a ‘pull’ system. When each vehicle is made to order, a signal is sent for parts to be replaced, thus maintaining the parts and materials inventory at a balanced level. Production and transport take place simultaneously throughout the production sequence.
JIT is a method that minimises the generation, purchasing or holding of component parts as stock items prior to full assembly line production. The primary objectives are to save warehouse space and unnecessary cost-carrying and to improve efficiency, which means organising the delivery of component parts to individual work stations just before they are physically required.
To apply this flow efficiently means relying on ordering signals from Kanban boards or by forecasting parts usage ahead of time, though this latter method requires production numbers to remain stable. Use of JIT within the Toyota Production System means that individual cars can be built to order and that every component has to fit perfectly first time because there are no alternatives available. It is therefore impossible to hide pre-existing manufacturing issues; they have to be addressed immediately.
A process that helps to ensure maximum quality, the elimination of waste, and improvements in efficiency. Kaizen improvements in standardised work help maximise productivity at every worksite. Standardised work involves following procedures consistently and, therefore, employees can identify problems promptly. Kaizen activities include measures for improving equipment, as well as improving work procedures.
Literally ‘good change’, the word now refers to the culture and philosophy of continuously improving any department or functional process, thereby increasing productivity, quality and efficiency. Within the Toyota Production System, Kaizen humanises the workplace, empowering individual members to identify areas for improvement and suggest practical solutions. The focused activity surrounding this solution is often referred to as a kaizen blitz, while it is the responsibility of each member to adopt the improved standardised procedure and eliminate waste from within the local environment.
A tool used in the Toyota Production System to operate the ‘pull’ type production system. It is a system that provides for the conveying of information between processes and automatically orders parts as they are used. Every item or box of items that flows through the production process carries its own kanban. Kanbans are removed from items as they are used or transported and go back to the preceding processes as orders for additional items.
Though literally translated as ‘signboard’, the Toyota-developed method has become known as a clear, sign-based scheduling system triggering the logistical chain of production and maintaining it at an optimal level. Kanban is the quick-response system through which Just-In-Time production is achieved, harmonising inventory levels with actual consumption.
Toyota has six rules for the effective application of Kanban: 1) Never pass on defective products; 2) Take only what is needed; 3) Produce the exact quantity required; 4) Level the production; 5) Fine-tune production; and 6) Stabilise and rationalise the process.
A replenishment process which ensures that all manufacturing components ordered from outside suppliers are available to be loaded and delivered in one consignment. Derived from the system used by retail supermarkets, it levels the occasional spikes in demand experienced in individual factories by requiring suppliers to smoothly and systematically gather unusually large orders to a separate holding area, or ‘virtual truck’, ahead of the regular loading schedule. This process avoids any disruption to the tempo of deliveries and last-minute rushing around to complete an order.
In management terms, refers to a wide range of non-value-adding activities. For example, anything an operator has to do within a process which does not add value but does add cost. Eliminating waste is one of the main principles of the Just-In-Time system. Waste incurs unnecessary finance costs and storage costs.
The first of three types of waste mentioned within the Toyota Production System (the others being Mura and Muri), the identification and reduction of which will reduce the unnecessary consumption of resources and increase profitability.
Toyota divides Muda into seven resources that are frequently wasted: 1) Transportation — a cost that adds no value to the product but increases the risk of a product being damaged, lost or delayed; 2) Inventory — a capital outlay that if not processed immediately produces no income; 3) Motion — any damage inflicted through the production process, such as normal wear and tear in equipment, repetitive stress injuries, or by unforeseen accidents; 4) Waiting — products that are not in transport or being processed; 5) Over-processing — when more work is done than necessary, or when tools are more complex, precise or expensive than necessary; 6) Over-production — larger batches or more products being made than is required; and 7) Defects — the loss involved in rectifying faulty parts or products.
Eliminating unevenness or irregularities in the production process is one of the main principles of the Just-In-Time system, the main pillar of the Toyota Production System.
The second of three types of waste mentioned within the Toyota Production System, notably identified and leveled through the application of Heijunka principles and Kanban devices. Workflow is also smoothed by requiring members to operate multiple machines — also known as ‘multi-process handling’ — within any particular process, and by predicting and preparing for times of high demand.
Eliminating overburden of equipment and people is one of the main principles of the Just-In-Time system, the main pillar of the Toyota Production System. To avoid overburden, production is evenly distributed in assembly processes.
The third of three types of waste highlighted within the Toyota Production System, requiring the balancing of manufacturing pace to allow members sufficient time to achieve the correct standard of work. A reduced time frame will be too burdensome to achieve the objective, while the allowing of too much time is a waste of resource. (Related: Takt Time [derived from German word Taktzeit, or ‘cycle time’] — matching the pace of production with customer demand and the available work time).
The first step in the decision making process. It is the sharing of information about decisions that will be made, in order to involve all employees in the process. During Nemawashi, the company seeks the opinion of employees about the decision.
Literally translated as ‘going around the roots’, particularly in the sense of digging around the roots of a tree to prepare it for transplant.
Within the Toyota Production System — and Japanese culture itself — the word has come to mean an informal process of laying the foundation and building a consensus of opinion before making formal changes to any particular process or project. Successful application of Nemawashi allows changes to be carried out with the consent of all parties.