CLT10 study plan

Define muda, mura, and muri in your own words and give one workplace example of each from your own experience

Trace the historical lineage from Sakichi Toyoda's loom to Ohno's pull experiments at Toyota and explain why each step mattered

Diagram the five core TPS elements (jidoka, just-in-time, heijunka, kaizen, respect for people) and show how they depend on each other

Distinguish the TPS house metaphor from a toolbox interpretation by listing three practices that fail when copied without the underlying thinking

Write a one-paragraph summary of why TPS is described as a system of experiments rather than a fixed set of tools

Compare the seven classic wastes with the eighth (unused human potential) and classify ten observed work activities into the correct waste category

Explain how lean metrics such as lead time, cycle time, and process cycle efficiency relate to the wastes you just classified

Interpret a simple A3 problem statement: identify the background, current condition, target condition, and countermeasure sections in a sample you write yourself

Draft an A3 skeleton for a minor real problem you have observed, leaving analysis sections blank for later weeks

Compute process cycle efficiency for a process where value-added time is 30 minutes and total lead time is 10 hours

Construct a current-state value stream map for a process you know, including information flow, material flow, and a timeline ladder

Calculate takt time from available time and customer demand, and compare it with the cycle times you mapped

Identify at least five improvement opportunities on your map and rank them by impact on lead time

Draw a future-state map that removes one queue and one batch step, and justify each change

Explain the difference between a value stream map and a process flow diagram using your own examples

Analyze where batching inflates lead time in your map and propose one-piece flow where feasible

Run a small kaizen experiment over one week: change one thing, measure the effect, and record the result

Distinguish point kaizen from system kaizen and decide which one your experiment represents

Practice the plan-do-check-act cycle by documenting your experiment's plan, result, and adjustment

Explain why removing waste without changing the process design tends to backfire

Explain the push-versus-pull distinction and describe how a kanban signal authorizes production

Design a two-bin kanban calculation for a part: given demand, lead time, and safety factor, size the bins

Describe heijunka and leveling by volume and mix, and sketch a leveled schedule for a simple product family

Explain how just-in-time depends on jidoka and stable standard work, and what breaks if either is missing

Identify one place in your own work where a pull signal could replace a schedule or forecast

Define jidoka and explain the andon, stop-the-line, and separated human and machine work elements

Apply the five-why method to a real problem, going at least five levels and checking each answer against evidence

Distinguish common-cause from special-cause variation and explain why blaming individuals often misses the cause

Explain poka-yoke with two examples: one prevention device and one detection device

Describe how quality at source changes the role of inspection in a process

Write standard work for one task you perform, including takt-based cycle time, work sequence, and standard in-process stock

Audit a workspace against the five S steps and record what each step would change

Design one visual control (a floor marking, label, or board) that makes an abnormal condition obvious at a glance

Explain how leader standard work and gemba walks support sustainment rather than inspection

Describe how you would respond to resistance when introducing standard work, using a specific scenario

Complete your A3 from week 2 with root cause, countermeasures, and a follow-up plan

Explain hoshin planning: how annual objectives cascade into measurable targets and catchball negotiation

Build a one-page metric dashboard linking lead time, quality, and safety to your improvement goals

Summarize the leadership behaviors that sustain lean: go-and-see, ask why, develop people, and model the change

Review all eight domains and list the three weakest areas with a specific plan to close each