Table 1 Lean tools Lean tools... | Emerald Publishing

Table 1

Lean tools

Lean tools	Explanation
Kanban	The Kanban system allows for the examination of the process and links upstream activities to downstream operations Adnan et al. (2013). This system allows for the production and delivery of components when they are actually needed Aguilar-Escobar et al. (2015)
5S	The 5 S methodology (sort, set in order, shine, standardize, sustain) aims to add order and cleanliness to operations Kanamori et al. (2015)
Value stream mapping (VSM)	VSM is a powerful tool that aims to map the flow of information or materials from the first step until the product is delivered to the customer Dighe and Kakirde (2014)
Going to the Gemba and voice of customer	Gemba helps to achieve a deeper understanding of the needs and problems of the customer when the customer actually uses the product. Gemba can be achieved through worksite visits/inspections, observation and customer interviews. This process helps to understand the voice of customers Ronney et al. (2000)
Standardized work	Is an evidence-based, well-documented process that has minimal or no error. Helps to apply best practices and should be a living document
Error proofing/mistake proofing/Poka-Yoke	Method to identify and avoid mistakes that could add to the overall cost
Root cause analysis	Methods to evaluate an adverse event/failure and identify the need for corrective actions. Commonly used tools include the 5 whys and causal tree Williams (2001)
Just-in-time (JIT)	The JIT approach aims to improve efficiency by producing the right parts at the right time when they are actually needed by the end user (customer or next process) Adnan et al., (2013)
Takt time	Facilitates smooth operations by examining time needed for the production of services demanded by customers. It helps with planning and utilizing the entire business capacity to deliver the right thing at the right time to the customer ^[4]

Lean tools	Explanation
Kanban	The Kanban system allows for the examination of the process and links upstream activities to downstream operations Adnan et al. (2013). This system allows for the production and delivery of components when they are actually needed Aguilar-Escobar et al. (2015)
5S	The 5 S methodology (sort, set in order, shine, standardize, sustain) aims to add order and cleanliness to operations Kanamori et al. (2015)
Value stream mapping (VSM)	VSM is a powerful tool that aims to map the flow of information or materials from the first step until the product is delivered to the customer Dighe and Kakirde (2014)
Going to the Gemba and voice of customer	Gemba helps to achieve a deeper understanding of the needs and problems of the customer when the customer actually uses the product. Gemba can be achieved through worksite visits/inspections, observation and customer interviews. This process helps to understand the voice of customers Ronney et al. (2000)
Standardized work	Is an evidence-based, well-documented process that has minimal or no error. Helps to apply best practices and should be a living document
Error proofing/mistake proofing/Poka-Yoke	Method to identify and avoid mistakes that could add to the overall cost
Root cause analysis	Methods to evaluate an adverse event/failure and identify the need for corrective actions. Commonly used tools include the 5 whys and causal tree Williams (2001)
Just-in-time (JIT)	The JIT approach aims to improve efficiency by producing the right parts at the right time when they are actually needed by the end user (customer or next process) Adnan et al., (2013)
Takt time	Facilitates smooth operations by examining time needed for the production of services demanded by customers. It helps with planning and utilizing the entire business capacity to deliver the right thing at the right time to the customer [4]