HEIJUNKA: How long should a customer wait for service?

Heijunka means production levelling (finding and keeping average production volumes) and is used to smooth out production in all organizations, as well as that of the supplier over a period of time.


The idea is in lean is products are only created when confirmed demand is received, so that the product only created when it is needed. The problem rather is to determine a tradeoff between the variability in the production line capacity requirement and the inventory level. A safety technician is a quality control technician whose job focuses mainly on keeping the production process and final product safe.


A bottleneck (or constraint) in a supply chain means the resource that requires the longest time in operations of the supply chain for certain demand. The findings are that lean manufacturing audits are effective in measuring improvements in operational performance provided that the audit scope and the lean characteristics are aligned up front.


Operations management is concerned with the design, planning, control and improvement of an organizations resources and processes to provide goods or services for customers. Lean production concepts continue to be successful, whether applied directly in industrial processes or in a slightly modified way in lean management. Kaizen is defined as a continuous effort by each and every employee (from the CEO to field staff) to ensure improvement of all processes and systems of a particular organization.


Value engineering is a systematic, organized approach to providing necessary functions in a project at the lowest cost. The consequences in terms of poor quality costs and loss of productivity would compromise the chances to reach the goals set for the production organization, said goals being notably ambitious to face up the competition.


Kaizen is a philosophy that when fully adopted, creates a culture of continuous improvement. It aims to cushion variations in customer orders and improve system consistency through sequential and split work planning, determined on the basis of analysis of the average demand for all products. Instead, focusing on value stream mapping, standard work, flow, pull, and defect reduction first is wise.


Organize, plan, schedule, track, scoreboard, motivate and communicate lean efficiency with these field-proven board kits. Standardized tasks and processes are the foundation for continuous improvement and employee empowerment. However, that is very difficult to achieve when demand goes up and down sharply and with limited predictability.


Heijunka is a technique that helps smooth production to a predictable and constant rate. While heijunka is the smoothing of production, the heijunka box is the name of a specific tool used in achieving the aims of heijunka. Production leveling (heijunka) is one of the lean tool that is used to stabilize a manufacturing system (reduce the bullwhip effect). Whilst heijunka refers to the concept of achieving production smoothing, the heijunka box is the name of a specific tool used in achieving the aims of heijunka.

Want to check how your HEIJUNKA Processes are performing? You don’t know what you don’t know. Find out with our HEIJUNKA Self Assessment Toolkit: