I
n the last issue we looked at rapid changeover (SMED). As we continue to work our way down through the lean tools we will now look at what has become known as monuments.

Done	Value stream mapping
Done	5S
Done	Visual factory
Done	Kaizen and Kaikaku
Done	Quick change over (SMED)
Current	Monuments & remedies
	Lean performance measurements
	Six Sigma

One of the centerpieces to Lean Thinking is the creation of flow. This includes flow of products, raw material, information, and services. Whatever the subject matter, if it is not flowing, then it is waiting. Waiting wastes time, resources, space, and people. In any Lean deployment, creating flow is "mission critical".

Regarding a production process, when creating continuous flow, the practitioner will frequently discover significant obstacles. Many times these revealed obstacles would be in the form of machines or processes that will not cooperate with continuous flow.

Typical processes that will not participate in flow very well are heat treat, plating, and many other processes that require batch and queue material handling - additionally, any processes requiring transportation off-site. Those processes requiring batch and queue material handling create large increases in "work-in-process" (WIP). These inventories are not consistent with Lean Thinking.

Any impediment to flow is referred to as a "Monument". The best remedy for a monument is to replace it with equipment that will support flow. Better yet, is to plan ahead and not purchase monuments. Since all this is generally absent, then other monument remedies must be organized.

One of the most effective monument remedies is the "Supermarket". Make monuments supermarket suppliers. A supermarket is a buffer for more that one part number. The supermarket receives batch and queue supply from the monument and then supplies several value streams with product. The supermarket sends a Kanban back to the monument for replenishment as the various buffers are depleted.

In order for a monument to be a supermarket supplier, it first must be made agile. This includes SMED. An agile monument, as a supermarket supplier, is the best remedy for this type of production impediment. This is a rather complicated practice, but is well worth the effort.