Lean Manufacturing

ABSTRACT Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Executive Overview (Case Study) include the most common tools used in the DMAIC Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

The lean manufacturing system is a technique of manufacturing products in time. The concept of lean manufacturing principles employs simpler ways of communicating required materials as well as manual technique in ensuring the provision of signals for replenishment of materials the production companies require. Performance on the other hand, can be considered the attainment of value effectively and efficiently. Lean manufacturing and performance production goes hand in hand.  Through utilizing lean manufacturing method, most companies would be in a position to tailor their processes in achieving effective performance and meeting unique requests from their consumers. The exploratory observations conducted in the study was purposely for examining the nature of complex interactions involved between major constructs and environmental sustainability at the parent company and the tire part vendors. The method of the research was a qualitative case study. The research data were obtained from with the case company and through structured interviews the case company's consumers. The case-specific tools were first developed in close co-operation with the case company. Future research agenda addresses gaps in the current literature and suggests relevant framework from which to explore this phenomenon. 

Keywords: Lean Manufacturing, production performance

A área de prestação de serviços se diferencia em muitas formas do ambiente fabril, porém,
métodos e ferramentas aplicados em manufaturas, também podem ser adaptados para
escritórios, trazendo muitos benefícios. Como o ramo dos seguros vem crescendo no Brasil, a
necessidade de se diferenciar no mercado e possuir um modelo de gestão padronizado é muito
importante. Foi definido como objetivo deste trabalho aplicar o lean manufacturing, filosofia
de melhoria aplicada em manufaturas, em uma corretora de seguros, essa filosofia, para a área
de prestação de serviços, é chamada de lean office. Através deste método e de suas
ferramentas, como o 5S e o PDCA, foi possível o diagnóstico dos processos, encontrar
gargalos e solucionar problemas, aliando isto com um ambiente de trabalho mais limpo,
organizado, estruturado, com a compreensão de todos os colaboradores.
Palavras-chave: Corretora de seguros; Lean Office; Prestação de serviços.

The development of the Toyota Production System (TPS) based on principles of lean technology has especially impressed numerous manufacturers around the world. It attaches remarkable importance to reducing and then eliminating waste and focusing on ...

ABSTRACT Filler material choice for repair welding of stop valve spindle of thermal power plant by-pass pipeline was presented in this paper. Repair welding of the stop valve spindle was necessary because of plant operating problems due to very frequent localized damage appearance in the form of erosive wear on it. For this purpose it was necessary to choice appropriate filler material with high wear resistance characteristic. Experimental investigation and testing (hardness measurement, chemical composition analysis and microstructural investigation) of prepared specimens after welding simulation with different kind of filler material was performed. On the basis of obtained results it was recommended procedure for application of the filler material with generally preferable characteristic.

Background. China is one of the most attractive investment destinations for the biggest global automotive players, and Lean Manufacturing (LM) is their most established business
improvement methodology enhancing the automotive industry's performance. Despite intensive investments in LM, the automotive industry is still not able to employ Lean philosophy
effectively at Chinese locations.
Research aims. Theoretical and empirical questions arise on how to improve the situation in terms of Lean Manufacturing performance at Chinese locations. Thus, in the paper, we pose that if we assume leadership is the crucial enabler in LM implementation, there is an
urgent need to address the conditions of Chinese leadership.
Method. Basing on the content analysis of existing job offers we estimated the alignments of demands of the job posed by the unique context of Chinese culture with the profiles of candidates
that are mostly wanted.
Key findings. The content analysis revealed that in job offers there is an underestimation of cultural intelligence skills. The aforementioned analysis led us to the proposition of how to improve leadership in China by introducing a model of Chinese leadership center development denoted as a “China Lean Center”. The Center can be used by practitioners to develop in-house skillful and culturally aware leaders in order to enable successful implementation of LM at Chinese locations.

The evolution of continuous improvement methodologies is evident in the formalisation of activities, their spread across disciplines, and the formation of hybrid methodologies. This study focuses on hybrid methodology formation, and specifically on lean and value engineering. It is proposed that hybrid methodologies be implemented using interchangeable use, concurrent use, and integrated use models; however, the literature does not provide distinct model definitions nor a formal framework to guide model selection. This study uses a systematic literature review to establish a model selection framework based on distinct model definitions. The aim of this framework is to support implementation and to create a standardised platform for future development, ultimately leading to improved and more sustainable success in implementation. OPSOMMING Die ontstaan van kontinue verbeteringsmetodologieë is duidelik in die formalisering van aktiwiteite, die verspreiding daarvan oor dissiplines en die samevoeging van hibriede metodologieë. Hierdie studie fokus op hibriede metodologie formasie, en spesifiek op lenige-en waarde-ingenieurswese. Die voorstel is dat hibriede metodologieë implementeer word deur middel van verwisselbare-gebruik modelle, konkurente-gebruik modelle en geïntegreerde-gebruik modelle. Die literatuur verskaf egter nie duidelike definisies vir ʼn formele raamwerk om model seleksie te lei nie. Hierdie studie gebruik ʼn sistematiese literatuurstudie om ʼn model-seleksie raamwerk te ontwikkel wat op duidelike model definisies geskoei is. Die doel van hierdie raamwerk is om die implementering te ondersteun en om ʼn gestandardiseerde platform vir toekomstige ontwikkeling te skep. Dit sal uiteindelik lei tot verbeterde en meer volhoubare sukses in implementering.

Currently the industry is trying to improve its competitiveness. This makes the manufacturingindustry needs to adapt the Lean-Kaizen concept. Lean-Kaizen means eliminating waste through small improvements made on an ongoing basis. This research takes a case study at PT Inoac Poltechno Indonesia, which is engaged in foam production. The current production target is only 56% of the planned target. Besides that, there are found many defective products and activities that have no added value. Furthermore, a map of the current condition is made to find waste and know the kaizen that will be carried out. Furthermore, a future map was developed with work standardization and Value Stream Mapping to determine activities that have no added value. Calculation of Waste Assessment Model (WAM), shows the biggest waste is defect (26.73%), inventory (15.79%), and waiting (13.35%). This study found that by adding trolley, adding operators, making SOPs, scheduling engine maintenance would make non-va...

The standard operation of companies involves managing risk, whether that risk comes from safety or financial factors. Despite this fact, most companies do little or nothing to manage the safety or financial risk related to their controller automation. This is quite surprising for manufacturing and production companies that depend primarily on equipment and process automation. Those involved in industrial management, plant safety, maintenance and installation of automation equipment should give serious consideration to the risks involved with their PLCs. This article focuses on automation control, but the following approach should be applied to all aspects of manufacturing and production automation.

This paper presents an empirical study aimed at investigating the adoption of manufacturing intangible technologies in small manufacturing supplying firms that are located in late developing areas. Manufacturing intangible technologies are more or less formalised practices necessary to make hard technologies work, and to improve manufacturing process management and control. A survey was carried on collecting data from a sample including 291 small manufacturing supplying firms located in Southern Italy. Findings show that managers in a large number of firms have acquired awareness that the adoption of hard tangible technologies alone cannot lead to higher performance, but a change of the manufacturing system organisation or working routines with the adoption of soft technologies is often a necessary condition to preserve or enhance competitiveness. These firms – even coming up against obstacles many times – have been capable to translate their management awareness into practice, by introducing a number of identifiable intangible technologies in the manufacturing environment of their
organisations. Findings also reveal that industry type affects the adoption of intangible manufacturing technologies.

The challenges of designing the needed Ultra Large Scale (ULS) systems are beyond the methods and techniques that humanity currently knows of. These systems are characterized by extraordinary decentralization, inherently conflicting, unknowable and diverse requirements, continuous evolution and deployment, heterogeneous, inconsistent, and changing elements, erosion of people/system boundary, normal failures and new paradigms for acquisition and policy. Today the largest systems being designed are what in the US military parlance are called System of Systems (SoS). The current cutting-edge SoS are characterized by operational and managerial independence of elements, evolutionary development, emergent behavior and geographic distribution. ULS will be SoS at Internet Scale. This is not a simple matter of extending the current approaches as P.W. Anderson in his 1972 classic paper described More is Different. We have definitely come a long way from that time in our approaches to design s...

Lean manufacturing can be considered as a business strategy and it has been proved to be an effective management philosophy for improving businesses in a competitive market by eliminating non-value added waste and improving in process operations. Value stream mapping (VSM) can be an extremely powerful tool, combining material processing steps with information flow as well as other important related data. This paper illustrates the review of VSM techniques and its benefits in machining industry. The purpose of this paper is to highlight the effective utilization of the VSM tools for process and productivity improvements by different authors.

Purpose: The article analyses the impact of continuous improvement (system and teams) on business sustainability dimensions (social, environmental, operational and financial) as a competitive strategy to create value for all stakeholders in emerging economy context.Design/methodology/approach: The data collected is from 120 companies of different sizes and 13 different industrial sectors such as food, energy, health, financial services, and logistics in Colombia. The design of multivariate logistic regression is to identify the critical aspects of the continuous improvement practices that significantly affect the dimensions of business sustainability.Findings: The analysis shows that from continuous improvement aspects (system and teams), employee involvement, human talent maintenance, training, and evaluation accompanied by feedback impact business sustainability. These elements impact financial and operational dimensions significantly but in the environmental and social aspects wi...

In order to stabilize the global climate the world’s governments must make significant commitments to drastically reduce global greenhouse gas (GHG) emissions. One of the most promising methods of curbing GHG emissions is a world transition from fossil fuels to renewable sources of energy. Solar photovoltaic (PV) cells offer a technically sustainable solution to the projected enormous future energy demands. This article explores utilizing industrial symbiosis to obtain economies of scale and increased manufacturing efficiencies for solar photovoltaic cells in order for solar electricity to compete economically with fossil fuel-fired electricity. The state of PV manufacturing, the market and the effects of scale on both are reviewed. Government policies necessary to construct a multi-gigaWatt PV factory and complimentary policies to protect existing solar companies are outlined and the technical requirements for a symbiotic industrial system are explored to increase the manufacturing efficiency while improving the environmental impact of PV. The results of the analysis show that an 8-factory industrial symbiotic system can be viewed as a medium-term investment by any government, which will not only obtain direct financial return, but also an improved global environment. The technical concepts and policy limitations to this approach were analyzed and it was found that symbiotic growth will help to mitigate many of the limitations of PV and is likely to catalyze mass manufacturing of PV by transparently demonstrating that large scale PV manufacturing is technically feasible and reaches an enormous untapped market for PV with low costs.

The construction industry is heterogeneous and enormously involved with projects that are exposed to an uncertainty found in design and planning, presence of various interest of stakeholders, availability of resources, environmental factors, the economy of the country and statutory regulations. However, most activities of the industry have negative impacts on the environment by generation of construction and demolition wastes. Lean Construction (LC) technique gives the opportunity to more but with less of everything, lean use less of human effort, equipment, time, and space. This study seeks to appraise the benefits of LC technique based on professionals’ opinion in the South African Construction Industry. Wellstructured questionnaire was prepared to collect data from respondents which include Quantity Surveyors, Architects, Construction Managers, Project Managers and Civil Engineers. Result of the analysed data revealed that clients, consultants and contractors agreed that the most...

Lean thinking is a powerful method that allows organisations to improve the productivity, efficiency and quality of their products or services. Achieving these benefits requires good teamwork, clear communication, intelligent use of resources and a commitment to continuous improvement. This book shows how lean thinking can be applied in practice, highlighting the key challenges and pitfalls. The authors, based at a leading centre for lean enterprise research, begin with an overview of the theory of lean thinking. They then explain the core tools and techniques and show how they can be applied successfully. The detailed implementation of lean thinking is illustrated by several case studies, from a range of industries, in which the authors had unprecedented access to the management teams. With its focus on implementation and practical solutions, this book will appeal to managers at all levels, as well as to business students and researchers in lean thinking.

One-piece flow is a design rule that entails production in manufacturing cells on a 3 make one, check one, and move-on one basis (Black 2007), which reduces manufacturing lead 4 time, significantly. This paper proposes a Sequential Methodology comprised of a 5 mathematical model and a Heuristic Approach (HA) for the design of a Hybrid Cellular 6 Manufacturing System (HMS), to facilitate one-piece flow practice. The mathematical model is 7 employed in the cases of small and medium size problems, and it attempts to minimize the total 8 number of exceptional operations, while considering machine capacities and alternative 9 machines. The machine-part matrix achieved by the mathematical model is input into the flow 10 line design stage of the HA, where backflow within the cells is eliminated. However, for 11 industrial problems, the proposed HA is utilized. After the formation of the cells by clustering, 12 the HA attempts to eliminate exceptional operations of a given cellular configuration together 13 with a functional structure, by employing alternative machines, based on the decision rules 14 developed. Later, unidirectional flow within the cells is achieved and the capacity and budget 15 constraints are satisfied. A medium-sized problem is solved by using both of the approaches, 16 namely, the model integrated with the flow-line design stage of the HA and the complete HA. 17 The results are discussed and the limitations are explained. 18 19

Laser powder bed fusion additive manufacturing is used for demanding applications in industries such as aerospace. However, machine-specific, optimized process conditions and parameters are required to assure consistent part quality. In addition, differences in supplied powder can cause variation in the mechanical properties of the final parts. In this paper, the variability in mechanical properties of 316L stainless steel produced with two different laser powder bed fusion machines from two different powder batches was studied by producing an identical set of tensile and impact toughness test specimens. The samples were subjected to stress-relieving, solution annealing and hot isostatic pressing to assess the effectiveness of standardized heat-treatments in reducing variation in the mechanical properties of the built parts. Porosity, microstructure, tensile properties, and impact toughness of the specimens were measured to study the effect of changing the material, machine, and heat treatment. The maximum differences observed between the studied machine-powder combinations were approximately 7% for tensile properties and approximately 20% for impact toughness. HIP reduced the variability in all other studied properties except elongation. All the specimens fulfil the minimum requirements set in ASTM F3184-16 for AM 316L.

Nowadays, manufacturing industries are rapidly developing. However the constraints faced by today's producers are how to produce their products quickly through low costs while at the same time, the reduction of waste disposal in the environment. The high waste of time in the manufacturing industry is often attributed to the wastage that occurred in the company’s operations. Lean manufacturing is linked for improving the standard working. It is one of the production strategies that drive the industry towards a more efficient production of goods and services. Meanwhile, green manufacturing has been adopted as a requirement to achieve a minimal negative impact on the environment. The green lean is a concept to make sure system more efficient, reduce unwanted product releases and minimize the environmental impact. So, the main objective of this research is to reduce cycle time in manufacturing company by adopting green lean elements. This research focuses on furniture manufacturing ...

This work is on the aerodynamics design of the body and frame of a motor tricycle using SolidWorks 2011 modeling system. Its Computational Fluid Dynamics (CFD) feature was used to run simulation tests at a target speed of 150 km/h to evaluate the aerodynamic performance of the tricycle. Simulation results presented shows that lift and drag forces are diminished considerably and that 170 km/h is the maximum speed to be travelled by the tricycle for a smooth and stable ride. Also, the design reduced drastically the effects of lift and drag forces, increased the tricycle’s stability, traction and performance as well as minimized the weight of the tricycle as a result of the use of high performance to mass ratio materials such as carbon fiber for the body and alloy steel for the frame and rims.

Lean management represents a systematic approach used for identifying and eliminating waste and non-value added activities from different industries, including the textile industry. Even if the lean manufacturing concept has shown important results in continuous process industry, the textile industry represents a good area for implementing this methodology targeting as a main objective the action of eliminating waste, thus reducing costs and therefore, increasing productivity. Being a customer oriented process, the system has the ability to eliminate a significant part of waste from the Romanian textile industry. As a result, this is an incipient study aimed to present the benefits of implementing Lean Management in the Romanian textile industry, through its improvement tools, as well as presenting a theoretical economic impact for a textile company. Also, taking into consideration that Lean Management is not yet applied in the Romanian textile field, the study will present a part of the areas which would need the Lean implementation, as well as further actions to be taken in order to improve productivity in textile industry.

Niniejsza książka powstała w oparciu o doświadczenia wdrożeniowe LeanQ Team i samej autorki zdoby-wane na przestrzeni dziesięciu lat we współpracy z kilkuset firmami.
Książka ta jest podręcznikiem dla poczatkujących, ale wierzę, że i doświadczeni praktycy znajdą w niej kilka inspiracji. Pisząc tę książkę starałam się odpowiedzieć na potrzeby tych, którzy zauważyli, że są na rynku konkurencyjne firmy, które uzyskują lepsze efekty, taniej oferują produkty, bo stosują Lean i chcieli by się dowiedzieć co to jest „ten Lean”.
Kiedy bierzesz do ręki książkę o tytule „Narzędzia…” nie zapominaj, że narzędzia te muszą być elementem spójnej całości – szerszej wizji przyszłości przedsiębiorstwa – Twojego lub tego w którym pracujesz. Wy-korzystywanie i wdrażanie narzędzi dla nich samych, w celu powiedzenia „Mam! Używam!” nie jest Lean i nie da Ci efektów, które obserwujesz u innych. To dokładnie tak jakbyś kupił sobie wiertarkę i cieszył się jej posiadaniem, a nawet radował się nawierconymi dziurami w ścianach, ale… zapomniał na tych ścianach czegoś powiesić, czegoś co tak naprawdę było celem zakupienia wiertarki i podziurawienia ścian.
Moja praktyka pokazuje, że firmy, które wykorzystują narzędzia lean świadomie, tj. wiedzą jakie konkretne efekty chcą uzyskać poprzez ich zastosowanie uzyskują dużo lepsze wyniki „z posiadania wiertarki” od tych, którym nakazano wdrażanie Lean i których rozlicza się z doskonałego stosowania narzędzi. Oznacza to, że zanim zdecydujesz się użyć, któregokolwiek z narzędzi ustal konkretny i mierzalny cel, który chcesz osiągnąć. Po zdefiniowaniu celu rozpoznaj sytuację w obszarze, który chcesz usprawnić – stan istniejący i jego problemy (źródłowe!) pomogą Ci w określeniu listy narzędzi, których powinieneś użyć do jego usprawnienia.
Z tego powodu w poszczególnych rozdziałach starałam się pokazać jakie rezultaty można osiągnąć i na jakie problemy może odpowiedzieć każde z opisanych narzędzi.
Czytając tę książkę, pamiętaj również, że to nie wszystkie narzędzia, którymi dysponuje Lean oraz, które mogą być w Twojej dyspozycji – wiertarką nie dasz rady wbić każdego gwoździa ;). Daję Ci do ręki garść inspiracji, ale nie zatrzymuj się w poszukiwaniach i ciągłym doskonaleniu swojego warsztatu pracy!

Jidoka is one of the main pillars of the TPS. The TPS is presented as a house with two pillars. One pillar represents just-in-time (JIT), and the other pillar the concept of Jidoka. Take away any of the pillars holding up the roof, and the entire system will collapse. Take out quality, and there is no TPS. Jidoka is a principle of building quality for customers—not inspecting quality. Building quality mean making it right the first time. If you are making defective products or using unacceptable quality standards and filtering these defects out through an inspection system, there is no building quality—and no Jidoka. You are just catching the mistakes made in the manufacturing process. This cost a lot of money and resources and puts the business at risk.

Lean Six Sigma Measure Phase Tollgate Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Measure Phase Tollgate Templates include the most common tools used in the Measure Phase. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. There are checklists and guides to ensure the Measure Phase is completed and approved before moving to the next process improvement phase. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

Diante do atual cenário frágil e instável da economia brasileira, a empresa fabricante de tratores agrícolas abordada nesse estudo, encontra fortes alterações nos volumes de vendas e nos mix de produção. Como forma de reação a essas adversidades, o Sistema de Lean de Produção é a filosofia de gestão da produção em linha encontrada pelas indústrias multinacionais como solução para encarar o quadro competitivo estabelecido - fruto de uma economia totalmente globalizada. Entre outras ferramentas, as mais aplicadas são o balanceamento de linha, a Melhoria Contínua, PDCA, o Mapa de Fluxo de Valor e a Gestão Visual (Visual Management), as quais vem se mostrando cruciais para a redução de desperdícios nos mais diversos ramos de aplicação industrial. O objetivo do estudo em questão é acompanhar e evidenciar a eficiência da aplicação da ferramenta de gestão visual Yamazumi em uma indústria de máquinas agrícolas, como direcionador nas ações de balanceamento de linha juntamente com a redução das atividades que não agregam valor ao produto final. Entendemos que a gestão visual por meio do Yamazumi é um gerador de projetos de melhoria contínua, suportado pelo uso de ferramentas do Lean Manufacturing, como o Kaizen e o Trabalho Padrão. Por meio dessas atividades, foi possível alcançar a redução da carga de trabalho de um colaborador em até 60% e balancear as atividades na linha de montagem sem a contratação de mão de obra.
Palavras Chaves – Lean Manufacturing, Melhoria Contínua, Balanceamento de Linha, Yamazumi, Trabalho Padronizado.

Total quality management (TQM) gained popularity in large enterprises since its inception. However, small to medium enterprises (SMEs) still lag behind when it comes to the successful implementation of TQM in their entities. This study is based on the premise that SMEs do not have adequate implementation of TQM in their business operations. This may negatively impact on their performance and profitability. Therefore the research question that emanates in this study asks: to what extent do SMEs implement TQM in their business operation? The authors adopt a quantitative approach with the use of questionnaires to collect data from SMEs in the manufacturing sector and franchises in Cape Town, South Africa. The major findings indicate that SMEs that implemented TQM in their operations were more successful than those that did not. The majority of the SMEs still need to adopt this approach to enhance their business performances. It is recommended that SMEs should not only focus on cost red...

Purpose-Several authors have examined the lean healthcare literature, but besides all efforts made, articles comparing conceptual and analytical studies were not found. Thus, a systematic review is conducted aiming to understand the state of the art of lean healthcare by investigating and comparing how conceptual and analytical articles address tools/methods, application fields, implementation barriers and facilitators and positive and negative impacts. Design/methodology/approach-Articles in English about lean healthcare, published in journals in the last ten years (2009-2018) and indexed in Web of Science (WoS) or Scopus were examined and assessed by following the Preferred Reporting Items for Systematic Reviews and Meta-Analyzes (PRISMA) protocol. A qualitative content analysis on the eligible articles was conducted, and results from the conceptual and analytical studies were compared. Findings-There is a literature gap regarding tools/methods in both conceptual and analytical approaches once they prioritize for different items. Barriers, facilitators and negative impacts are perceived differently within both categories and might require more extensive analysis. The same items prevail in both conceptual and analytical categories when analyzing healthcare fields and positive impacts. Originality/value-There is a lack of articles comparing conceptual and analytical studies concerning lean healthcare. So, this study's relevance is in identifying theoretical and applied research gaps to strengthen the lean healthcare state of the art and to integrate theoretical-applied knowledge. For healthcare professionals, it might provide an overview of the key factors that can promote lean implementation.

Research related to the natural environment in operations management is still in its infancy. The relatively few studies to
date have primarily emphasized environmental issues relating to process technologies, quality, new product development,
and supply chain management. This paper reports on the work of a focus group of environmental and operations
management researchers, which generated a broad framework useful for identifying fruitful research opportunities. This
framework is structured along two dimensions: level of analysis and process of environmental improvement. Research areas
identified by the focus group to be most promising subsequently were mapped onto this framework. Strong opportunities for
building our understanding of environmental issues and improving practice are evident in the areas of manufacturing
strategy, quality, supply chain management, and technology management. Research on intra- and inter-firm diffusion of best
practices, environmental technology investment and transfer, and measurement of environmental performance promises to
lead to a more integrative view of environmental operations management.

The key to realizing greater savings in your Lean initiatives and from more informed management decisions is to predetermine the "True" cost of downtime for each profit center category. TDC is a activity based costing methodology of analyzing all cost factors associated with downtime, and using this information for cost justification and day to day management decisions. Most likely, this data is already being collected in your facility, and need only be consolidated and organized according to the TDC guidelines