Set who is using this system — the name and division appear in the header and on every printed Kaizen and A3 sheet.
Things you set once. Pick one to open it.
Everything you enter lives in this browser. Back up regularly — a cleared browser profile takes the data with it. The file also moves your workspace to another machine.
This is a policy setting, not security. Lead 360 runs entirely inside this browser with no server behind it, so anyone holding the file can bypass the check. Use it to keep the right names on records and to have the list ready for the day a real backend is added — do not rely on it to keep anyone out.
Put a book on the shelf — a title, a cover image, and either the PDF itself or a link to it. It appears in the Library tab straight away.
For the IT head. Sets what this copy of Lead 360 shows and who may do what, and keeps a record of activity. Soft controls only — with no server behind the app these hide, lock and record; they cannot stop someone determined to edit the file.
The starting point. Each section tab is an SFG station the finished good flows through (PCB → CT → AC → CAC …). Import your WMPT workbook to refresh every position, add positions on any line, or click + SFG station to add a new stage — the whole register (grade split, cycle time, UPH, efficiency, takt) then builds itself for that station.
The current layout builds itself from the WMTP register in sequence — no manual placement. Each process is coloured by status (bottleneck from the slowest cycle time on its line) and shows CT, UPH, UPPH and manpower. Switch to Future and set target UPH and manpower; the gap is your improvement case.
Auto-built from the WMTP register and your VSM. Each station's improvement is classified into an opportunity type from its nature, cycle-time status and the current→future gap, then grouped and colour-coded — so the whole division's station plans sit in one window.
Describe the line and the deliverables. The effort model reads these numbers directly — station and operator counts, model variants, and the complexity multiplier drive every duration downstream.
Standard-time estimates turned into minutes, hours and working days per deliverable. Hours round up to the nearest half; days assume an 8-hour shift. Change the scope and this recomputes.
Pick a saved project and its complete activity schedule builds itself from the effort model — weekends excluded, milestones between phases. Add a start date; the app calculates the rest.
Scoped projects with their effort and schedule snapshot, and a per-leader rating that grows as projects are completed. Switch to the log for a summary table.
A one-page PDCA report per project — background, current state, targets, the key activities from the plan, and before → after results. Auto-numbered and built entirely from the project's own data.
What the improvement programme has returned, against what it promised and what it was asked for. Every figure is read live from the project register — nothing here is entered twice. Hard and soft savings are kept apart on purpose: hard is cash out of the P&L, soft is capacity released, and adding them into one headline is how a programme talks itself into a number it cannot bank.
The team profile that feeds Scope owner-suggestions and Timeline Owner / Support. Add each person's lean-tool skills at level 1–5 from the House of Lean; the app ranks people by skill when suggesting owners.
Every open thread in the system on one wall — improvement projects, the 5S rollout, red tags, audits due, kaizen suggestions and analyses. Cards build themselves from the modules; nothing is entered twice.
Conventional costing prices the product and lets the waste disappear into overhead. This prices the loss — the same money, told the other way round, so the material you throw away has a number on it.
The reading behind the tools. Shelved by subject, with what each book is actually for — so a recommendation comes with a reason, not just a title.
One screen across the whole system — the manpower register, the improvement pipeline, 5S and Kaizen. Everything here is calculated live from what the other tabs hold.
Sort, set in order, shine, standardise, sustain — the plan, the red tags, the audit and the zones, so the workplace holds the state you set it to instead of drifting back.
Ideas from the floor, scored the same way every time, approved through one chain and rewarded by band — so a good idea is recognised for what it returns, not for who raised it.