Your SlideShare is downloading. ×
0
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Lean Road Map
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Lean Road Map

458

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
458
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
38
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Linha Vermelha = Tempo Takt ( Rodada de linha)
    Cada barra mostra os elementos de trabalho para um operador
    As barras são preenchidas de baixo para cima
    1-2-3-4 são os elementos que o operador 1 executa, e no tempo de 14 min.
    Operador 3 é gargalo
  • Linha Vermelha = Tempo Takt ( Rodada de linha)
    Cada barra mostra os elementos de trabalho para um operador
    As barras são preenchidas de baixo para cima
    1-2-3-4 são os elementos que o operador 1 executa, e no tempo de 14 min.
    Operador 3 é gargalo
  • Hand Off – Causador de desperdício: Termo em Inglês que designa a passagem de Informação de uma pessoa para outra ou de um departamento para outro. ****repare no longo tempo e destorcido tempo de atravessamento
  • __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • Transcript

    • 1. THE ROAD MAP 6 STEPS FOR IMPROVEMENTS IN THE OFFICES
    • 2. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
    • 3. FILES VOC.xls VOC analysis.xls
    • 4. VOICE OF CUSTOMER What happens with time? Attractives Attractives (unknown) (unknown) Performance Performance (Spoken) (Spoken) Time Not done (or done in a bad way) Ne ra l ut Well done Basic Basic (Expected) (Expected)
    • 5. INTERPRETING RESULTS Functional presentation POSITIVE (+) Customer requirements Satisfied Functional presentation NEGATIVE (-) Satisfied ? Neutral Attactive Reverse Indiferent Reverse Reverse Unsatisfied Performance Basic Neutral Unsatisfied ?
    • 6. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
    • 7. UNDERSTAND THE CURRENT PROCESS Voice of Customer Survey > 70% answers to be trustful Gather people’s activity information 30 days to avoid seasonality Critical Analysis Prioritized & Critical VSMs
    • 8. GATHER PEOPLE’S ACTIVITY INFORMATION Data Gathering.xls Data Gathering - Consolidation.xls
    • 9. VALUE STREAM MAPPING VSM.xls VSM.pdf VSM.vsd
    • 10. WASTES IN OFFICES  BOUNDARY WASTES  KNOWLEDGE WASTES  PLANNING WASTES
    • 11. 9 WASTES IN OFFICES USELESS INFORMATION WAITING LARGE BATCHES BOUNDARY BOUNDARY LACK OF LEVELLING PLANNING PLANNING REDUNDANT TASKS LACK OF SYNCHRONISM POOR QUALITY REINVENTION KNOWLEDGE KNOWLEDGE STOP AND GO TASKS
    • 12. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
    • 13. DMAIC TOOLS (ubertool) BRAINSTORMING PARETTO CHART CHECK-LIST CHARTS PRIORITY MATRIX ISHIKAWA 5W 1H 5W / 1H
    • 14. DMAIC TOOLS (ubertool) Quick Hits Complex JUST DO IT! PLAN = 5W1H & 5 WHYs ~ 40% of cases ~ 60% of cases
    • 15. 5W1H
    • 16. 5 WHYS
    • 17. FILES 5W1H 5 Whys
    • 18. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
    • 19. 3 LEAN SOLUTIONS 1 – FLOW; 2 – STANDARDIZATION; 3 – QUALITY MANAGEMENT;
    • 20. FLOW  LEVEL THE WORKLOAD;  ELIMINATE INTERRUPTIONS;
    • 21. LEVEL THE WORKLOAD DEMAND • QUESTIONS: • WHAT IS THE CAPACITY OF THE PROCESS? • IS THERE A BOTTLENECK? • IS THERE AN OVERLOAD? • WHAT IS THE RIGHT TIME TO START? • WHO SETS PRIORITY?
    • 22. BALANCE CHART
    • 23. BALANCE CHART
    • 24. BALANCE CHART Balance chart.xls
    • 25. ELIMINATE INTERRUPTIONS PROCESS DATA DEPTS INFORMATION FLOW WITH NO HAND OFFS •PRECIOUS INFORM.; • GOOD DECISION
    • 26. TRADITIONAL PROCESS
    • 27. LEAN PROCESS
    • 28. 3 LEAN SOLUTIONS 1 – FLOW; 2 – STANDARDIZATION; 3 – QUALITY MANAGEMENT;
    • 29. STANDARDIZATION: OFFICE STANDARD WORK INSTRUCTION Content: 1 – Work flow SWI.xls 2 – Processes Inputs and Outputs 3 – Method: detailed instruction, step by step (element instruction)
    • 30. 3 LEAN SOLUTIONS 1 – FLOW; 2 – STANDARDIZATION; 3 – QUALITY MANAGEMENT;
    • 31. • LEAN MANAGEMENT SYSTEM • VISUAL MANAGEMENT • LESSONS LEARNED
    • 32. Daily Accountability Routine 7.00 – 8.00 am Operators Supervisor Tier 11 Tier 8.00 – 8.30 am Data acquisition Supervisor Process Eng Plant Manager Superintendent Gather together the information to share with tier 4 Site Manager Plant Managers Superintendent Tier 22 Tier Maintanance Planning Task Accountability Board Task Accountability Board 9.00 – 9.30 am Tier 33 Tier 9.30 – 10.00 am Tier 44 Tier Signatures YYYYY XXXXX Maintanance Manager XXXXX Planning Manager
    • 33. LEAN MANAGEMENT Lean Management.xls
    • 34. VISUAL MANAGEMENT Make easy and widely accessible the comparison of the expected performance versus actual
    • 35. VISUAL MANAGEMENT Call Center Management
    • 36. VISUAL MANAGEMENT Delivery Issues
    • 37. VISUAL MANAGEMENT Kamishibai – Routine control
    • 38. Action Log VISUAL MANAGEMENT
    • 39. VISUAL MANAGEMENT KPIs Visual Management.xls
    • 40. LESSONS LEARNED Structured meetings with the following targets:  Measure results  Focus in facts and data  Process analysis  Feedback of internal customer  Written improvement plan
    • 41. Identify process and value Draw current 400 state 1- Identify what add value to the customers; Projects ahead of schedule (July to Dec. 2004) 2 – Understand the current process 100 3 – Identify wastes; 80 4 – Find the root cause of wastes; Draw Future 6 100 State 40 5 – Draw a high performance process based on 3 lean solutions 60 200 % Days 300 Analyze the wastes 15 0 ZE Pump Type Quantity of days 129 33,5 % Accumulative% 33, 5 C AP 68 Implementation17,7 51,2 10 20 2 4 7 2 3 6 – Implement actions and manage to 2 1 2 0 AP3V perfection; M M C ZE M BT B B S H N G S HV Other M S M 39 25 21 14 14 7 6 5 0 S N M 57 14,8 10,1 66,0 76,1 6,5 82,6 5,5 3,6 88,1 91,7 3,6 95,3 1,8 97,1 1,6 1, 3 0,0 98,7 100, 0 100,0
    • 42. A3 REPORT Title DATE 17/06/08 E.O. F. B. M. E. P. P. D. M. A.C. BACKGROUND / TARGETS FUTURE STATE •Historical Context C. F. • Actions and why are recommended • Countermeasures to the root-cause •What is the problem? What is the relation with the business? CURRENT STATE •Where are we? •How are we? •Facts and data ACTION PLAN • Which activities are required to reach the target condition? • Responsible and when? ANALYSIS •What is the root cause? •What is the restriction? INDICADORES • Measurement of impact of the actions in the KPIs
    • 43. FILES A3 Report Template.xls A3 Report Example.xls

    ×