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  • Do NOT read the slide. Pick 2-3 to point our. Slide 11 Transition: Non value added
  • Example: Before and After 5S Slide 23 Transition: Getting started….

Small Business Seminar Presentation Small Business Seminar Presentation Presentation Transcript

  • Small Business Seminar:Lean for your small business October 26, 2011 The NEW Lean Consulting Group 1
  • Welcome and Introductions • NEW Lean Consulting Group – Provide Lean consulting services – To community businesses and not for profits with a quality resource for their Lean journey. • Certified Lean Lead Facilitators – Jamie Voster – Lisa Rothbauer – Amy Lauko – Project Lead 2
  • Imagine……….• Cutting time to process customer requestsby 75%• Reducing inventory by 75%• Improving quality by 50% – 200%• Increasing productivity by 50% – 75%• Reducing clutter• Reducing time it takes to find and do things 3
  • Lean -  A business system involving all employees which constantly pursues the elimination of waste to shorten the lead time of a process.  Not just for manufacturing! Lean principles can be applied to any business and every process. 4
  • Lean Is…. Lean Is Not Is Is Not• A significant shift in • A headcount reduction thinking and performance strategy• A long term strategy • Merely a cost reduction• Applicable to any strategy organization and every • A quick, one time fix process • A short term project • Applicable only to• Focused on maximizing manufacturing value – optimizing flow• Culture changing 5
  • Elements of Lean Thinking Learning to see Focus on process not on people Standard work Continuous improvement One piece flow Error proofing (poka yoke) 6
  • Lean Toolbox 5S A3 Teams Problem SolvingSetup Reductions TPM Kanban Work CellValue Stream Map Error Proofing 7
  • Lean Requires Change• Change is required in – Thought – Culture – Perspective• Change must occur to achieve success. 8
  • Change is hard……...But stagnation is fatal.Dr. Peter BishopUniversity of Houston 9
  • Implementing ChangeCritical success factors:• Leading• Training• Acting• Sustaining• Plan, Do, Check, Act (PDCA) 10
  • Kaizen - Japanese for improvementor change for the better. It refers to a philosophy or practice that focuses upon continuous process improvement. 11
  • Kaizen Events• Cross functional team empowered to make rapid changes in a process• Targets waste, variability, and non-value add activity• All necessary resources are readily available• Look for immediate results that address root cause. 12
  • Continuous Steady Improvementsvia Kaizen EventsI KaizenM StandardizeP KaizenRO StandardizeV KaizenE StandardizeM KaizenE StartingN ProcessT TIME From “Kaizen”, Masaaki Imai 13
  • Key Characteristics of a Lean Team An insatiable drive to increase value through the on-going elimination of waste. 14
  • Waste The focus of Lean is…waste elimination. 15
  • What is Waste?Anything other than the minimum resources required to add value to an end product or service. 16
  • Waste Wheel VALUE ADDED WORK 5% Motion Knowledge 1 Waiting 8 Inventory 2 7 3 6 Transport Over- 5 4 Production Over- Correction Processing 17
  • Waste in the OfficeTypes of Waste Business Process Waste Motion Walking, routing information Waiting Delays and queues, decision makingTransportation Information hand-offs Correction Defects, re-work, incomplete data Processing Unnecessary steps, variation of methodsOverproduction Unnecessary reports and information Inventory A task waiting to be started (inbox) Knowledge Untapped skills and experience, routine non-value adding activities 18
  • Introduction to 5s• Sieri- Sort• Seiton- Straighten• Seiso- Shine• Seiketsu - Standardize• Shitsuke- Sustain• = 5S 19
  • 5s• Sort: removing the unnecessary• Straighten: a place for everything• Shine: clean up, fix up• Standardize: everything is consistent• Sustain: maintain, review standards= 5S 20
  • 5SBefore After 21
  • Introduction toValue Stream Mapping (VSM)• A one page visual representation showing the flow of all processes, information and material• Current state analysis (snap shot) shows – All current value added and non-value added processes• Future state analysis shows – Improved value added processes and eliminates as much non-value added work as possible• Action plan for target state implementation 22
  • 23
  • Benefits of LeanGetting the right things to the right place at the right time in the right quantity to achieve perfect work flow, while minimizing waste and being flexible and able to change.• Reduced waste, costs, and lost opportunities• Increased • Efficiencies • Ability to serve more customers in the same time • Customer satisfaction • Timely customer access to goods and services • Quality • Employee empowerment 24
  • Who have we helped Change?• Housing Partnership• Medical Facility/Retirement Home• Temperature Controls Solution Provider• Organic American Apparel Company• Collision Repair Shop• Public Library• Counseling Services Company• Homeless Shelter• Home Care Provider 25
  • We can help with:• I need more help, I’m just too busy to keep up.• I will start fixing it once I find my tool.• I’m overwhelmed and don’t know where to start• I’m too busy to train employees.• There must be an easier way, but how?• Everyone has their own way of getting it done.• I can’t find the part so express order a new one.• There are not enough hours in the day.
  • Chinese ProverbIf we don’t changewe will end upwhere we are headed… 26
  • Are you ready to Change?• Contact NEW Lean• Identify your problem/pain (1-3 focus areas)• Establish goals ex: (reduce wait list by 50%)• Develop Plan• Identify Resources• Schedule your Event 27
  • Contact:• Amy Laukolaukoamy@yahoo.com• Lisa Rothbauer - lrothbauer@new.rr.com• Jamie Voster jsvoster@gmail.com• NEW Lean – newlean.org 29