• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Lean thinking - Management Topic from myBskool | Online Mini MBA (Free)

Lean thinking - Management Topic from myBskool | Online Mini MBA (Free)



Course - Online Mini MBA (Free) ...

Course - Online Mini MBA (Free)
Register - http://www.mybskool.com/100-day-mini-mba.php?course=FreeCourse

Lean thinking - Management Topic from myBskool
Faculty - S. Thirumalai
Lean Management in Online Management (MBA) courses in India
+91-87545 99124



Total Views
Views on SlideShare
Embed Views



0 Embeds 0

No embeds


Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

    Lean thinking - Management Topic from myBskool | Online Mini MBA (Free) Lean thinking - Management Topic from myBskool | Online Mini MBA (Free) Presentation Transcript

    • Lean is a Health Care Programme for Organization Like any Health Care programme for individuals wherein Techniques are designed to burn out “Fats” for an individual, Organizations also have “Fats” which are referred as non-value added activities which are needed to be eliminated.
    • Lean Management Definition A Strategy for achieving Significant Continuous Improvement in performance through the Elimination of all wastes of all Resources including Time.
    • What really “Lean Management” want to achieve “Lean production is lean because it uses less of everything compared with mass production half the human effort half the manufacturing space half the investment in tools half the engineering hours to develop a new product in half the time. Also it requires keeping far less than half the needed inventory on site, results in many fewer defects, and produces a greater and ever-growing variety of products.” 4
    • Lean Approach 5 • Identifying Waste • Process Mapping using Value Stream Mapping • Identifying Overall Equipment Effectiveness • Reduction in Set up time (SMED), Quick Changeover (SMED) • Standardized Work • Levelled Production • Pull Scheduling (Kanban) • Team Development • Cellular Production • Error Proofing (Poka Yoke) • Visual Controls, 5 S • Total Productive Maintenance
    • 6
    • Lean Manufacturing Characteristics 7 • Made to order • Single piece production • Just in Time supplies • Pull based scheduling • Short cycle times • Highly flexible equipment • Highly flexible and responsive processes • Quick changeovers • Continuous flow (work balancing, cells) • High first-time right • Significantly less defects • Multi-skilled employees
    • Fundamentals of Lean Manufacturing 8
    • 1. On-Time delivery 2. Improved response 3. Reduced inventory 4. Improved quality 5. Improved workflow 6. Achievement of flexibility 7. Cultural change 8. Better Delegation 9. Better use of plant WHY COMPANIES INTRODUCE LEAN
    • 10. Better use of skilled labor 11. Job satisfaction 12. Quick Information Flow 13. Less Transactions 14. Less Variation, “More” Predictability 15. Forecasts Become More Accurate 16. Quicker Response To Design Changes 17. Quicker Market Response 18. Problems Are Visible 19. Product Team Organization - Eliminates Departmental Conflicts WHY COMPANIES INTRODUCE LEAN
    • Lead Time Reduction Productivity Increase WIP Reduction Quality Improvement Space Utilization 0 25 50 75 100 Percentage of Benefits Achieved
    • 4 P’s of LEAN Problem Solving · Continual organizational learning through Kaizen · Go see for yourself to thoroughly understand the system(Genchi Genbutsu) · Make decisions slowly by consensus thoroughly considering all options; implementing rapidly People and Partners · Grow leaders who live the philosophy · Respect, develop and challenge your people and teams · Respect challenge and help your suppliers Process · Create process ‘flow’ to surface problems · Use pull system to avoid over production · Level out work load (Heijunka) · Stop when there is a quality problem (jidoka) · Standardize tasks for continuous improvement · Use visual control so no problems are hidden · Use only reliable, thoroughly tested technology
    • 4 P’s of LEAN •Philosophy • Base management decisions on a long term philosophy; even at the expense of short term financial goals • ‘The need for fast, flexible processes that give customers what they want, when they want it, at the highest quality and affordable cost’
    • LEAN RULES • Principle 1 Base your management decisions on a long term philosophy, even at the expense of short-term financial goals. • Principle 2 Create continuous process flow to bring problems to the surface • Principle 3 Use pull systems to avoid over-production
    • LEAN RULES • Principle 4 Level out the workload (heijunka). (Work like the tortoise and not the hare) • Principle 5 Build a culture of stopping to fix problems, to get quality right the first time. • Principle 6 Standardized tasks are the foundation for continuous improvement and employee empowerment.
    • LEAN RULES Principle 7 • Use visual control so no problems are hidden. Principle 8 Use only reliable, thoroughly tested technology that serves your people and processes. Principle 9 Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
    • LEAN RULES Principle 10 Develop exceptional people and teams who follow your company’s philosophy. Principle 11 Respect your extended network of partners and suppliers by challenging them and helping them improve. Principle 12 Go and see for yourself
    • LEAN RULES Principle 13 Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi). to thoroughly understand the situation (genchi genbutsu). Principle 14 Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen).
    • Thank You info@mybskool.com http://www.mybskool.com 87545 99124