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Lean Mangement
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Lean Mangement


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  • 1. worldofsteelLean Culture Introduction
  • 2. What Is Lean? Respect for People Remove Start Now Waste Continuously Flow Improve
  • 3. The Seven WastesTransportation Inventory Motion Wait time Over Processing Over Production DefectsMovement between Buffers Poor work Materials Excessive testing Material Shortages Internalbuildings/sites design Shortages Excess WIP & Install Un-level Demand ReworkPremium RIP Ergonomic Un-level Demandfreight Design Reconfiguration Build to stock Supplier Supplier StartupDistribution inventories for Travel time Double handling Economic Lot Sizes Final TestNetwork long lead time Vendor Tool & Predictability Material Batching InspectionPlant Layout Stock Material variability/over access Scheduling design Conflicts Operations, Overhead, Materials, Suppliers
  • 4. Continuously Improve Muda = Waste Mura = Flow Muri = Respect for People Continue to tackle all of these areas to keep your Lean System going
  • 5. Traditional Lean enterprise Emphasis on production Emphasis on customer service Make product to forecast Makes to actual customer demand ‘Push’ production system ‘Pull’ production system Machine utilization Employee utilizationReduce cost and increase efficiency Reduce waste and add valueLeadership by executive command Leadership by vision and broad participation Specialized employees Multi-functional employees Penalize mistakes Educate Blame people Identify and solve process failure Reactive Proactive Inspect in Quality Built in Quality Complexity Simplicity Functional Management Structure Manage by Value Stream How does your company rate as a Lean Rating Scale: 1 2 3 4 5 Enterprise?
  • 6. Think Like a Lean Culture1) Leadership2) Visual Controls3) Feedback4) Do What You Say – Say What You Do5) Stick To The Process6) Root Cause Problem Solving7) Continuous Improvement
  • 7. Leadership Strategic Alignment Daily Standard Work Gemba Walks
  • 8. Visual Controls Visuals to help prevent errors Data about process is easy to see A 3rd grade level
  • 9. Feedback Instantaneous feedback Corrective action close to instantaneous Project management done in a visual way
  • 10. Do What You Say – Say What You Do All processes are up-to-date in the paper work Ask anyone and they will give you the same response Supposed to = Actual
  • 11. Root Cause Problem Solving No more band aids and firefighting Use tools like FEMA(Failure Mode And Effect Analysis), fishbon e diagrams, and Gemba to solve root cause Processes reveals problems easily
  • 12. Results Computer Re-manufacturing  Quality - 75% improvement  Productivity - 25% improvement  Cycle Time - 50% improvement  Total Cost - 42% reduction Computer Manufacturing  Quality - 98% improvement  Productivity - 12.5% improvement  Cycle Time - 50% improvement  Total Cost - 31% reduction Veterinary Clinic – 30% Improvement in Revenue