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Lean Manufacturing Overview Superfactory Excellence Program™ www.superfactory.com
Outline <ul><li>Lean Manufacturing </li></ul><ul><li>5S & Visual Controls </li></ul><ul><li>Kaizen </li></ul><ul><li>Value...
What is Lean? <ul><li>Lean production focuses on eliminating waste in processes (i.e. the waste of work in progress and fi...
Identify the Customer <ul><li>Value added is always determined from the customer’s perspective. </li></ul><ul><li>Who is t...
Roadblocks <ul><li>Too busy to study it </li></ul><ul><li>A good idea but the timing is premature </li></ul><ul><li>Not in...
Kanban Squares X X X X Flow of work Flow of information X X
End of Sample Would you like to buy this presentation? Lean Manufacturing - 5S - Visual Controls –  Kaizen - Value Streams...
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Lean Sample

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Lean Sample

  1. 1. Lean Manufacturing Overview Superfactory Excellence Program™ www.superfactory.com
  2. 2. Outline <ul><li>Lean Manufacturing </li></ul><ul><li>5S & Visual Controls </li></ul><ul><li>Kaizen </li></ul><ul><li>Value Streams </li></ul><ul><li>Pull Manufacturing </li></ul><ul><li>Mistake Proofing </li></ul><ul><li>Quick Changeover </li></ul><ul><li>Six Sigma </li></ul><ul><li>Lean Accounting </li></ul><ul><li>Theory of Constraints </li></ul><ul><li>Human Factors </li></ul>
  3. 3. What is Lean? <ul><li>Lean production focuses on eliminating waste in processes (i.e. the waste of work in progress and finished good inventories) </li></ul><ul><li>Lean production is not about eliminating people </li></ul><ul><li>Lean production is about expanding capacity by reducing costs and shortening cycle times between order and ship date </li></ul><ul><li>Lean is about understanding what is important to the customer </li></ul>
  4. 4. Identify the Customer <ul><li>Value added is always determined from the customer’s perspective. </li></ul><ul><li>Who is the customer? </li></ul><ul><li>Every process should be focused on adding value to the customer. </li></ul><ul><li>Anything that does not add value is waste. </li></ul><ul><li>Some non-valued added activity is necessary waste (“NVA-R”) </li></ul><ul><ul><li>Regulatory </li></ul></ul><ul><ul><li>Legal </li></ul></ul>
  5. 5. Roadblocks <ul><li>Too busy to study it </li></ul><ul><li>A good idea but the timing is premature </li></ul><ul><li>Not in the budget </li></ul><ul><li>Theory is different from practice </li></ul><ul><li>Isn’t there something else for you to do? </li></ul><ul><li>Doesn’t match corporate policy </li></ul><ul><li>Not our business – let someone else analyze it </li></ul><ul><li>It’s not improvement – it’s common sense </li></ul><ul><li>I know the result even if we don’t do it </li></ul><ul><li>Fear of accountability </li></ul><ul><li>Isn’t there an even better way? </li></ul>
  6. 6. Kanban Squares X X X X Flow of work Flow of information X X
  7. 7. End of Sample Would you like to buy this presentation? Lean Manufacturing - 5S - Visual Controls – Kaizen - Value Streams - Pull – Mistake Proofing – Quick Changeover – Six Sigma - Theory of Constraints (254 slides) BUY NOW!

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