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Lean Process

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This is not a presentation on avalanche survival.

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Lean Process

  1. 1. surviving an avalanche<br />
  2. 2. Lean THINKING<br />
  3. 3. “All we are doing is looking at a time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value added wastes.”<br />TaiichiOhno<br /> INTRODUCTION<br />
  4. 4. WHY I’M TALKING ABOUT IT<br />
  5. 5. WHY I’M TALKING ABOUT IT<br />
  6. 6. LEAN: DEFINED<br />
  7. 7. WASTE IS:<br /><ul><li>Anything that does not add value to the final product</li></ul> or service in the eyes if the customer<br /><ul><li>Any activity the customer wouldn't want to pay for if</li></ul> they knew it was happening<br /><ul><li>Any human activity that absorbs resources but</li></ul> creates no value<br />PRIMARY CONCEPTS: waste reduction<br />
  8. 8. Process Cycle Time<br />Before<br /> Improved Cycle Time<br /><ul><li>Increased Customer Satisfaction
  9. 9. Improved Delivery
  10. 10. Increased Capacity
  11. 11. Increased Quality
  12. 12. Productivity
  13. 13. Increased Employee Satisfaction</li></ul>After<br />Value Add Time <br />(Work) <br />Non Value Add Time<br />(Waste)<br />PRIMARY CONCEPTS: waste reduction<br />
  14. 14. Value Added Activity:<br />Any activity that changes the form, fit or function of a product/transaction<br />Something the customer is willing to pay for<br />Non-Value Added Activity:<br />All other activity is WASTE<br />Grow<br />Value<br />Unnecessary Waste<br />Eliminate<br />Necessary Waste<br /> PRIMARY CONCEPTS: adding value<br />Minimize<br />
  15. 15. The practice of making all standards, targets and actual conditions highly visible in the workplace<br />PRIMARY CONCEPTS: visual management<br />
  16. 16. PRIMARY CONCEPTS: visual management<br />
  17. 17. PRIMARY CONCEPTS: visual management<br />
  18. 18. FIVE TECHNIQUES<br /><ul><li>Observation
  19. 19. Spaghetti diagram
  20. 20. 5S’s (sorting, straightening, systematic cleaning,</li></ul> standardizing, and sustaining)<br /><ul><li> Value Stream Mapping
  21. 21. Root Cause Analysis</li></ul> methods & techniques<br />
  22. 22. methods & techniques: the “gemba”<br />
  23. 23. methods & techniques: observation<br />
  24. 24. Analyzers<br />Sample Storage<br />Analyzer<br />Analyzer<br />Analyzer<br />Analyzer<br />Accessioning Desk<br />Pneumatic Tube System<br />(3) Chem Centrifuges<br />Before<br /> methods & techniques: spaghetti diagram<br />
  25. 25. After<br />Analyzer<br />Analyzer<br /> methods & techniques: spaghetti diagram<br />
  26. 26. methods & techniques: root cause analysis<br />
  27. 27. <ul><li>Ideas are driven by those doing the job
  28. 28. Supported by senior leadership
  29. 29. No substitute for the “gemba” </li></ul>LEAN RESOURCES<br />http://en.wikipedia.org/wiki/Lean_manufacturing<br />http://en.wikipedia.org/wiki/Toyota_Production_System<br />http://www.lean.org/<br />http://agilezen.com/<br />AVALANCHE RESOURCES<br />http://www.avalanche.org/<br />http://www.avalanche.ca/<br /> final thoughts & additional resources<br />
  30. 30. questions?<br />

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