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© Operational Excellence Consulting. All rights reserved.
This presentation is a collection of PowerPoint diagrams and
tem...
© Operational Excellence Consulting. All rights reserved. 2
Contents (1 of 2)
1. 4P Model of Leadership Commitment
2. 4 St...
© Operational Excellence Consulting. All rights reserved. 3
Contents (2 of 2)
21. Kaizen Event Process
22. Leader Standard...
© Operational Excellence Consulting. All rights reserved. 4
The 4P Model of Leadership Commitment guides Toyota leaders in...
© Operational Excellence Consulting. All rights reserved. 5
The Five Needs Model for Good Supervisors defines the essentia...
© Operational Excellence Consulting. All rights reserved. 6
The Five Principles of Lean guide organizations in the develop...
© Operational Excellence Consulting. All rights reserved. 7
The 5S principles provide a visual and disciplined approach to...
© Operational Excellence Consulting. All rights reserved. 8
Overall Equipment Effectiveness (OEE) can be improved by
elimi...
© Operational Excellence Consulting. All rights reserved. 9
The Six Steps of Kaizen is a scientific method used by Toyota ...
© Operational Excellence Consulting. All rights reserved. 10
Eight types of waste exist in our processes which can be elim...
© Operational Excellence Consulting. All rights reserved. 11
Typical Flow of a Problem-Solving A3 Report
Current Condition...
© Operational Excellence Consulting. All rights reserved. 12
The six sources of variability in a system are used to unders...
© Operational Excellence Consulting. All rights reserved. 13
The Gemba Framework provides a holistic view of the key
deter...
© Operational Excellence Consulting. All rights reserved. 14
Hoshin Kanri Strategy Deployment Process focuses and aligns t...
© Operational Excellence Consulting. All rights reserved. 15
The House of Gemba provides a management framework for
achiev...
© Operational Excellence Consulting. All rights reserved. 16
The House of TPS provides a holistic approach to improving sp...
© Operational Excellence Consulting. All rights reserved. 17
A Kaizen Event is a team activity aimed at rapid use of Lean ...
© Operational Excellence Consulting. All rights reserved. 18
Leader Standard Work sustains and extends Lean’s gains
Lean
g...
© Operational Excellence Consulting. All rights reserved. 19
Planned Maintenance
Lean management as a closed loop system c...
© Operational Excellence Consulting. All rights reserved. 20
Parallel Implementations of Lean Production & Lean Management...
© Operational Excellence Consulting. All rights reserved. 21
Methods to Increase Productivity
Methods to Increase Producti...
© Operational Excellence Consulting. All rights reserved. 22
A Mistake Proofing Process prevents or detects a specific err...
© Operational Excellence Consulting. All rights reserved. 23
The Plan-Do-Check-Act (PDCA) Cycle provides a systematic appr...
© Operational Excellence Consulting. All rights reserved. 24
PDCA problem solving process
Select the Theme
Plan the Schedu...
© Operational Excellence Consulting. All rights reserved. 25
The Primary Performance Measures are inherently linked and an...
© Operational Excellence Consulting. All rights reserved. 26
Source: The Shingo Prize
The Shingo transformation process is...
© Operational Excellence Consulting. All rights reserved. 27
The Framework of Standardization defines the practice of sett...
© Operational Excellence Consulting. All rights reserved. 28
1. Identify the Constraint
2. Exploit the Constraint
3. Subor...
© Operational Excellence Consulting. All rights reserved. 29
The Total Productive Maintenance (TPM) model provides a struc...
© Operational Excellence Consulting. All rights reserved. 30
All components consist of 4 Steps
JobMethods(JM)
TWI
TWI Fram...
© Operational Excellence Consulting. All rights reserved. 31
• Creates an end-to-end view of the system
• Demonstrates int...
© Operational Excellence Consulting. All rights reserved. 32
The Waste Elimination Model emphasizes the relationship betwe...
© Operational Excellence Consulting. All rights reserved.
About Operational Excellence
Consulting
© Operational Excellence Consulting. All rights reserved. 34
About Operational Excellence
Consulting
• Operational Excelle...
© Operational Excellence Consulting. All rights reserved.
To download this presentation,
please visit us at:
www.oeconsult...
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Lean Management Frameworks by Operational Excellence Consulting

This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different Lean management frameworks and models.

INCLUDED MODELS/FRAMEWORKS:

4P Model of Leadership Commitment
4 Steps of Jidoka
5 Needs Model for Good Supervisors
5 Principles of Lean
5S Maturity Model
5S Principles
5 Steps of SMED
5W 1H and ECRS Framework
6 Major Equipment Losses
6 Steps of Kaizen (Toyota)
8 Types of Waste
10 Rules of Kaizen
A3 Problem Solving Process
Cause & Effect Diagram
Diamond Model of Leadership Development for Toyota Leaders
Gemba Framework
Gemba Process
Hoshin Kanri Model
House of Gemba
House of Toyota Production System (TPS)
Kaizen Event Process
Leader Standard Work
Lean Leadership & Kaizen Model
Lean Levers for Waste Elimination
Lean Management System (for effective Lean leadership)
Lean Maturity Model
Methods to Increase Productivity
Mistake Proofing Process
PDCA Cycle
PDCA Problem Solving Process
Primary Performance Measures Framework
Role Structure in the Change Process
Shingo Model for Lean Transformation
Standardization Framework
Theory of Constraints
Total Productive Maintenance (TPM)
Training Within Industry (TWI)
Value Stream Mapping
Visual Standards
Waste Elimination Model

To download this presentation, please go to: http://www.oeconsulting.com.sg

Lean Management Frameworks by Operational Excellence Consulting

  1. 1. © Operational Excellence Consulting. All rights reserved. This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different Lean management frameworks and models. Lean Management Frameworks Diagrams and Templates of Lean Management Frameworks and Models
  2. 2. © Operational Excellence Consulting. All rights reserved. 2 Contents (1 of 2) 1. 4P Model of Leadership Commitment 2. 4 Steps of Jidoka 3. 5 Needs Model for Good Supervisors 4. 5 Principles of Lean 5. 5S Maturity Model 6. 5S Principles 7. 5 Steps of SMED 8. 5W 1H and ECRS Framework 9. 6 Major Equipment Losses 10. 6 Steps of Kaizen (Toyota) 11. 8 Types of Waste 12. 10 Rules of Kaizen 13. A3 Problem Solving Process 14. Cause & Effect Diagram 15. Diamond Model of Leadership Development for Toyota Leaders 16. Gemba Framework 17. Gemba Process 18. Hoshin Kanri Model 19. House of Gemba 20. House of Toyota Production System (TPS) NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: http://www.oeconsulting.com.sg
  3. 3. © Operational Excellence Consulting. All rights reserved. 3 Contents (2 of 2) 21. Kaizen Event Process 22. Leader Standard Work 23. Lean Leadership & Kaizen Model 24. Lean Levers for Waste Elimination 25. Lean Management System (for effective Lean leadership) 26. Lean Maturity Model 27. Methods to Increase Productivity 28. Mistake Proofing Process 29. PDCA Cycle 30. PDCA Problem Solving Process 31. Primary Performance Measures Framework 32. Role Structure in the Change Process 33. Shingo Model for Operational Excellence 34. Standardization Framework 35. Theory of Constraints 36. Total Productive Maintenance (TPM) 37. Training Within Industry (TWI) 38. Value Stream Mapping 39. Visual Standards 40. Waste Elimination Model
  4. 4. © Operational Excellence Consulting. All rights reserved. 4 The 4P Model of Leadership Commitment guides Toyota leaders in thinking in the “Toyota Way” Source: Liker & Meier, The Toyota Way Fieldbook, 2006 4P Model of Leadership Commitment Problem Solving (Continuous Improvement & Learning) People & Partners (Respect, Challenge & Grow Them) Process (Eliminate Waste) Philosophy (Long-Term Thinking)
  5. 5. © Operational Excellence Consulting. All rights reserved. 5 The Five Needs Model for Good Supervisors defines the essential knowledge and skills for effective shopfloor management SKILL Instructing Leading Improving Methods Work Responsibilities KNOWLEDGE Five Needs Model for Good Supervisors Source: Adapted from Training Within Industry (TWI) Programs
  6. 6. © Operational Excellence Consulting. All rights reserved. 6 The Five Principles of Lean guide organizations in the development and improvement of a Lean enterprise system 1. Identify Value 2. Map the Value Stream 3. Create Flow 4. Establish Pull 5. Seek Perfection Source: James J. Womack and Daniel T. Jones
  7. 7. © Operational Excellence Consulting. All rights reserved. 7 The 5S principles provide a visual and disciplined approach to workplace organization and improvement 5S Principles Sort Set In OrderShine Standardize Sustain
  8. 8. © Operational Excellence Consulting. All rights reserved. 8 Overall Equipment Effectiveness (OEE) can be improved by eliminating the six major equipment losses Source: Japan Institute of Plant Maintenance (JIPM) Six Major Losses
  9. 9. © Operational Excellence Consulting. All rights reserved. 9 The Six Steps of Kaizen is a scientific method used by Toyota for general problem solving and generating original ideas 1. Discover Improvement Potential 3. Generate Original Ideas 2. Analyze the Current Methods 4. Develop an Implementation Plan 5. Implement the Plan 6. Evaluate the New Method KAIZEN Six Steps of Kaizen Source: Kato & Smalley
  10. 10. © Operational Excellence Consulting. All rights reserved. 10 Eight types of waste exist in our processes which can be eliminated to increase customer value Over-production Producing more than what the customer needs Inventory Building and storing extra services/products the customer has not ordered Transportation Moving from one place to another Defects Reprocessing, or correcting work Over-processing Adding excess value when the customer does not require it Motion Extra physical/mental motion that doesn’t add value Intellect Not using employees full intellectual contribution Waiting Employees waiting for another process or information Waste Eight Types of Waste Source: Adapted from Taiichi Ohno
  11. 11. © Operational Excellence Consulting. All rights reserved. 11 Typical Flow of a Problem-Solving A3 Report Current Condition Analysis Countermeasures Effect Confirmation Follow up Actions Goal Do, Check & Act Background Report Theme: Plan A3 Problem Solving Process Source: Sobek & Smalley
  12. 12. © Operational Excellence Consulting. All rights reserved. 12 The six sources of variability in a system are used to understand root causes (Manufacturing) Manpower Methods Machines (or Equipment) Measurement Output Materials (or Information) Environment Causes Effect Source: Kaoru Ishikawa Cause & Effect Diagram (Manufacturing)
  13. 13. © Operational Excellence Consulting. All rights reserved. 13 The Gemba Framework provides a holistic view of the key determinants that impact business process performance Source: Masaaki Imai Gemba Framework
  14. 14. © Operational Excellence Consulting. All rights reserved. 14 Hoshin Kanri Strategy Deployment Process focuses and aligns the organization to the core objectives of the business Source: Yoji Akao Hoshin Kanri Model Senior Management Implementation Teams Middle Management  Vision  Objectives  Strategy  Resources  Action  Schedule Measures Hoshin Plan
  15. 15. © Operational Excellence Consulting. All rights reserved. 15 The House of Gemba provides a management framework for achieving excellence in Quality, Cost and Delivery (QCD) Profit Management Cost Management Quality & Safety Management Logistics Management Worker’s Operations Equipment Products & Materials Standardization 5S Muda Elimination Morale Enhancement QC Circles Self-discipline Suggestions Teamwork Visual Management Information Source: Masaaki Imai
  16. 16. © Operational Excellence Consulting. All rights reserved. 16 The House of TPS provides a holistic approach to improving speed and quality Source: Adapted from Toyota Production System House of TPS Stability Heijunka Standardized Work Kaizen Just-In-Time • Continuous flow • Takt time • Pull system • Flexible workforce Jidoka • Separate man & machine work • Abnormality Identification • Poka yoke Goals: highest quality, lowest cost, shortest lead times Involvement Stability Standardization Just-In-Time Jidoka Involvement 1 2 3 4 5 1 2 3 4 5
  17. 17. © Operational Excellence Consulting. All rights reserved. 17 A Kaizen Event is a team activity aimed at rapid use of Lean methods to eliminate waste 1. Orientation 2. Understand Current Situation 3. Develop Future State Design 4. Make the Improvements 5. Report & Celebrate Kaizen Event Process
  18. 18. © Operational Excellence Consulting. All rights reserved. 18 Leader Standard Work sustains and extends Lean’s gains Lean gains Leader standard work Improvement Source: David Mann Leader Standard Work
  19. 19. © Operational Excellence Consulting. All rights reserved. 19 Planned Maintenance Lean management as a closed loop system creates process focus and drives improvement Process Focus! Source: David Mann Lean Management System
  20. 20. © Operational Excellence Consulting. All rights reserved. 20 Parallel Implementations of Lean Production & Lean Management System are essential to sustain a Lean culture Leader Standard Work Traditional Culture Lean Production Daily Accountability Visual Controls Waste Elimination Waste Identification Lean CultureLean Transformation Lean Management System Discipline PDCA Cycle Continuous Improvement Strategic Tactical Source: Adapted from David Mann Lean Management System
  21. 21. © Operational Excellence Consulting. All rights reserved. 21 Methods to Increase Productivity Methods to Increase Productivity Source: Kato & Smalley
  22. 22. © Operational Excellence Consulting. All rights reserved. 22 A Mistake Proofing Process prevents or detects a specific error from occurring or recurring Select Process Define Problems Prioritize Opportunities Find Root Causes Create Potential Solutions Select / Implement Solutions Monitor / Standardize Mistake Proofing Process Source: Shigeo Shingo
  23. 23. © Operational Excellence Consulting. All rights reserved. 23 The Plan-Do-Check-Act (PDCA) Cycle provides a systematic approach to process improvement ACT CHECK DO PLAN Establish objectives and processes necessary to deliver results in accordance with customer requirements Monitor, measure, analyze and report results Improve process performance Implement the processes Source: Adapted from W. E. Deming PDCA Cycle
  24. 24. © Operational Excellence Consulting. All rights reserved. 24 PDCA problem solving process Select the Theme Plan the Schedule Grasp the Present Situation Establish the Target Analyze the Cause & Identify Corrective Action Implement Corrective Action Evaluate the Result Standardize & Follow-up PLAN ACT CHECK DO 1 2 3 4 5 6 7 8 PDCA Problem Solving Process
  25. 25. © Operational Excellence Consulting. All rights reserved. 25 The Primary Performance Measures are inherently linked and any impact on one measure will have an influence on another Primary Performance Measures Framework Cost Customer Service QualityProductivity Source: Liker & Meier, The Toyota Way Fieldbook, 2006
  26. 26. © Operational Excellence Consulting. All rights reserved. 26 Source: The Shingo Prize The Shingo transformation process is a methodology for accelerating a personal and enterprise-wide transformation to a culture of operational excellence The Shingo Model for Operational Excellence Results Enterprise Alignment Continuous Process Improvement Cultural Enablers Create Value for the Customer Measure what Matters Align Behaviors with Performance Identify Cause & Effect Relationships See Reality Focus on Long-term Align Systems Align Strategy Standardize Daily Management Stabilize Processes Relay on Facts & Data Standardize Processes Insist on Direct Observation Focus on Value Stream Keep it Simple & Visual Identify & Eliminate Waste No Defects Passed Forward Integrate Improvement with Work Assure a Safe Environment Develop People Empower & Involve Everyone Create Constancy of Purpose Think Systematically Focus on Process Embrace Scientific Thinking Flow & Pull Value Assure Quality at the Source Seek Perfection Lead with Humility Respect Every Individual GUIDING PRINCIPLES SUPPORTING CONCEPTS ADMINISTRATIONSUPPLY OPERATIONS CUSTOMER RELATIONS PRODUCT & SERVICE DEVELOPMENT
  27. 27. © Operational Excellence Consulting. All rights reserved. 27 The Framework of Standardization defines the practice of setting, communicating, following, and improving standards and standard work The practice of setting, communicating, following, and improving standards and standard work A rule or example that provides clear explanations A set of work procedures that establish the best and most reliable methods and sequences for each process and each worker Standardization Standard Work Standards Standardization Framework
  28. 28. © Operational Excellence Consulting. All rights reserved. 28 1. Identify the Constraint 2. Exploit the Constraint 3. Subordinate everything to the Constraint 4. Elevate the Constraint 5. Repeat for the new Constraint The Theory of Constraints (TOC) Model defines the five focusing steps which will strengthen the chain Theory of Constraints Model Source: Eliyahu M. Goldratt
  29. 29. © Operational Excellence Consulting. All rights reserved. 29 The Total Productive Maintenance (TPM) model provides a structured framework to improve Overall Equipment Effectiveness (OEE) TPMintheOffice Safety&Environmental Management AutonomousMaintenance PlannedMaintenance FocusedImprovement EarlyEquipment Management QualityMaintenance Education&Training 5S & Visual Management TPM Goals: Zero Defects, Zero Breakdowns, Zero Accidents Source: Japan Institute of Plant Maintenance (JIPM) TPM Model
  30. 30. © Operational Excellence Consulting. All rights reserved. 30 All components consist of 4 Steps JobMethods(JM) TWI TWI Framework The Three Core Components of the TWI Framework – Job Instruction (JI), Job Methods (JM) & Job Relations (JR) Source: Graupp & Wrona
  31. 31. © Operational Excellence Consulting. All rights reserved. 31 • Creates an end-to-end view of the system • Demonstrates interaction between material/work and information flow • Provides a common visual language for understanding a complex system Supplier Management Control Customer Work & Information Flow Information flow Value stream mapping provides an overview of the end-to-end business process and highlights opportunities for waste elimination Value Stream Map
  32. 32. © Operational Excellence Consulting. All rights reserved. 32 The Waste Elimination Model emphasizes the relationship between the primary principle of lean and the method for achieving the objective Waste Elimination Model Source: Liker & Meier, The Toyota Way Fieldbook, 2006 Philosophy Waste Elimination Principle Create Continuous Process Flow Strategy Create Independent “Connected” Processes Method Pull System Reason Problems Are Surfaced Quickly and Are Critical Effect Problems Must Be Corrected Quickly Control Method Utilize Visual Controls So That No Problems Are Hidden Lean Tools Kanban, Supermarkets, Defined FIFO Lanes Performance Measure Reduced Lead Time Result Waste Is Reduced!
  33. 33. © Operational Excellence Consulting. All rights reserved. About Operational Excellence Consulting
  34. 34. © Operational Excellence Consulting. All rights reserved. 34 About Operational Excellence Consulting • Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. • The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. • OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg
  35. 35. © Operational Excellence Consulting. All rights reserved. To download this presentation, please visit us at: www.oeconsulting.com.sg END OF PARTIAL PREVIEW

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