The document discusses the concept of standardization and its importance in lean processes. It makes three key points:
1) Standardization prevents waste from occurring, exposes existing waste to identify areas for improvement, and increases flexibility.
2) There are two levels of standardization - standard activities and standard connections between activities. Standardizing connections is especially important for reducing waste in office environments.
3) Standardization forms the basis for other lean tools like visual management, mistake proofing, and continuous improvement through kaizen events by establishing a normal process and making abnormalities visible.
We are living in the age of creativity. As much as 80% of managers admit that unlocking the creative potential in their organization is crucial to sustain economic growth. Unfortunately, only 25% believe that they are living up to their creative potential. The main reason for this discrepancy is the lack of an efficient innovation strategy.
Lean thinking, as developed by Toyota several decades ago, is a philosophy that contains a powerful set of tools that enable more efficient innovation, from ideation to validation. Lean releases wasted time and at the same time provides the necessary framework for left-brain scientists to become more creative.
This is a first presentation in a series that discuss the use of Lean thinking in R&D.
We are living in the age of creativity. As much as 80% of managers admit that unlocking the creative potential in their organization is crucial to sustain economic growth. Unfortunately, only 25% believe that they are living up to their creative potential. The main reason for this discrepancy is the lack of an efficient innovation strategy.
Lean thinking, as developed by Toyota several decades ago, is a philosophy that contains a powerful set of tools that enable more efficient innovation, from ideation to validation. Lean releases wasted time and at the same time provides the necessary framework for left-brain scientists to become more creative.
This is a first presentation in a series that discuss the use of Lean thinking in R&D.
Operations Management for MBA classes: I use the Heizer & Render textbook, so some of the slides are directly from them. I am busy adding a soundtrack. As soon as I have completed them I shall upload slides with a soundtrack.. Johan Jordaan
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The aim was to expose Quality/Process engineers to the concepts of agility and emphasize the impact on process/methodology development, the approach of evolution vs big design up front and its impact on their work. I used a lot of the classic agile examples (a lot of them by Henrik Kniberg) and adjusted for the development of methodology, to show that actually the agile approach should be discovered using an agile process.
Also covers some complexity thinking aspects.
And of course - this is not limited to methodology for IT/product development, but to many kinds of change management.
Presentation made at 21212 workshop, covering agile concepts like lean, kanban, mpv applied to product development and project management in an startup environment.
sitHH16 - The Implications of Becoming AgileMarkus Theilen
Slides from my talk about the not so obvious changes that occur when change from waterfall to agile software development with Scrum. A review on the past three years in an agile transition.
Kanban Development And The Paradigm Of FlowAlisson Vale
That was the title of my presentation on Oct 8th 2009 at Agiles 2009, 2nd Latin-American conference on Agile Development Methodologies. I have designed this presentation trying to summarize what the Kanban community is trying to spread recently as a new way to manage knowledge work.
In the ever-evolving landscape of business, adaptability and progress are paramount. Enter Kaizen, a Japanese philosophy that's making waves in industries worldwide. Kaizen, which translates to "continuous improvement," is a strategic approach that thrives on the power of incremental change. This philosophy champions the belief that small, consistent improvements can lead to substantial transformations.
In this SlideShare presentation, we explore the essence of Kaizen and its profound impact on organizations aiming to stay competitive and relevant in the fast-paced market. We'll delve into its core principles, the methods used for its application, and real-world success stories of companies that have harnessed the power of Kaizen.
Discover how Kaizen empowers employees, enhances operational efficiency, and cultivates a culture of innovation and excellence. Learn about the tools and techniques that drive this philosophy and understand the pivotal role of leadership in its implementation.
With Kaizen, your organization can not only keep pace with market changes but also surge ahead. Join us on this journey of continuous improvement and see how Kaizen can transform your approach to business, one small step at a time.
For more detail https://mygreendot.co.in/kaizen-implementation/
Operations Management for MBA classes: I use the Heizer & Render textbook, so some of the slides are directly from them. I am busy adding a soundtrack. As soon as I have completed them I shall upload slides with a soundtrack.. Johan Jordaan
Agile concepts for quality and process engineers for slideshareYuval Yeret
Excerpt from a session introducing agile concepts for a group of quality engineers in a big enterprise undergoing an agile transition.
The aim was to expose Quality/Process engineers to the concepts of agility and emphasize the impact on process/methodology development, the approach of evolution vs big design up front and its impact on their work. I used a lot of the classic agile examples (a lot of them by Henrik Kniberg) and adjusted for the development of methodology, to show that actually the agile approach should be discovered using an agile process.
Also covers some complexity thinking aspects.
And of course - this is not limited to methodology for IT/product development, but to many kinds of change management.
Presentation made at 21212 workshop, covering agile concepts like lean, kanban, mpv applied to product development and project management in an startup environment.
sitHH16 - The Implications of Becoming AgileMarkus Theilen
Slides from my talk about the not so obvious changes that occur when change from waterfall to agile software development with Scrum. A review on the past three years in an agile transition.
Kanban Development And The Paradigm Of FlowAlisson Vale
That was the title of my presentation on Oct 8th 2009 at Agiles 2009, 2nd Latin-American conference on Agile Development Methodologies. I have designed this presentation trying to summarize what the Kanban community is trying to spread recently as a new way to manage knowledge work.
In the ever-evolving landscape of business, adaptability and progress are paramount. Enter Kaizen, a Japanese philosophy that's making waves in industries worldwide. Kaizen, which translates to "continuous improvement," is a strategic approach that thrives on the power of incremental change. This philosophy champions the belief that small, consistent improvements can lead to substantial transformations.
In this SlideShare presentation, we explore the essence of Kaizen and its profound impact on organizations aiming to stay competitive and relevant in the fast-paced market. We'll delve into its core principles, the methods used for its application, and real-world success stories of companies that have harnessed the power of Kaizen.
Discover how Kaizen empowers employees, enhances operational efficiency, and cultivates a culture of innovation and excellence. Learn about the tools and techniques that drive this philosophy and understand the pivotal role of leadership in its implementation.
With Kaizen, your organization can not only keep pace with market changes but also surge ahead. Join us on this journey of continuous improvement and see how Kaizen can transform your approach to business, one small step at a time.
For more detail https://mygreendot.co.in/kaizen-implementation/
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
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Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
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Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered Quality
Advanced Lean Training Manual Toolkit.ppt
1. Advanced Lean
The connection between two activities (hand-offs) is one of the biggest
causes of waste in the office.
Make sure that to standardize the connect between activities. Direct and
unambiguous specifying:
• …people involved
• …form and quantity to be provided
• …way requests are made by each customer
• …expected time in which the requests will be met (!)
• …
It creates a clear supplier-customer relationship. This will reduce the
possibility for variance, which increases the quality standard in the office.
Standard Connection
Customer
Connection
Hand-offs (connection) are a big cause of waste in the office.
2. Advanced Lean
Standardization makes abnormalities soon appear. By looking at the root
causes of the abnormalities, you understand what is going on, and give the
possibility to adjust.
Two solutions: (1) eliminate the abnormality, or if not possible (2) adjust
the standard to the new situation.
Standardization increases your awareness of changes. And through this
awareness you are able to adjust to these changes quickly, which increases
your flexibility.
Standardization helps to create a flexible multi-disciplinary workforce. It is
easy for a person to take over work from another person.
Standardization and Flexibility
Don’t “Manage” a Standard … Detect the Abnormality
3. Advanced Lean
Value Stream Mapping
First implement the improvements of the Future State
(e.g. continuous flow, 5S, etc.). Then use Standard
Work to standardize all the activities in and between
the processes. It will expose waste (by abnormalities)
and also prevents waste (keep everybody focused on
normal way of working).
Creating Continuous Flow
Standard Work helps to reduce variance allow the flow of value. Less
variance improves the capability to create real continuous flow.
Mistake Proofing / Poke-Yoke
Standard Work is the prerequisite for implementing Mistake
Proofing. Mistake Proofing has to prevent to have defects
going further on the line. If no standard, then defects
difficult to detect
Relation with other Lean Tools
Normal Abnormal
4. Advanced Lean
Not Here …
Look Here …
Visual Management
Standard Work is the prerequisite for good
visual management. It sets the standards
for the work. Visual management has the
objective to make abnormalities visual, so
actions can be make right away.
Kaizen
Standard Work provides a basis for
improvement, because it exposes waste by
abnormalities. These abnormalities are then
subject to Kaizen Events to improve the
processes.
Relation with other Lean Tools
Standard
Don’t “Manage” a Standard … Detect the Abnormality
5. Advanced Lean
Standard Work
…prevents waste to occur.
…exposes waste and is the basis for continuous improvement.
…increases your flexibility.
Two levels of Standardization
1. Standard Activity
2. Standard Connection
Don’t “Manage” a Standard … Detect the Abnormality
Summary
7. Advanced Lean
Single-Piece-Flow in a Cell
Cell
An arrangement of people, systems, items,
and methods with the processing steps
placed right next to each other (physically or
digitally) in sequential order, through which
parts are processed in a continuous flow.
A B C
A B C
Single-Piece-Flow
Carrying out one-piece-at-a-time
processing in order to eliminate
stagnation of work (queue) in and
between processing steps.
Digital Cell
Incoming
Forms
Output
Physical Cell
8. Advanced Lean
The Next Process is the Customer … Never Send Defects !
Catches Defects too Late
• How many more do you have?
• Where are they in the process?
• What is the root cause?
Catches Defects Immediately
• You only have one
• You know where it occurred
• Resolve the root cause immediately
Batch Single Piece Flow
From: The Toyota Production System
Batch Vs Single Piece Flow
9. Advanced Lean
Why Use Single Piece Flow ?
CTQ Batch
Production
Single Piece
Flow
Quality Risk L J
WIP L J
FIFO K J
Lead time L J
Productivity * J K
Changeover time ** J L
• * Single Piece Flow productivity can be improved by balancing processes versus
Takt Time
• ** Changeover time impact can be reduced by SMED or reducing changeover
frequency, but, in this case, by increasing finished goods inventory.
Single piece flow is always better with respect to FIFO
10. Advanced Lean
Where to start?
Creating Single-piece-flow
Process Level
Single Facility
(door-to-door)
Multiple
Service Facilities
Across Companies
1st time
Value Stream
Mapping
Prerequisites
A. Value Stream Mapping
See the flow
B. An (potential) area for
Cell
11. Advanced Lean
Yes
A main characteristic for office processes is that the customer of the process is often the
supplier of the needed information for doing the whole value stream, as well. Therefore,
the customer often has to wait for the whole lead time of the process.
Start within the area with the
biggest potential of lead-time reduction.
Which process area?
Supplier Customer
= ?
No
Start with the pace-maker process.
That are the process steps in the value stream
that are closed to the customer.
12. Advanced Lean
1. Cell Content
Start looking at what items you should have in the cell.
2. Actual Work
Then analyze actual work to be done in the cell.
3. System, Item, and Lay-out
Optimize System, Item, and Cell Lay-out for creating continuous flow.
4. Work Distribution
Distribute the Work among the People
5. Implement, Sustain, and Improve
Actual implementation of Continuous Flow in a Cell
Roadmap - Creating Continuous Flow
We are going to look at the cell with Eyes for Flow
Going to reduce waste out of:
• Steps
• People activities
• System activities
• Item design
• Lay-out
13. Advanced Lean
Cell Content
• Do you have the right end items?
• What is the Takt Time?
Actual Work
• What are the work elements necessary to make one piece?
• What is the actual time required for each work element?
System, Item and Layout for Flow
• Is your System suitable for flow?
• Is your item design for optimal continuous flow?
• How can the process be laid out so one person can make one piece as efficiently
as possible?
Work Distribution
• How to use your people efficiently?
• How will you distribute the work among the people?
Questions for Creating Continuous Flow
Key questions
14. Advanced Lean
Do you have the right items?
Cell for multiple items
+ More flexible for
changing demand
+ Pushes you to create
short changeover time
(waste reduction)
1. Flexibility
Think carefully about assigning right items to your cell.
Here are some guidelines:
Cells for one item Cells for multiple items
A B A&B A&B
15. Advanced Lean
Identify Items for cell
1 2 3 4 5 6 7
A
B
C
A group of products/service that go through the same or similar ‘downstream’ steps.
Start with the product or service, that is the customer’s only interest in GE.
To simplify, identify the product/service families:
Map together in one
Value Stream Map.
After analyzing, you
might come up with the
conclusion to have step
5, 6 and 7 in one cell.
Process Steps & Equipment
X X X X
X X X X
X X X
X
X
When required steps of the different products vary too much, then separate cells.
For example, item C does not look to be suitable for the cell.
2. Similarity of processing steps
16. Advanced Lean
Purpose: Match Customer Demand Pace with Production Pace
How often should we finish an item to serve the customer on time?
TAKT time: It’s the heartbeat of the process
Do you have the right items?
Total Work Content (see also next section) of the
product going through the cell should not variance
more than 30%, otherwise take them apart.
3. Variance of different product types
Time
Max. ~ 30%
B
A
4. Takt Time (production pace)
Available Time
Required Output
(Customer Demand)
17. Advanced Lean
What are the Work Elements? (for making one piece)
Work element
Each process consist of a series of work elements. By collecting all the
work elements in the cell, you get the total work content of the cell.
‘smallest increment of work done by a person (not a system)
that could be moved to another person’
Breaking work in elements helps you to expose and identify waste
Calculate the actual work by using a Process Study Form
Guidelines
• Get REAL data, do not rely on standard time or data from the past. Get it yourself.
• Time each work element seperately, otherwise you can include waste. Once timed individual
elements then time operator’s complete cycle from start to finish. Compare to see the waste.
• Time an experienced operator who is fully qualified to perform the job.
• Seperate operator work time from system cycle time.
18. Advanced Lean
Process Study Form
Low est
Repeatable
Date/Time
Notes
Work Element
Process Study
Operator
Observed times
Process Observer
Process Steps
System
Cycle Time
Full Process Study Template
Use this
Template
19. Advanced Lean
Paper Kaizen
A
B
C
D
E
F
G
J
I
K
Current Improved
30
60
90
120
150
180
210
240
Paper Kaizen
• Elimination: C and J
• Time reduction: A and F
First analyze the Total Work Content, and design improvement on paper …
Time
H
A
B
D
E
F
G
K
I
H
…then have a critical
look on the work
elements and design
improvement on
paper (Improved) to
reduce wastes.
First understand all
the work elements
that make the total
work (Current)…
Approach of immediately leaving
out wasteful steps. You eliminate
some waste on paper before
implementation.
Paper Kaizen
Total Work Content for one item
in the cell are activities A-K.
20. Advanced Lean
Operator Balance Chart
30
60
90
120
150
0
Takt Time
110 sec.
A
B
D
E
F
G
K
I
H
1 2
A
B
D
E
F
G
K
I
H
1 2 3
Takt Time
82 sec.
180
210 Takt Time
205 sec.
Operator Balance Chart (OBC)
Picture of distribution of work among
operators in relation to Takt Time.
… then connect to Takt TIme.
A
B
D
E
F
G
K
I
H
1
• Simple
• Visual
• Quantative
• No guesswork
= Operator
21. Advanced Lean
Is your System suitable for flow?
Is your system able to handle the Takt Time?
Effective System Cycle Time < (Fastest Takt Time – 20-25%)
• Fluctuation in demand
• Equipment is often less flexible than people
Should you have one integrated system, or different small systems connected by a simple workflow tool?
• Is it working in batch or
single piece?
• Easy to replace (price)?
• Easy to maintain?
• Easy to use?
• Is it optimal design to
support continuous flow?
If a System (or Machine) is
part of Continuous Flow
Cell, you should make sure
it is appropriate enough for
handling the Flow.
Also ask the follow questions about your System:
Valuable? - Does the System add value?
Capable? - Does the System create no defects?
Available? - Is the System always available when needed?
Adequate? - Is the System not a bottleneck for the flow?
Flexible? - Is the System flexible to adjust for changes?
22. Advanced Lean
Are your items optimal designed for creating continuous flow?
• How is the item presented in an easy, simplified, proper way?
• Are there any changes you can make on the item, so it takes less time
for the operator to process?
• Are the items easy accessible, at their fingertips?
Is your item ideally designed for flow?
Ideally for a process
• with high volume, low variety
• with high frequency of use
• with stable input
For example
• Pay-roll
• Policy request processing
• Customer Service Centers
23. Advanced Lean
How can the process be laid out so one person can make one
piece as efficiently as possible?
• Avoid isolated islands of activities.
• Minimize inventory accumulation between processes.
• Remove (physical and digital) obstacles for the operator
Make value creating activities easily accessible.
• Design good ergonomics.
• Keep manual, operator-based work steps close together to allow
flexible work element distribution.
Cell Layout
24. Advanced Lean
Office Cell Layout
Out
Incoming
Forms
• Multi-functional
• Co-located
• One piece flow
• Balanced – waste removed
• Cross trained team
• Staffed within the ‘interval’
• Standard work
Cellular environment is an area of continuous flow.
Physical…
… or Digital
A cell can also be designed digital. Think of setting operators work
in a flow by aligning systems.
Workflow IT can help to let differ systems work together in a flow.
25. Advanced Lean
45
15
30
0
Takt Time
45 sec.
1 2 3 4
Buffer for variance
Option A
Balance the line
How to use your operators efficiently?
Number of operators:
Total Work Content (after paper Kaizen)
Takt Time – buffer for variance
Example 134
45 - 3
= 3.2 operators
1 2 3 4
Option B
Lean Option
Lean Option
• Maximize operator work.
• Let Op. 4 do other things
Continuous Improving
• More variance reduction,
reduces buffer.
• Eliminate by reducing
more waste.
26. Advanced Lean
How will you distribute the work?
Specialize Do it all
45
15
30
0
Takt Time 38 sec.
A
B
D
E
F
G
H
1 2
A
B
D
E
F
G
H
1 2
F
G
H
A
B
D
E
60
75
2x Takt Time
What is the optimal way of distribution the work?
There are a lot of way
to distribute the work
among operators,
here two examples:
How will you design
that in your physical
or digital layout.
Out
Incoming
Forms
27. Advanced Lean
Implementing the Flow consists of four stages:
1. Initial Process Design
2. Mock-up
3. Debugging (!)
4. Sustaining the Flow
Avoid making things permanent, until stage 4,
because it is a real learning-by-doing implementation.
Implementation Stages
Paper Kaizen & Initial
Process Design
Debugging
Mock-up Sustaining
Process
associate
involvement
½-2 days 2-4 weeks
29. Advanced Lean
A system in which each process takes what it needs from the
preceding process when it needs it and in the exact amount
needed.
• Employs a variety of visual signaling devices and uses the concept
of Kanban
• Just-in-time focused
• Controls production system and limits inventory
• Simplifies or eliminates documentation
Customer pulls the flow
What Is a Pull System ?
30. Advanced Lean
A system in which products are pushed through production or
distribution, based on a schedule.
• “Ready or not, here I come!”
• Products are produced only when scheduled
• Assumes receiving work centers will be ready for the products
when they arrive
• Output continues without regard to actual downstream needs
• Response is delayed and the system disrupted due to short-
interval changes
What Is a Push System ?
31. Advanced Lean
• Planning
• Push: Work is completed based on a planning system
• Pull: Work is completed based on authorization from
downstream users
• Work Authorization
• Push: Work is immediately sent to downstream user upon
completion
• Pull: Work is not forwarded to next operation until requested
Differences Between Push & Pull
32. Advanced Lean
A conventional system, based on a schedule, generates
unneeded inventory (overproduction) because true
customer needs never fit perfectly with schedule. For the
same reason, it can also generate shortages.
SHORTAGE
Schedule :
Customer need :
Inventory :
SHORTAGE
Why Use Pull ?
Pull ensures best inventory control with high customer satisfaction
33. Advanced Lean
Why Use Pull ?
PROCESS #1
Yield=2/h
PROCESS #2
Yield=1/h
PROCESS #3
Yield=2/h
RAW MATERIAL WORK IN PROCESS FINISHED GOODS
Conventional ‘Push’ system :
Breakdown
WIP = ?
PROCESS #1
Yield=2/h
PROCESS #2
Yield=1/h
PROCESS #3
Yield=2/h
RAW MATERIAL WORK IN PROCESS FINISHED GOODS
Pull System : Standard WIP = 3
Breakdown
Pull improves work in process management
34. Advanced Lean
• Standardized application
• Visibility
• Simplicity
• Standard lot sizes
• Discipline
• Versatility/Flexibility
Pull Characteristics
35. Advanced Lean
1st LEVEL SUPPLIER
END CUSTOMER
2nd LEVEL
SUPPLIER
PROCESS #3 PROCESS #2 PROCESS #1
2nd LEVEL
SUPPLIER
2nd LEVEL
SUPPLIER
Material
Information
Supermarket
Legend
1 Sequence / Timing
1
9
9
9
4
3 5
2
6
10
10
10
7
8
How does Pull work ?
36. Advanced Lean
How does Pull work ?
Min/Max is the most often used methodology to manage
supermarket/buffer inventory level.
Min>
Max>
Pull
Pull
Pull
Replenish
High performance companies use Kanban to
communicate needs to preceding process.
37. Advanced Lean
Reduction in variation experienced by the customer
Heijunka is the foundation of the Toyota Production system, and is the process
of leveling and sequencing an operation.
There are three main elements of Heijunka…
1. Leveling: Overall leveling of a process to reduce variation in output
2. Sequencing: Managing the order in which work is processed (Mixed Production)
3. Stability or Standard Work: Reduce process variation
Heijunka
Customer Demand Leveling
Jidoka
Just-in-Time
Heijunka
Toyota
Production System
Heijunka
38. Advanced Lean
Kanbans are used to signal the supplying process that more
material is needed
A Kanban is a signal used by a downstream operation
to request a material replenishment
Using
Process
Supplying
Process
Kanban
Required
Part/ material
l Bins
l Labels
l Cards
l Carts
Kanban
39. Advanced Lean
Fix the process (problem) before moving on
Jidoka allows machines/processes to operate autonomously by shutting down
automatically if an abnormality occurs. This prevents defective products from
passing to the next process.
There are two main elements of Jidoka…
1. Autonomation: Automation with human intelligence – operate autonomously
2. Stop at Every Abnormality
Abnormal
Jidoka
Just-in-Time
Heijunka
Toyota
Production System
Jidoka