This presentation provides an exective overview of how to plan and implement lean improvements in manufacturing. It identifies and discusses the seven elements considered critical to lean implementation success.
MarketLab's vision for 5S Lean for Healthcare is to create a better experience for both staff and patients. Our team of experts is equipped with the knowledge, expertise and product solutions necessary to help you and your healthcare organization's lean initiative.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
This presentation provides an exective overview of how to plan and implement lean improvements in manufacturing. It identifies and discusses the seven elements considered critical to lean implementation success.
MarketLab's vision for 5S Lean for Healthcare is to create a better experience for both staff and patients. Our team of experts is equipped with the knowledge, expertise and product solutions necessary to help you and your healthcare organization's lean initiative.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
CxO Lean StepUp ACT NOW model and canvas Macrow Lean Services Melbourne +61 4...John Macrow
After 23 years delivering Lean starting with a year at Mitsubishi Motors there is a new opportunity to reframe Lean from tools for Non Value Add removal to ToolChain model for Value Add identification and cross sharing of Good Practices - ie. why must we continually re-this and re-that such as why re-event the wheel for solutions. Try Respectful Positive Lean StepUp and the Macrow ACT~NOW framework - Feedback most welcome Twitter @CxOLeanStepUp as starts with CxO to embed Continuous Improvement - Available globally for consultations - Melbourne based John D Macrow +61 4 99147125
The current global recession driven by COVID-19 has literally brought sales to a halt for many businesses. Compounded by high labour and material costs and unsold inventory, it is difficult to sustain your businesses without dramatic cost reductions. Before cutting salaries and laying off staff, now is the right time to seriously take a hard look at how you can quickly and systematically discover waste in your business processes and eliminate them so as to sustain a positive cash flow.
This presentation teaches you how to discover waste. Waste are all around us, and they include all those extraneous and counterproductive assumptions, attitudes, activities, materials, machines, operations and processes. This presentation can be used to educate your management and staff on the four models that can be used to systematically discover waste on the shopfloor. To be able to discover waste is the first step towards its elimination. This training material can also be used to supplement your Lean Manufacturing, Gemba Walk, Kaizen, 5S and TPM training materials.
LEARNING OBJECTIVES:
1. Discover waste in your work environment
2. Learn how to remove waste
3. Learn how to prevent waste
CONTENTS:
1. What is Waste?
What is Value?
What is Value-added?
What is Waste?
How Does Waste Take Root?
Waste Take Root When We Accept Stopgap Improvement
Benefits of Identifying & Eliminating Waste
2. The Classification of Waste
The Three MUs
The 5M + Q + S
The Flow of Goods
The Eight Types of Waste
3. How to Discover Waste
Three Approaches to Discover Waste
Using the Back Door
Bringing Latent Waste to the Surface
Analyzing Current Conditions
Value Stream Mapping
Value-added Flow Chart
Flow Analysis Chart
4. How to Remove Waste
Adopt the Necessary Attitude
Remove Waste in the Movement of Goods
Remove Waste in the Actions of People
Remove Waste in the Way People, Goods and Machines Are Combined
5. How to Prevent Waste
Standardization
Visual Controls
Auditory Controls
5W + 1H
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
»
»
»
»
»
»
BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
While Lean Sigma is not a silver bullet for driving business performance improvement, it is a key element of a high-performing business ecosystem which provides the ongoing catalyst to drive innovation while also improving business outcomes.
Kaizen or Continuous improvement through suggestions of employees is a proven Japenese technique worth adopting by all. It is a necessary tool in Lean Manufacturing.
You might have heard of Lean – Toyota & Boeing are among the best exponents of Lean thinking, but it’s used by almost all of the top 1000 blue chip companies to drive effectiveness. Simplistically, Lean involves studying all of the activities carried out during delivery of a product or service, improving those that add value and eliminating those that don’t. By identifying discontinuities and poorly coordinated or unproductive activities throughout the delivery team and supply chain Lean can eliminate waste and improve value.
Lean Project Management is the theme of the March 16 Norfolk Branch event to be held at the Norfolk Record Office. Here two experienced Lean Practitioners; Stephen Pearson and David Butcher, will provide you with an insight as to how Lean can help your own business and will give you some tools and ideas that can be used immediately to make a difference in your own organisation.
A short overview of Lean Management principles and philosophy as applied to a hospital setting. This presentation was prepared for an interview with the Five Hills Health Region.
Lean is a systematic approach to identify and eliminate the eight wastes which are considered non-value-adding activities through continuous improvement. The eight wastes are - waiting, defects, extra processing, inventory, excessive motion, transportation, over production, and underutilized employees.
Lean aims to maximize customer value and financial gains to the organization. It also focuses on improving the overall efficiency, quality, and customer satisfaction in an organization. Participants will gain the skills which are necessary to utilize Lean methodologies, decrease expenses, reduce cycle times, increase volume, and improve production in Service, Manufacturing, Supply Chain, and Operations.
To know more about Lean Fundamentals training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
Lean Manufacturing systems shows the steps towards a lean Manufacturing Cell. In-depth material available in the notes section!
Working on Gemba now.
skype withadrian
Skype WithAdrian
CxO Lean StepUp ACT NOW model and canvas Macrow Lean Services Melbourne +61 4...John Macrow
After 23 years delivering Lean starting with a year at Mitsubishi Motors there is a new opportunity to reframe Lean from tools for Non Value Add removal to ToolChain model for Value Add identification and cross sharing of Good Practices - ie. why must we continually re-this and re-that such as why re-event the wheel for solutions. Try Respectful Positive Lean StepUp and the Macrow ACT~NOW framework - Feedback most welcome Twitter @CxOLeanStepUp as starts with CxO to embed Continuous Improvement - Available globally for consultations - Melbourne based John D Macrow +61 4 99147125
The current global recession driven by COVID-19 has literally brought sales to a halt for many businesses. Compounded by high labour and material costs and unsold inventory, it is difficult to sustain your businesses without dramatic cost reductions. Before cutting salaries and laying off staff, now is the right time to seriously take a hard look at how you can quickly and systematically discover waste in your business processes and eliminate them so as to sustain a positive cash flow.
This presentation teaches you how to discover waste. Waste are all around us, and they include all those extraneous and counterproductive assumptions, attitudes, activities, materials, machines, operations and processes. This presentation can be used to educate your management and staff on the four models that can be used to systematically discover waste on the shopfloor. To be able to discover waste is the first step towards its elimination. This training material can also be used to supplement your Lean Manufacturing, Gemba Walk, Kaizen, 5S and TPM training materials.
LEARNING OBJECTIVES:
1. Discover waste in your work environment
2. Learn how to remove waste
3. Learn how to prevent waste
CONTENTS:
1. What is Waste?
What is Value?
What is Value-added?
What is Waste?
How Does Waste Take Root?
Waste Take Root When We Accept Stopgap Improvement
Benefits of Identifying & Eliminating Waste
2. The Classification of Waste
The Three MUs
The 5M + Q + S
The Flow of Goods
The Eight Types of Waste
3. How to Discover Waste
Three Approaches to Discover Waste
Using the Back Door
Bringing Latent Waste to the Surface
Analyzing Current Conditions
Value Stream Mapping
Value-added Flow Chart
Flow Analysis Chart
4. How to Remove Waste
Adopt the Necessary Attitude
Remove Waste in the Movement of Goods
Remove Waste in the Actions of People
Remove Waste in the Way People, Goods and Machines Are Combined
5. How to Prevent Waste
Standardization
Visual Controls
Auditory Controls
5W + 1H
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
»
»
»
»
»
»
BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
While Lean Sigma is not a silver bullet for driving business performance improvement, it is a key element of a high-performing business ecosystem which provides the ongoing catalyst to drive innovation while also improving business outcomes.
Kaizen or Continuous improvement through suggestions of employees is a proven Japenese technique worth adopting by all. It is a necessary tool in Lean Manufacturing.
You might have heard of Lean – Toyota & Boeing are among the best exponents of Lean thinking, but it’s used by almost all of the top 1000 blue chip companies to drive effectiveness. Simplistically, Lean involves studying all of the activities carried out during delivery of a product or service, improving those that add value and eliminating those that don’t. By identifying discontinuities and poorly coordinated or unproductive activities throughout the delivery team and supply chain Lean can eliminate waste and improve value.
Lean Project Management is the theme of the March 16 Norfolk Branch event to be held at the Norfolk Record Office. Here two experienced Lean Practitioners; Stephen Pearson and David Butcher, will provide you with an insight as to how Lean can help your own business and will give you some tools and ideas that can be used immediately to make a difference in your own organisation.
A short overview of Lean Management principles and philosophy as applied to a hospital setting. This presentation was prepared for an interview with the Five Hills Health Region.
Lean is a systematic approach to identify and eliminate the eight wastes which are considered non-value-adding activities through continuous improvement. The eight wastes are - waiting, defects, extra processing, inventory, excessive motion, transportation, over production, and underutilized employees.
Lean aims to maximize customer value and financial gains to the organization. It also focuses on improving the overall efficiency, quality, and customer satisfaction in an organization. Participants will gain the skills which are necessary to utilize Lean methodologies, decrease expenses, reduce cycle times, increase volume, and improve production in Service, Manufacturing, Supply Chain, and Operations.
To know more about Lean Fundamentals training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
Lean Manufacturing systems shows the steps towards a lean Manufacturing Cell. In-depth material available in the notes section!
Working on Gemba now.
skype withadrian
Skype WithAdrian
The Healthcare industry has been embracing Lean and Six Sigma methodologies over the past few years. This presentation will decribe the role of a Green Belt within this industry and the challenges they face.
e-Zsigma is Canada’s leader in Six Sigma and Lean Enterprise coaching and deployment. Our completely integrated program of in-class and e-learning training, tools, methodology and technology enables you to rapidly customize and implement a quality improvement system and strategy that delivers the results that your Hospital and clients demand.
Our team of world class instructors and practitioners combined with our experience in Healthcare makes e-Zsigma your first choice for Six Sigma and Lean Enterprise strategies.
e-Zsigma is a Canadian based Management Consultancy, specializing in Lean Six Sigma, Project Management, and Supply Chain.http://www.e-zsigma.com
e-Zsigma is the Sponsor for the Canadian Society for Quality http://www.linkedin.com/groups/Canadian-Society-Quality-4233535
e-Zsigma is a partner of the International Standard for Lean Six Sigma (ISLSS) and Manager of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Follow e-Zsigma Company on LinkedIn http://www.linkedin.com/company/1017597 where you will find a list of our Lean Six Sigma Training and Certification Classes, both online and onsite.
How to Sustain Healthcare Quality Improvement in 3 Critical StepsHealth Catalyst
Many healthcare organizations don’t hold quality and cost gains because they don’t make improvement the backbone of their organization. Rather, they approach improvement as a series of initiatives. Ronald D. Snee, a fellow with the American Society for Quality states, “Many organizations focus on sustaining the gains only after improvement has been achieved. Intuitively, that may seem the correct sequence, but it is in fact backwards. The time to focus on sustaining improvement gains is well before the initiative is launched.”
Here are 3 critical organizational steps that can help sustain those gains.
Quality Improvement In Healthcare: Where Is The Best Place To Start?Health Catalyst
One of the biggest challenges providers face in their quality improvement efforts is knowing where to get started. In my experience, one of the best ways to overcome that “where do we begin?” factor is by using data from an enterprise data warehouse to look for high-cost areas where there are large variations in how health care is delivered. Variation found through the KPA is an indicator of opportunity. The more avoidable variation that is reflected in a particular care process, the more opportunity there is to reduce that variation and standardize the process. Suppose after performing a KPA you discover three areas of opportunity. How do you determine which one to pursue, especially if it’s your first journey into process improvement? The most obvious answer would seem to be the one with the largest potential ROI. That may not always be the best course to pursue, however. You will also want to take into consideration the readiness/openness to change in each of those areas.
This slide deck will help you appreciate the application of statistics (and now data science) in the field of Quality Management and Process Improvement. And why is there a need to produce a consistent "in spec" product at 99.9997% of the time.
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
Lean Six Sigma in healthcare management.pptdrparul6375
Lean Six Sigma is a methodology aimed at improving the efficiency and quality of processes within an organization. It combines the principles of Lean manufacturing, which focuses on reducing waste and increasing efficiency, with Six Sigma, which emphasizes minimizing defects and variations in processes.
SharePoint and Lean Development: Critical Factors for Accelerating Time to Va...Dave Healey
From the lean enterprise to the lean startup, organizations are increasingly turning to lean production practices to create and preserve value with less work. SharePoint’s broad deployment, mature functional capabilities and robust extensibility make it a natural candidate for lean development scenarios, yet realizing the promise of the platform is not without risk.
This session covers the basics of lean production and explores the risks and possibilities in lean development with SharePoint. Through real-world case studies we discuss the seven most important factors for accelerating time-to-value across
- Economic,
- Cultural, and
- Engineering dimensions.
Key Business Processes And Activities For Excellence PowerPoint Presentation ...SlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Key Business Processes And Activities For Excellence PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of thirty six slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/315nefa
Get faster results and more business value the Vree waysccarbone
Building with commercial tools and pre-packaged industry data models is Vree’s edge to accelerate time to value. These tools allow Vree to integrate and enrich activities across the data warehouse, enterprise resource planning (ERP), and master data management (MDM). They are key to taming fragmented systems and providing advanced reporting and analysis of key metrics.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
2. For starters, let’s consider the
sometimes tortured relationship
between Lean and Six Sigma…
3. “The typical approach to lean six sigma fits
Western thinking about simple cause-effect
relationships and the overall perspective that
the business is a technical system that needs
clever manipulation with the right tool kit to
achieve financial returns.
This type of thinking is totally alien to the
human systems underpinnings of Lean.”
- Jeffrey Liker
Professor of Industrial and Operations Engineering
University of Michigan
4. What is Six Sigma ?
Achieve 3.4 defects per million opportunities
Lead by Six Sigma Belts
Strong emphasis on statistical analysis
5. What is Lean?
Employee engagement philosophy
Collection of process improvement tools
Eliminate waste
7. What they share
• Customer
Focus
Lean • Leadership
• Discipline
• Data driven
6σ
Culture • Teamwork
• Process Expert
Improvement
• Training
7
8. How they coexist
Engage Senior Leadership &
Recognize Value Stream to
Lean Customer Lean
Leaders
Identify Gaps in Process
Performance as leading indicators Training
to achieve prosperity Lean
Employees
Engage Employees to Stabilize
Process and Reduce Waste
Six Sigma
Belts
Identify Six Sigma Projects to
6σ Reduce Process Variation
Blended
Sustain and Continuously
Improve Process
8
9. How they achieve change
through projects
Continuous
Improvement
Six Sigma Black Belt
DMAIC
Six Sigma Green Belt
DMAIC
Kaizen
PDCA
9
10. Questions to ask any site about
their ability to operate Lean
Manufacturing
Healthcare
Service
How do you address this question
10
11. Do you compromise safety for
your own comfort or to save time?
• Manufacturing
• Not wearing eye protection
• Healthcare
• Not using gloves
• Service
• Defying policy
Never is the time saving worth the additional risk.
11
12. Do you clean up the place for a
special or ‘presidential’ visit?
• Manufacturing
• The CEO is coming
• Healthcare
• Joint Commission is coming
• Service
• Government Inspectors are coming
There should be no need since 5S is be sustained.
12
13. Do you know if you are meeting
your daily production expectations?
• Manufacturing
• Meeting delivery schedules
• Healthcare
• Completing patient rounds
• Service
• Information exit rate
During work day there must be periodic oversight by the
operating supervisor to review performance to target. Gaps
and issues inhibiting attainment should be immediately
recognized and planned to be addressed. 13
14. How are issues escalated for higher
management involvement as time
increases to solve those issues?
• Manufacturing
• Key equipment down
• Healthcare
• Patient condition
• Service
• Customer complaints
Severity of the issue and the lapsed response time to solve the
issue must have a matrix to identify the level of management
involvement and posted for all staff to view. 14
15. Can you identify the input and output
locations for the process? How is non-
conforming product segregated from good?
• Manufacturing
• Quality rejects
• Healthcare
• Contaminated equipment
• Service
• Paperwork errors
Staged items to be processed and work completed can be visually
identified. Use separate area quarantined/segregated from
acceptable output that is clearly designated by RED. Use RED
sparingly throughout the worksite so it signifies the need for action
or attention. 15
16. Which processes are your least
reliable and how do those compare
to your most reliable?
• Manufacturing
• Machine operation
• Healthcare
• Lab / Nutrition / Housekeeping
• Service
• Call center response time
‘Bottlenecks’ to processing work have been identified by
the reliability of the resource and improvement planning
has been started. 16
17. Do you know your quality performance
in terms of customer reported defects?
• Manufacturing
• PPM and scrap
• Healthcare
• Staph infection rate and readmissions
• Service
• Satisfaction survey and loyalty rate
Metrics for quality performance are developed with
gap reduction targets and restoration plans.
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18. How much of your work effort produces
output from your process that does not
require additional effort to correct, rework,
or re-inspect?
• Manufacturing
• Know your First Pass Yield
• Healthcare
• Know your First Pass Yield
• Service
• Know your First Pass Yield
Using additional resources the customer will not pay for impairs
financial performance. This is referred to as ‘quality at the source’.
Do it right the first time and do not consume resources that could
be used to produce or deliver new output. 18
19. Who are the mentors for new hires
and how are they qualified?
• Manufacturing
• Skill Matrix, Apprentice - Journeyman
• Healthcare
• Certifications, Floor Nurse
• Service
• Shadow, Audit and Monitor
Get new hires to effectively contribute sooner. Select
mentors who are willing and capable of training
others using consistent, repeatable methods. 19
20. How do you compensate for long
change-over times on key processes?
What impact would shorter times have?
• Manufacturing
• Increase production lot size
• Healthcare
• More operating theaters
• Service
• Not a big issue
Long change-over time (typically hours or days) drive large lots to
justify the lost production time. Immediately, more capacity results.
Shorter time (preferably under 15 minutes) reduce lot size and WIP.
Pull systems demand quick changeover (referred to as SMED) to
improve response of fluctuating customer demand. 20
21. How long would it take a key product or
information item to wind its way through the
entire process if it were ‘walked’ past any In/Out
basket, WIP, or inventory storage?
• Manufacturing
• Hot or expedited order build
• Healthcare
• Heart catherization response
• Service
• High value irate customer resolution
This is the PROCESS TIME with all waste removed. Typically,
this is about 10% of the total LEAD TIME to deliver the
‘product/information’ to the customer that includes waste.21
22. Rather than looking at inventory in terms
of monetary value, ask how much time is
invested to deplete the inventory in terms
of customer demand?
• Manufacturing
• Raw materials and WIP
• Healthcare
• Consumable supplies
• Service
• In-basket accumulation
This reveals our confidence to deliver the process output.
Unreliable process or material sourcing is buffered by
response time accumulated as ‘just-in-case’ inventory. 22
23. How much information about operating
the process is endowed to key staff (tribal
knowledge) versus documentation?
• Manufacturing
• Knack to do work
• Healthcare
• Legacy practices
• Service
• Fiefdom of knowledge
Standardized processes require an identifiable documented
‘baseline’ to improve. Sharing this information permits
those involved to recognize its effect both downstream and
upstream of the process and engage to improve. 23
24. When do you believe Six Sigma (6σ)
would be appropriate for your process?
• Manufacturing
• A stable process - then reduce variation
• Healthcare
• A stable process - then reduce variation
• Service
• A stable process - then reduce variation
First, have a lean culture in place that will sustain change.
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