This document provides an introduction to lean principles and methodologies. It defines lean as a systematic approach to identifying and eliminating waste through continuous improvement. The main goals of lean are to reduce lead times, increase productivity, reduce work-in-process, and improve quality. Key lean tools discussed include value stream mapping, identifying the nine types of waste, and conducting a "muda walk" to observe processes and document sources of waste. The document emphasizes that lean is about optimizing flow and eliminating non-value-added activities to better meet customer needs.
Modern agile & ESP proposal for TransformationRavi Tadwalkar
The document proposes adopting a Modern Agile approach using Enterprise Services Planning (ESP) for PE Operations management. Modern Agile focuses on making people and safety a priority, rapid experimentation and learning, and continuous delivery of value. ESP is a Kanban-based system that coordinates across interconnected services using cadences to improve speed, optionality and agility while maintaining control. The proposal recommends understanding current challenges, mapping current and desired future states, designing Kanban boards and experiments to iteratively achieve targets like reducing hardware onboarding time from 160+ days to 1-2 days with an empowered team. Value stream mapping is used to analyze workflows, identify waste and non-value add time with a goal of continuous improvement.
Lean Six Sigma Training & Consulting_VativeMadhu Dason
Describes Vative's benchmark Lean Six Sigma training and consulting services. Vative is a key marketing partner of Motorola University. See how companies have transformed themselves and their employees into globally competitive players.
The document discusses the core principles of Lean, including specifying value for the customer, identifying and eliminating waste in the value stream, making value flow through pull from the customer, empowering employees, and continuously improving. It defines value-added and non-value added activities, and the seven most common types of waste: defects, overproduction, transportation, waiting, processing, motion, and inventory. The document provides examples of how to identify waste and a systematic approach to process analysis to eliminate waste.
This document discusses Lean Agile principles and how they relate to Lean thinking and Agile methods. It outlines key characteristics of Lean and Agile such as eliminating waste and continuous delivery. It also describes Lean principles like standardization that can be applied to Agile. Challenges of adopting Lean Agile are listed as well as strategies for effective Agile delivery and ways to "Make it Lean, not Leaner".
Agile teams collect metrics to provide information for coordination and process tuning. What are some of the basic measurements used in Agile development? How do I make these measurements? How should I use these measurements? What metrics can I use for project analysis? What are some of the pitfalls that should be avoided?
Topics will cover:
Understanding the use of metrics in your environment
Velocity, Burndown and Burnup
Kevin Naya leads Lean transformation across Boeing's matrix organization in product development and one-off production. He has over 20 years of experience in high-tech product development, primarily satellites, and has led Lean initiatives for the past 5 years. His role is to align leadership across programs, products, and functions to improve enterprise performance. Previously, he worked to lead business transformation at a Boeing subsidiary. Kevin holds engineering and business degrees and enjoys basketball and learning in his free time.
Modern agile & ESP proposal for TransformationRavi Tadwalkar
The document proposes adopting a Modern Agile approach using Enterprise Services Planning (ESP) for PE Operations management. Modern Agile focuses on making people and safety a priority, rapid experimentation and learning, and continuous delivery of value. ESP is a Kanban-based system that coordinates across interconnected services using cadences to improve speed, optionality and agility while maintaining control. The proposal recommends understanding current challenges, mapping current and desired future states, designing Kanban boards and experiments to iteratively achieve targets like reducing hardware onboarding time from 160+ days to 1-2 days with an empowered team. Value stream mapping is used to analyze workflows, identify waste and non-value add time with a goal of continuous improvement.
Lean Six Sigma Training & Consulting_VativeMadhu Dason
Describes Vative's benchmark Lean Six Sigma training and consulting services. Vative is a key marketing partner of Motorola University. See how companies have transformed themselves and their employees into globally competitive players.
The document discusses the core principles of Lean, including specifying value for the customer, identifying and eliminating waste in the value stream, making value flow through pull from the customer, empowering employees, and continuously improving. It defines value-added and non-value added activities, and the seven most common types of waste: defects, overproduction, transportation, waiting, processing, motion, and inventory. The document provides examples of how to identify waste and a systematic approach to process analysis to eliminate waste.
This document discusses Lean Agile principles and how they relate to Lean thinking and Agile methods. It outlines key characteristics of Lean and Agile such as eliminating waste and continuous delivery. It also describes Lean principles like standardization that can be applied to Agile. Challenges of adopting Lean Agile are listed as well as strategies for effective Agile delivery and ways to "Make it Lean, not Leaner".
Agile teams collect metrics to provide information for coordination and process tuning. What are some of the basic measurements used in Agile development? How do I make these measurements? How should I use these measurements? What metrics can I use for project analysis? What are some of the pitfalls that should be avoided?
Topics will cover:
Understanding the use of metrics in your environment
Velocity, Burndown and Burnup
Kevin Naya leads Lean transformation across Boeing's matrix organization in product development and one-off production. He has over 20 years of experience in high-tech product development, primarily satellites, and has led Lean initiatives for the past 5 years. His role is to align leadership across programs, products, and functions to improve enterprise performance. Previously, he worked to lead business transformation at a Boeing subsidiary. Kevin holds engineering and business degrees and enjoys basketball and learning in his free time.
This document provides an overview of basic agile measurements including burn down charts, burn up charts, and velocity. It discusses how each measurement can be used, including to provide transparency, enable continuous improvement, focus on delivering business value, and aid in coordination and planning. Burn down charts track work remaining over time to assess if a sprint goal will be met. Burn up charts track work completed to evaluate if committed stories will be delivered. Velocity measures the amount of work a team can complete per sprint and is used for release planning and estimating future capacity.
TOC in Government: challenges and opportunities. Greg GardnercommonsenseLT
The document discusses the Utah Department of Workforce Services' (DWS) implementation of Theory of Constraints (TOC) principles to improve performance. It outlines challenges DWS faced like budget cuts during the recession. DWS identified key constraints and levers like employee performance and customer self-service tools. Using TOC tools, DWS set targets to reduce costs, increase quality and throughput. Results showed costs per determination decreased by 40% while quality and throughput increased. DWS continues optimizing its system using TOC frameworks like constraint identification and engagement of staff.
Scrum is magic. Scrum is a silver bullet. Scrum will solve all your project issues... Really? Don't believe in fairy tales! Scrum can sure help you boost your team performance and spirit. Real life experience from 6 projects doing scrum within the SAP world.
Twan van den Broek
The document discusses the Improvement Kata as a framework for continuous process improvement. It describes the Improvement Kata as having four steps: 1) understand the direction of needed process improvement, 2) understand the current condition of the process, 3) establish a target condition for the process, and 4) use PDCA cycles to experiment towards the target condition. It then outlines the roles of the learner (process owner), coach, second coach, and team members in applying the Improvement Kata. The goal is to transform companies from a culture of reacting to a culture of continuous learning and improvement.
Kanban explained David Anderson LAS 2011-zurichWalter Schärer
Kanban is a technique that was elaborated in the manufacturing industry for years. But it also works nicely for knowledge work such as project development. Especially evolutionary change management in IT organizations lends itself perfectly to the Kanban field.
David J. Anderson speaking about Kanban at the LAS Conference 2011 in Zurich.
Read the summary on my blog at http://t.co/Mr7Be9T
IT and Higher Education: Where are We Headed?Mark Roman
The document discusses IT governance in higher education institutions. It outlines a framework for internalizing systems governance as a thoughtful practice at multiple levels of an institution. Key aspects of the framework include:
- Establishing governance bodies like information systems steering committees and educational technology advisory committees with representatives from areas like academic affairs, research, and administration.
- Using working groups to discuss priorities and make recommendations for initiatives in areas such as learning management systems, research computing, and administrative systems.
- Implementing a governance process that ranks initiatives based on factors like utility and fit, with some receiving base funding and others requiring one-time project funds or being client-sponsored.
The framework is presented as a way for higher education
The document provides an overview of AFSO21 (Air Force Strategic Operations for the 21st Century), which is the Air Force's methodology for continuous process improvement using lean principles. It discusses the history and principles of lean, defines waste, and explains tools like standard work, 6S, and problem solving. It also gives examples of process mapping and describes what an AFSO21 process improvement event would entail. The goal of AFSO21 is to eliminate waste, reduce costs and response times, and improve productivity across the Air Force.
This document describes how an 18 person engineering team transitioned from a waterfall process to agile and kanban methods over 2 years. The team was split into an iterative team focused on large projects and a kanban team for smaller work. Both teams coordinate through shared story planning and metrics. The results showed the teams achieving parity in cycle times and velocity within 9 months as they self-organized around common goals. The document presents the team as a model for running iterative and kanban processes in synchronization without blending the processes.
The document describes the 7 stages of the accounting cycle. Stage 1 is the preparation of source documents. Stage 2 is the recording of transactions in journals. Stage 3 is the posting of journal entries to ledgers. Stage 4 is preparing a trial balance. Stage 5 is making adjustments. Stage 6 is closing accounts and preparing financial statements. Stage 7 is the preparation of the final accounts.
The document discusses concepts from Lean and Kanban for managing software engineering projects. It covers:
- Kanban focuses on becoming successful, which may lead to being agile, rather than focusing on being agile.
- Software engineering processes can be described as queues and control loops and managed accordingly.
- Kanban implements the five pillars of lean: pull, continuous flow, customer value, waste elimination, and continuous improvement.
- Kanban uses a pull system with work visualized on a board to limit work-in-process and facilitate continuous flow through stages from backlog to done.
The document describes the accounting cycle as consisting of 7 stages. It provides stock images and text that can be customized for a presentation on the accounting cycle. The images depict the 7 stages of the accounting cycle in a circular diagram. The document encourages users to edit the images in PowerPoint to customize their presentation and pitch their ideas convincingly.
The document discusses transforming software development to an agile approach, providing an overview of agile principles and frameworks like Scrum, comparing traditional and agile development methods, and outlining a typical roadmap for transitioning to agile with considerations for avoiding potential issues. Key aspects of agile covered include iterative development, emphasis on collaboration and responding to change, and Scrum roles, ceremonies, and artifacts.
Conducting Process Audits For Municipal GovernmentStephen Deas
This presentation details how to conduct a process audit of local and municipal governments. A process audit is a strong, proactive tool for improving process outputs. Many local governments are adopting a zero overhead growth strategy(ZOG) which is dependent on key continuous improvement tools. Process audting is a wonderful continuous improvement tool.
The document describes the accounting cycle as consisting of 7 stages. It provides instructions on how to edit icons in a PowerPoint presentation, including ungrouping objects, changing their color, size, and orientation. The goal is to bring presentations to life and capture audiences' attention by making all images 100% editable.
The document outlines the 7 stages of the accounting cycle: 1) Preparation of source documents, 2) Journal entries, 3) Posting to ledgers, 4) Trial balance, 5) Adjustments, 6) Closing entries and preparation of financial statements, 7) Preparation of final accounts. The cycle shows the flow of accounting information throughout the periods.
The accounting cycle has 7 stages: (1) source documents are prepared, (2) journal entries are recorded, (3) a ledger is posted, (4) a trial balance is prepared, (5) adjustments are made, (6) accounts are closed and stock is valued, and (7) final accounts are prepared.
The accounting cycle has 7 stages: (1) preparation of source documents, (2) journal entries, (3) posting to ledgers, (4) preparing a trial balance, (5) adjusting entries, (6) closing entries and preparing financial statements, and (7) preparation of the post-closing trial balance.
The accounting cycle has 7 stages: (1) journalizing transactions, (2) posting to ledgers, (3) preparing a trial balance, (4) making adjustments, (5) closing accounts and preparing financial statements, (6) preparing a post-closing trial balance, and (7) preparing final reports.
The document discusses several key themes and learnings from SXSW 2013, including:
1) Exponential technological growth enables unprecedented innovation, while globalization enables incremental growth through copying and scaling ideas.
2) Data has become a new type of currency, changing business models and power dynamics. Wearable technology is establishing itself as the next major computing platform.
3) The Internet of Things is shifting from standalone devices to interconnected ecosystems. Innovation requires aiming high and solving big problems to garner interest and rewards.
4) Brands are redefining their role through experiential activations that create unique and memorable experiences for audiences. Innovation requires a balanced investment in current products, incremental improvements, and ambitious long
This document discusses student performance and assessment. It contains sections on overall student performance, performance by class, and an individual student proficiency report form.
This document provides an overview of basic agile measurements including burn down charts, burn up charts, and velocity. It discusses how each measurement can be used, including to provide transparency, enable continuous improvement, focus on delivering business value, and aid in coordination and planning. Burn down charts track work remaining over time to assess if a sprint goal will be met. Burn up charts track work completed to evaluate if committed stories will be delivered. Velocity measures the amount of work a team can complete per sprint and is used for release planning and estimating future capacity.
TOC in Government: challenges and opportunities. Greg GardnercommonsenseLT
The document discusses the Utah Department of Workforce Services' (DWS) implementation of Theory of Constraints (TOC) principles to improve performance. It outlines challenges DWS faced like budget cuts during the recession. DWS identified key constraints and levers like employee performance and customer self-service tools. Using TOC tools, DWS set targets to reduce costs, increase quality and throughput. Results showed costs per determination decreased by 40% while quality and throughput increased. DWS continues optimizing its system using TOC frameworks like constraint identification and engagement of staff.
Scrum is magic. Scrum is a silver bullet. Scrum will solve all your project issues... Really? Don't believe in fairy tales! Scrum can sure help you boost your team performance and spirit. Real life experience from 6 projects doing scrum within the SAP world.
Twan van den Broek
The document discusses the Improvement Kata as a framework for continuous process improvement. It describes the Improvement Kata as having four steps: 1) understand the direction of needed process improvement, 2) understand the current condition of the process, 3) establish a target condition for the process, and 4) use PDCA cycles to experiment towards the target condition. It then outlines the roles of the learner (process owner), coach, second coach, and team members in applying the Improvement Kata. The goal is to transform companies from a culture of reacting to a culture of continuous learning and improvement.
Kanban explained David Anderson LAS 2011-zurichWalter Schärer
Kanban is a technique that was elaborated in the manufacturing industry for years. But it also works nicely for knowledge work such as project development. Especially evolutionary change management in IT organizations lends itself perfectly to the Kanban field.
David J. Anderson speaking about Kanban at the LAS Conference 2011 in Zurich.
Read the summary on my blog at http://t.co/Mr7Be9T
IT and Higher Education: Where are We Headed?Mark Roman
The document discusses IT governance in higher education institutions. It outlines a framework for internalizing systems governance as a thoughtful practice at multiple levels of an institution. Key aspects of the framework include:
- Establishing governance bodies like information systems steering committees and educational technology advisory committees with representatives from areas like academic affairs, research, and administration.
- Using working groups to discuss priorities and make recommendations for initiatives in areas such as learning management systems, research computing, and administrative systems.
- Implementing a governance process that ranks initiatives based on factors like utility and fit, with some receiving base funding and others requiring one-time project funds or being client-sponsored.
The framework is presented as a way for higher education
The document provides an overview of AFSO21 (Air Force Strategic Operations for the 21st Century), which is the Air Force's methodology for continuous process improvement using lean principles. It discusses the history and principles of lean, defines waste, and explains tools like standard work, 6S, and problem solving. It also gives examples of process mapping and describes what an AFSO21 process improvement event would entail. The goal of AFSO21 is to eliminate waste, reduce costs and response times, and improve productivity across the Air Force.
This document describes how an 18 person engineering team transitioned from a waterfall process to agile and kanban methods over 2 years. The team was split into an iterative team focused on large projects and a kanban team for smaller work. Both teams coordinate through shared story planning and metrics. The results showed the teams achieving parity in cycle times and velocity within 9 months as they self-organized around common goals. The document presents the team as a model for running iterative and kanban processes in synchronization without blending the processes.
The document describes the 7 stages of the accounting cycle. Stage 1 is the preparation of source documents. Stage 2 is the recording of transactions in journals. Stage 3 is the posting of journal entries to ledgers. Stage 4 is preparing a trial balance. Stage 5 is making adjustments. Stage 6 is closing accounts and preparing financial statements. Stage 7 is the preparation of the final accounts.
The document discusses concepts from Lean and Kanban for managing software engineering projects. It covers:
- Kanban focuses on becoming successful, which may lead to being agile, rather than focusing on being agile.
- Software engineering processes can be described as queues and control loops and managed accordingly.
- Kanban implements the five pillars of lean: pull, continuous flow, customer value, waste elimination, and continuous improvement.
- Kanban uses a pull system with work visualized on a board to limit work-in-process and facilitate continuous flow through stages from backlog to done.
The document describes the accounting cycle as consisting of 7 stages. It provides stock images and text that can be customized for a presentation on the accounting cycle. The images depict the 7 stages of the accounting cycle in a circular diagram. The document encourages users to edit the images in PowerPoint to customize their presentation and pitch their ideas convincingly.
The document discusses transforming software development to an agile approach, providing an overview of agile principles and frameworks like Scrum, comparing traditional and agile development methods, and outlining a typical roadmap for transitioning to agile with considerations for avoiding potential issues. Key aspects of agile covered include iterative development, emphasis on collaboration and responding to change, and Scrum roles, ceremonies, and artifacts.
Conducting Process Audits For Municipal GovernmentStephen Deas
This presentation details how to conduct a process audit of local and municipal governments. A process audit is a strong, proactive tool for improving process outputs. Many local governments are adopting a zero overhead growth strategy(ZOG) which is dependent on key continuous improvement tools. Process audting is a wonderful continuous improvement tool.
The document describes the accounting cycle as consisting of 7 stages. It provides instructions on how to edit icons in a PowerPoint presentation, including ungrouping objects, changing their color, size, and orientation. The goal is to bring presentations to life and capture audiences' attention by making all images 100% editable.
The document outlines the 7 stages of the accounting cycle: 1) Preparation of source documents, 2) Journal entries, 3) Posting to ledgers, 4) Trial balance, 5) Adjustments, 6) Closing entries and preparation of financial statements, 7) Preparation of final accounts. The cycle shows the flow of accounting information throughout the periods.
The accounting cycle has 7 stages: (1) source documents are prepared, (2) journal entries are recorded, (3) a ledger is posted, (4) a trial balance is prepared, (5) adjustments are made, (6) accounts are closed and stock is valued, and (7) final accounts are prepared.
The accounting cycle has 7 stages: (1) preparation of source documents, (2) journal entries, (3) posting to ledgers, (4) preparing a trial balance, (5) adjusting entries, (6) closing entries and preparing financial statements, and (7) preparation of the post-closing trial balance.
The accounting cycle has 7 stages: (1) journalizing transactions, (2) posting to ledgers, (3) preparing a trial balance, (4) making adjustments, (5) closing accounts and preparing financial statements, (6) preparing a post-closing trial balance, and (7) preparing final reports.
The document discusses several key themes and learnings from SXSW 2013, including:
1) Exponential technological growth enables unprecedented innovation, while globalization enables incremental growth through copying and scaling ideas.
2) Data has become a new type of currency, changing business models and power dynamics. Wearable technology is establishing itself as the next major computing platform.
3) The Internet of Things is shifting from standalone devices to interconnected ecosystems. Innovation requires aiming high and solving big problems to garner interest and rewards.
4) Brands are redefining their role through experiential activations that create unique and memorable experiences for audiences. Innovation requires a balanced investment in current products, incremental improvements, and ambitious long
This document discusses student performance and assessment. It contains sections on overall student performance, performance by class, and an individual student proficiency report form.
El documento promociona los servicios de repostería y cursos de cocina de Mundo Pastel, dirigido por la maestra pastelera Mariana Corbetta. Ofrece tortas, golosinas personalizadas, recetas, ideas creativas y varios cursos de decoración y técnicas culinarias dictados por distintos profesores. También anuncia promociones por el Día del Abuelo y los cumpleaños.
O hemograma mede os níveis de glóbulos vermelhos, brancos e plaquetas no sangue e fornece informações sobre seu tamanho e forma. Pode ser solicitado por cirurgiões dentistas para auxiliar no diagnóstico e planejamento de tratamentos, identificando possíveis doenças locais ou sistêmicas e a capacidade do paciente de suportar procedimentos. Resultados anormais podem indicar condições como infecção, anemia, câncer ou problemas no fígado ou pâncreas, dependendo do tipo de cél
This document provides summaries of past and forthcoming public art projects by Rodrigo Ghattas. It includes:
1) A 2013 memorial in Lima, Peru to victims of terrorism that aimed to make visible a forgotten site and reject oblivion through mixed media and interviews.
2) A 2014 movable art piece in Lima called "Memory Cube" made from construction waste that criticizes the location of a museum and invites participation.
3) A 2015 installation in Lima called "Urban Weight" that used confiscated wood to spark discourse on protecting cities and acknowledging humanity's role as predators.
The document goes on to summarize several other public art interventions, installations, collaborations and workshops led by G
El documento promociona los servicios de repostería y cursos de cocina de Mundo Pastel, dirigido por la maestra pastelera Mariana Corbetta. Ofrece tortas, golosinas personalizadas, recetas, ideas creativas y varios cursos de decoración y técnicas culinarias dictados por distintos profesores. También anuncia promociones por el Día del Abuelo y los cumpleaños.
This document discusses knowledge sharing and how it should be done correctly, understandably, and productively to be truly useful. It also briefly mentions knowledge-based concepts like KBC and machine learning as well as involving everyone through partnership for fun activities like meetings and dance.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Kohler has provided excellent service and products over the years. Their toilets, faucets, and other plumbing fixtures have served my home well for many decades. I am grateful for the quality and reliability of Kohler products that have enhanced my home for so long.
This document outlines the course curriculum for the first year, first semester of a management program. It includes 6 core courses: 1) Perspective Management, 2) Financial Accounting, 3) Managerial Economics, 4) Operations Management, 5) Organization Behavior, and 6) Business Mathematics. Each course is allotted marks and includes topics to be covered, reference texts, and in some cases software to be used. The core courses aim to provide foundational knowledge across management functions including accounting, economics, operations, organizational behavior, and quantitative methods.
The document summarizes new features in PowerPoint 2010, including the ability to:
1. Compare and merge presentations using the Merge and Compare feature.
2. Work on presentations from any device using PowerPoint Web Apps.
3. Open, view, and edit PowerPoint presentations on Windows 7 phones.
4. Link to videos in presentations by copying embed codes from websites.
This document provides an introduction to lean principles and methodology. It defines lean as a systematic approach to identifying and eliminating waste through continuous improvement. The key aspects of lean covered are the nine types of waste, value-added vs non-value added activities, typical benefits of lean such as lead time reduction and productivity increases, and lean tools like value stream mapping, 5S, and kaizen events. Kaizen events are described as a focused team approach to eliminating waste through rapid improvement over a short period of time.
Intro to Kanban - AgileDayChile2011 KeynoteChileAgil
This document provides an introduction to Kanban, including what it is, why it would be used, and its origins and principles. Kanban is a pull-based system that uses visualization techniques like boards and limits on work-in-progress to regulate flow. It originated from the Toyota Production System and can be overlaid on software development processes. The document outlines how Kanban was implemented at one company and discusses scaling Kanban to larger projects. It also explains how Kanban encourages continuous improvement through evolutionary changes and how these principles form the Kanban Method for adopting Lean practices.
Ayub "Jake" Salik gave a presentation on lean manufacturing principles to an MBA program. The presentation covered the definition of lean as minimizing waste and maximizing value, the history and basics of lean from its origins in Japan, common lean tools like value stream mapping and 5S, requirements for successful lean transformation like top management commitment, and industry examples. Salik emphasized identifying and eliminating sources of waste to improve processes and reduce costs. The presentation concluded with a question and answer session.
Material & Information Flow Mapping
Free Webinar
June 22, 2009
In this webinar we taught about material and information flow mapping as it was taught to Michael E. Parker while working with lean experts in Japan, using the original lean technique! Learn how to grasp the current condition of your workplace and how to incorporate lean metrics to improve your processes.
This document provides a history of the development of Lean and Agile principles and practices from their origins in manufacturing and software development. It traces the evolution of ideas and frameworks from Toyota's Lean manufacturing system in the 1900s to modern Agile methods like Scrum, Extreme Programming, and the Agile Manifesto in the 1990s and 2000s. The document then outlines key Lean principles like continuous improvement, respect for people, and eliminating waste. It shows how Agile methods implement these Lean principles through practices like prioritized backlogs, iterative delivery, and eliminating unnecessary work. Finally, it discusses how Lean and Agile ideas can be synergistic when combined in a framework focused on value delivery, waste elimination, and continuous improvement.
The 3-day Lean Practitioner Program Level 1 focuses on introducing lean principles and tools for office, administration and service processes. The agenda covers lean evolution, value definition, identifying waste, value stream mapping, flow, flexibility and perfection. Participants will learn through simulations, exercises and case studies. They will understand lean principles, be able to diagnose processes and identify improvement projects. Successful participants will receive a Lean Practitioner Level 1 certificate. The goal is to help organizations enhance productivity, quality and reduce costs through lean transformations.
This document provides an introduction to Lean and how it can be applied to improve service quality and reduce costs. It defines Lean as a methodology for achieving excellence in customer service by eliminating waste and optimizing the flow of customer value. The document discusses some of the challenges with traditional change approaches and how Lean differs by actively engaging employees. It also outlines some of the core Lean concepts like value stream mapping, identifies types of waste, and describes a 5-step method for applying Lean. Overall, the document promotes Lean as an effective approach for continuous improvement that focuses on the customer and empowers employees.
Kanban is a lean production system that uses visual signals to manage workflow. It aims to limit work-in-process and improve flow. Key aspects of Kanban include visualizing work, limiting WIP, managing flow, having explicit policies, and improving collaboratively. Toyota popularized Kanban to produce "just in time." Software teams can apply Kanban principles by modeling their workflow, establishing WIP limits, and continuously improving. Tools like Team Foundation Server support digital Kanban implementation.
The document provides an overview of Lean management techniques including the Souq Lean System (SLS). SLS follows Lean principles such as defining value, identifying value streams, creating flow, establishing pull, and seeking perfection. It discusses types of waste (muda, muri, mura) and the seven forms of muda (TIMWOOD). Tools used by SLS to implement continuous improvement are described, including 5S, value stream mapping, SIPOC, Gemba walks, VSOPs, VSM, Andon boards, Kaizen, and A3 problem solving. Kaizen aims to continuously improve processes by eliminating waste through small, incremental changes. The Kaizen methodology involves defining problems, collecting data, and engaging
Advanced Lean Training Manual Toolkit.pptThinL389917
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.
AFSO21 is the Air Force's standardized approach to continuously improve processes through lean principles in order to increase productivity, equipment availability, response time, safety, and energy efficiency. It utilizes lean methodology including specifying value, identifying the value stream, establishing flow without waste, pursuing perfection, and engaging Airmen. The goal is to eliminate non-value added activities and waste through relentless process improvement.
The document promotes applying Lean principles and tools to small businesses to help them cut costs and waste, improve quality and productivity, and streamline processes. It discusses how techniques like 5S, value stream mapping, Kaizen events, and eliminating the seven types of waste can help businesses significantly improve operations and workflow. The NEW Lean Consulting Group offers Lean consulting services to help small businesses implement these strategies through training and process improvement events.
DEVNET-2015 DevOps In Depth - Damon Edwards on DevOps Kaizen: Building an Ent...Cisco DevNet
Damon Edwards will be discussiong DevOps Kaizen: Building an Enterprise’s Capability to Change -- There are plenty of aspirational DevOps stories about organizations achieving blistering speed and dazzling nimbleness. But when you look at your own organization everything feels complicated, contentious, and stuck. How do you get started? How do you overcome the silos, the legacy, the entrenched behaviors? This talk is about starting and sustaining a DevOps transformation in large and complex of organizations using a methodical -- and totally reasonable -- Kaizen (Continuous Improvement) approach. This talk isn't about mythical silver bullets. It's about real examples of enterprises that learned to fix themselves by taking a fresh look at proven techniques
The document provides an overview of quality management techniques including Total Quality Management (TQM), 5S, Kaizen, Just-in-Time (JIT), Kanban, and Poka-Yoke. It defines each technique and discusses their objectives, key aspects, benefits, and examples. TQM focuses on customer satisfaction through a philosophy of continuous improvement involving all departments. 5S creates organization and standardization in the workplace. Kaizen emphasizes continuous small improvements through teamwork. JIT and Kanban together form a pull-based production system to reduce waste. Poka-Yoke aims to prevent mistakes through automatic error-proofing mechanisms.
Lean is a set of practices that aim to eliminate waste and optimize efficiency. It was originally developed for manufacturing but can also be applied to services. The goals of Lean are to identify and remove non-value adding activities, improve workflow by responding to customer demand, and do more with less. Key aspects of Lean include continuous improvement, reducing inventory levels, minimizing defects and wait times, and balancing workload across processes. Implementation involves analyzing value streams, addressing bottlenecks, and using tools like kanban systems, work cell layouts, and standardized processes to smooth production flow.
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/
This document discusses metrics for agile product development. It argues that traditional metrics designed for linear processes do not work for complex and unpredictable agile systems. Instead, it recommends focusing on metrics that allow for learning and change over time through single and double loop learning. The document presents a framework with four quadrants of metrics for measuring business outcomes, products, processes, and team maturity using metrics that serve as "boundary objects" between teams.
Notes Version: Email Marketing Workshop Closing Now What Vivastream
This document provides guidance on selling an email marketing program to management. It recommends focusing on revenue over costs and percentage of company revenue rather than technical metrics. It also shows how to calculate projected annual revenue based on list size, open and click rates, and conversion rates. The document provides a template for determining program implementation costs and return on investment. It discusses determining labor hours needed and provides an example of projected program costs and automated revenue over time. The conclusion emphasizes translating metrics to dollar values and knowing implementation costs to determine priority programs.
Notes Version: Email Marketing Workshop Closing Now What Vivastream
This document provides guidance on selling an email marketing program to management. It recommends focusing on revenue over costs and percentage of company revenue rather than technical metrics. It also shows how to calculate projected annual revenue based on list size, open and click rates, and conversion rates. The document provides a template for determining program implementation costs and return on investment. It concludes by advising translating metrics to dollar values and balancing return on investment with level of effort in prioritizing programs.
2. CMTC
• Private non-profit corporation affiliated with the
National Institute of Standards & Technology –
Manufacturing Extension Partnership (NIST-
MEP)
• We are in the top 5% in NIST-MEP Client
Satisfaction
• Our Mission is to ―Make a Difference in
California‖ by enhancing manufacturing
• Our ―Hands On‖ approach is different from other
consulting organizations
(file path)
3. Kim Victorine
• Has worked with over 200 client
organizations since 1998.
• Has conducted over 100 QMS &
Lean project implementations
• Broad & deep experience:
– Quality Circle Facilitator
– JIT, TQM, SPC
– Zenger Miller certified facilitator/trainer
– Achieve Global certified facilitator/trainer
– NIST/MEPU certified Lean
facilitator/trainer
– Lean Competency in Value Stream
Mapping, 5S, Kaizen, TPM, SMED, TWI,
Problem Solving, and Standard Work
4. What is Lean?
• Lean is the identification of waste in our systems
and processes
• Lean is a organizational pursuit of the removal
and prevention of waste (9 types of NVA waste)
• Lean methodologies were developed at Toyota
and are known as the Toyota Production System
(TPS)
(file path)
5. Defining Lean
Lean is:
“A systematic approach to identifying and eliminating
waste (non-value-added activities) through continuous
improvement by flowing the product at the pull of the
customer in pursuit of perfection.”
The MEP Lean Network
6. Why Do We Follow the Lean Path?
• SURVIVAL!
• Our global economy and growing competition
requires all organizations to improve
performance ―rapidly‖
(file path)
7. What Has Changed to Require
Us to Follow a Lean Path?
• The financial model that all companies have to
apply in today's environment has changed
• The Old Equation for Profit
– Cost + Defined Profit = Sales Price
• The New Equation for Profit
– Price (Fixed by Consumer) – Cost = Profit
(file path)
8. Typical Benefits from Lean
Percentage of Benefits Achieved
0 25 50 75 100
Lead Time Reduction
Productivity Increase
WIP Reduction
Quality Improvement
Space Utilization
9. Definition Of Value-Added
Value-Added
Any activity that increases the market form or function of
the product or service. (These are things the customer is
willing to pay for.)
Non-Value-Added
Any activity that does not add market form or function or
is not necessary. (These activities should be eliminated,
simplified, reduced, or integrated.)
10. The 9 Wastes
Value-Added
Non Value-Added
1. Overproduction
2. Waiting
3. Transportation
4. Non Value-Added Processing
5. Excess Inventory
6. Defects
7. Excess Motion
8. Underutilized People (NIST-MEP)
9. Resistance to Change (CMTC)
Typically 95 % of all process time is non value-added
11. Traditional Approach to Improvement
90% of the lead time 10%
V
NVA time
A
25% improvement in Value added time
90% 7.5%
V
NVA time
A
Very little effect (2.5%) on the total lead time
12. Current Approach for Kaizen Improvement
90% of the lead time 10%
V
NVA time
A
25% improvement in Non Value added time,
67.5% 33.5%
V V V
NVA time
A A A
Significant reduction (22.5 %) in total lead time
13. Continual Improvement
Old Adage:
“If you always do what you always did, you’ll always get
what you always got.”
Competitive Corollary:
“If the other guy gets BETTER, you’re gonna get LESS.”
14. Why Introduction to Value Stream
• See the sources of waste in the
Value Stream... basis for an
implementation plan
• Linkage between information and
material flow
• Qualitative tool: What you are going
to do to affect the numbers
• Helps to see and focus on flow with a
vision of an ideal
15. Value S The Value Stream
VALUE-STREAM
PROCESS PROCESS PROCESS
Create art Molding
Assembly
Cell
Raw Finished
Material Product
16. ―Rocks in a Stream‖ or
Process Flow Optimized
How it is today
How it can be
How it should be
(file path)
17. Walking the Flow (Muda Walk)
• The first step in in identifying where things stand
(your current state) is to ―walk the process or
flow‖
• Waste (Muda) walk; Walk the flow looking for
the 9 types of waste
• Document what waste is found and where it is
located
(file path)
18. What Do We Do Next?
• Identify areas with the most potential for
improvement
• Develop a workplace diagram
• Go back to the action and collect more data
(file path)
19. Workplace Diagram
• Draw a layout of the work area showing points of
entry/exit, key equipment, storage areas,
materials
• Diagram the flow of personnel performing work
• Measure distance traveled
(file path)
20. Gather Information: Start with a Map
Pallet
Worker
Mobile Equipment
20
360v
LE203 Workplace Organization and Standardization — SM
u
02/02 v1
2002
22. Example: Office Area Map
File Cabinet
Files
Bookcase Bookcase
File
Boxes
Chair Table
Desk
Computer
Door Bookcase
22
360v
LE203 Workplace Organization and Standardization — SM
u
02/02 v1
2002
23. Example: Workplace Scan Display
23
360v
LE203 Workplace Organization and Standardization — SM
u
02/02 v1
2002
24. Gather Information:
Take ―Before‖ Photos
• Photograph major problem areas
– Photos provide a visual measurement of current
and improved conditions
• Choose strategic locations
• Remember to mark the locations
• Record locations and subjects
24
360v
LE203 Workplace Organization and Standardization — SM
u
02/02 v1
2002
25. Example: Workplace Scan
Display, with Photo’s
25
360v
LE203 Workplace Organization and Standardization — SM
u
02/02 v1
2002
31. Kaizen Methodology
• A focused team approach towards eliminating waste in
the operation
• Lightning fast…….Just do it!
• Minimize brainstorming….‖Try-storm‖ instead!
• Fast and crude is better than slow and elegant
• Breaking the status quo by making immediate change
• Quantify the results of the change
• Involve everyone in the process
• Do it with minimal cost or no cost
32. Contact Info
Kim Victorine, Senior Consultant CMTC
BB: 310-984-0938
Cell: 951-203-3672
Email: victorin@cmtc.com
Email: kdvictorine@aol.com
(file path)