A real world case study of the results achieved with the implementation of lean manufacturing. Eliminate waste (muda) using lean manufacturing tools. By Jerry Helms, PMP, Non Stop Portals
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
The quest of one-piece-flow in IT by Pierre Masai, Toyota Motor EuropeInstitut Lean France
How can you apply «one-piece flow» in the world of Information Technology? What are the benefits for your clients? Find out with Pierre Masai, VP & CIO of Toyota Motor Europe who answered these questions at the Lean IT Summit 2014, and explained why «one-piece flow» is an ideal that every IT team should aim for. Lean, Agile, Scrum, DevOps are all methods that are successfully used at Toyota to try and reach this ideal. Pierre also walked us through problem solving in IT operations.
Overview on the Toyota production system principles, techniques and theories.
The presentation include:
-Lean Manufacturing Principles
-Productivity Measurement, Analysis and Improvement
-Effect & Elimination of the Manufacturing 7-Wastes
-Lean Improvement Techniques
-Lean Management for Making Improvement & Gaining Sustainability
Lean manufacturing is a systematic method for waste minimization ("Muda") within a manufacturing system without sacrificing productivity.http://www.vpresentationslides.com/lean-manufacturing-ppt/
A very simple way to understand Lean Manufacturing and its concepts, with lots of images that makes it more easy.
Lean manufacturing is the concept of the manufacturing which is more about saving time and best quality. Lean is the systematic way of manufacturing to utilize the source and get maximum out of it.
Tugger Route Generation - Flow Planner - Dr. Dave SlyProplanner Asia
Proplanner's Flow Planner tool works inside AutoCAD to generate shortest path tugger routes to streamline material flow and minimize material handling costs.
Companies that define tugger routes using Excel and guesswork stand to benefit greatly from the world's leading software for tugger route generation and analysis.
Quali sono i principi di base di un processo lean? quali le caratteristiche principali e i maggiori vantaggi? Sono alcune delle domande che affronteremo in questo seminario sui processi lean in generale e nello sviluppo software in particolare.
A real world case study of the results achieved with the implementation of lean manufacturing. Eliminate waste (muda) using lean manufacturing tools. By Jerry Helms, PMP, Non Stop Portals
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
The quest of one-piece-flow in IT by Pierre Masai, Toyota Motor EuropeInstitut Lean France
How can you apply «one-piece flow» in the world of Information Technology? What are the benefits for your clients? Find out with Pierre Masai, VP & CIO of Toyota Motor Europe who answered these questions at the Lean IT Summit 2014, and explained why «one-piece flow» is an ideal that every IT team should aim for. Lean, Agile, Scrum, DevOps are all methods that are successfully used at Toyota to try and reach this ideal. Pierre also walked us through problem solving in IT operations.
Overview on the Toyota production system principles, techniques and theories.
The presentation include:
-Lean Manufacturing Principles
-Productivity Measurement, Analysis and Improvement
-Effect & Elimination of the Manufacturing 7-Wastes
-Lean Improvement Techniques
-Lean Management for Making Improvement & Gaining Sustainability
Lean manufacturing is a systematic method for waste minimization ("Muda") within a manufacturing system without sacrificing productivity.http://www.vpresentationslides.com/lean-manufacturing-ppt/
A very simple way to understand Lean Manufacturing and its concepts, with lots of images that makes it more easy.
Lean manufacturing is the concept of the manufacturing which is more about saving time and best quality. Lean is the systematic way of manufacturing to utilize the source and get maximum out of it.
Tugger Route Generation - Flow Planner - Dr. Dave SlyProplanner Asia
Proplanner's Flow Planner tool works inside AutoCAD to generate shortest path tugger routes to streamline material flow and minimize material handling costs.
Companies that define tugger routes using Excel and guesswork stand to benefit greatly from the world's leading software for tugger route generation and analysis.
Quali sono i principi di base di un processo lean? quali le caratteristiche principali e i maggiori vantaggi? Sono alcune delle domande che affronteremo in questo seminario sui processi lean in generale e nello sviluppo software in particolare.
Just one of the boring presentations on TESCO with happy insights. Discussion on major topics about the company and deep insights on strategies implemented with really killer images in between. So check in if you may learn from it.
Power has shifted from manufacturers to lean retailers Benefits of Lean in Retail:
Low shelf space requirement
Reduced carrying cost
Reduced Through Put Time of products in value Chain
Improved Profitability through Inventory Management
Every time you enter a retail store, your shopping experience has been extensively planned, from the items you see for sale to the layout and design of the store. Many times these decisions are made by someone working in retail operations, or the area of retail concerned with the day-to-day functions of stores
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
Did you know that you can develop awesome products with zero product specifications ? We have recently quantified the gains for a product we built using Lean Startup and MVP approach and were pleasantly surprised to find that we could quantify minimum 47% gain in time-to-market, 32% cost savings, 55% improvement in product quality and 40% gain in business value as compared to traditional product development methods.
For the uninitiated, the Lean Startup methodology is a practice for developing products and businesses based on 'validated learning', getting customer feedback quickly and often. The objective is to eliminate uncertainty in the product development process.
by Wolfgang Krips, Senior Vice President of Global Infrastructure Operations of SAP at the Lean Summit 2010, New Horizons for Lean Thinking on 2/3 November 2010
Lean Leadership for Executives: Initial findings from LGN Research by David Brunt shown at the Lean Summit 2012 - Learning - Educating - Sharing on 27/28 November
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
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Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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Creating Lean Solutions
1. Lean Enterprise Academy www.leanuk.org1
Creating Lean Solutions:
The Next Steps for Lean
Daniel T Jones
Chairman
Lean Enterprise Academy
Manufacturer Live – Telford – 28 September 2005
2. Lean Enterprise Academy www.leanuk.org2
Who am I?
• A Missionary – for applying lean process thinking
to every human activity
• An Author – of The Machine that Changed the
World, Lean Thinking and now Lean Solutions
• The Founder – of the Lean Enterprise Academy in
the UK, part of the Lean Global Network
• My Activities – include Mentoring, Training the
Trainers, Workshops, Workbooks, Lean Summits,
Networks and eletters – details at www.leanuk.org
3. Lean Enterprise Academy www.leanuk.org3
Toyota’s Lean Strategy
“Brilliant process management is our
strategy.
We get brilliant results from average
people managing brilliant processes.
We observe that our competitors often
get average (or worse) results from
brilliant people managing broken
processes.”
Lean Thinking is Process Thinking
4. Lean Enterprise Academy www.leanuk.org4
Lean Principles
• Specify value from the standpoint of the consumer
- (not from your assets and organisation)
• Identify the value stream through the steps
required to create and deliver each product and
remove the wasted steps
• Make the process of value creation flow smoothly
and quickly to the customer
• But only in line with the pull of the consumer
• While pursuing perfection by constantly improving
the product and the value stream
As a result products are getting better and cheaper
5. Lean Enterprise Academy www.leanuk.org5
The Changing Context
• Wage costs are probably now at an all time low –
although they are now rising in China
• This is forcing manufacturers to squeeze waste out
of their processes and think how and where to
make products in the future
• Western manufacturers’ potential is:
• Being close to their customers – that is us!
• Developing the right technology, products and
services to solve their problems
• Developing the right processes to rapidly
respond to their needs
But we need to do a lot better at all of these
6. Lean Enterprise Academy www.leanuk.org6
The Lean Frontier
• What is happening to your customers?
• How are they buying your products?
• How are you responding to their needs?
• How would a lean thinker think about these
questions?
• What implications does this have for
manufacturers?
These questions are key to your survival
7. Lean Enterprise Academy www.leanuk.org7
Lean Consumption and Provision
• We now understand that Production (including
design and supplier management) is a process. A
series of actions manufacturers must perform in
the proper sequence to create value for customers
• Consumption is also a process. A series of
actions consumers must perform in the proper
sequence to obtain the value they seek
• Provision is a third process. The actions that
someone must perform between the factory and
the customer to achieve the objectives of both
parties
There is a yawning gap between the last two
8. Lean Enterprise Academy www.leanuk.org8
What’s Happening to Consumers?
• Mass customisation has added to their choices
• The end of regulation has extended the number of
things they have to make choices about
• The self-service economy enables them to buy
more personal capital goods to replace services
• Two-income and single-parent households have
less time to manage consumption
• Ageing households have more time - but less
energy
• The internet is blurring production and
consumption and has opened access to a global
supply base
They have more choices to make and products to
manage but less time and energy to do so
9. Lean Enterprise Academy www.leanuk.org9
What is Happening to Consumption?
• If products are getting better why is consumption
still so frustrating?
• Why does the new computer fail to work with the rest of
our kit?
• Why do “help lines” not help?
• Why do we waste so much time in hub airports and
general hospitals?
• Why do we fail to find exactly what we are looking for on
a trip to the supermarket?
• Is it because of bad people or broken processes?
Why do we think and act differently as consumers
to how we do in our lives as providers?
10. Lean Enterprise Academy www.leanuk.org10
Provision Processes are also Broken
• Growing spending on “new” products, features
and options that fail to attract new customers
• Growing spending to increase customer loyalty as
customers become less loyal
• High out of stocks, lost sales and remaindering
• Larger investments in bigger assets which have a
shrinking ability to create competitive advantage
• Outsourcing customer support so direct contact
with the consumer is lost
• Employee dissatisfaction and high staff turnover
How can we improve provision and consumption?
11. Lean Enterprise Academy www.leanuk.org11
The Consumption Process
• The answer begins by seeing consumption not as
an isolated transaction between strangers
• But by seeing consumption as a process of steps
to enable the consumer to solve their problem
• It involves searching, selecting, obtaining,
integrating, maintaining, upgrading, disposing
and replacing many items over time
• Interacting with several providers of goods and
services in a parallel provision process
• Add this up and you realise that managing
(household) consumption processes is
complicated and takes a lot of “unpaid” time and
mind share
So what do consumers really want?
12. Lean Enterprise Academy www.leanuk.org12
Principles of Lean Consumption
1. Solve the consumer’s problem completely
2. Don’t waste the consumer’s (or the
provider’s) time
3. Provide exactly what the consumer wants
4. Deliver it where it’s wanted
5. Supply it when it’s wanted
6. Continually reduce the consumer’s time
and hassle in solving their problems
All this can be done with lower costs
13. Lean Enterprise Academy www.leanuk.org13
1 Solve the Problem
• Consumers want the use they get from the product
in combination with other products and services
• What happens when things don’t work? Call a call
centre! Whose objective is to “solve” the problem
at the lowest cost – maybe outsourced or abroad
• Instead turn every customer contact into a Kaizen
opportunity – discover and eliminate root causes!
• Fujitsu Services reversed the logic of outsourced
customer service and technical support – getting
experienced staff to ask about customer purpose,
offer a fix, redesign to eliminate the root cause and
discover additional value for future products
Intelligent Feedback leads to better products and
processes for using them while cutting costs
14. Lean Enterprise Academy www.leanuk.org14
2 Don’t Waste Time
• The assumption is “The consumer’s time is free”
• In reality the consumer and the providers time is
wasted by a poorly designed and disconnected
consumption and provision processes
• Mapping both processes and their interactions
reveals this wasted time and cost and identifies
opportunities for win-win collaboration to cut
wasted time and cost for both parties
• Make customers partners to level demand and pre-
diagnose problems, separate types of work, create
standard work flows and material supply
Saves employee time and increases throughput
15. Lean Enterprise Academy www.leanuk.org15
Car Repair Before Lean
8 Drive Home
7 Queue,
and Pay1 Search for
Repairer
2 Book Appt.
5 Wait for
Loaner
3 Drive to
Facility
4 Queue,
Discuss
Problem
6 Authorise
Repairs
25m 5m 45m 10m 35m
2 Book Appt1 Answer Enq
3 Check in
12 Pass to SA
4 Car to store
5 Fetch loaner
6 Pass to WC
7 Pass to Tech
8 Diagnose
problem
9 Check parts
10 Car to store
11 Pass to WC
14 Pass to WC
13 Ring
Customer
21 Pass to SA
15 Pass to Tech
16 Collect parts
17 Repair car
18 Road test
19 Car to store
20 Pass to WC
25 Park loaner
22 Invoice
23 Hand over
24 Fetch car
5m 5m 25m 38m 14m 85m 35m
16. Lean Enterprise Academy www.leanuk.org16
Lean Car Repair
12 Road test
1 Appointment 15 Hand over
16 Park loaner2 Discuss
Problem
3 Order Parts
6 Confirm
Diagnosis
4 Park Loaner
5 Hand over
7 Park car
8 Update Plan
9 Deliver Parts
10 Collect car
11 Repair car
14 Invoice
13 Park car
5m 15m 20m 54m 7m
7 Drive Home
6 Hand over1 Appointment 2 Discuss
Problem
5 Wait for
Confirmation
3 Drive to
Facility
4 Handover
5m 10m 32m 22m
120m
69m
60%
Right
First
Time
Wait
2nd
Visit
%
Fulfilment
Provider
Consumer
101m
201m
Lean
Fulfilment
95%
Right
First
Time
17. Lean Enterprise Academy www.leanuk.org17
Provide What’s Wanted
• Fulfilment levels are poor in most systems
• 98.5% availability drops to 92% on the shelf and
55% for a basket of 40 items in the grocery store
• 80% availability for the shoe with 150 day order
window leads to 40% being remaindered
• 52% of consumers get the cars they wanted on
time and 64% of service jobs are completed
RFTOT
• Better IT, RFID and stocks are not the answer – but
rapid, reflexive, replenishment loops back upstream
• And compressing the length of the supply chain
What is your right first time on time?
18. Lean Enterprise Academy www.leanuk.org18
Lessons from Toyota
• Toyota spent 30 years developing lean in house
and spreading it up and down its supply chain
• The most impressive example is aftermarket parts
distribution – supplying 500,000 SKUs to dealers
• It operates as a series of tight replenishment loops
• Dealers call off parts from Distribution Centres every day
• These shipments trigger daily orders to be picked up from
suppliers the next day
• Most of whom can also make every part that is required in
a day every day
• The result is the highest availability, lowest stock
levels and the smoothest order signals
20. Lean Enterprise Academy www.leanuk.org20
A Lean Factory?
• How responsive could your factory be?
• Guideline – less than 1 hour value creating time
should be completed within 1 day
• By creating flow through your plant linking:
• Capable steps (6 Sigma)
• Available equipment (TPM)
• Adequate capacity (right sized equipment)
• Flexible operations (Every Product Every Cycle)
• By eliminating short term plan changes by levelling
the workload and moving to replenishment pull
wherever possible
But different starting points in different industries
21. Lean Enterprise Academy www.leanuk.org21
Getting to Lean
• In machining and assembly:
• By using Chaku-chaku lines and cells instead
of monster machines and automated lines
• In process industries:
• By flowing high volume products separately
from low volume products
• In build to order industries:
• By creating flow in the quotation process, in
the installation process and a rhythm in
production
But a lean island is not enough!
22. Lean Enterprise Academy www.leanuk.org22
A Lean Supply Chain
• Having created level flow and pull for your volume
products you need to pull just what you need from
your suppliers every day
• And your customers need to pull products from
you every day
• By each taking responsibility for picking up
products rather than waiting for deliveries
• So you can consolidate and synchronise mixed
product loads in daily milk runs and reduce the
noise in the order signal
Little and often works better than pushing batches
23. Lean Enterprise Academy www.leanuk.org23
Rapid, Reflexive Replenishment
• Toyota distinguish between cognitive and reflexive
decision making systems
• They separate capacity and materials planning from
production and shipping instructions
• Lean, rapid, reflexive replenishment is based on
four key principles:-
• Only one scheduling point or pacemaker
• Greatly increased frequency of replenishment
• Replenish only exactly what was sold
• Where possible compress the vale stream
The objective is to optimise the flow not each asset
24. Lean Enterprise Academy www.leanuk.org24
Where to Produce What
• Calculate “factory gate” costs at different locations
• Germany, Romania and China?
• Calculate freight costs to supply the factory and to
reach all your customers
• Including all the expedited shipments!
• Add in all the overhead costs of:
• Management and engineering time and travel
• Quality (warranty costs etc.)
• Extra inventories, lost sales, out-of-stocks, write-offs, etc.
• Currency and country risks
Then decide what to make where – which might
also change over the product life cycle
25. Lean Enterprise Academy www.leanuk.org25
4 Deliver Where it’s Wanted
• All consumers use different types formats
depending on their circumstances – time pressure
places a growing premium on convenience
• The convenience store revolution is changing
retailing - signalling the end of the “big box”
dominant mass retailing format
• The key to serving multiple channels is a common
fulfilment system and a “water spider”
replenishment system for all formats – including
local stores and home shopping
• Convenience does not need to cost more
Multiple channels will replace “one best way” for
most products and services
26. Lean Enterprise Academy www.leanuk.org26
5 Supply When it’s Wanted
• Is everything purchased on impulse? Is there any
incentive to plan ahead?
• The consequence is that production must be
infinitely flexible, every event must be planned and
we have to dispose of unwanted stock
• Reversing this logic – How can we plan ahead with
most consumers while offering price incentives to
smooth the demand for production slots?
• This stability creates the possibility of responding
to the “got-to-have-it-now” consumers at much
lower cost?
This realistically takes us beyond “build to order”
27. Lean Enterprise Academy www.leanuk.org27
6 Continuing Solutions
• Why are consumers increasing the number of
suppliers – often one off strangers – to acquire the
elements of the solution to their problems?
• While lean producers are decreasing the number of
suppliers, each with a deeper knowledge to solve
bigger problems on a continuing basis?
• When will someone provide continuing solutions to
integrate the elements to solve my bigger problems?
• Communications
• Mobility
• Shelter
• Healthcare
• Financial management
• Personal Logistics (routine shopping)
28. Lean Enterprise Academy www.leanuk.org28
Conclusions
• Intelligent Feedback leads to better products and
processes for using them while cutting costs –
out-sourcing and off-shoring are not the answer
• Collaboration with customers to eliminate waiting
and queues frees employee’s time, cuts cost and
increases throughput – banish queues
• Rapid replenishment improves availability while
lowering costs – little and often is cheaper but
“low cost” sourcing may not be the answer either
• Several convenient channels will replace one
route to market – for every kind of product
• Planning ahead with key customers provides the
stability that enhances responsiveness – build-to-
order is not the answer and flexibility is a curse
• Think about providing complete solutions
29. Lean Enterprise Academy www.leanuk.org29
Creating Lean Solutions:
The Next Steps for Lean
Daniel T Jones
Chairman
Lean Enterprise Academy
Manufacturer Live – Telford – 28 September 2005