This document discusses implementing a holistic lean system thinking approach to improve business profitability. It begins by outlining typical challenges small and medium enterprises face with stagnating sales growth and fluctuating profits. It then discusses how changes in the external environment and internal organizational issues can contribute to these problems. The document proposes applying lean system thinking as a solution, which involves eliminating waste throughout business processes. Examples of waste in operations are provided, as well as typical lean tools and techniques. Case studies demonstrate how lean system thinking has helped other organizations improve turnover, reduce costs, and increase profits. The document concludes by addressing common misconceptions about lean and reasons some organizations struggle with implementing it.
Introduction to Lean Canvas and how to create one!Ravi Yadav
This presentation will introduce you to the concept of lean canvas, guide you in the steps to create a lean canvas, prioritizing where to start, components of a lean canvas and lastly differentiating it from business reports.
Introduction to Lean Canvas and how to create one!Ravi Yadav
This presentation will introduce you to the concept of lean canvas, guide you in the steps to create a lean canvas, prioritizing where to start, components of a lean canvas and lastly differentiating it from business reports.
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities. The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
CONTENTS
1. Introduction to Gemba Walk
- What is Gemba?
- What Gemba is Not
- Why Gemba?
- What is the Gemba Walk?
- Why the Gemba Walk?
- Who's Doing It?
- Three Keys to Lean Leadership
- Objective of Gemba Walk
- Your Approach is Key
- Four Steps to Gemba Success
- Go to the Gemba - Don'ts
2. The Three MUs
- What are the 3 MUs?
- Explanation of the 3 MUs
- Approach for the 3 MUs
- What is Muda (Waste)?
- What is Mura (Unevenness)?
- What is Muri (Overburden)?
- How Seeing the 3 MUs Helps our Kaizen Eyes
3. Kaizen Eyes: Ability to See Opportunities for Improvement
- Ways to Devlop Kaizen Eyes
4. Taking the Gemba Walk: Tips for Observing
- Implementing the Gemba Walk
- Tips for Observing
- Getting Started
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Building Your Own Change Management FrameworkJason Little
The only "best practice" for change management is accepting the un-certainty that comes with complex change. Here are some tips for how to create your own custom change management framework by picking practices from different tools and frameworks
Healthcare Kaizen Webinar Mark Graban Gemba Academy Dec 2011Mark Graban
"Putting the Continuous Back in Continuous Improvement"
In this webinar, Mark Graban, author of the Shingo Award-winning " Lean Hospitals " and the upcoming book "Healthcare Kaizen," talks about kaizen and daily continuous improvement in healthcare. Across many industries, many organizations have come to equate the word kaizen with "kaizen events," or focused weeklong improvement projects. Leading lean healthcare organizations, such as ThedaCare and Virginia Mason Medical Center , have learned that they need both projects and small improvements.
Kaizen, as a mode of continuous improvement, is characterized by a large number of small, low-cost, low-risk improvements that are driven by front-line staff, who work in collaboration with their co-workers and leaders. Kaizen follows the scientific method and the PDCA (or PDSA) cycle of iterative improvement, where a hypothesis for improvement is tested against actual results.
The webinar will show examples of kaizen improvements from numerous healthcare organizations, as well as the practical mechanics for facilitating and managing kaizen. Graban will also discuss the important role of leaders at all levels.
This is lecture 2 about the change management principles of sourcing. Mostly the sourcing approach is used as a five of seven step approach. This lecture will make clear that sourcing is a fundamental change an should be managed with the principles of change management.
The seminar “Operational Efficiency” was offered to students following the Excellence Track during summer school at EM Normandie. It aims at preparing students to the operational day-to-day of a junior manager / consultant. It is a professional training program designed to simulate real-life situations at work.
It mainly covers the concept and origins of operational excellence, the principles of Lean management, the main concepts of the operational efficiency’s toolbox, and several examples and real implementations of such tools.
Executing Change Management with Agile PracticesJason Little
Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.
The world is substantially more complex than it was when Lean Six Sigma was first developed. Stephen Wilson and Chris Seifert discuss how to adjust your approach to utilizing Lean Six Sigma to maintain its relevance and increase the success rate of your continuous improvement initiatives.
Introduction To Lean Manufacturing : Tonex TrainingBryan Len
Introduction to Lean Manufacturing training provides you with the techniques for streamlining missions in any manufacturing environment.
A comprehensive overview of lean manufacturing delivers cost and cash flow, velocity and lead time, and deliberates how waste impacts both profit and customer happiness. We will give you guidelines for developing and quantifying lean strategies at every step in the manufacturing process.
Audience:
Introduction to Lean Manufacturing training is a 3-day course for:
CEO, President, Vice Presidents
Functional managers
Senior managers and executives
Quality managers
Process improvement leaders
Training Objectives:
Upon the completion of Introduction to Lean Manufacturing training, the attendees are able to:
Recognize the difference between conventional “push” and the lean “pull” systems
Comprehend the lean principles and their advantages
Determine common types of waste and how those wastes impact an organization’s revenues, competitive edge, and customer fulfillment
Determine how lean considers the removal/reduction of operating costs, cycle time, and non-value-added actions
Use employees’ time and their brainpower more efficiently in a team environment
Recognize customer value and waste
Identify the wastes and how to cut them down
Recognize fields for improvement and solutions
Comprehend how a team-based technique to change can accomplish sustainable results
Create a plan for initiating a lean journey in their organization
Course Outline:
Overview of Lean Manufacturing
Inventory and Variation
Inventory and Production
Basic Lean Manufacturing
Measuring the Work
The Value of Lead Time
How to Do Lean
Strategies to Becoming Lean
How to Implement Lean
Planning and Goals
Creating a Flow Layout
Get Balanced
Sustaining the Improvements
TONEX Case Study Sample: the Zeta Cell
Lean manufacturing training intends to give you a complete comprehension of what “Lean” means, describe the tools used, and, via case studies and group activities, show how these tools can be used in your organization.
Request more information. Visit Tonex website links below
Introduction To Lean Manufacturing Training
https://www.tonex.com/training-courses/introduction-to-lean-manufacturing-training/
HRSeminar KPI's: Geert Scheipers (academic director organizational performan...HRmagazine
In het vak ‘Beheerscontrole’ ligt de nadruk traditioneel op extrinsieke drijfveren die mensen aanzetten tot het realiseren van bedrijfsdoelstellingen. Denk daarbij aan ‘Pay-for-performance’, evaluatie-systemen, rapporteringen, budgetten,… Populaire publicaties van bijvoorbeeld Frederic Laloux (Reinventing organizations), Ricardo Semler (The 7 day weekend) of Vincent Nayar (Employee First, Customer second) tonen dat er andere culturen en bedrijfsfilosofieën zijn.
Maar betekent dit dan ook dat de pijlers van het vakgebied niet meer relevant zijn? Zijn indicatoren historisch erfgoed in management geworden? Vast niet, maar het is wel tijd om terug naar de bron van het vak te gaan en om de traditionele managementprocessen op een andere manier aan te pakken, zodat ze beter inspelen op de trends in onze marktomgeving en aantrekkelijk zijn voor de nieuwe generaties waarmee we samen werken.
In deze sessie vertrekt Geert Scheipers vanuit goed onderzoek rond sturen in organisaties, om te bekijken hoe men vanuit een doorleefde visie en inspiratie succesvolle, duurzame organisaties uit kan bouwen.
FDSeminar Meer doen met minder | 17 maart | BMW Group BeluxFDMagazine
Johan Bohyn (CFO RecoMatics)
Ontdek hoe het digitaliseren van processen en hun papierstroom uw efficiëntie kunnen verhogen en centralisatie in de hand werken. Johan Bohyn legt uit hoe organisaties het evenwicht kunnen bewaren tussen het nieuwe werken en slim werken met een papierarm kantoor en een digitale workflow.
WP&C's Complexity Workshop helps identify the most disruptive complexity drivers in your business, quantify the size of the opportunity, and chart a course to improved performance.
Creating a Culture of Operational Discipline that leads to Operational Excell...Wilson Perumal and Company
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of culture—one with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
اساس و پایه ایجاد یک سیتم خوب و کارا داشتن تفکر سیستمی می باشد در این دوره شما شاهد بنیادهای اساسی و مهم برای شناسایی و تقویت تفکر سیستمی در بین کارکنان می باشید.
شکستن قالبهای ذهنی و عبور از باورهای غلط سر آغاز تفکر سیستمی می باشد
به قول سهراب
چشم ها را باید شست جور دیگر باید دید
system thinking is a gate to the management system and excellence model, if the companies improve this skills for every employee then they will gain more advantages such as improvement in process, product and services
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities. The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
CONTENTS
1. Introduction to Gemba Walk
- What is Gemba?
- What Gemba is Not
- Why Gemba?
- What is the Gemba Walk?
- Why the Gemba Walk?
- Who's Doing It?
- Three Keys to Lean Leadership
- Objective of Gemba Walk
- Your Approach is Key
- Four Steps to Gemba Success
- Go to the Gemba - Don'ts
2. The Three MUs
- What are the 3 MUs?
- Explanation of the 3 MUs
- Approach for the 3 MUs
- What is Muda (Waste)?
- What is Mura (Unevenness)?
- What is Muri (Overburden)?
- How Seeing the 3 MUs Helps our Kaizen Eyes
3. Kaizen Eyes: Ability to See Opportunities for Improvement
- Ways to Devlop Kaizen Eyes
4. Taking the Gemba Walk: Tips for Observing
- Implementing the Gemba Walk
- Tips for Observing
- Getting Started
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Building Your Own Change Management FrameworkJason Little
The only "best practice" for change management is accepting the un-certainty that comes with complex change. Here are some tips for how to create your own custom change management framework by picking practices from different tools and frameworks
Healthcare Kaizen Webinar Mark Graban Gemba Academy Dec 2011Mark Graban
"Putting the Continuous Back in Continuous Improvement"
In this webinar, Mark Graban, author of the Shingo Award-winning " Lean Hospitals " and the upcoming book "Healthcare Kaizen," talks about kaizen and daily continuous improvement in healthcare. Across many industries, many organizations have come to equate the word kaizen with "kaizen events," or focused weeklong improvement projects. Leading lean healthcare organizations, such as ThedaCare and Virginia Mason Medical Center , have learned that they need both projects and small improvements.
Kaizen, as a mode of continuous improvement, is characterized by a large number of small, low-cost, low-risk improvements that are driven by front-line staff, who work in collaboration with their co-workers and leaders. Kaizen follows the scientific method and the PDCA (or PDSA) cycle of iterative improvement, where a hypothesis for improvement is tested against actual results.
The webinar will show examples of kaizen improvements from numerous healthcare organizations, as well as the practical mechanics for facilitating and managing kaizen. Graban will also discuss the important role of leaders at all levels.
This is lecture 2 about the change management principles of sourcing. Mostly the sourcing approach is used as a five of seven step approach. This lecture will make clear that sourcing is a fundamental change an should be managed with the principles of change management.
The seminar “Operational Efficiency” was offered to students following the Excellence Track during summer school at EM Normandie. It aims at preparing students to the operational day-to-day of a junior manager / consultant. It is a professional training program designed to simulate real-life situations at work.
It mainly covers the concept and origins of operational excellence, the principles of Lean management, the main concepts of the operational efficiency’s toolbox, and several examples and real implementations of such tools.
Executing Change Management with Agile PracticesJason Little
Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.
The world is substantially more complex than it was when Lean Six Sigma was first developed. Stephen Wilson and Chris Seifert discuss how to adjust your approach to utilizing Lean Six Sigma to maintain its relevance and increase the success rate of your continuous improvement initiatives.
Introduction To Lean Manufacturing : Tonex TrainingBryan Len
Introduction to Lean Manufacturing training provides you with the techniques for streamlining missions in any manufacturing environment.
A comprehensive overview of lean manufacturing delivers cost and cash flow, velocity and lead time, and deliberates how waste impacts both profit and customer happiness. We will give you guidelines for developing and quantifying lean strategies at every step in the manufacturing process.
Audience:
Introduction to Lean Manufacturing training is a 3-day course for:
CEO, President, Vice Presidents
Functional managers
Senior managers and executives
Quality managers
Process improvement leaders
Training Objectives:
Upon the completion of Introduction to Lean Manufacturing training, the attendees are able to:
Recognize the difference between conventional “push” and the lean “pull” systems
Comprehend the lean principles and their advantages
Determine common types of waste and how those wastes impact an organization’s revenues, competitive edge, and customer fulfillment
Determine how lean considers the removal/reduction of operating costs, cycle time, and non-value-added actions
Use employees’ time and their brainpower more efficiently in a team environment
Recognize customer value and waste
Identify the wastes and how to cut them down
Recognize fields for improvement and solutions
Comprehend how a team-based technique to change can accomplish sustainable results
Create a plan for initiating a lean journey in their organization
Course Outline:
Overview of Lean Manufacturing
Inventory and Variation
Inventory and Production
Basic Lean Manufacturing
Measuring the Work
The Value of Lead Time
How to Do Lean
Strategies to Becoming Lean
How to Implement Lean
Planning and Goals
Creating a Flow Layout
Get Balanced
Sustaining the Improvements
TONEX Case Study Sample: the Zeta Cell
Lean manufacturing training intends to give you a complete comprehension of what “Lean” means, describe the tools used, and, via case studies and group activities, show how these tools can be used in your organization.
Request more information. Visit Tonex website links below
Introduction To Lean Manufacturing Training
https://www.tonex.com/training-courses/introduction-to-lean-manufacturing-training/
HRSeminar KPI's: Geert Scheipers (academic director organizational performan...HRmagazine
In het vak ‘Beheerscontrole’ ligt de nadruk traditioneel op extrinsieke drijfveren die mensen aanzetten tot het realiseren van bedrijfsdoelstellingen. Denk daarbij aan ‘Pay-for-performance’, evaluatie-systemen, rapporteringen, budgetten,… Populaire publicaties van bijvoorbeeld Frederic Laloux (Reinventing organizations), Ricardo Semler (The 7 day weekend) of Vincent Nayar (Employee First, Customer second) tonen dat er andere culturen en bedrijfsfilosofieën zijn.
Maar betekent dit dan ook dat de pijlers van het vakgebied niet meer relevant zijn? Zijn indicatoren historisch erfgoed in management geworden? Vast niet, maar het is wel tijd om terug naar de bron van het vak te gaan en om de traditionele managementprocessen op een andere manier aan te pakken, zodat ze beter inspelen op de trends in onze marktomgeving en aantrekkelijk zijn voor de nieuwe generaties waarmee we samen werken.
In deze sessie vertrekt Geert Scheipers vanuit goed onderzoek rond sturen in organisaties, om te bekijken hoe men vanuit een doorleefde visie en inspiratie succesvolle, duurzame organisaties uit kan bouwen.
FDSeminar Meer doen met minder | 17 maart | BMW Group BeluxFDMagazine
Johan Bohyn (CFO RecoMatics)
Ontdek hoe het digitaliseren van processen en hun papierstroom uw efficiëntie kunnen verhogen en centralisatie in de hand werken. Johan Bohyn legt uit hoe organisaties het evenwicht kunnen bewaren tussen het nieuwe werken en slim werken met een papierarm kantoor en een digitale workflow.
WP&C's Complexity Workshop helps identify the most disruptive complexity drivers in your business, quantify the size of the opportunity, and chart a course to improved performance.
Creating a Culture of Operational Discipline that leads to Operational Excell...Wilson Perumal and Company
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of culture—one with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
اساس و پایه ایجاد یک سیتم خوب و کارا داشتن تفکر سیستمی می باشد در این دوره شما شاهد بنیادهای اساسی و مهم برای شناسایی و تقویت تفکر سیستمی در بین کارکنان می باشید.
شکستن قالبهای ذهنی و عبور از باورهای غلط سر آغاز تفکر سیستمی می باشد
به قول سهراب
چشم ها را باید شست جور دیگر باید دید
system thinking is a gate to the management system and excellence model, if the companies improve this skills for every employee then they will gain more advantages such as improvement in process, product and services
Applying system thinking to model-based software engineeringProf. Amir Tomer
This presentation describes a Software Engineering academic course which was developed by the author and was taught ~50 times in various institutes. The course is based on the approach that software development must be done from a system perspective.
Link to paper: http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6201185
System Thinking: Design Tools to Drive Innovation Processes Roberta Tassi
The increasing complexity of the world around us raises new challenges for designers, who are called to build cohesive experiences across broad ecosystems of products and services. Dealing with innovation and highly complex services, involving a large number of actors and many different channels, requires the adoption of new skills and techniques, that enable a more effective collaboration with all the stakeholders involved and support the dialogue around articulated systems and large amount of information.
Looking at the theory, Service Design Tools (www.servicedesigntools.org) is a first comprehensive repository of methods and examples that could orientate a designer - or any other professional - approaching the challenges of designing services, to help identifying the right method according to the step of the process, the type of participants and the kind of information that need to be discussed. Jumping to the practice, the power of adopting a systemic approach and shaping tools and frameworks that can re-order and re-distribute knowledge within multifaceted teams to drive innovation processes has changed the way in which highly complex services are conceived and developed across segments - from healthcare to financial -.
The ambition now is to see this evolving more and more into the way societal problems with large scale impact are addressed - bringing the benefit of system thinking into social innovation processes and organisation changes.
Euclid Annual Symposium, Brno 2015
창의적인 사고를 통하여 문제해결은 문론, 딜레마(갈등,모순) 해결하기, 현재상황 구조화하여 종합적으로 이해하고 근본원인 파악하기, 해결방안 도출하기, 바라는 상황 만들기, 세부적인 할일 도출하기 등의 내용을 강의한 자료입니다. 이 방법론은 TOC의 TP에 근거한 것입니다.
Designed for an English major class to prepare students for internships, careers, job hunting, and creating ethical codes. I emphasize how a single image might be viewed by different audiences--creating unique realities for individual viewers.
FSG Systems Tools Matrix developed for social impact practitioners to provide guidance on the most appropriate tool(s) to use at different points in the systems thinking cycle, and for different learning objectives. Learn more: http://fsg.org/blog/tools-supporting-systems-thinking-and-change
2016 Productivity Conference using i-phone and MacbookJinwon Park
* 폰트가 지원되지 않아 다운로드 받으시길 추천합니다.
This is a personal conference with colleagues interesting in the usage of smart applications in i-phone and Macbook. It intends to share knowledges and experiences to encourage colleagues to be a smarter worker.
101 Business Insights is the first business networking site that rewards members for their time and input. As a member you get real, asset-backed rewards for commenting, posting or even simply hanging out at the site. It’s our way of thanking you for engaging with and growing the network, and for being part of the most vibrant business community on the net.
Introduction to Systems Thinking: System Structures and BehaviourJason Yip
Presentation for the Sydney Limited WIP Society
An introduction to Systems Thinking for people who I assume are familiar with designing, building IT systems and/or the mess of large organisations
Targeting beginners OR a review of fundamentals for non-beginners
Wealth creation through lean manufacturing concepts, tools and techniquesWinning Minds Solutions
Basic awareness on lean, lean manufacturing, typical misconceptions about lean applications, value creation methods, value addition by manufacturing, typical wastes in any organization and suitable lean tools, techniques to reduce or eliminate waste.How typical waste elimination in entire value chain contributes wealth through case study examples.
How lean manufacturing will help to improve productivityglobalsevensteps
Lean is the term which has core philosophy of doing more and more with less and less. Lean System can also be referred as FIT without Fat. Origin of Lean is from Manufacturing set up in Japan which had always valued its scare resources which is primarily space.
The global product lifecycle encompasses a range of principles which truly put the learner and customer at the centre. Using the Agile, Lean And Lean Startup principles, The product lifecycle focuses on learning fast through feedback with the customer and learner, and pulls together all the supporting capabilities behind the vision of a product. This includes looking at Agile beyond technology and considers how you fund and consider budgets, how can teams be rotated with HR to work on the next idea, how can the organisation improve innovation, the importance of culture and more.
For more info follow @leanplc
Overview of what Lean management means to organizations in terms of culture change, process improvement and the importance of educating your workforce about Lean Enterprise concepts.
Why Do Lean Companies Like Toyota Use Lean Accounting?Brian Maskell
Most manufacturing companies use the old style Standard Cost accounting. Lean organizations use Lean Accounting. Why do lean companies use Lean Accounting?
Utilize Lean Manufacturing Consulting for Delivering Value to the CustomersGroup50 Consulting
lean manufacturing consulting firm: https://bit.ly/3dKfDqt
Group50, a well-known lean manufacturing consulting firm has subject matter experts who understand the investigation, design and implementation of lean manufacturing and supply chain programs.
Most of the small, emerging (SME's) organization 's CEO or Business heads have a challenge on "PEOPLE MANAGEMENT."
When the business head does not plan and execute the people management process effectively, the organization suffers from slipping deliveries, quality issues, increase in human resources cost, IR related problems and eventually all those failures affecting the business profitability and growth.
The solutions call for a holistic approach to all aspects of the people management process, and this presentation attempts to give some perspectives from my experience with SME's in different regions.
Recently I shared this presentation in one of the SME 's CEO forum and received a lot of interaction and appreciation.
Hope this helps for business heads / CEO's
Most of the individual and organization find difficult not during venturing into something, but during growth stage. The reason could be lack of looking at personal or business in a holistic manner. This presentation was given to emerging business heads in SACAR seminar to bring awareness on managing the growth. To get more insights on managing growth both at personal and business level, pl visit https://lifeexcellenceinsights.blogspot.com/
https://businesstransformationinsights.blogspot.com/
People development and engagement in SME organizations-Perspective sharing Winning Minds Solutions
Unlike large organizations, small size organization lacks structured process in people development and engagement. One of the pain points for most of the small organization is people management.Recently, presented a outline on people development and engagement process to SME 's CEO in one of the CEO forum. The contents were well received by participants with more queries and interaction.Hope you enjoy the contents and let me know if you have any queries on this outline.
Application of ergonomics for SME workplace productivity and safety improvementsWinning Minds Solutions
Organizations are continuously striving for cost efficiency by applying various world-class initiatives across the operational chain. One of the powerful micro productivity tools “Ergonomics” which is not being given much emphasis on improving shop floor productivity and safety aspects in SME organizations. One of the reasons could be a misconception that ergonomics can be applied in product design or ergonomics improvements can be administered by high level scholars or it can be implemented only by large scale organizations etc..But it has been proven in many of the SME organizations with a simplified approach of ergonomics application in shop floor, significant productivity, safety and high level of morale can be achieved in shorter timeline.
This presentation will help you
1)To understand the application of ergonomics on productivity and safety improvements in workplace,
2)To learn simple and powerful methodology to assess the fatigue in workplace and implement RIGHT ergonomics solutions
In any SME manufacturing organizations, one of the major causes for low plant utilization is changeover loss.In this presentation, using SMED methodology, step by step process is given to reduce the changeover loss.Also shared the real examples of changeover loss reduction in various manufacturing industries using SMED concept.Hope this is useful for any organization struggling with low plant utilisation due to changeover loss..
In a business environment ,one of the essential competency for effective executive or manager is problem solving skill.In this basic version, we attempted to give holistic way of solving the problems step by step methodologies and application of of relevant tools & techniques in each step .It is surely useful for beginners.
This is the presentation recently i made to one of the SME's CEO forum on managing the SME's business profitability.I had given perspectives on the fundamentals or principles to follow irrespective of external environments for consistent business profitability.
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
Ready to elevate your Web3 project to new heights? Contact InteliSync now and unleash the full potential of your crypto venture!
Textile Chemical Brochure - Tradeasia (1).pdfjeffmilton96
Explore Tradeasia’s brochure for eco-friendly textile chemicals. Enhance your textile production with high-quality, sustainable solutions for superior fabric quality.
Explore Sarasota Collection's exquisite and long-lasting dining table sets and chairs in Sarasota. Elevate your dining experience with our high-quality collection!
How to Build a Diversified Investment Portfolio.pdfTrims Creators
Building a diversified investment portfolio is a fundamental strategy to manage risk and optimize returns. For both novice and experienced investors, diversification offers a pathway to a more stable and resilient financial future. Here’s an in-depth guide on how to create and maintain a well-diversified investment portfolio.
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
#2 PROSPECTS Don’t Show
#3 PROSPECTS Don’t Buy
#4 CLIENTS Don’t Stay
- How to identify which leak to fix first so you get the biggest bang for your income.
- Get actionable strategies you can use right away to improve your bookings, sales and retention.
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Objective of this presentation :
To create awareness on
Why is your business sales growth stagnant?
Why is your profitability fluctuating or eroding over a period?
Solution approach for sustainable business profitability
Case study examples of business turn around / profitability Improvement
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Contents
•Typical challenges for SME CEO
•Changes in External and Internal environment
•Reality in SME organizations
•Reason for slow growth and fluctuating profitability
•Solution approach as “ Lean System Thinking”
•Introduction to Lean System Thinking
•How lean system thinking helps your business growth (Turnover & Profitability
Perspective)
•Typical wastes in business and operational process
•Typical Lean Tools and Techniques
•Why does some SME organization find difficult to implement effective lean system thinking
approach?
•Turnaround case studies using Lean system thinking
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Challenges in internal organization …
Reduce
Cost
Improve
Quality
“Cheaper”“Faster”
Reduce
Lead Time
“Better”
Net Margin
We need to deliver all , at the same time!
Scaling up
“Bigger”
Employee
Engagement
“Higher”
10. Typical Scenario in SME organizations..
• Value added ratio : less than 1 % over total through put time
• Delivery Lead time is in DAYS whereas actual Throughput time is in Min /Hrs…
• WIP / Queue helps to manage the operations ..
• Overall Plant Effectiveness less than 50 % ,but taken granted
• Focus on local optimization than overall cost efficiency
• People are busy in “managing the problem” than “solving the root cause”
• More focus on Individual / Functional focus than Organizational Growth
Leads to missing sales target, lower profitability, sustainable issues , Not able to
attract high value customers
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What is Lean ?
Lean is achieving “More with LESS”.
It means
achieving more with given resources or
achieving more with less resources .
Mainly it is elimination or reduction of waste in the entire value chain .
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What is Lean Manufacturing ?
Lean manufacturing system can be understood by relating to the human body. If the
person appears “lean”, then general assumption is that he/she is free from unnecessary
FAT in the body, hence free from unnecessary side effects like BP, Pain in joints, laziness
etc. And the person is perceived as healthy, more flexible, active etc..
The same way ,Lean manufacturing means , manufacturing system is free from
unnecessary fats like high inventory, high rejection, high breakdowns or line stoppages
factors etc which leads to more flexible in delivery, less lead time, first time right , low
cost of manufacturing and free flow of communication etc .
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What is Lean System Thinking ?
Similarly, Lean System or Lean Organization means free from unnecessary waste in
the entire value chain starting from extended supply chain system to customer,
even after sales service system .
Lean system Thinking is more than application of Tools and Techniques.
It is a culture of continuous improvement or a way of working or winning mindset
of everyone working for the organization.
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Misconception about Lean system thinking ?
There are some misunderstandings about lean and its application .Some of the misconception
about lean are
•Lean means cost cutting
No.Cost cutting means cutting down the expenses whether it is essentially required or not .Lean
is focusing more on cutting down the waste or unnecessary expenses, which is not adding value
to customer ,in turn to business.
•Lean is for manpower productivity
Partially true. Lean is focusing on waste elimination or reduction in any form like man, machine,
material, and method. By eliminating or reducing wasteful activities in format, manpower,
material, machine, or process efficiency is improved. Hence, it is not only on manpower
productivity alone. but for all factors of manufacturing.
•Lean is applicable for manufacturing organization only
No.As said, lean is all about waste elimination. As long as activities are there in any organization,
waste will be present .Wherever waste is there, Lean is applicable. It is applicable for any
organization.
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Misconception about Lean system thinking ?
•Lean can be implemented only in large organization
No. One of the assumptions is that implementing lean requires investment and only large
organization can afford .Actually, understanding the lean concept, tools, and techniques is
easy and does not require investment. Lean thinking and practices can be implemented in
any size of the organization. In fact, Lean can be easily implementable in small and medium
scale organization because of its size and activities involved.
•Lean is all about 5S and Visual Boards
No. Most of the people think that doing Housekeeping (5S) and putting display boards is
lean manufacturing. Of course fundamental requirement for waste elimination is
housekeeping , i.e. keeping the workplace in order ,but that alone is not constituting Lean
system. Lean is beyond implementing housekeeping practices. Similarly visual management
is one of the elements of lean system in which display and control boards are part of it.
Hence, Lean is beyond 5S and visual boards or even it is beyond any lean tools and
techniques. It is philosophy and way of conducting daily management.
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•Lean is for during lean seasons
One of the most misconception is that lean implementation is for not peak season as
everyone is busy with activities and lean is for during lean season. Lean is nothing do with
the busyness of people either peak or lean period. In fact, implementing and practicing
lean concepts during peak period may give more savings.
•Lean can be useful during recession
Same as above assumption. There is no right time as recession or booming economic
environment. In fact, if Lean is understood well and lean thinking is implemented
internally, external factors will not affect the organization much.
Misconception about Lean system thinking ?
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•Lean is only for automobile and ancillary organizations
No. As said, Lean is not specific to any industries. Wherever there are activities involved, Lean
can be implementable. It is popular in auto and ancillary industries, because the lean concept
was evolved and tested first in auto industries.
•Lean implementation is time bound
No. No organization can claim that they implemented lean system thinking ,because
fundamental of lean is zero waste, zero accident , zero defects and it is impossible to achieve
and thus it calls for continuous improvement or excellence journey .Lean implementation is a
process or journey .. It is not a destination.
Misconception about Lean system thinking ?
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Even though Lean System Thinking is applicable organization wide , we focus more on
SME with Operations which typically includes Manufacturing , Quality assurance,
Supply chain, Engineering Support Services , Planning , Maintenance and Logistics etc
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Sales Turnover Perspective :
Q1 Q4
Lead time =3 Months
Sales Turnover : 10 Cr
Q2 Q3
Total Sales Turnover Capability : 40 Cr
What will be sales turnover capability if we reduce lead time by 50 % ?????
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Profitability Perspective :
Materia
l cost
Proces
s Cost
Factory
Fixed
cost
Quality
Cost
Factory
Non
Fixed
Cost
Logisti
cs Cost
TAX Profit MRP
Rs 500 Rs 350 Rs 2500Rs 300Rs 250 Rs 200 Rs 100 Rs 300 Rs 500
Typically 40~65% Value Chain Cost –under Operations Control
Typical Value Chain in Manufacturing setup
What will be the profit or MRP if you reduce 5 % cost in your controlled area ???
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Customer - ask
for Product /
Service
Customer - get
Product / ServiceLead Time =Money
Customer to Customer Process
• Wherever there is process, there must be WASTE available
• Lean System thinking is all about continuously identifying the waste, eliminating it , if not
reducing it from existing level.
27. Lean concepts , tools & techniques for waste elimination / reduction
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Housekeeping and
Visual management
Structured problem
solving methods
and tools
Flow Improvements
/ Line Balancing
Quick Changeover
Techniques (SMED)
Workplace design
and Ergonomics
Build in Quality
Machine care
Techniques
Employee
Engagement
Initiatives
28. Results achieved
in our Client Organizations
through Lean System Thinking approach
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29. Some Turn around case examples in our clients business
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Industry Results delivered
Casting and Machining •Business turnover increase by 45%, From loss making to
profitability;
•Customer service improvement from 60 % to > 85%
Auto component machining •Manufacturing cost reduction by 7 %
•Inventory reduction by 50 %
Auto Vehicle manufacturing 40 % reduction in delivery lead time
Casting and Machining 35 % growth in sales turnover
Auto chain manufacturing 15 % increase in plant output in 4 months
Casting and machining Profitability increase by 3 times
Machined comp manufacturing Increase in profitability by 2% despite sales volume drop
30. Why does some organization find difficult to practice Lean System
Thinking ?
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Lack of CEO and Top Management involvement
Not Educating or creating awareness about Lean and its purpose
Delegation to down without support
Changing priority based on the production volume
Not understanding the Big Picture of organizational problem
Keen on technical knowhow of tools and not on implementation
Lack of people involvement or engagement
No In-depth implementation of tools
Lack of facilitation and patience
Aversion to experimentation and trial
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Thank you for your Interest
To understand more about its relevance to your business, please mail us to
ganesh@winningmindssolutions.com
mobile : +91 90259 33666
For Business and Life Excellence articles and case studies
please visit website : www.winningmindssolutions.com