This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
This document provides an overview of Lean fundamentals and tools. It discusses the history and evolution of manufacturing, the key principles of Lean thinking around value, value streams, flow, pull and perfection. It then describes the basic Lean tools for identifying and eliminating waste, including takt time, time observation, bar charts, spaghetti diagrams, standard work, visual management and pull systems. The goal of these tools is to optimize workflow, reduce waste and enable continuous improvement through establishing standard processes and engaging employees.
The document discusses standard work, which establishes reliable and repeatable processes. It defines standard work as documenting the best methods and sequences for each process. The key benefits are clarifying processes, ensuring consistency, expediting training, and providing a baseline for improvement. Standard work was developed at Toyota in the 1950s-60s and includes takt time, work sequences, and standard work-in-process levels. It provides stability, prevents defects, and forms the basis for continuous improvement.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
This document outlines the topics and activities for a 10-day training course on improving service quality with lean process tools. The course covers topics such as lean process techniques, value stream mapping, six sigma methodologies, and business process management. On each day, participants work on a final project applying the concepts learned. Activities include project planning, cause analysis, implementation planning, and paper reviews. The document also provides examples of value stream mapping and lean process improvement techniques like 5S, waste identification, and process mapping.
Kaizen events are short, focused improvement projects that aim to drive quick changes and lead to a leaner business. They use a team-based approach over a short time period, such as 5 days, to identify problems and implement solutions. Key elements include establishing clear goals, dedicating resources to the event, focusing on implementation and action, and achieving immediate, measurable results. Successful kaizen events require planning, stakeholder engagement, change management strategies to sustain results, and defining the current and future states.
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
This document provides an overview of Lean fundamentals and tools. It discusses the history and evolution of manufacturing, the key principles of Lean thinking around value, value streams, flow, pull and perfection. It then describes the basic Lean tools for identifying and eliminating waste, including takt time, time observation, bar charts, spaghetti diagrams, standard work, visual management and pull systems. The goal of these tools is to optimize workflow, reduce waste and enable continuous improvement through establishing standard processes and engaging employees.
The document discusses standard work, which establishes reliable and repeatable processes. It defines standard work as documenting the best methods and sequences for each process. The key benefits are clarifying processes, ensuring consistency, expediting training, and providing a baseline for improvement. Standard work was developed at Toyota in the 1950s-60s and includes takt time, work sequences, and standard work-in-process levels. It provides stability, prevents defects, and forms the basis for continuous improvement.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
This document outlines the topics and activities for a 10-day training course on improving service quality with lean process tools. The course covers topics such as lean process techniques, value stream mapping, six sigma methodologies, and business process management. On each day, participants work on a final project applying the concepts learned. Activities include project planning, cause analysis, implementation planning, and paper reviews. The document also provides examples of value stream mapping and lean process improvement techniques like 5S, waste identification, and process mapping.
Kaizen events are short, focused improvement projects that aim to drive quick changes and lead to a leaner business. They use a team-based approach over a short time period, such as 5 days, to identify problems and implement solutions. Key elements include establishing clear goals, dedicating resources to the event, focusing on implementation and action, and achieving immediate, measurable results. Successful kaizen events require planning, stakeholder engagement, change management strategies to sustain results, and defining the current and future states.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Kaizen is a Japanese philosophy that focuses on continuous incremental improvement of processes in business or industry. A Kaizen blitz involves using cross-functional teams over a short period, like 3-5 days, to rapidly improve a specific work area. The Kaizen approach uses pre-event preparation, a focused Kaizen event, and follow-up actions to implement improvements identified during the event. Tools like process mapping and data analysis are used to identify issues and prioritize solutions, which are then implemented during the event to create standardized work processes and measure benefits.
This document provides an overview of Lean and Kaizen concepts and tools for process improvement. It discusses key Lean principles like eliminating waste, continuous flow and pull systems, visual management, and standardizing work. The document emphasizes that the primary goals of Lean are to maximize value added work and human development by empowering employees and changing management styles.
The lean team assessed the status of lean strategy implementation in an assembly unit of a company that specializes in low and medium voltage switchgear products. They formed a lean implementation team and defined key performance indicators like processing time. The existing assembly process was mapped and current performance was measured using Continuous Performance Measurement. Major wastes identified included long walk times, improper layout, and lack of tools at workstations. The lean tools implemented included redesigning the layout to reduce walking, separating tasks among operators to balance work, and providing necessary tools and parts at each station. After implementation, non-value added time decreased by 10 minutes, efficiency increased by 18%, and effectiveness increased by 22%, showing the methodology effectively improved operational performance.
Lean manufacturing is a systematic method for eliminating waste within the manufacturing process. It aims to maximize customer value and minimize waste. Some key tools of lean manufacturing include 5S, continuous flow, just-in-time production, kaizen, value stream mapping, total productive maintenance, and standard work. The ultimate goal of lean is to produce only what is needed, when it is needed, and in the amount needed to eliminate waste and reduce costs.
Standard Work for Leaders is a lean approach and method to enable leaders to provide daily support in both strategy deployment and culture development. The leaders follow a three step process of developing the daily standard tasks to check on strategy deployment, installing visual management at the value stream to understand the progress and results, and finally using the Gemba walk to ensure daily progress.
Visual management is a set of techniques that use visual cues in the workplace to communicate and control processes. It aims to make work processes easy to understand through visual displays of information. The 5S methodology is a key part of visual management and aims to organize and clean the workplace. The 5S steps are sort, straighten, shine, standardize, and sustain. Implementing visual controls like color coding, labeling, and visual signals can help ensure processes are followed and the workplace is safely organized. Visual boards are also used to visually track key metrics and ensure issues are addressed. Overall, visual management strives to improve communication, safety, productivity and quality through a visually organized and controlled workplace.
This document provides information on value stream mapping (VSM), including:
1. VSM is a visual tool that maps the flow of materials and information needed to bring a product to a customer. It identifies value-added and non-value added activities to improve process flow and eliminate waste.
2. There are three main types of value streams: raw material to finished product, concept to launch, and order to cash.
3. A current state map visually depicts the actual state of the current process flow, including metrics like cycle times and changeover times.
4. A future state map is then created to design an improved process flow based on eliminating waste and improving flow, with goals and an
This document provides an overview of lean manufacturing training. It defines lean manufacturing as eliminating waste to improve efficiency. Key aspects include identifying value from the customer's perspective, streamlining processes, and producing only what is needed when it is needed. Lean aims to deliver high quality products with minimal costs and resources. The training teaches lean tools and principles to help organizations achieve continuous process improvement. Attendees learn how to recognize and remove waste to enhance productivity, quality, and profits. The goals of lean are to satisfy customers while running operations profitably.
The team worked to reduce setup times for a small spinning buffing machine from over 10 minutes to under 10 minutes through a SMED (Single Minute Exchange of Die) project. They standardized work instructions, organized tools and fixtures, developed process parameters for all parts, relocated equipment for better ergonomics, and reduced non-value added steps to decrease changeover times by 45%. Key factors for sustaining the improvements include continued 5S, operator training, addressing open items, auditing, and cross-shift communication.
VSM - Value Stream Mapping for made-to-order manufacturingJessica Mitchell
Value stream mapping (VSM) is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product to a customer. It involves mapping both the current state and future state of the value stream. The current state map documents all steps, information flows, and delays in the production process. The future state map proposes improvements to reduce waste and enable continuous flow and pull between steps. Key aspects of VSM include identifying product families, analyzing takt time, developing continuous flow where possible, identifying the pacemaker process, and using load leveling to smooth production.
The document provides an overview of key concepts in lean manufacturing including eliminating waste, the 4P model, value stream mapping, and the lean house model. It discusses 14 principles of lean such as creating continuous process flow, developing leaders from within, and becoming a learning organization through continuous improvement. The principles emphasize eliminating non-value added activities, establishing pull systems, standardizing processes, and building a culture of problem solving and refinement.
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
This document discusses the concepts of Kaizen and Gemba. Kaizen means continuous improvement, while Gemba refers to the real place where value-adding work occurs. There are five principles for practicing Kaizen in Gemba: understanding the situation through direct observation, analyzing the root causes of issues, developing countermeasures through experimentation, standardizing successful processes, and spreading improvements. Managers are encouraged to solve problems at Gemba using low-cost, commonsense approaches rather than complex tools. Benefits of practicing Kaizen include reducing waste, improving quality and productivity, and increasing employee morale.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
The document discusses Lean Manufacturing and 5S training. It defines Lean Manufacturing as eliminating waste to improve value for customers. 5S is an organizational method for workplace tidiness and efficiency. The 5S include Sort, Set in Order, Shine, Standardize, and Sustain. Implementing 5S through visual controls and labels can help eliminate waste and improve safety. Sustaining 5S requires ongoing audits, employee involvement, and management support.
The document discusses identifying and eliminating waste from manufacturing processes using Lean principles. It defines value and eight types of waste: overproduction, inventory, transportation, motion, processing, defects, waiting, and underutilized talent. Methods for finding waste include observing processes, mapping material flow, and introducing one-piece flow. Lean tools like 5S, standard work, and quick changeovers can help remove waste once it is identified. The overall goal is optimizing value and flow to meet customer demand without waste.
Value, Value Stream, Flow, Pull, Perfection, Waste Types in Services, Waste Types in Manufacturing, Value Add, Non Value Add, 3 MU's, Gemba, Cycle Time, Lead Time, Takt, ECRS, Eliminate, Combine, Rearrange, Simplify, Sources of Waste, Excellence, Sustained,
The document provides an overview of lean principles and tools. It defines lean as eliminating waste to add value for customers. Key points include: the 5 principles of lean - specify value, identify the value stream, create flow, pull from customers, seek perfection; the 7 forms of waste - overproduction, waiting, transportation, inappropriate processing, inventory, motion, defects; and lean tools like 5S, poka yoke, just-in-time. It also outlines steps to achieve lean systems like designing a simple manufacturing system, recognizing room for improvement, and continuous improvement.
The document discusses lean manufacturing, which aims to eliminate waste and improve efficiency. It describes key lean techniques like 5S, single minute exchange of dies (SMED), kanban, and cellular manufacturing. The benefits of lean include increased productivity and quality while reducing costs, space, lead times, and inventory. People are an important part of lean success through continuous learning and commitment. Customers also benefit from lean through faster, more reliable delivery of the exact products they want.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Kaizen is a Japanese philosophy that focuses on continuous incremental improvement of processes in business or industry. A Kaizen blitz involves using cross-functional teams over a short period, like 3-5 days, to rapidly improve a specific work area. The Kaizen approach uses pre-event preparation, a focused Kaizen event, and follow-up actions to implement improvements identified during the event. Tools like process mapping and data analysis are used to identify issues and prioritize solutions, which are then implemented during the event to create standardized work processes and measure benefits.
This document provides an overview of Lean and Kaizen concepts and tools for process improvement. It discusses key Lean principles like eliminating waste, continuous flow and pull systems, visual management, and standardizing work. The document emphasizes that the primary goals of Lean are to maximize value added work and human development by empowering employees and changing management styles.
The lean team assessed the status of lean strategy implementation in an assembly unit of a company that specializes in low and medium voltage switchgear products. They formed a lean implementation team and defined key performance indicators like processing time. The existing assembly process was mapped and current performance was measured using Continuous Performance Measurement. Major wastes identified included long walk times, improper layout, and lack of tools at workstations. The lean tools implemented included redesigning the layout to reduce walking, separating tasks among operators to balance work, and providing necessary tools and parts at each station. After implementation, non-value added time decreased by 10 minutes, efficiency increased by 18%, and effectiveness increased by 22%, showing the methodology effectively improved operational performance.
Lean manufacturing is a systematic method for eliminating waste within the manufacturing process. It aims to maximize customer value and minimize waste. Some key tools of lean manufacturing include 5S, continuous flow, just-in-time production, kaizen, value stream mapping, total productive maintenance, and standard work. The ultimate goal of lean is to produce only what is needed, when it is needed, and in the amount needed to eliminate waste and reduce costs.
Standard Work for Leaders is a lean approach and method to enable leaders to provide daily support in both strategy deployment and culture development. The leaders follow a three step process of developing the daily standard tasks to check on strategy deployment, installing visual management at the value stream to understand the progress and results, and finally using the Gemba walk to ensure daily progress.
Visual management is a set of techniques that use visual cues in the workplace to communicate and control processes. It aims to make work processes easy to understand through visual displays of information. The 5S methodology is a key part of visual management and aims to organize and clean the workplace. The 5S steps are sort, straighten, shine, standardize, and sustain. Implementing visual controls like color coding, labeling, and visual signals can help ensure processes are followed and the workplace is safely organized. Visual boards are also used to visually track key metrics and ensure issues are addressed. Overall, visual management strives to improve communication, safety, productivity and quality through a visually organized and controlled workplace.
This document provides information on value stream mapping (VSM), including:
1. VSM is a visual tool that maps the flow of materials and information needed to bring a product to a customer. It identifies value-added and non-value added activities to improve process flow and eliminate waste.
2. There are three main types of value streams: raw material to finished product, concept to launch, and order to cash.
3. A current state map visually depicts the actual state of the current process flow, including metrics like cycle times and changeover times.
4. A future state map is then created to design an improved process flow based on eliminating waste and improving flow, with goals and an
This document provides an overview of lean manufacturing training. It defines lean manufacturing as eliminating waste to improve efficiency. Key aspects include identifying value from the customer's perspective, streamlining processes, and producing only what is needed when it is needed. Lean aims to deliver high quality products with minimal costs and resources. The training teaches lean tools and principles to help organizations achieve continuous process improvement. Attendees learn how to recognize and remove waste to enhance productivity, quality, and profits. The goals of lean are to satisfy customers while running operations profitably.
The team worked to reduce setup times for a small spinning buffing machine from over 10 minutes to under 10 minutes through a SMED (Single Minute Exchange of Die) project. They standardized work instructions, organized tools and fixtures, developed process parameters for all parts, relocated equipment for better ergonomics, and reduced non-value added steps to decrease changeover times by 45%. Key factors for sustaining the improvements include continued 5S, operator training, addressing open items, auditing, and cross-shift communication.
VSM - Value Stream Mapping for made-to-order manufacturingJessica Mitchell
Value stream mapping (VSM) is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product to a customer. It involves mapping both the current state and future state of the value stream. The current state map documents all steps, information flows, and delays in the production process. The future state map proposes improvements to reduce waste and enable continuous flow and pull between steps. Key aspects of VSM include identifying product families, analyzing takt time, developing continuous flow where possible, identifying the pacemaker process, and using load leveling to smooth production.
The document provides an overview of key concepts in lean manufacturing including eliminating waste, the 4P model, value stream mapping, and the lean house model. It discusses 14 principles of lean such as creating continuous process flow, developing leaders from within, and becoming a learning organization through continuous improvement. The principles emphasize eliminating non-value added activities, establishing pull systems, standardizing processes, and building a culture of problem solving and refinement.
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
This document discusses the concepts of Kaizen and Gemba. Kaizen means continuous improvement, while Gemba refers to the real place where value-adding work occurs. There are five principles for practicing Kaizen in Gemba: understanding the situation through direct observation, analyzing the root causes of issues, developing countermeasures through experimentation, standardizing successful processes, and spreading improvements. Managers are encouraged to solve problems at Gemba using low-cost, commonsense approaches rather than complex tools. Benefits of practicing Kaizen include reducing waste, improving quality and productivity, and increasing employee morale.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
The document discusses Lean Manufacturing and 5S training. It defines Lean Manufacturing as eliminating waste to improve value for customers. 5S is an organizational method for workplace tidiness and efficiency. The 5S include Sort, Set in Order, Shine, Standardize, and Sustain. Implementing 5S through visual controls and labels can help eliminate waste and improve safety. Sustaining 5S requires ongoing audits, employee involvement, and management support.
The document discusses identifying and eliminating waste from manufacturing processes using Lean principles. It defines value and eight types of waste: overproduction, inventory, transportation, motion, processing, defects, waiting, and underutilized talent. Methods for finding waste include observing processes, mapping material flow, and introducing one-piece flow. Lean tools like 5S, standard work, and quick changeovers can help remove waste once it is identified. The overall goal is optimizing value and flow to meet customer demand without waste.
Value, Value Stream, Flow, Pull, Perfection, Waste Types in Services, Waste Types in Manufacturing, Value Add, Non Value Add, 3 MU's, Gemba, Cycle Time, Lead Time, Takt, ECRS, Eliminate, Combine, Rearrange, Simplify, Sources of Waste, Excellence, Sustained,
The document provides an overview of lean principles and tools. It defines lean as eliminating waste to add value for customers. Key points include: the 5 principles of lean - specify value, identify the value stream, create flow, pull from customers, seek perfection; the 7 forms of waste - overproduction, waiting, transportation, inappropriate processing, inventory, motion, defects; and lean tools like 5S, poka yoke, just-in-time. It also outlines steps to achieve lean systems like designing a simple manufacturing system, recognizing room for improvement, and continuous improvement.
The document discusses lean manufacturing, which aims to eliminate waste and improve efficiency. It describes key lean techniques like 5S, single minute exchange of dies (SMED), kanban, and cellular manufacturing. The benefits of lean include increased productivity and quality while reducing costs, space, lead times, and inventory. People are an important part of lean success through continuous learning and commitment. Customers also benefit from lean through faster, more reliable delivery of the exact products they want.
This document provides an introduction to Lean manufacturing. It discusses why some Lean companies dominate their industries while most implementations fail. Lean is presented as an approach that touches every aspect of a business, not just the shop floor, and as a business strategy for growth rather than just a cost-cutting program. The document outlines tools of Lean in engineering, logistics, production control, organization, people, and accountability. It explores how Lean principles can be adapted to other industries and notes that this presentation only shows the visible part of Lean. Contact information is provided for further questions.
The document defines Japanese terms related to lean manufacturing principles:
1. Hansei means self-reflection, and kaizen means continuous improvement.
2. Kanban refers to visual signals like paper lanterns used to manage production.
3. Pokayoke means mistake-proofing, jidorika refers to automation, and jishu kenkyu means autonomous study groups.
Relay baton - Good example of one piece continous flowTomas Rybing
The document describes the relay baton handoff process in a 4x100 meter relay race as an example of continuous one-piece flow. It outlines each runner's preparation and positioning, then narrates the race from start to finish, highlighting the seamless exchanges between runners and their building speed until the final runner crosses the finish line, setting a new world record.
The document is a collection of Dilbert comic strips relating to Lean and Six Sigma. Many of the strips illustrate issues that companies face when attempting to implement Lean and Six Sigma such as a lack of understanding of the principles, blaming individuals rather than systems, and not valuing employee ideas. The strips also show that some of the jokes and issues portrayed are common to both Lean and Six Sigma.
The 5 Lean Principles are:
1) Specify value from the customer's perspective.
2) Identify value-added, non-value added, and necessary non-value added activities.
3) Eliminate waste, which is the opposite of value, through 7 categories of waste.
4) Create continuous flow without interruption between processes using techniques like single-piece flow.
5) Produce products only when needed by pulling them through the value stream.
This document contains information about DMA Kulasooriya, who is an ISL-Certified Six Sigma Black Belt consultant for lean practices. It discusses lean principles and tools like value stream mapping, which is a tool to help visualize and streamline work processes. It provides information on identifying value-added versus non-value-added activities. Additionally, it covers lean concepts like takt time, which synchronizes production pace to match customer demand, and the benefits of developing continuous flow where possible.
A simple introductory presentation on Lean Manufacturing. Learn about key principles of Lean Methodology and share this with your team using this simple Lean Thinking presentation.
Presentation contains a number of simple exercise that you can use to practice the Lean Methodology in your business.
The document discusses manufacturing and what activities constitute manufacturing according to law. It provides definitions of manufacturing from the Factories Act and judicial pronouncements. Some activities that courts have considered manufacturing processes include printing, food preparation, breaking rocks, and packaging goods. The document also discusses ongoing compliances, shifting/closure procedures, and factors like industry, location, and employee strength that influence applicable compliance requirements for the manufacturing sector. It provides an overview of key laws like the Factories Act, Electricity Act, and welfare statutes. The importance of leadership in ensuring compliance and creating an effective compliance management system are also covered.
The document discusses building a lean culture in organizations. It defines a lean culture as having four key dimensions: customer-focused results, enterprise alignment, continuous improvement, and cultural enablers. The presentation argues that adopting a lean culture can increase employee engagement, productivity, quality and safety. It provides examples of positive impacts from organizations that embraced lean culture principles. Finally, it emphasizes that building a lean culture is a journey that requires leadership from all levels to guide the organization.
Lean six sigma and process excellence helps organisations to improve their productivity and reduce waste in the activities of management and operations. Here you can find out and learn about lean six sigma and its important aspects. Anexas Consultancy helps entrepreneurs and professional to grow their business and career in right direction. You can find more information here:http://www.leansixsigma.co.in/readmore.php?Service_Details&id=1
The document discusses key concepts in operations and value chain management. It defines operations management as focusing on the physical production of goods and services, and explains its role in supporting a company's overall competitive strategy. It also discusses considerations for designing efficient operations systems, such as product design, facilities layout, and capacity planning. Finally, it summarizes techniques for inventory management, lean manufacturing, and improving productivity.
The document discusses the benefits of a new centralized inventory system in Oracle R12 for companies that do both process and discrete manufacturing. It allows such hybrid manufacturers to operate with a single item master and inventory system. This unified system reduces redundant data and maintenance while improving inventory visibility and supply chain integration. It also enables process manufacturers to engage in available-to-promise checking while respecting quality processes through new inventory status attributes.
This document provides an overview of key concepts from a university course on lean thinking and operations management. It defines lean as eliminating waste through the involvement of all employees and continuous improvement. The Toyota Production System is discussed as a seminal example of lean. Key lean principles are reducing inventory, stopping problems at their source, producing only what is needed when it is needed, and continuously improving processes. Various lean tools like visual management, kanban systems, and setup reduction are also outlined. The document emphasizes that lean is a philosophy as well as a set of techniques for eliminating waste from operations.
How to develop managers able to lean and sustain end to-end value streamsLean Enterprise Academy
The document discusses how to develop managers to lead and sustain end-to-end value streams using lean thinking. It recommends teaching managers to see work as a process, identify value and waste, grasp problems visually, define gaps, and develop plans with alternative experiments. Managers should learn to use PDCA, make performance visible, and review progress regularly to close gaps through consensus building and a structured "learn by doing" approach including gemba walks, problem solving, coaching, and managing visually. The goal is to compress the time from identifying problems to implementing countermeasures for a competitive advantage.
I used this presentation at a kickoff meeting at one of our other sites. I had worked with the management team to define their Hoshin Plan prior to this and we wanted to share it with the plant.
Presentation made by Anshu Chauhan, Asstt Manager, Colorant India,at All India Seminar on Lean Management Techniques & the application for textile MSME
Lean Fundamentals And Line Design 06 04 01Dan Junkins
This document provides an overview and summary of a Lean Fundamentals seminar presented by the Lean Supplier Association in Austin, Texas. The 3-page summary covers the following key points:
1. It introduces lean thinking principles like eliminating waste, specifying value from the customer perspective, and making products flow without interruption.
2. It describes tools used in lean like value stream mapping, the 5S methodology of sorting, setting in order, shining, standardizing, and sustaining workplace organization.
3. It emphasizes the importance of measurements and metrics in lean to establish baselines, monitor improvements, and ensure goals are being met. A hierarchy of measurements across different organizational levels is recommended.
This presentation will give you a breif idea about Lean, types of waste, 5 lean principle, its implementation in life as well as business processes.
If you like this presentation please write me at: abhinav.johary@yahoo.com
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Abhinav
Business Excellence
Aptara corp,
Transforming content in to knowledge
Delhi, India
Lean is a systematic approach to eliminating waste. Its goals are to improve quality, reduce time and costs, and eliminate waste through techniques like standardized work, visual controls, just-in-time production, and continuous improvement. The key principles are to specify value from the customer's perspective, identify the value stream, create smooth product flow, use pull systems, and seek perfection through ongoing waste elimination.
Lean is a systematic approach to eliminating waste. Its goals are to improve quality, reduce time and costs, and eliminate waste through techniques like just-in-time production, continuous improvement, and visual workplace organization. Common types of waste include overproduction, waiting, transportation, extra processing, inventory, motion, and defects. Companies implement lean by designing simple manufacturing systems, recognizing there is always room for improvement, and continuously refining their processes.
This document discusses modern facility management in the 21st century. It outlines the five cardinal rules of facility management as well as essential management sections like operational excellence, compliance, human resources, business processes, and technical services. Lean production management focuses on minimizing waste and maximizing value-added activities compared to traditional batch production systems. Successful implementation of lean requires organization-wide changes, tools like value stream mapping and standard work, and a culture of continuous improvement. Compliance with regulations and quality standards is also important for operational excellence and opening doors to international business opportunities.
The document provides an overview of lean principles and quality control tools. It discusses lean as a philosophy focused on eliminating waste through continuous improvement. The key lean principles are specified as: specify value, identify the value stream and eliminate waste, make value flow, implement pull, and continuously improve. Quality control tools covered include check sheets, Pareto analysis, histograms, cause-and-effect diagrams, and brainstorming. 5S methodology and its five disciplines are also explained as a tool to maintain an efficient workplace.
This document summarizes the key points from a seminar on quality and productivity. It discusses the customer mission of delivering excellent quality products on time and on budget. It outlines Next's expectations for suppliers to meet customer expectations. It also discusses challenges like price pressures and how improvements can be made through techniques like lean manufacturing, reducing waste, and improving internal processes and training.
The document provides a roadmap for optimizing sterile processing workflows through a seven step process: 1) Mapping workflows; 2) Improving functions and workflow by streamlining, identifying waste, simplifying work processes, and balancing capacity; 3) Optimizing workstation layout and operations sequence; 4) Standardizing work practices; 5) Scheduling processes; 6) Measuring performance; and 7) Active management and supervision. The goal is to produce quality instrument sets efficiently to meet surgical demand with existing resources.
Lean is a systematic approach to eliminating waste through continuous improvement. It aims to provide customers what they want, when they want it, without wasting resources. The document outlines key Lean concepts like the eight wastes, tools like 5S and visual controls, and processes like rapid improvement events and value stream mapping that analyze and improve workflow. Implementing Lean can increase process speed, reduce costs, improve delivery, and simplify operations through waste elimination.
The document discusses implementing a Lean Six Sigma strategy using a process-focused approach. It recommends defining Lean criteria, developing a current state baseline, identifying gaps, and creating a 5-year business plan to drive continuous improvement. Key elements include using the DMAIC process, value stream mapping, eliminating waste, and establishing standard work through tools like 5S and visual controls. The goal is to reduce costs, lead times, and inventories while improving quality, productivity, and time to market.
Lean manufacturing aims to eliminate waste and continually improve the flow of value to customers. It involves implementing tools like kanban, 5S, standardized work, and value stream mapping to shorten the timeline between a customer order and product shipment. Successful lean transformation requires leadership commitment, frequent communication, ongoing training, and establishing metrics to measure progress. Pilot projects demonstrate improvements in key areas like productivity, lead times, quality and space utilization through a lean approach.
The document provides an overview of Lean Six Sigma. It discusses the key principles and methodologies of Lean Six Sigma including DMAIC, DMADV, defining value streams, eliminating waste, and using data-driven problem solving. The goals of Lean Six Sigma are to improve processes by reducing variation and defects to lower costs, improve quality, and better satisfy customers.
This summary provides an overview of key concepts from the document in 3 sentences:
The document discusses the concept of value and value streams in manufacturing. It defines value as something that provides benefit to customers at the right time and price. Various types of waste are identified such as overproduction, inventory, transportation, and motion, which do not add value from the customer perspective. Standard work and time observation studies are presented as lean tools to identify non-value added activities and improve process flow.
Lean methodologies look forward to reducing eight wastes or non-value-added activities in order to be more efficient in serving the end customer. Elimination or reduction of them can result in savings for your business by more than 50%. You will learn to identify and reduce the 8 wastes that impact your profit.
The document introduces the core principles of Lean, including specifying value for the customer, identifying value streams to eliminate waste, making value flow through pull systems, empowering employees, and continuously improving. It defines value-added versus non-value added activities, and the seven most common types of waste. It provides examples of how to identify waste in processes by examining material, information, and work-in-process flows, and discusses major contributors to waste like overburden and unevenness. Finally, it outlines an approach to process improvement using DMAIC and discusses the goals of a Lean enterprise in reducing waste and variation.
What is Lean Process Improvement?, What is Lean?,
Why Lean, Link between Lean and Profitability, Goals of Lean Process Improvement, Eliminate Waste, Waste Removal, Improve Quality, Reduce Total Costs, Reduce Processing Time, Effective Lean Implementation, The Seven Deadly Wastes, TIMWOOD, Lean Tools, Just-In-Time (JIT), Kaizen,
Value Stream Mapping, Gemba (The Real Place), eighth waste,under-utilization of people
This document provides an overview of MUDA (waste) training. It defines the three types of waste - MUDA, MURA, and MURI. MUDA refers to any non-value adding activity and the document outlines the eight main types of MUDA: overproduction, inventory, transportation, motion, processing, defects, waiting, and underutilized skills. For each type of waste, common causes are described and suggestions are provided for how to eliminate that specific waste. The overall message is that identifying and removing waste improves process flow and efficiency.
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.
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10. Inventory Hides Waste Sea of Inventory Long Transportation Communication Problems Machine Downtime Employee Availability Poor Scheduling Quality Problems Line Imbalance Long Setups Supplier issues House Keeping Employee Availability Finished Goods Raw Materials
12. Walking without working; searching for tools, materials or information; reaching, bending or unnecessary motion due to poor housekeeping or workplace layout Motion Double or triple handling, moving in and out of storage areas and warehouses, poor layouts, poor housekeeping Transportation Watching machines run or cycle, waiting for parts, instructions, approval, information, maintenance or decisions Waiting
13. A source of labor only, not seen as true process experts; do not involve in finding solutions People’s Skills Defective or scrap materials, OOS control processes, low yield, incorrect schedules, engineering documents or information Defects Repair or rework steps, extra setup steps, over-specification of the process, extra processing steps Process
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16. A value stream is all of the value-adding activity AND all of the non-value adding activity (pure waste and incidental waste) required to provide a product/service to a customer 2. Map the Flow of Value in Our Cell Process A Process B Process C Raw Material Customer Finished Product Value Stream
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18. 3. Make Value Flow in Our Cell Continuous Flow - Make One - Move One Batch Processing How long to make a pack of 10 units? How long to make a pack of 10 units?
19. 4. Establish Pull from Our Cell’s Customer(s) Okay! One more please! Customer Supplier
34. Lean Emphasis Resource distribution Opportunity for improvement by reducing waste and creating additional value Value Waste Initial Process Value Waste General Process Reduction Waste and Value Both Decrease Waste Only Reduction Value Waste Target & Reduce Waste Maintain Value Value Maintained Resources Decrease Value Creation Value Waste Apply Resources to Create More Value Value Increased Resources Focused
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36. Expected Lean Results Costs Defects (99%) Inventory (10 fold) Lead Time (90%) Machine Downtime Space (50%) Capacity Customer Responsiveness Efficiency Employee Satisfaction Flexibility – Demand Flux