Introduction to lean management .pdf
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This document defines key concepts in lean management including defining the customer and value from the customer's perspective. It discusses that lean is a set of standard processes, tools, and techniques as well as a way of thinking to guide actions when applying lean. The document also defines waste and discusses the seven main types of waste including overproduction, defects, unnecessary inventory, unnecessary motion, waiting, transportation, and unused employee creativity. It notes that eliminating waste provides benefits.
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Lean Implementation .pdf
Lean implementation requires following clear steps:
1. Start at the strategic level by creating a business case and lean vision with senior management buy-in.
2. Focus on value streams by mapping them, eliminating waste, and setting goals and metrics.
3. Develop lean behaviors over several years by appointing change agents and champions and training all employees.
4. Restructure systems and continuously improve after implementing lean solutions.
Gemba, A3 and 5s.pdf
This document discusses Gemba walks, A3 problem solving, Ishikawa diagrams, and applying the 5S methodology to a workplace to improve job execution. It specifically mentions applying the 5S phases of sort, straighten, scrub, standardize, and sustain to medical supplies.
Process Mapping and Value Stream Mapping.pdf
This document discusses process mapping and value stream mapping as tools for visual management and process improvement. It defines a process as a series of steps that take inputs and create outputs, and explains that process mapping visually charts these steps to understand a process. Value stream mapping builds on process mapping by mapping the flow of materials and information needed to bring a product or service to a customer, identifying value-added and non-value added steps to help optimize the process. The document provides guidance on how to conduct a current state and future state value stream map analysis to identify areas for improvement.
Lean Implementation.pdf
The document discusses lean implementation and organizational structures. It recommends starting lean implementation by discussing it in class and developing an enterprise-level roadmap. This involves strategic planning, adopting a lean paradigm, focusing on value streams, and establishing a lean structure and behaviors through leadership. The implementation requires systemic changes and a transition plan to implement continuous improvement initiatives. Different organizational structures like functional, product-based, market-based, and location-based structures are also briefly outlined.
History and Growth of Lean.pdf
1. Lean thinking originated in the 1870s with Frederick Winslow Taylor's principles of scientific management, which aimed to optimize workflows. Henry Ford later applied these principles at Ford Motor Company to revolutionize mass production.
2. The Toyota Production System incorporated simplification, standardization, and scientific thinking from Taylorism. An engineer from Toyota, Shigeo Shingo, studied die changes at stamping presses and significantly reduced changeover times through training workers.
3. At Honda, managers practiced "gemba walks" to observe the production line firsthand, identify issues, and solve problems based on facts rather than guesses. New hires also spent time on the assembly line to better understand and respect the work.
Jidoka and Quality, Just-in-time and Push:Pull production .pdf
The document discusses Jidoka, a Lean manufacturing principle where machines stop themselves when a defect is detected to prevent defects from propagating down the line. It explains the four principles of Jidoka for addressing defects: discover the abnormality, stop the process, investigate and solve the root cause, and quickly implement a permanent fix. The document also compares "push" and "pull" production systems, where pull systems use Kanban signals to pull work through the process based on customer demand rather than pushing work based on forecasts. It notes several Lean principles are required to enable a successful pull-based system focused on optimizing the whole value stream and eliminating waste.
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Introduction to lean management .pdf
- 1. Dana Yembergenova Introduction to Lean Management Lean thinking and 7 wastes embergenovadana@gmail.com
- 4. Customer defines product value
- 5. Customer
- 6. Who is the Customer? Definition:
- 9. The steps in the processes we take creating a product or service must be only to the point add value to customer.
- 11. It is not the people’s fault!!!
- 13. Lean is a set of standard processes, tool and techniques
- 14. Lean is also a way of thinking Lean thinking must guide your actions when applying lean techniques and tools
- 15. Lean was born out of Necessity
- 18. Lean Enterprise: Service or Healthcare
- 19. Lean terms, processes, tools and techniques
- 20. Achieving lean takes both as product and enterprise development must go in parallel
- 21. Culture of continuous improvement-Kaizen
- 24. Different types of waste
- 25. Deadly wastes of Muda Production wastes Enterprise level wastes
- 26. Waiting/Delays
- 28. Inventory
- 29. Excessive Motion
- 30. Defects/Rework
- 31. Overproduction
- 34. Benefits of eliminating waste