The document discusses various aspects of lean manufacturing principles as they relate to reducing lead times and waste. It defines key terms like value-added vs non-value added activities, different types of waste, and Takt time calculation. The document also covers 5S principles and continuous improvement methods like identifying opportunities, problem solving, and standardizing processes. Implementing these lean concepts can help companies reduce lead times, costs, and better meet customer demands.
The document discusses factors that are important for competitiveness, including reducing lead times. It emphasizes minimizing non-value added activities and times to improve response times for customers. This includes reducing order, manufacturing, and delivery lead times. The document also discusses takt time calculation, the 5S methodology for organizing the workplace, and steps for effective team development.
ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment
The document outlines a 7-week course on lean enterprise principles. Week 1 introduces lean management analysts and the course overview. Week 2 provides an overview of lean enterprise including its history, principles of lean, and defining value-added work. Additional weeks cover topics like running kaizen events, value stream mapping, 5S, supply chain management, and cultural change. Recommended readings are also included to further learning.
Some key points made in the document include:
1. Kaizen aims to make incremental improvements to simplify processes and drive radical change through quick projects.
2. A Kaizen Blitz is a focused, short-term event (typically 5 days) to drive major improvements in a specific process.
3. The Kaizen Blitz process involves forming a team, understanding the current process, designing and implementing the new process, and establishing controls to sustain improvements.
Value Stream Analysis Kaizen Training provides an overview of lean concepts and terminology, and details the value stream analysis process. The process involves 3 phases: pre-event planning, the main event where current, ideal and future state value stream maps are created, and an accountability process. Key elements of the training include identifying value-added vs. non-value added activities, eliminating waste, developing future state plans, and setting short-term goals for improvement.
A real world case study of the results achieved with the implementation of lean manufacturing. Eliminate waste (muda) using lean manufacturing tools. By Jerry Helms, PMP, Non Stop Portals
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.
KAIZEN: A Lean Manufacturing Techniquevivatechijri
Now-a-days the ultimate goal of all industries is to enhance productivity through simplified system
and incremental improvements by applying some modern available techniques. At present, many manufacturing
companies are facing problems such as high quality rejection, high inventories, high lead time, high costs of
production, and inability to cope with customer orders. By implementing and practicing the lean production
system many problems can be solved without employing high-tech and high-touch approaches but by involving
people on the shop floor in Kaizen activities. For continuous improvement in an organization, Japanese
philosophy Kaizen is very popular. Flawless concepts of Kaizen methodology and proper implementation of tools
can lead to a successful kaizen program in a company. Kaizen is one of the powerful tools of lean manufacturing.
Kaizen refers to continuous improvement in performance, cost and quality. Kaizen ensures that manufacturing
processes become leaner and fitter, but eliminate waste (problem) where value is added. The main objective of
this paper is to provide a background on kaizen, present an overview of kaizen concepts that are used to transform
a company into a high performing lean enterprise.
The document discusses factors that are important for competitiveness, including reducing lead times. It emphasizes minimizing non-value added activities and times to improve response times for customers. This includes reducing order, manufacturing, and delivery lead times. The document also discusses takt time calculation, the 5S methodology for organizing the workplace, and steps for effective team development.
ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment
The document outlines a 7-week course on lean enterprise principles. Week 1 introduces lean management analysts and the course overview. Week 2 provides an overview of lean enterprise including its history, principles of lean, and defining value-added work. Additional weeks cover topics like running kaizen events, value stream mapping, 5S, supply chain management, and cultural change. Recommended readings are also included to further learning.
Some key points made in the document include:
1. Kaizen aims to make incremental improvements to simplify processes and drive radical change through quick projects.
2. A Kaizen Blitz is a focused, short-term event (typically 5 days) to drive major improvements in a specific process.
3. The Kaizen Blitz process involves forming a team, understanding the current process, designing and implementing the new process, and establishing controls to sustain improvements.
Value Stream Analysis Kaizen Training provides an overview of lean concepts and terminology, and details the value stream analysis process. The process involves 3 phases: pre-event planning, the main event where current, ideal and future state value stream maps are created, and an accountability process. Key elements of the training include identifying value-added vs. non-value added activities, eliminating waste, developing future state plans, and setting short-term goals for improvement.
A real world case study of the results achieved with the implementation of lean manufacturing. Eliminate waste (muda) using lean manufacturing tools. By Jerry Helms, PMP, Non Stop Portals
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.
KAIZEN: A Lean Manufacturing Techniquevivatechijri
Now-a-days the ultimate goal of all industries is to enhance productivity through simplified system
and incremental improvements by applying some modern available techniques. At present, many manufacturing
companies are facing problems such as high quality rejection, high inventories, high lead time, high costs of
production, and inability to cope with customer orders. By implementing and practicing the lean production
system many problems can be solved without employing high-tech and high-touch approaches but by involving
people on the shop floor in Kaizen activities. For continuous improvement in an organization, Japanese
philosophy Kaizen is very popular. Flawless concepts of Kaizen methodology and proper implementation of tools
can lead to a successful kaizen program in a company. Kaizen is one of the powerful tools of lean manufacturing.
Kaizen refers to continuous improvement in performance, cost and quality. Kaizen ensures that manufacturing
processes become leaner and fitter, but eliminate waste (problem) where value is added. The main objective of
this paper is to provide a background on kaizen, present an overview of kaizen concepts that are used to transform
a company into a high performing lean enterprise.
Lean Manufacturing systems shows the steps towards a lean Manufacturing Cell. In-depth material available in the notes section!
Working on Gemba now.
skype withadrian
Skype WithAdrian
The document summarizes the key principles of the Toyota Production System. It describes Toyota's philosophy of continuous improvement, respect for people, and eliminating waste. The core goals of Toyota's approach are achieving the highest quality at the lowest cost and shortest lead times. Toyota relies on principles like just-in-time production, respect for people, challenging assumptions, and solving problems at their root cause. Overall, the document outlines Toyota's management methods that prioritize operational excellence, continuous learning, and developing a culture of improvement.
Kaizen refers to continuous improvement and involves recognizing problems, setting standards, and making constant small improvements. It is a gradual approach used by Japanese companies, focused on improving processes and involving employees. A Kaizen event is a short project to improve a specific process through analyzing the current state, designing improvements, and rearranging the process over 2-10 days with a cross-functional team. The goal is to recognize problems, standardize processes, empower employees to suggest improvements, and continuously make small steps to optimize operations.
The document summarizes key principles of the Toyota Way presented by Jeffrey Liker from the University of Michigan. The Toyota Way focuses on long-term thinking, respecting people, eliminating waste from processes, and continuous improvement. It emphasizes base management on a long-term philosophy, develop leaders committed to the culture, continuously improve processes through standardizing tasks and problem solving, and make decisions slowly through consensus building.
Kaizen refers to continuous improvement. It involves applying lean thinking principles like reducing waste, improving flow, and empowering employees. The goal is to continuously make small improvements to get closer to zero waste, defects, inventory, and process times. Establishing flow by removing bottlenecks and batch processing is important to improve efficiency, quality, lead times and employee morale. However, when processes include large, shared equipment, inventory may need to be reduced slowly to first address quality issues.
The document discusses lean principles and continuous improvement strategies for Company XYZ. It provides an overview of lean tools and methods like 5S, value stream mapping, takt time, pitch, Heijunka, Kanban, quick changeover, total productive maintenance, and the Deming cycle. The goal is to help Company XYZ stabilize processes, eliminate waste, and sustain continuous improvements through employee training and visual management systems.
04 complet ipe 491 t3-organizational designZahir Jhon
This document discusses organizational structure and design. It begins by defining organizational design as involving decisions about six key elements: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Traditional and contemporary organizational designs like functional, divisional, team, matrix, and boundaryless structures are described. Factors that influence centralization and decentralization are also discussed.
Joint presentation to SME members on the benefits of Lean, a overview of Lean terminology, and how sequencing operations in a balanced flow reduces Lead Time.
Book Review: The Toyota Way by Harish Vermaopepiimraipur
The Toyota Way outlines 14 principles organized into 4 sections that make up Toyota's management philosophy of continuous improvement and respect for people, including creating continuous process flow to eliminate waste, using pull systems and leveling out workload, building a culture of stopping to fix all problems, and growing leaders who thoroughly understand the work and live the company's philosophy.
The document is a presentation on lean manufacturing principles from the website ReadySetPresent.com. It covers topics such as the Toyota Production System house model, the five S system, the two main focuses of lean being continuous improvement and respect for people, the seven types of waste, kanban pull systems, stopping problems to get quality right the first time, becoming a learning organization through reflection and improvement, and Japanese lean terms. The presentation provides over 300 slides on lean foundations and principles.
The document outlines the 14 principles of the Toyota Way for management. The principles focus on developing a long-term philosophy, continuous process improvement, visual management, developing leaders and teams, respecting suppliers and partners, consensus-based decision making, and becoming a learning organization through reflection and continuous improvement. The principles are based on concepts from The Toyota Way book by Jeffrey Liker and were prepared by C.K. Vishwakarma for presentation.
The document outlines the 14 management principles of the Toyota Way. The two pillars are continuous improvement and respect for people. The principles include developing a long-term vision, creating continuous process flow, using pull systems to avoid overproduction, leveling out workload, building a culture of stopping to fix problems, using visual controls, developing exceptional people and teams, respecting suppliers, going to see problems firsthand, making decisions by consensus, and becoming a learning organization.
LEAN AND SIX SIGMA MANUFACTURING
PRACTICES
THROUGH
INFORMATION AND COMMUNICATION TECHNOLOGY
Two day Training programme
5th and 6th may 2007
ORGANIZED BY
SQC & OR UNIT
INDIAN STATISTICAL INSTITUTE,
COIMBATORE
Faculty:
Prof. A. Rajagopal,
HEAD, SQC&OR unit
INDIAN STATISTICAL INSTITUTE
Coimbatore-43
Ph: 0422-2441192
Mob: 98422 45219
The document provides an overview of Toyota's business philosophy and principles known as "The Toyota Way." It discusses Toyota's company symbols and guiding principles, which focus on customer trust, technology, and growth. It also summarizes Toyota's approach to lean production, respect for people, problem-solving, and developing long-term partnerships with suppliers. The Toyota Way principles emphasize long-term vision, continuous improvement, respect for people, and eliminating waste to achieve high quality and efficiency.
Continuous Improvement using the Toyota WayAnita Rao
This slide deck provides a summary of the famous Toyota Way and process framework for continous improvement. It can be used in any industry not specifically manufacturing. I created it for Hi Tech.
The document summarizes the results of a software development assessment taken by the user. It provides details on 14 questions, including the answers chosen by the user and feedback. The overall score was 78.57% and the assessment took 13 minutes to complete.
Lean Manufacturing systems shows the steps towards a lean Manufacturing Cell. In-depth material available in the notes section!
Working on Gemba now.
skype withadrian
Skype WithAdrian
The document summarizes the key principles of the Toyota Production System. It describes Toyota's philosophy of continuous improvement, respect for people, and eliminating waste. The core goals of Toyota's approach are achieving the highest quality at the lowest cost and shortest lead times. Toyota relies on principles like just-in-time production, respect for people, challenging assumptions, and solving problems at their root cause. Overall, the document outlines Toyota's management methods that prioritize operational excellence, continuous learning, and developing a culture of improvement.
Kaizen refers to continuous improvement and involves recognizing problems, setting standards, and making constant small improvements. It is a gradual approach used by Japanese companies, focused on improving processes and involving employees. A Kaizen event is a short project to improve a specific process through analyzing the current state, designing improvements, and rearranging the process over 2-10 days with a cross-functional team. The goal is to recognize problems, standardize processes, empower employees to suggest improvements, and continuously make small steps to optimize operations.
The document summarizes key principles of the Toyota Way presented by Jeffrey Liker from the University of Michigan. The Toyota Way focuses on long-term thinking, respecting people, eliminating waste from processes, and continuous improvement. It emphasizes base management on a long-term philosophy, develop leaders committed to the culture, continuously improve processes through standardizing tasks and problem solving, and make decisions slowly through consensus building.
Kaizen refers to continuous improvement. It involves applying lean thinking principles like reducing waste, improving flow, and empowering employees. The goal is to continuously make small improvements to get closer to zero waste, defects, inventory, and process times. Establishing flow by removing bottlenecks and batch processing is important to improve efficiency, quality, lead times and employee morale. However, when processes include large, shared equipment, inventory may need to be reduced slowly to first address quality issues.
The document discusses lean principles and continuous improvement strategies for Company XYZ. It provides an overview of lean tools and methods like 5S, value stream mapping, takt time, pitch, Heijunka, Kanban, quick changeover, total productive maintenance, and the Deming cycle. The goal is to help Company XYZ stabilize processes, eliminate waste, and sustain continuous improvements through employee training and visual management systems.
04 complet ipe 491 t3-organizational designZahir Jhon
This document discusses organizational structure and design. It begins by defining organizational design as involving decisions about six key elements: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Traditional and contemporary organizational designs like functional, divisional, team, matrix, and boundaryless structures are described. Factors that influence centralization and decentralization are also discussed.
Joint presentation to SME members on the benefits of Lean, a overview of Lean terminology, and how sequencing operations in a balanced flow reduces Lead Time.
Book Review: The Toyota Way by Harish Vermaopepiimraipur
The Toyota Way outlines 14 principles organized into 4 sections that make up Toyota's management philosophy of continuous improvement and respect for people, including creating continuous process flow to eliminate waste, using pull systems and leveling out workload, building a culture of stopping to fix all problems, and growing leaders who thoroughly understand the work and live the company's philosophy.
The document is a presentation on lean manufacturing principles from the website ReadySetPresent.com. It covers topics such as the Toyota Production System house model, the five S system, the two main focuses of lean being continuous improvement and respect for people, the seven types of waste, kanban pull systems, stopping problems to get quality right the first time, becoming a learning organization through reflection and improvement, and Japanese lean terms. The presentation provides over 300 slides on lean foundations and principles.
The document outlines the 14 principles of the Toyota Way for management. The principles focus on developing a long-term philosophy, continuous process improvement, visual management, developing leaders and teams, respecting suppliers and partners, consensus-based decision making, and becoming a learning organization through reflection and continuous improvement. The principles are based on concepts from The Toyota Way book by Jeffrey Liker and were prepared by C.K. Vishwakarma for presentation.
The document outlines the 14 management principles of the Toyota Way. The two pillars are continuous improvement and respect for people. The principles include developing a long-term vision, creating continuous process flow, using pull systems to avoid overproduction, leveling out workload, building a culture of stopping to fix problems, using visual controls, developing exceptional people and teams, respecting suppliers, going to see problems firsthand, making decisions by consensus, and becoming a learning organization.
LEAN AND SIX SIGMA MANUFACTURING
PRACTICES
THROUGH
INFORMATION AND COMMUNICATION TECHNOLOGY
Two day Training programme
5th and 6th may 2007
ORGANIZED BY
SQC & OR UNIT
INDIAN STATISTICAL INSTITUTE,
COIMBATORE
Faculty:
Prof. A. Rajagopal,
HEAD, SQC&OR unit
INDIAN STATISTICAL INSTITUTE
Coimbatore-43
Ph: 0422-2441192
Mob: 98422 45219
The document provides an overview of Toyota's business philosophy and principles known as "The Toyota Way." It discusses Toyota's company symbols and guiding principles, which focus on customer trust, technology, and growth. It also summarizes Toyota's approach to lean production, respect for people, problem-solving, and developing long-term partnerships with suppliers. The Toyota Way principles emphasize long-term vision, continuous improvement, respect for people, and eliminating waste to achieve high quality and efficiency.
Continuous Improvement using the Toyota WayAnita Rao
This slide deck provides a summary of the famous Toyota Way and process framework for continous improvement. It can be used in any industry not specifically manufacturing. I created it for Hi Tech.
The document summarizes the results of a software development assessment taken by the user. It provides details on 14 questions, including the answers chosen by the user and feedback. The overall score was 78.57% and the assessment took 13 minutes to complete.
Microsoft Access is a database application that allows users to create and manage databases. The document provides step-by-step instructions for creating tables, forms, and saving an Access database file. It outlines how to start Access, create a new blank database, use the Table Wizard to design tables, use the Form Wizard to design forms, and save the Access file.
This document provides demographic and psychographic information about a target market in Russia. It describes the market as consisting of people aged 10-40, with an income over 20,000 rubles, who live in families of 2 or more members in major Russian cities. This group values health, purchases everyday items, is active and open-minded, and shows strong brand loyalty.
Segmentation can be based on price, with some products costing the same, less, or more. It can also be based on benefits, with some products offering more or fewer features for the same, less, or more price compared to other options. The goal is often to offer more benefits for less price to attract certain customer segments.
Capital inflows can affect a country's exchange rate by pushing the currency above its intrinsic value and fueling inflation or borrowing booms. This is known as the capital flow effect. When capital flows into a country, it increases demand for that country's currency, leading to currency appreciation. However, an increase in interest rates can reduce capital inflows and cause currency depreciation.
Self-insurance refers to countries creating extremely high levels of foreign reserves to stabilize their currency exchange rates and intervene in currency markets. This prevents their currencies from being devalued during speculative attacks, when speculators borrow currency hoping it will decline in value. However, large foreign reserves pose problems globally by slowing monetary cooperation and acting as a zero-sum
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against developing mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
This document discusses Toyota's marketing strategy for its Prius hybrid car in the United States. It introduces the two generations of the Prius and describes how the second generation was redesigned and offered in more colors. It then analyzes the microenvironmental factors including consumers and competitors. For macroenvironmental factors, it notes the demographic and economic forces as well as technological, political, and cultural influences. Finally, it outlines Toyota's 4P marketing strategy for the Prius, covering product, price, place, and promotion efforts. It concludes by considering how Toyota could improve its strategy and whether agreeing with a GM marketing director's view on expanding hybrid models.
Las células eucariotas tienen una membrana plasmática, citoplasma con organelos endomembranosos como mitocondrias y retículo endoplasmático, y material genético en un núcleo. Las células procariotas tienen una membrana plasmática, citoplasma, y material genético en un nucleoide, y a menudo tienen forma de bacilos.
This document discusses factors important for competitiveness, including reducing lead times. It defines various lead times and emphasizes reducing non-value added time to improve responsiveness to customers. The document also covers 5S standards, waste elimination, and continuous improvement principles like standardizing work and ongoing inspection.
In the ever-evolving landscape of business, adaptability and progress are paramount. Enter Kaizen, a Japanese philosophy that's making waves in industries worldwide. Kaizen, which translates to "continuous improvement," is a strategic approach that thrives on the power of incremental change. This philosophy champions the belief that small, consistent improvements can lead to substantial transformations.
In this SlideShare presentation, we explore the essence of Kaizen and its profound impact on organizations aiming to stay competitive and relevant in the fast-paced market. We'll delve into its core principles, the methods used for its application, and real-world success stories of companies that have harnessed the power of Kaizen.
Discover how Kaizen empowers employees, enhances operational efficiency, and cultivates a culture of innovation and excellence. Learn about the tools and techniques that drive this philosophy and understand the pivotal role of leadership in its implementation.
With Kaizen, your organization can not only keep pace with market changes but also surge ahead. Join us on this journey of continuous improvement and see how Kaizen can transform your approach to business, one small step at a time.
For more detail https://mygreendot.co.in/kaizen-implementation/
An introduction to the Toyota Production System and Lean Manufacturing/Lean Production. Covers the topics of Kaizen, Gemba, Idea Cards, 5S, Andon, Standard Work, Takt Time, and Just in Time production. Created by Andrew Edwards, Lexington, Ky
The document discusses applying Lean principles to recruiting and hiring processes. It provides background on Lean manufacturing and defines key terms. It then describes a Kaizen event conducted by the company's Talent Acquisition team to improve their "Days to Fill" a position by reducing waste. The event revealed issues such as a lack of headcount forecasting, non-competitive compensation, and delays in communication. It developed standard work and identified future needs like enhancing the career website and implementing a leadership development program.
IIT Academy: Agile. What is Lean? Isn't it a manufacturing thing? How do we apply it to software engineering practices?
Understand Lean in the context of modern Agile practices. Harness lean thinking and an updated look at the Toyota Production System (TPS). Designed for operational teams, maintenance teams, high availability teams, sales teams, management teams, project and portfolio management.
Here is a draft essay responding to the tasks:
Lean Operations at Staircases Production Company
Staircases Production Company (SPC) has achieved success through its traditional production methods for timber staircases. However, as Deane considers expanding the business, some elements of lean operations and just-in-time (JIT) manufacturing could help SPC improve efficiency and support growth. While a full-scale implementation of Toyota-style lean may not be practical for SPC's staircase cell, selective application of lean principles could yield benefits.
Task 1: To what extent could SPC apply JIT/Lean techniques to its staircase cell? As a small operation producing customized products in low volumes, SPC's staircase cell differs
This document provides an overview of key Lean concepts as they apply to office environments. It defines Lean as a systematic approach to identifying and eliminating waste or non-value added activities. The five principles of Lean are described, which include defining value from the customer's perspective, improving activities that deliver value, creating flow and pull in the value stream, and developing a culture of continuous improvement. Common Lean tools for the office like 5S, Kaizen, mapping, and visual controls are also summarized. The document aims to introduce readers to applying Lean thinking and methods to optimize office work and processes.
The document provides an introduction to lean manufacturing principles and tools. It defines lean as identifying and eliminating waste to create value for customers. The core tools discussed are standard work, one-piece flow, pull systems, and 6S (Sort, Set in order, Shine, Standardize, and Sustain). Rapid Improvement Events (RIEs) are introduced as a structured way to apply these tools over a 5-day period to drive process improvements.
This document provides an introduction to Kaizen, a methodology for continuous improvement. It discusses key Kaizen concepts like gemba kaizen, which means improving processes by directly observing them. The document also covers tools for visual management like 5S, which organizes and standardizes a workspace. Kaizen relies on small, incremental changes to processes made by employees with a focus on efficiency and quality.
Turneround Consultancy Ltd. specializes in transforming manufacturing companies to achieve best-in-class performance in safety, quality, cost and delivery. Led by Richard Turner, a transformational leader in lean manufacturing, it offers services such as strategic consultation, value stream mapping, process design, and training to facilitate operational excellence.
Lean manufacturing originated from the Toyota Production System and aims to maximize value and minimize waste. It focuses on precisely identifying value, mapping the value stream, creating flow, establishing pull between processes, and seeking perfection. Some key aspects of lean manufacturing include just-in-time production, continuous flow, elimination of waste, visual management, and empowered employee problem-solving. Implementing lean principles can be challenging for companies and requires overcoming obstacles such as culture change and lack of understanding of lean concepts.
The document discusses the need for organizations to change from a traditional mass production model to a lean enterprise in order to remain competitive. It outlines some characteristics of companies that need change, such as large production lots and high costs. Going lean can improve quality, reduce costs and lead times, and increase productivity over several years. The lean enterprise strategy aims to eliminate waste and continually improve processes in order to better satisfy customers. Key lean tools and methods are also highlighted.
Lean Software Development Presentationsushant.1409
Lean software development aims to eliminate waste from the development process based on lean manufacturing principles from Toyota. The key principles of lean software development are to eliminate waste, increase feedback, delay commitment, deliver fast, build integrity in, empower teams, see the whole system, and pursue perfection through continuous improvement. Implementing these principles involves practices like integrating code daily, delivering features frequently based on customer priorities, keeping options open, empowering developers, and using metrics that consider the whole system rather than individual parts. The lean approach seeks to optimize value delivery to customers through rapid, reliable, and repeated responses to their needs.
1. The document provides instructions for using a 4-hour workshop on profit improvement. It outlines an agenda covering understanding business improvement stages, waste auditing, the profit formula, and driving implementation.
2. The waste auditing process involves a 5-step approach: conducting an audit, prioritizing wastes, allocating teams to implement strategies, measuring outcomes through key performance indicators, and repeating the audit regularly.
3. Exercises throughout the workshop guide participants in applying the waste auditing approach to identify key areas of waste in their own business, prioritize these wastes, develop a one-page implementation plan, and set goals for improvement.
Lean software development aims to eliminate waste from the software development process by applying principles from lean manufacturing. The key principles of lean thinking include eliminating waste, increasing feedback, delaying commitment, delivering fast, empowering teams, building integrity in, and seeing the whole system rather than optimizing parts. Applying these principles, such as integrating work daily and weekly to increase feedback, keeping options open as long as possible, and empowering teams, can help software development become more efficient and responsive to customers.
Dealing with Shifting Priorities using Lean/Kanban Flow, WIP Limits and Capac...AgileSparks
Many teams suffer from due to conflicting priorities. When today's priority one usurps yesterday's priority one, expensive context switching becomes a problem.
Operations teams are especially hard hit by shifting priorities because of increased variability from supporting ongoing development of new projects while maintaining features & apps in production. Add in unplanned work and security issues and we have a battle between getting new features delivered or keeping production stable. Hence the dilemma DevOps is working to solve.
Dominica will talk about how Dev and Ops teams can use use a Lean flow Kanban approach to limit work-in-progress and allocate capacity for the nature of the demand as a way to address and improve prioritization issues and context switching.
Kaizen is a Japanese philosophy of continuous improvement involving all employees. It was influenced by American teachings and adopted by Toyota to continuously improve processes through small, ongoing changes rather than radical changes. Key elements include quality, effort, employee involvement, and willingness to change. Popular Kaizen tools and principles are used to implement ongoing improvements through the continuous improvement cycle and PDCA (plan-do-check-act) model. Benefits include increased productivity, efficiency, quality and profits while minimizing waste. Successful real-life examples include Toyota, Lockheed Martin, Ford Motor Company, and Pixar Animation Studios.
Methodology and Tools Supporting a Culture of Continuous ImprovementDidier Rabino, Lbc
The document discusses Andersen Enterprise's methodology for establishing a continuous improvement culture. It outlines key principles of the Andersen Manufacturing System, including putting customers first, embracing continuous improvement, valuing employees, and making decisions based on observations of the production floor. The methodology focuses on stabilizing processes by eliminating interruptions, then standardizing work through developing, implementing, and monitoring standardized work documents. This establishes a foundation for continuously simplifying and improving processes.
The document provides 20 tips for managing business IT projects. Some key tips include:
1) Define clear business objectives and ensure stakeholders are motivated for change.
2) Evaluate the business' readiness for transformation before starting the project.
3) Reduce initial scope and focus on delivering value in phases.
4) Avoid overfragmenting resources and ensure consultants are fully dedicated.
5) Conduct regular status reviews to make effective decisions.
6) Keep solutions as standard as possible to reduce risks and costs.
The document discusses Six Sigma "Kaizen" workouts and provides guidance on executing Kaizen projects. Some key points:
- Kaizen is a philosophy focused on gradual, continuous improvement through problem-solving.
- Kaizen workouts engage employees to identify improvement ideas. They have helped companies like GE and Toyota save millions.
- Workouts focus on "low-hanging fruit" - obvious, frequent issues that can quickly impact goals. They require less data and more discussion than typical Six Sigma projects.
- The document provides templates and guidelines for conducting workouts, including identifying problems, data collection, solution generation, and implementation planning. It also discusses facilitating workouts and selecting high-priority topics.
1. 1
John Deere
Supplier Development
Kaizen TrainingKaizen Training
Competing in the MarketplaceCompeting in the Marketplace
“What factors are important to the customer?”
John Deere - Supplier DevelopmentJohn Deere - Supplier Development
2. 2
John Deere
Supplier Development
Kaizen TrainingKaizen Training
TIME:TIME: The single best indicator
of competitiveness
Customer Lead Time / Delivery Time
Working to reduce or minimize each of these times can
make your company more valuable to both its internal
and external customers.
Set-up or Change-over Time
Product Development Time
Manufacturing Cycle Time
3. 3
John Deere
Supplier Development
Kaizen TrainingKaizen Training
Shrinking Lead Times
Order Lead Times Manufacturing Lead Times Delivery Lead Times
Manufacturing Lead TimesOrder Lead Times Delivery Lead Times
Reducing the overall time from receiving the order to delivering the
product makes your company more responsive to the customer.
This can become the deciding factor when the customer makes
their selection.
As can be seen, manufacturing is only one part of the entire
process. Inputting, processing, and issuing orders is an area
for improvement, as well as, assembly, loading and delivery
to the customer`
4. 4
John Deere
Supplier Development
Kaizen TrainingKaizen Training
Where’s the Time in Lead Time
This timeline represents an overall lead-time, with very little
time spent on adding value to the product.
Non-Value Added Time (NVA)
99% of Total Lead time
Value Added Time (VA)
1%
Improvement Efforts
Concentrated on reducing VA time,
with no attention given to NVA.
Non-Value Added Time (NVA)
99% of Total Lead time
VA
1/2 %
Results of Common Improvement efforts, did not improve
response time. VA time is reduced, but, the costs for those
improvements in lead time was substantial.
Common
5. 5
John Deere
Supplier Development
Kaizen TrainingKaizen Training
Where’s the Time in Lead Time
NVA Time
95% of Total Lead time
VA
5%
When we look at attacking the NVA Activities in the Timeline
and compare that to the original timeline:
Non-Value Added Time (NVA)
99% of Total Lead time
Value Added Time (VA)
1%
This shows a 5X improvement in lead timeGreat Job!!
Greatest Opportunities are actually here!
6. 6
John Deere
Supplier Development
Kaizen TrainingKaizen Training
Different Types of Activities
Being able to tell the difference between NVA and VA
activities is an important step in the Improvement Process.
Value Added
Activity (VA)
An activity that changes raw
material to meet customer
expectations.
Non Value Added
Activity (NVA)
Those activities that take
time, or occupy space but
do not add to the value of
the product.
You must ask yourselves “Would you as a customer be
willing to pay for any NVA activity being performed to that
NEW 4x4 Pickup you just ordered?”
7. 7
John Deere
Supplier Development
Kaizen TrainingKaizen Training
Some examples NVA Activities:
Walking
Waiting on
machine cycle
Transporting
parts
Generating
useless reports
THE GOAL IS TO ELIMINATE THETHE GOAL IS TO ELIMINATE THE
NON-VALUE ADDED ACTIVITIES.NON-VALUE ADDED ACTIVITIES.
Unnecessary
motion
Unnecessary
stock on hand
8. 8
John Deere
Supplier Development
A definition:
Destroy, in our minds, the
concepts and techniques of
manufacturing that we
practice today.
Create a vision of what our
production system and
manufacturing techniques
should be.
Carry out that Vision by
breaking through the status
quo.
We must avoid the urge to
discover more sophisticated and
technological solutions to tasks
we shouldn’t be doing at all.
9. 9
John Deere
Supplier Development
Kaizen TrainingKaizen Training
Basic Rules for Change
Keep an open mind to change
No such thing as a dumb question or idea
Avoid spending money (Capital expense should
be a last resort)
Think about how to do it, NOT why it can’t be done
Maintain a positive attitude
Don’t’ make excuses & question current practices
Just do it!!
Have Fun!!!
10. 10
John Deere
Supplier Development
Kaizen TrainingKaizen Training
Steps on Team Development
FormingForming This is the development of a multi-functional
team with a variation of backgrounds and
knowledge
NormingNorming Stage where the group agrees how to
operate as a team
StormingStorming Open & honest discussion, also brainstorming
PerformingPerforming Agreement on solutions & taking action
AdjourningAdjourning Closing on the continuos improvement process
after 30 days
11. 11
John Deere
Supplier Development
Kaizen TrainingKaizen Training
What is TAKT Time?
TAKT time is how many minutes or seconds are needed
to make one part when considering the daily volumes, to
be produced in that workcell and the total time available to
perform the job.
TAKT time is NOT the time it takes to manufacture the
product. It is based on customer demand.
Who is the customer?
The next operation
Customer orders
12. 12
John Deere
Supplier Development
Kaizen TrainingKaizen Training
TAKT Time Calculation
Production Time Available / Period
Number of Required Units / Period
TAKTTAKT
Production Time Available / Period (one shift):
Breaks - 2 @ 10 minutes
Shift Time ( 8 hrs. )
Clean-up at end of shift
Production Time Available:
- 20 mins.
480 mins.
- 5 mins.
455 mins.
Units Required / Period (one shift):
10,500 Units Sold Monthly
21 Working shifts / month
27,300 secs.or
500 Required units / shift
TAKT Time:TAKT Time:
27,300 secs / shift
500 units / shift
54.6 secs.
13. 13
John Deere
Supplier Development
Kaizen TrainingKaizen Training
The 5S Housekeeping Standards
First Step towards Continuos Improvement
The aim of 5S is to create an atmosphere to keep a clean,
organized, safe and efficient workplace for everyone.
The foundation for the practice of 5S, comes from a Japanese
program derived from these words, seiri, seiton, seiso, seiketsu
and shitsuke. The 5S’s are a conventional approach towards
maintaining and improving the work place. The following words
have been chosen for the 5S acronym’s.
Sort
Sustain
Sanitize (Safety)
Straighten
Sweep
14. 14
John Deere
Supplier Development
Kaizen TrainingKaizen Training
Meaning of the 5S’s
Sort
Straighten
Sweep
(Scrubbing clean)
Examine everything at the workplace & identify
what is needed and what can be discarded
Organizing the way things are put away with
efficiency, quality, and safety in mind. Need to
decide where and how things should be put away
and what rules should be obeyed to insure that it is
maintained.
Sweeping, scrubbing and cleaning of the building,
machines, fixtures & tools so that all areas of the
workplace are neat & tidy. This leads to early
detection of mechanical problems before they
become major breakdowns. Machines cry!
15. 15
John Deere
Supplier Development
Kaizen TrainingKaizen Training
Sanitize
(Safety)
Sustain
(Standardize)
Meaning of the 5S’s
Insuring that each workplace is properly
designed for safety. This is to protect every
member from the dangers during the
performance of their assigned tasks.
Developing the practice necessary to continually
participate in the 5S process. This requires that
each of the S’s become a personal habit. This
is the most difficult of the 5S’s, but it is the most
important factor in achieving long term success.
Establishing routines and procedures for
maintaining and improving on the first four (S’s),
incorporating visual management tools.
18. 18
John Deere
Supplier Development
SHIFT MINDSET
CURRENT
THINKING
REQUIRED
THINKING
WASTE NOT DEFINED
REACT TO LARGE EXAMPLES
REACTIVE IMPROVEMENT
WASTE IS "TANGIBLE”
IDENTIFY MANY SMALL OPPORTUNITIES
-LEADS TO LARGE OVERALL CHAGE
CONTINUOUS IMPROVEMENT
WASTE
TYPES
OF
WASTE
Correction
Processing
Motion
Waiting
Inventory
Transportation
Over-
Production
19. 19
John Deere
Supplier Development
1. Transportation - Transporting 1. Transportation - Carrying
farther than necessary or Tools to Point of Use
temporarily locating, filing,
stacking and moving parts
(people, paper, information) is
waste.
2. Correction - Doing something 2. Correction - Redo an Activity
over is waste. Because of Error
3. Overproduction - Generating 3. Overproduction - Number of
excess paper or information, or Copies
generating information or paper
too soon in a process is waste.
Definition Example
ELEMENTS OF WASTE
20. 20
John Deere
Supplier Development
4. Motion - Unnecessary work 4. Motion - Tools in drawers
movements are a form of waste.
5. Waiting - Waiting for people, 5. Waiting - Meetings to start
paper and information is waste -
it stops work.
6. Inventory - Too much of 6. Inventory - Supplies
anything is waste.
7. Processing - this is waste in 7. Processing - Typed when
the process itself. Redundant handwritten would be
activities sufficient
Definition Example
ELEMENTS OF WASTE
21. 21
John Deere
Supplier Development
Kaizen TrainingKaizen Training
Standards
Enforce
Inspect
.
Stabilize
Identify
Waste
Im
prove
Problem Solve
Standardize
• Process requires ongoing inspection and enforcement to
ensure “Standardized Work” is being followed
• Process does not improve automatically
- Following standards will only maintain, not improve, the process.
- Improvement focuses on the entire process.