This slide discusses how we design and shape the business model for new business on one page. The lean canvas is used to design startup and business base on 3 concepts as 1) Customer development 2) Lean startup and 3) Bootstrapping.
This slide explains how to reduce costs in the logistics and transportation sector. The contents consist of 3 parts, basic logistics, transportation, and distribution; total cost of ownership; and an action plan.
This slide discusses LEAN in the new situation, why, how, what, and tools for managing your business.
āļŠāđāļĨāļāđāļāļĩāđāļāļ°āđāļāđāļāļāļēāļĢāđāļāļĢāļĩāļĒāļĄāļāļ§āļēāļĄāļāļĢāđāļāļĄāļāđāļ§āļĒāļŦāļĨāļąāļāļāļēāļĢāļĨāļĩāļāđāļāļŠāļāļēāļāļāļēāļĢāļāđāđāļŦāļĄāđāļāļĩāđāļĄāļĩāļāļ§āļēāļĄāļāđāļēāļāļēāļĒ āļāļģāđāļĄ āļāļĒāđāļēāļāđāļĢ āļāļ°āđāļĢāļāļĩāđāļāļ§āļĢāļāļģāđāļŦāđāļāļļāļĢāļāļīāļāļāļĒāļđāđāļĢāļāļ āđāļĨāļ°āļāđāļāļĒāļāļāļāļ§āļēāļĄāļŠāļģāđāļĢāđāļāđāļāđāļāļĒāđāļēāļāļĨāļĩāļāļāļĩāđāļŠāļļāļ
This slide discusses how to teach youth entrepreneurship in Thai secondary schools and universities with a global mindset, and the success case around the world.
Lean āļāļļāļĢāļāļīāļ āļāļīāļāļīāļāđāļāļ§āļīāļ-19 āđāļāđāļāļĢāļ°āļāļāļāļāļēāļĢāļāļĢāļĢāļĒāļēāļĒāļāļāļāļāļĢāļĄāļŠāđāļāđāļŠāļĢāļīāļĄāļāļļāļāļŠāļēāļŦāļāļĢāļĢāļĄ āļāļĢāļ°āļāļĢāļ§āļāļāļļāļāļŠāļēāļŦāļāļĢāļĢāļĄ āļŠāļēāļĄāļēāļĢāļāļāļēāļ§āļāđāđāļŦāļĨāļāđāļāđāļāđāļāđāļāđāļāđāđāļāļĒāđāļāđāļŠāļģāļŦāļĢāļąāļāļāļēāļĢāđāļĢāļĩāļĒāļāļāļēāļĢāļŠāļāļ āđāļĄāđāđāļāđāđāļāļ·āđāļāļāļģāļāļļāļĢāļāļīāļāļŦāļĢāļ·āļāđāļŠāļ§āļāļŦāļēāļāļģāđāļĢ
Lean COVID19 is the presentation for sharing how to implement Lean in your organization
This slide discusses how we design and shape the business model for new business on one page. The lean canvas is used to design startup and business base on 3 concepts as 1) Customer development 2) Lean startup and 3) Bootstrapping.
This slide explains how to reduce costs in the logistics and transportation sector. The contents consist of 3 parts, basic logistics, transportation, and distribution; total cost of ownership; and an action plan.
This slide discusses LEAN in the new situation, why, how, what, and tools for managing your business.
āļŠāđāļĨāļāđāļāļĩāđāļāļ°āđāļāđāļāļāļēāļĢāđāļāļĢāļĩāļĒāļĄāļāļ§āļēāļĄāļāļĢāđāļāļĄāļāđāļ§āļĒāļŦāļĨāļąāļāļāļēāļĢāļĨāļĩāļāđāļāļŠāļāļēāļāļāļēāļĢāļāđāđāļŦāļĄāđāļāļĩāđāļĄāļĩāļāļ§āļēāļĄāļāđāļēāļāļēāļĒ āļāļģāđāļĄ āļāļĒāđāļēāļāđāļĢ āļāļ°āđāļĢāļāļĩāđāļāļ§āļĢāļāļģāđāļŦāđāļāļļāļĢāļāļīāļāļāļĒāļđāđāļĢāļāļ āđāļĨāļ°āļāđāļāļĒāļāļāļāļ§āļēāļĄāļŠāļģāđāļĢāđāļāđāļāđāļāļĒāđāļēāļāļĨāļĩāļāļāļĩāđāļŠāļļāļ
This slide discusses how to teach youth entrepreneurship in Thai secondary schools and universities with a global mindset, and the success case around the world.
Lean āļāļļāļĢāļāļīāļ āļāļīāļāļīāļāđāļāļ§āļīāļ-19 āđāļāđāļāļĢāļ°āļāļāļāļāļēāļĢāļāļĢāļĢāļĒāļēāļĒāļāļāļāļāļĢāļĄāļŠāđāļāđāļŠāļĢāļīāļĄāļāļļāļāļŠāļēāļŦāļāļĢāļĢāļĄ āļāļĢāļ°āļāļĢāļ§āļāļāļļāļāļŠāļēāļŦāļāļĢāļĢāļĄ āļŠāļēāļĄāļēāļĢāļāļāļēāļ§āļāđāđāļŦāļĨāļāđāļāđāļāđāļāđāļāđāļāđāđāļāļĒāđāļāđāļŠāļģāļŦāļĢāļąāļāļāļēāļĢāđāļĢāļĩāļĒāļāļāļēāļĢāļŠāļāļ āđāļĄāđāđāļāđāđāļāļ·āđāļāļāļģāļāļļāļĢāļāļīāļāļŦāļĢāļ·āļāđāļŠāļ§āļāļŦāļēāļāļģāđāļĢ
Lean COVID19 is the presentation for sharing how to implement Lean in your organization
This slide for topic "Lean Supply Chain" at SPU, everybody can use it for education, ***not for business***. When you use this material, please reference this slide also.
Lean systems is original from Toyota, that bring them to be 1st automotive marker in the world. Then Lean is expanding to the other business as manufacturer, service, and now startup also.
This handout for KUH, I discuss about entrepreneurs mindset in the new era, how set up your startup with Lean thinking and growth hacking the product in the global world.
Logistics 4.0 āļāļēāļĢāļāļĢāļąāļāļāļąāļ§āļāļāļāļāļđāđāļāļĢāļ°āļāļāļāļāļēāļĢāđāļāļĒāļļāļ Digital
āđāļāļĨāđāļāļĨāļąāļāļāļēāļĢāļāļĢāļīāļŦāļēāļĢāđāļāļāļĨāļĩāļāļāļĩāđ Start up āđāļāļĒāđāļĄāđāļāļ§āļĢāļāļĨāļēāļ
āļāļĩāđāđāļāđāļāļĢāđāļāļĢāļ°āļŠāļāļāļēāļĢāļāđāđāļŦāđāļāļąāļāļāļēāļāļāļāļ°āļāļĢāļīāļŦāļēāļĢāļāļļāļĢāļāļīāļ āļĄāļŦāļēāļ§āļīāļāļĒāļēāļĨāļąāļĒāļĢāļąāļāļŠāļīāļ
Lean Canvas is a one-page visual tool used for business modeling and planning. It is designed to help entrepreneurs and startup teams quickly and efficiently outline the key components of their business idea or project. Developed by Ash Maurya, Lean Canvas is based on the principles of lean startup methodology and is often used during the early stages of business development to assess and iterate on a business concept.
he Lean Canvas typically includes nine key elements:
Problem: A clear description of the problem or pain point that your product or service aims to solve.
Solution: A brief outline of your proposed solution to the problem, highlighting the value it offers to customers.
Key Metrics: The key performance indicators (KPIs) you plan to track to measure the success and growth of your business.
Unique Value Proposition (UVP): A concise statement that defines what sets your product or service apart from competitors and why customers should choose it.
Channels: The distribution channels and marketing strategies you plan to use to reach and acquire customers.
Customer Segments: A description of your target customer segments, including their needs, behaviors, and characteristics.
Cost Structure: An overview of the fixed and variable costs associated with your business.
Revenue Streams: The different ways your business will generate income, such as through product sales, subscriptions, or advertising.
Unfair Advantage: Any unique advantages, resources, or partnerships that give your business a competitive edge.
Lean Canvas is a flexible tool that encourages entrepreneurs to think critically about their business model, test assumptions, and make adjustments based on feedback and data. It's especially valuable for startups looking to quickly iterate and pivot in response to changing market conditions and customer feedback.
This slide for topic "Lean Supply Chain" at SPU, everybody can use it for education, ***not for business***. When you use this material, please reference this slide also.
Lean systems is original from Toyota, that bring them to be 1st automotive marker in the world. Then Lean is expanding to the other business as manufacturer, service, and now startup also.
This handout for KUH, I discuss about entrepreneurs mindset in the new era, how set up your startup with Lean thinking and growth hacking the product in the global world.
Logistics 4.0 āļāļēāļĢāļāļĢāļąāļāļāļąāļ§āļāļāļāļāļđāđāļāļĢāļ°āļāļāļāļāļēāļĢāđāļāļĒāļļāļ Digital
āđāļāļĨāđāļāļĨāļąāļāļāļēāļĢāļāļĢāļīāļŦāļēāļĢāđāļāļāļĨāļĩāļāļāļĩāđ Start up āđāļāļĒāđāļĄāđāļāļ§āļĢāļāļĨāļēāļ
āļāļĩāđāđāļāđāļāļĢāđāļāļĢāļ°āļŠāļāļāļēāļĢāļāđāđāļŦāđāļāļąāļāļāļēāļāļāļāļ°āļāļĢāļīāļŦāļēāļĢāļāļļāļĢāļāļīāļ āļĄāļŦāļēāļ§āļīāļāļĒāļēāļĨāļąāļĒāļĢāļąāļāļŠāļīāļ
Lean Canvas is a one-page visual tool used for business modeling and planning. It is designed to help entrepreneurs and startup teams quickly and efficiently outline the key components of their business idea or project. Developed by Ash Maurya, Lean Canvas is based on the principles of lean startup methodology and is often used during the early stages of business development to assess and iterate on a business concept.
he Lean Canvas typically includes nine key elements:
Problem: A clear description of the problem or pain point that your product or service aims to solve.
Solution: A brief outline of your proposed solution to the problem, highlighting the value it offers to customers.
Key Metrics: The key performance indicators (KPIs) you plan to track to measure the success and growth of your business.
Unique Value Proposition (UVP): A concise statement that defines what sets your product or service apart from competitors and why customers should choose it.
Channels: The distribution channels and marketing strategies you plan to use to reach and acquire customers.
Customer Segments: A description of your target customer segments, including their needs, behaviors, and characteristics.
Cost Structure: An overview of the fixed and variable costs associated with your business.
Revenue Streams: The different ways your business will generate income, such as through product sales, subscriptions, or advertising.
Unfair Advantage: Any unique advantages, resources, or partnerships that give your business a competitive edge.
Lean Canvas is a flexible tool that encourages entrepreneurs to think critically about their business model, test assumptions, and make adjustments based on feedback and data. It's especially valuable for startups looking to quickly iterate and pivot in response to changing market conditions and customer feedback.
How SMEs in Thailand can take their businesses from offline to online. In-house workshop shared with TorYodonline in February 2019.
E: info@enablerspace.com | T: +662 297 0289
2. Eng.Siripong S Jungthawan,
MBA, BEng, ACPE, CSCP,EPPM
Partner and Workgroup,
Global Entrepreneurship Network (Thailand)
PhD (Logistics and Supply Chain Management)
Program Manager, International College, KMITL
Design · Learn · Grow · Mature
LEAN Master and Co-founder,
Doing Less Getting More
LEAN Mentor,
LEAN Startup Machine
LEAN Startup Thailand
Mentor and Jury Moderator,
Creative Business CUP (CBC)
Founder, LEANxACADEMY.com
Founder and Mentor, Samsen Startup Club (SSC)
Sub committee: Demand Planner,
Driving Logistics and Supply Chain Management Manpower
Office of the Education Council, Ministry of Education
2www.facebook.com/DoingLess
7. āļāļēāļĢāļāļĢāļąāļāļāļĢāļļāļāļāļ§āļēāļĄāļŠāļēāļĄāļēāļĢāļāļāđāļēāļāļāļēāļĢāđāļāļīāļ (Cash Acceleration)
âĒ āļĢāļāļāļ§āļāļāļĢāđāļāļīāļāļŠāļ (Cash-to-cash cycle time) āļāļąāļ§āļāđāļāļāļĩāđāļāļĢāļ°āļŠāļīāļāļāļīāļ āļēāļāļāļāļāļāļĢāļīāļĐāļąāļāđāļāļāļēāļĢāļāļąāļāļāļēāļĢāļŠāļīāļāļāļĢāļąāļāļĒāđ
āđāļāļāļāļāļķāļāļāļĢāļ°āđāļŠāđāļāļīāļāļŠāļ āļŦāļāđāļ§āļĒāđāļāđāļ āļ§āļąāļ
âĒ āļŦāļēāđāļāđāļāļēāļ (āļāļēāļĒāđāļĢāđāļ§ āđāļāđāļāđāļāļīāļāđāļĢāđāļ§ āļāđāļēāļĒāļāđāļēāđ C2C āļāļīāļāļĨāļ āļĢāļ§āļĒāđāđ)
C2C = āļĢāļ°āļĒāļ°āđāļ§āļĨāļēāļāļĩāđāļĄāļĩāļŠāļīāļāļāđāļēāļāļāļāļĨāļąāļ (ID) + āļĢāļ°āļĒāļ°āđāļ§āļĨāļēāļāļĩāđāļŠāļēāļĄāļēāļĢāļāđāļāđāļāđāļāļīāļāļāļēāļāļĨāļđāļāļāđāļēāđāļāđ (AR) â āļĢāļ°āļĒāļ°āđāļ§āļĨāļē
āļāļēāļĢāļāđāļēāļĒāđāļāļīāļ (AP) āļŦāļĢāļ·āļ
(āļĢāļ°āļĒāļ°āđāļ§āļĨāļēāļāļēāļĢāļāļąāļāļāļ·āđāļ + āļāļĨāļīāļ + āļāļĨāļąāļāļŠāļīāļāļāđāļēāđāļĨāļ°āļāļĢāļ°āļāļēāļĒāļŠāļīāļāļāđāļē) + āđāļāđāļāđāļāļīāļ â āļāđāļēāļĒāđāļāļīāļ
âĒ An indicator of how efficiently a company manages its assets to improve cash flow.
âĒ Cash-to-cash cycle time = Inventory days + accounts receivable days - accounts
payable days [APICS Dictionary 14th edition]
Copyright ÂĐ 2015, all rights reserved.
Doing LESS Getting MORE (DLGM)
āļāļāļ. āļāļģāļāđāļāļĒāđāļāđāļĄāļģāļ
www.facebook.com/doingless 7
8. āļāļēāļĢāļāļĢāļąāļāļāļĢāļļāļāļāļ§āļēāļĄāļŠāļēāļĄāļēāļĢāļāļāđāļēāļāļāļēāļĢāđāļāļīāļ (Cash Acceleration)
âĒ A āļāļ°āļāļēāļāļĒāđāļēāļāđāļĢāđāļŦāđāļĢāļāļāđāļāļāļēāļĢāļāļ·āđāļ āļ§āļąāļāļāļļāļāļīāļ/āļāļīāđāļāļŠāđāļ§āļ/āļŠāļīāļāļāđāļē āļĒāļ·āļāļāļāļ
âĒ B āļāļ°āļāļēāļāļĒāđāļēāļāđāļĢāđāļŦāđāļĢāļāļāļāļēāļĢāļāļĨāļīāļ āđāļĨāļ°āļŠāļīāļāļāđāļēāļāļāļāļĨāļąāļāļĨāļāļĨāļ
âĒ C āļāļ°āļāļēāļāļĒāđāļēāļāđāļĢāđāļŦāđāļĢāļāļāļāļĨāļąāļāļŠāļīāļāļāđāļēāđāļĨāļ°āļāļēāļĢāļāļĢāļ°āļāļēāļĒāļĨāļāļĨāļ
âĒ D āļāļ°āļāļēāļāļĒāđāļēāļāđāļĢāđāļŦāđāļŦāļāđāļēāļĢāđāļēāļāļāđāļēāļŠāđāļ āļāđāļēāļāļĨāļĩāļ āļ§āļēāļāļāļīāļĨāđāļĨāļ°āļĢāļąāļāđāļāļīāļāđāļāđāđāļĢāđāļ§āļāļķāđāļ
Copyright ÂĐ 2015, all rights reserved. Doing LESS
Getting MORE (DLGM) āļāļāļ. āļāļģāļāđāļāļĒāđāļāđāļĄāļģāļ
www.facebook.com/doingless 8
āļĢāļāļāļāļēāļĢāļŦāļĄāļļāļāđāļ§āļĩāļĒāļāđāļāļīāļāļŠāļ
A B C D
9. āļāļēāļĢāļāļĢāļąāļāļāļĢāļļāļāļāļ§āļēāļĄāļŠāļēāļĄāļēāļĢāļāļāđāļēāļāļāļēāļĢāđāļāļīāļ (Cash Acceleration)
âĒ A āļāļ°āļāļēāļāļĒāđāļēāļāđāļĢāđāļŦāđāļĢāļāļāđāļāļāļēāļĢāļāļ·āđāļ āļ§āļąāļāļāļļāļāļīāļ/āļāļīāđāļāļŠāđāļ§āļ/āļŠāļīāļāļāđāļē āļĒāļ·āļāļāļāļ
âĒ āļĨāļāļĢāļ°āļĒāļ°āđāļ§āļĨāļēāđāļāļāļēāļĢāļāļąāļāļāļ·āđāļ
âĒ āļāļāļāļĒāļēāļĒāđāļāļĢāļāļīāļāļāļ·āđāļāļŠāļīāļāļāđāļē āđāļāđāļĨāļ°āļĢāļēāļĒāļāļēāļĢ
âĒ āļĨāļāļāļĢāļīāļĄāļēāļāļāļēāļĢāđāļāđāļāļ§āļąāļāļāļļāļāļīāļ āļŠāļēāļĢāđāļāļĄāļĩ āļŠāđāļ§āļāļāļŠāļĄ āļāļīāđāļāļŠāđāļ§āļ
âĒ B āļāļ°āļāļēāļāļĒāđāļēāļāđāļĢāđāļŦāđāļĢāļāļāļāļēāļĢāļāļĨāļīāļ āđāļĨāļ°āļŠāļīāļāļāđāļēāļāļāļāļĨāļąāļāļĨāļāļĨāļ
âĒ āļĨāļāļĢāļ°āļĒāļ°āđāļ§āļĨāļēāđāļāļāļēāļĢāļāļĨāļīāļ
âĒ āļĨāļāļāļĢāļīāļĄāļēāļ Batch
âĒ āđāļāļīāđāļĄāļĢāļāļāļāļēāļĢāļāļĨāļīāļāđāļŦāđāđāļāđāļĄāļēāļāļāļķāđāļ
âĒ āļĨāļāđāļ§āļĨāļēāļāļĢāļąāļāļāļąāđāļāđāļāļĢāļ·āđāļāļāļāļąāļāļĢ
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10. āļāļēāļĢāļāļĢāļąāļāļāļĢāļļāļāļāļ§āļēāļĄāļŠāļēāļĄāļēāļĢāļāļāđāļēāļāļāļēāļĢāđāļāļīāļ (Cash Acceleration)
âĒ C āļāļ°āļāļēāļāļĒāđāļēāļāđāļĢāđāļŦāđāļĢāļāļāļāļĨāļąāļāļŠāļīāļāļāđāļēāđāļĨāļ°āļāļēāļĢāļāļĢāļ°āļāļēāļĒāļĨāļāļĨāļ
âĒ āļāļąāļ ABC āļāļāļāļŠāļīāļāļāđāļē āđāļĨāļ°āđāļĒāļāļāļĢāļ°āđāļ āļāđāļāļāļēāļĢāļāļąāļāļāļēāļĢāļŠāļīāļāļāđāļēāļāļāļāļĨāļąāļ
âĒ āļāļĨāļąāļāļāļąāļāļāļēāļĢāļāļēāļĒāļŠāļīāļāļāđāļēāļāļĩāđāđāļĄāđāļāđāļāļĒāļŦāļĄāļļāļāđāļ§āļĩāļĒāļ
âĒ āđāļāļīāđāļĄāļāļēāļĢāļāļĨāļīāļāļŠāļīāļāļāđāļēāļŦāļĄāļļāļāđāļ§āļĩāļĒāļāđāļĢāđāļ§ āļāļĩāđāđāļĄāđāļāļāļāļēāļĒ
âĒ D āļāļ°āļāļēāļāļĒāđāļēāļāđāļĢāđāļŦāđāļŦāļāđāļēāļĢāđāļēāļāļāđāļēāļŠāđāļ āļāđāļēāļāļĨāļĩāļ āļ§āļēāļāļāļīāļĨāđāļĨāļ°āļĢāļąāļāđāļāļīāļāđāļāđāđāļĢāđāļ§āļāļķāđāļ
âĒ āļŠāđāļāļŠāļīāļāļāđāļēāļāļĢāļāļāđāļ§āļāļāļąāđāļ āļāļāļīāļ āļāļĢāļīāļĄāļēāļ
âĒ āļŠāđāļāļŠāļīāļāļāđāļēāđāļāđāļāļĢāļāļāđāļāļĢāļ°āļĒāļ°āđāļ§āļĨāļēāļāļĩāđāļāļēāļŦāļāļāđāļ§āđ
âĒ āļāļēāļĢāļāļēāđāļāļāļŠāļēāļĢāļāļđāļāļāđāļāļāđāļĄāđāļāļĒāļē āđāļāļ·āđāļāđāļŦāđāļ§āļēāļāļāļīāļĨāđāļāđāđāļĨāļĒ
âĒ āļĨāļāļĢāļ°āļĒāļ°āđāļ§āļĨāļēāđāļāļĢāļāļīāļ
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15. Source: VIAR, 2018, HOW ARE LEAN MANUFACTURING AND INDUSTRY 4.0 CONNECTED?.
medium.com/@viarbox/how-are-lean-manufacturing-and-industry-4-0-connected-7348319947c8
MAN TO MACHINE
MACHINE TO MACHINE
MACHINE TO MAN
20. 3M Business Process Management (BPM)
âĒMap āļ§āļēāļāļāļĢāļ°āļāļ§āļāļāļēāļĢāļāļąāđāļāđāļāđāļāđāļāļāļāļāļ
âĒMeasure āļāļđāļĄāļēāļāļĢāļ§āļąāļāļāđāļēāļāđ āļ§āđāļēāđāļāđāļ
āļāļĒāđāļēāļāđāļĢ āđāļāļ·āđāļāļāļąāđāļāđāļāđāļēāļŦāļĄāļēāļĒāđāļŦāļĄāđāļāļĩāđāļāđāļēāļāļēāļĒ
āļāļ§āđāļēāđāļāļīāļĄ
âĒManagement āļāļĢāļīāļŦāļēāļĢāļāļąāļāļāļēāļĢāđāļāļ·āđāļāđāļ
āļĒāļąāļāđāļāđāļēāļŦāļĄāļēāļĒāđāļŦāļĄāđāļāđāļ§āļĒāļ§āļīāļāļĩāļāļēāļĢāđāļāļĨāļĩāđāļĒāļ
āļāļĢāļ°āļāļ§āļāļāļēāļĢāļāļļāļĢāļāļīāļ
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Map
Measur
e
Management
21. LEAN Automation System Integrator (LASI)
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Process
People
Technology
22. āđāļāļ·āđāļāđāļāđāļāļāļāļāļēāļāļŦāļāđāļēāļāļēāļ
âĒValue (VA)
âĒNNVA
âĒNVA (8 Wastes)
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āļ§āļĻ.āļŠāļīāļĢāļīāļāļāļĻāđ āļāļķāļāļāļģāļ§āļĢāļĢāļ, ACPE, CSCP, EPPM
M/L: 095-624-2449
22
Total Time 100%
āļĢāļāļāļēāļĢāļ§āļēāļāđāļāļ āļāļēāļĢāļ§āļēāļāđāļāļ
āļĢāļāļāļēāļĢāđāļāļĢāļĩāļĒāļĄ
āļ§āļąāļāļāļļāļāļīāļ āļāļĢāļ§āļāļŠāļāļāļāļĢāļ§āļāļŠāļāļ
āļĢāļāļāļĢāļ§āļāļŠāļāļ
āļāļĢāļĢāļāļļāļ āļąāļāļāđāļāļĢāļ°āļāļ§āļāļāļēāļĢ
āļāļāļĒāđāļēāļĒ
āļĢāļāļāļĢāļ°āļāļ§āļāļāļēāļĢ
āļāļĢāļ°āļāļ§āļāļāļēāļĢ
āļāđāļāļĄāļāļēāļ
facebook.com/L6SSCOR
āđāļāļŠ āļ§āļĻ.āļŠāļīāļĢāļīāļāļāļĻāđ āļāļķāļāļāļēāļ§āļĢāļĢāļ, ACPE, CSCP, EPPM
āļāļđāđāđāļāđāļ LEAN āļĨāļāļāđāļāļāļļāļāļāļļāļĢāļāļīāļ āļāļēāļāđāļŠāļĢāđāļāđāļ§ āļāļēāđāļĢāļāļļāđāļ
āļŠāļĢāđāļēāļāļāļļāļāļāđāļē
VA
āđāļĄāđāļŠāļĢāđāļēāļāļāļļāļāļāđāļē āđāļāđāļāđāļāļāļāļē
NNVA
āļāļ§āļēāļĄāļŠāļđāļāđāļāļĨāđāļē
āļĨāļĩāļ āļĄāļļāđāļāļĨāļāļŠāđāļ§āļāļāļĩāđ
NVA (Wastes)
23. āđāļāļĢāļ·āđāļāļāļĄāļ·āļāļāļ·āđāļāļāļēāļāđāļāļĨāļĩāļ (Common tools used in LEAN)
âĒ5S
âĒAutonomation
âĒBatch/lot size reduction
âĒBrainstorming
âĒBuffer stock/ inventory
âĒBullwhip effect
âĒBusiness Process Management/Mapping
(BPM)
âĒChangeover time
âĒContinuous flow manufacturing (CFM)
âĒCycle time
âĒDemand analysis/ management
âĒFacility layout
âĒFirst in, first out (FIFO)
âĒJust-in-time
âĒKaizen
âĒKanban
âĒLead time
âĒLine balancing
âĒLinear programming
âĒLoad leveling/level scheduling/Heijunka
âĒNon-value-added activities analysis
âĒOverall equipment effectiveness (OEE)
âĒPoka-yoke
âĒProcess efficiency
âĒProduct family
âĒPull systems
âĒQueue time
âĒRunner
âĒSafety stock/ inventory
âĒSale and Operation Planning (S&OP)
âĒSimplification
âĒSingle-minute exchange of die (SMED)
âĒSingle-piece flow
âĒSix Sigma
âĒSkills Matrix/ Multi-skills
âĒSpaghetti diagram
âĒStandard work
âĒStandardization
âĒSupermarkets
âĒSupply Chain Mapping
âĒTakt time
âĒTheory of constraints (TOC)
âĒThroughput time
âĒTotal productive maintenance (TPM)
âĒTransport time
âĒValue stream mapping (VSM)
âĒVisual control/ management
âĒWaste/waste reduction/7 or 8 wastes
âĒWork cell design/Cellular/U-cell
âĒWork-in-process
(WIP) inventory
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M/L: 095-624-2449
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Ref. T. M. Kubiak, 2014, The ASQ Pocket Guide for the Certified Six Sigma Black Belt, WI: ASQ.
29. āļĨāļđāļāļāđāļēāļāļāļāđāļĢāļē (Reference case) 300+ āļĢāļēāļĒ
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Hi-technologyFood and Medicine Service and consumer
Public and Government unit Educational institution
Logistics & Distribution Expert
30. āļĢāļēāļĒāļĨāļ°āđāļāļĩāļĒāļāđāļāļīāđāļĄāđāļāļīāļĄ (For more information)
āļ§āļĻ.āļŠāļīāļĢāļīāļāļāļĻāđ āļāļķāļāļāļēāļ§āļĢāļĢāļ, ACPE, CSCP, EPPM
Eng.Siripong Jungthawan, ACPE, CSCP, EPPM
M/L: +6695-624-2449 E: L6SSCOR@GMAIL.COM FB: facebook.com/doingless
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@DoingLess