Lean Business France provides lean management consulting services to help companies improve competitiveness through lean principles. They have over 20 years of experience implementing lean across manufacturing, services, and supply chains globally. Their services include lean assessments, training, workshops, and ongoing support in areas such as process optimization, problem solving, leadership, culture change, and supply chain management. They take a holistic approach focused on both technical tools and developing people and culture. The company is based near Toulouse, France but works with clients internationally.
Lean manufacturing is a process that focuses on minimizing waste and maximizing productivity. It utilizes various tools such as 5S, andon systems, bottleneck analysis, continuous flow, gemba walks, heijunka leveling, and just-in-time production to improve efficiency and quality. Some key aspects of lean include identifying and eliminating muda (waste), using tools like value stream mapping and standard work, and implementing a culture of continuous improvement through kaizen events and PDCA cycles. The overall goal is to optimize operations and align production with customer demand.
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 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.
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.
This document provides an overview of lean manufacturing principles. It defines lean manufacturing and the lean enterprise as philosophies focused on minimizing waste and meeting customer needs. The key aspects of lean covered include identifying the seven types of waste, implementing 5S techniques, designing cellular manufacturing layouts, using just-in-time processes, and value stream mapping to optimize workflow. The goals of lean are to continuously improve processes, reduce costs and lead times, and increase quality and efficiency.
The document discusses lean manufacturing principles. It provides an overview of the history of lean thinking from Eli Whitney's development of interchangeable parts in the 1850s to the development of the Toyota Production System between 1945-1970. It then summarizes the 14 principles of the Toyota Way which focus on developing a long-term philosophy, creating continuous process flow, respecting partners and driving organizational learning through reflection and kaizen. The group members of the Productivity Improvement Cell are then listed along with brief definitions of lean, waste and an overview of what makes a system lean.
Lean manufacturing is a process that focuses on minimizing waste and maximizing productivity. It utilizes various tools such as 5S, andon systems, bottleneck analysis, continuous flow, gemba walks, heijunka leveling, and just-in-time production to improve efficiency and quality. Some key aspects of lean include identifying and eliminating muda (waste), using tools like value stream mapping and standard work, and implementing a culture of continuous improvement through kaizen events and PDCA cycles. The overall goal is to optimize operations and align production with customer demand.
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 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.
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.
This document provides an overview of lean manufacturing principles. It defines lean manufacturing and the lean enterprise as philosophies focused on minimizing waste and meeting customer needs. The key aspects of lean covered include identifying the seven types of waste, implementing 5S techniques, designing cellular manufacturing layouts, using just-in-time processes, and value stream mapping to optimize workflow. The goals of lean are to continuously improve processes, reduce costs and lead times, and increase quality and efficiency.
The document discusses lean manufacturing principles. It provides an overview of the history of lean thinking from Eli Whitney's development of interchangeable parts in the 1850s to the development of the Toyota Production System between 1945-1970. It then summarizes the 14 principles of the Toyota Way which focus on developing a long-term philosophy, creating continuous process flow, respecting partners and driving organizational learning through reflection and kaizen. The group members of the Productivity Improvement Cell are then listed along with brief definitions of lean, waste and an overview of what makes a system lean.
Lean manufacturing aims to maximize customer value and minimize waste. It involves identifying the value stream and eliminating non-value adding activities. The core principles of lean are specifying value from the customer's perspective, establishing a continuous flow of materials, and having production pulled by customer demand rather than being pushed based on forecasts. Implementing lean seeks to reduce costs, shorten lead times, improve quality, and increase flexibility through techniques like just-in-time production and continuous improvement.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
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.
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
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Lean manufacturing aims to eliminate waste by focusing on value-added activities. It was developed based on the Toyota Production System and considers seven types of waste. Key Lean principles include specifying value from the customer perspective, making value flow without interruptions, and continuously improving processes through eliminating waste. Techniques like 5S, standard work, visual management, and value stream mapping are used to implement Lean.
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
The document discusses Lean methodology which focuses on eliminating waste to produce high quality products faster and at lower cost. Lean aims to streamline processes through techniques like single piece flow, just-in-time production, and eliminating non-value added activities to improve throughput, quality, and customer satisfaction. Key aspects of Lean covered include value stream mapping, reducing the seven wastes, line balancing, managing bottlenecks, setup reduction, pull systems, and visual management.
This document provides an overview of lean manufacturing. It defines lean as a systematic approach to identifying and eliminating waste through continuous improvement by flowing product to meet customer pull. The document outlines several lean principles including specifying value from the customer perspective; identifying all value-adding steps; making those steps flow smoothly; producing only to customer orders; and striving for perfection by removing waste. It also defines the seven original "mudas" or wastes as transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The goal of lean is to maximize value flow by eliminating waste, variability, and overburden.
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.
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.
This document discusses the concepts of value, waste, and lean manufacturing. It defines value-added activities as those that directly change a product to meet customer needs, while non-value added activities are necessary but do not increase value. The main types of waste are identified as muda (non-value added work), mura (unevenness), and muri (overburdening work). Specific examples of muda include transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The document emphasizes that eliminating waste through lean principles can improve flow and reduce costs for companies.
This document outlines many of the core components and principles of Lean Management, including analytical tools, value stream analysis, metrics-based process mapping, root cause analysis techniques, waste elimination strategies, standard work, visual management, pull systems, cellular layouts, level loading, work balancing, batch size reduction, setup reduction, cross-training, strategy deployment, key performance indicators, daily kaizen, problem solving processes, gemba walks, and continuous improvement of processes, products and services to deliver value to customers. The overall goal is to eliminate waste and create continuous flow to maximize efficiency, quality and customer value.
The document is a presentation from Operational Excellence Consulting about identifying waste. It discusses various models for classifying types of waste, including the three MUs (muda, mura, muri), the 5Ms + Q + S, and the eight types of waste. It also provides methods for discovering, eliminating, and preventing waste through techniques like value stream mapping and waste-finding checklists. The overall goal is to teach organizations how to identify inefficiencies in their processes and work environments so they can continuously improve operations.
This document provides an overview of continuous improvement strategies like Kaizen, 5S, and the Toyota Production System (TPS). It discusses key aspects of each including:
- The 5 pillars of TPS: JIT, Jidoka, Kaizen, Heijunka, and respect for people.
- Components and benefits of 5S including sort, set in order, shine, standardize, and sustain. 5S aims to create a clean and organized workplace.
- Guidelines for implementing the different elements of 5S like sorting unnecessary items, clearly labeling storage areas, and establishing cleaning procedures and responsibilities.
- Using a PDCA approach for continuous 5S implementation including planning, doing, checking
Value" is any action or process that a customer would be willing to pay for. Lean manufacturing is a management philosophy focused on the reduction of the "seven wastes in" order to improve overall customer value.
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/
The document discusses the concepts of lean thinking and lean manufacturing. It covers the origins of lean in the Japanese automotive industry, the five main principles of lean, the Toyota Production System, the seven wastes, and the 5S methodology. The key aspects are summarized in three sentences.
This graph shows a function that has horizontal asymptotes at y=8 and y=-6. As the x-values increase without bound, the function values approach 8 from below and 6 from above. The function is bounded between these two horizontal lines and exhibits end behavior typical of rational functions.
Lean manufacturing aims to maximize customer value and minimize waste. It involves identifying the value stream and eliminating non-value adding activities. The core principles of lean are specifying value from the customer's perspective, establishing a continuous flow of materials, and having production pulled by customer demand rather than being pushed based on forecasts. Implementing lean seeks to reduce costs, shorten lead times, improve quality, and increase flexibility through techniques like just-in-time production and continuous improvement.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
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.
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
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Lean manufacturing aims to eliminate waste by focusing on value-added activities. It was developed based on the Toyota Production System and considers seven types of waste. Key Lean principles include specifying value from the customer perspective, making value flow without interruptions, and continuously improving processes through eliminating waste. Techniques like 5S, standard work, visual management, and value stream mapping are used to implement Lean.
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
The document discusses Lean methodology which focuses on eliminating waste to produce high quality products faster and at lower cost. Lean aims to streamline processes through techniques like single piece flow, just-in-time production, and eliminating non-value added activities to improve throughput, quality, and customer satisfaction. Key aspects of Lean covered include value stream mapping, reducing the seven wastes, line balancing, managing bottlenecks, setup reduction, pull systems, and visual management.
This document provides an overview of lean manufacturing. It defines lean as a systematic approach to identifying and eliminating waste through continuous improvement by flowing product to meet customer pull. The document outlines several lean principles including specifying value from the customer perspective; identifying all value-adding steps; making those steps flow smoothly; producing only to customer orders; and striving for perfection by removing waste. It also defines the seven original "mudas" or wastes as transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The goal of lean is to maximize value flow by eliminating waste, variability, and overburden.
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.
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.
This document discusses the concepts of value, waste, and lean manufacturing. It defines value-added activities as those that directly change a product to meet customer needs, while non-value added activities are necessary but do not increase value. The main types of waste are identified as muda (non-value added work), mura (unevenness), and muri (overburdening work). Specific examples of muda include transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The document emphasizes that eliminating waste through lean principles can improve flow and reduce costs for companies.
This document outlines many of the core components and principles of Lean Management, including analytical tools, value stream analysis, metrics-based process mapping, root cause analysis techniques, waste elimination strategies, standard work, visual management, pull systems, cellular layouts, level loading, work balancing, batch size reduction, setup reduction, cross-training, strategy deployment, key performance indicators, daily kaizen, problem solving processes, gemba walks, and continuous improvement of processes, products and services to deliver value to customers. The overall goal is to eliminate waste and create continuous flow to maximize efficiency, quality and customer value.
The document is a presentation from Operational Excellence Consulting about identifying waste. It discusses various models for classifying types of waste, including the three MUs (muda, mura, muri), the 5Ms + Q + S, and the eight types of waste. It also provides methods for discovering, eliminating, and preventing waste through techniques like value stream mapping and waste-finding checklists. The overall goal is to teach organizations how to identify inefficiencies in their processes and work environments so they can continuously improve operations.
This document provides an overview of continuous improvement strategies like Kaizen, 5S, and the Toyota Production System (TPS). It discusses key aspects of each including:
- The 5 pillars of TPS: JIT, Jidoka, Kaizen, Heijunka, and respect for people.
- Components and benefits of 5S including sort, set in order, shine, standardize, and sustain. 5S aims to create a clean and organized workplace.
- Guidelines for implementing the different elements of 5S like sorting unnecessary items, clearly labeling storage areas, and establishing cleaning procedures and responsibilities.
- Using a PDCA approach for continuous 5S implementation including planning, doing, checking
Value" is any action or process that a customer would be willing to pay for. Lean manufacturing is a management philosophy focused on the reduction of the "seven wastes in" order to improve overall customer value.
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/
The document discusses the concepts of lean thinking and lean manufacturing. It covers the origins of lean in the Japanese automotive industry, the five main principles of lean, the Toyota Production System, the seven wastes, and the 5S methodology. The key aspects are summarized in three sentences.
This graph shows a function that has horizontal asymptotes at y=8 and y=-6. As the x-values increase without bound, the function values approach 8 from below and 6 from above. The function is bounded between these two horizontal lines and exhibits end behavior typical of rational functions.
The document discusses improving the Wikipedia definition of the term "Stripline" by adding more information. It describes the process taken: 1) Choosing "Stripline" as the term to define since its Wikipedia definition was incomplete, 2) Researching additional information about Stripline from class notes and other sources, 3) Summarizing and selecting what to add to the Wikipedia definition, 4) Registering with and uploading the new text to the Stripline Wikipedia page, and 5) Final review of the improved Stripline definition online.
Open Source Software & Open Standaarden (en hun rol in het onderwijs)Fabrice Mous
Deze presentatie werd gegeven op de Conferentie Onderwijsvernieuwing en ICT te Veldhoven op 15 april 2010. De presentatie gaat in gaat in op de begrippen open source software, open standaarden en interoperabiliteit. Tevens geeft de presentatie enige (politiek) context van deze begrippen binnen de Nederlandse publieke sector. De lezing belicht het belang van open source software voor het onderwijs en het gewenste profiel van de IT-professional. Tevens wordt in deze presentatie ook de karakteristieken van open source software besproken.
The document summarizes technical details about the 2010 Haiti earthquake and subsequent relief efforts. It provides details on the magnitude and location of the earthquake, damage caused, medical and infrastructure challenges, and international aid responses in the initial days and weeks following the disaster. Key facts include over 200,000 deaths, massive destruction of buildings and hospitals, and a large-scale relief effort led by countries, NGOs, and technology/mapping coordination groups to provide medical care, shelter, food and clean water to millions affected.
This document provides an update on the Palm Harbor Manufacturing Division. It summarizes the status of various factories including their locations, production capacities, and current production levels. It also distinguishes between modular and HUD code manufactured homes, and provides market share and production statistics for Palm Harbor Homes and Nationwide Homes. Finally, it outlines some of the uniqueness and marketing support provided by these companies.
Information And Communication Technology ( I C T)Alexius
Dokumen tersebut membahasakan penggunaan Teknologi Informasi dan Komunikasi (TIK) dalam pendidikan, terutamanya dalam proses pengajaran dan pembelajaran secara daring (e-pembelajaran) dan sebagai alat bantu mengajar. TIK dapat memperluas akses informasi dan interaksi serta mendorong pembelajaran mandiri, meskipun masih terdapat tantangan seperti kesenjangan digital dan ketergantungan pada keahlian.
The document provides career statistics for two Indian cricketers, Amarnath and Sardesai, across several categories including matches played, innings, not outs, runs scored, highest score, average, centuries and half-centuries. Amarnath played 69 matches from 1969-1988, scoring 4378 runs at an average of 42.5 with 11 centuries and 24 fifties, while Sardesai played 30 matches from 1961-1972, scoring 2001 runs at an average of 39.23 with 5 centuries and 9 fifties.
Variance and standard deviation are measures of spread used to describe the shape of distributions associated with the mean. While two distributions may have the same mean, their variance and standard deviation can show that they have very different shapes. To calculate variance and standard deviation, you first find the deviation of each value from the mean, square the deviations, and sum them. You then divide the sum by n-1 to get the variance, and take the square root of the variance to find the standard deviation.
The document summarizes the biblical story of Shadrach, Meshach, and Abednego, who refused to worship King Nebuchadnezzar's golden statue and were thrown into a fiery furnace as punishment. However, they were unharmed in the fire and a fourth figure appeared with them. Upon seeing this miracle, the king acknowledged their God as the greatest and that those who trust in him will be protected. The story teaches that true believers see God as higher than any person or thing and are willing to face death for his honor.
The document outlines the rules for a contest covering science, math, and general information categories. It details the breakdown of questions by type and category. Easy questions are worth 2 points, average 3 points, and difficult 5 points. The time limits and scoring procedures are provided. A sample set of questions is then given covering the different subject areas and difficulty levels.
The document discusses various aspects of business finance including sources of funds, uses of funds, balance sheets, profit and loss statements, and corporate actions. It describes the different types of equity, debt, and reserves that make up a company's capital structure. Key points covered include matching long-term investments with long-term funds, calculating ratios like P/E and evaluating costs, profits, and risks.
2009 Church Without Walls: www.uucava.orgJune Herold
The document discusses setting up an online social network for a Unitarian Universalist congregation called UUCA using the Ning platform. It provides an overview of Ning's features and how they can support UU principles of community, social justice, and spiritual growth. It also addresses privacy, safety, and competitive advantages of using Ning over other platforms.
1) O documento discute a crise política, econômica e ética no Brasil e seu impacto na indústria farmacêutica.
2) A indústria farmacêutica enfrenta desafios como queda na demanda, aumento de genéricos e biossimilares, e pressão nos preços devido à crise.
3) No entanto, o marketing farmacêutico ainda pode desempenhar um papel importante ao ajudar as empresas a criar e atender novas demandas dos clientes durante a crise.
The document provides a history of Goldeye Camp, beginning with its origins in 1959 as a recreational camp created by an original committee. It details some of the early struggles with fundraising and staffing the first camp sessions that hosted 23 students. Over time, more funding sources were secured from agricultural cooperatives and the camp expanded its facilities and programming, including becoming a year-round operation and establishing a charitable foundation to issue tax receipts. The camp has seen many facility upgrades, staffing changes, and growth in attendance over the decades.
As a complement to the Lean Leaders Meeting brochure, we\'ve added the Business Development Pack for solution providers to review. Since delegates of the Lean Leaders Meeting are Lean practitioners by invite only, this document gives solution providers the chance to participate in the event through direct partnership with IQPC and Lean Leaders. Visit the website for complete details at www.leaders-in-lean.com.
The document describes how Lean and the EFQM Excellence Model are complementary tools for continuous improvement. It explains that Lean is used to structure improvements identified through EFQM assessments, which provide strategic direction and assess performance gaps. Both approaches are people-centric and focus on long-term, customer-oriented continuous improvement. The EFQM Model addresses leadership, strategy, partnerships and results, while Lean structures how improvements are delivered.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
S A Partners is a long-standing Lean Enterprise consultancy based in Europe. They were originally formed in 1993 to transfer the research of Professor Peter Hines into practical tools and methods for businesses. S A Partners now has three UK offices and forty consultants working with clients globally to apply Lean principles and improve business performance.
S A Partners is a long-standing Lean Enterprise consultancy based in Europe. They were originally formed in 1993 to transfer the research of Professor Peter Hines into practical tools and methods for businesses. S A Partners now has three UK offices and forty consultants working with clients globally to apply Lean principles and improve business performance.
S A Partners is a long-standing Lean Enterprise consultancy based in Europe. They were originally formed in 1993 to transfer the research of Professor Peter Hines into practical tools and methods for businesses. S A Partners now has three UK offices and forty consultants working with clients globally to apply Lean principles and improve business performance.
S A Partners is a long-standing Lean Enterprise consultancy based in Europe. They were originally formed in 1993 to transfer the research of Professor Peter Hines into practical tools and methods for businesses. S A Partners now has three UK offices and forty consultants working with clients globally to apply Lean principles and improve business performance.
Linea Group provides operations excellence consulting, recruiting, and training services to help clients exceed expectations. Services include consulting, training, and recruiting to provide comprehensive expertise in analysis, solution design, implementation, and ensuring improvements are sustained. The company aims to help clients empower winning teams through an integrated approach that avoids gaps and improves quality, motivation, and satisfaction.
Fleming Consulting specializes in developing lean production systems using Toyota Production System principles and methodologies. They offer customized training, implementation, and coaching services to help small and mid-sized organizations define value through the customer's eyes, identify wasteful processes, reduce costs, and sustain improvements. Fleming uses a structured methodology and tools to analyze operations and prioritize opportunities. Their hands-on, interactive approach is designed to both understand a company's value stream and create motivation to implement changes. Clients see sustainable 400% returns on investment by integrating lean principles into strategies and structures to eliminate waste and boost profits.
Business Drivers provides continuous improvement solutions to help organizations reach their full potential. They offer a five step business transformation process to audit systems, create strategic plans, optimize networks, implement lean processes to remove waste, and establish KPIs. Their solutions focus on customer/business solutions, operations/cost control, quality/safety/environmental issues, training, and asset management. Business Drivers aims to drive sustainable improvements through long-term partnerships.
Lean As A Driver For Change And Cost Reduction At Kbc Ict Jan MennensJan Mennens
KBC Bank implemented a large-scale Lean transformation program to drive efficiency and cost reduction. They started by building an internal Lean coaching team and conducting top-down analysis to identify focus areas. Key Lean tools like visual management, daily stand-up meetings, and Kaizen events were deployed across business units. A three-phase implementation approach focused on creating awareness, building understanding, and developing capability. Early results included 12-50% improvement in various processes. Tracking metrics like Lean maturity scores and generated cost savings indicated the program was on track. Lessons learned emphasized Lean as a long-term way of working and the importance of top-down support and bottom-up implementation.
Implementing Business Excellence and Innovation Methods provides a solid understanding of how to implement business excellence and innovation techniques in any organization. Lean Six Sigma Green Belt certification is also offered through this series.
The document describes Phil Williford's Lean Enterprise Operational Excellence Framework. It replaces traditional business "silos" with value streams focused on eliminating waste and creating customer value. Support functions align with value streams. The framework includes visual management, DMAIC problem solving, continuous improvement, standard costing, and operational analytics to measure performance against standards. ERP provides transactional and database support while visual systems manage daily operations. The framework has proven successful across industries and geographies.
i-nexus is a leading provider of business execution software. The document discusses how i-nexus helps companies improve execution through its suite that integrates goal management, program management, and performance management. It provides examples of how i-nexus clients have seen benefits like 5-10% revenue growth and 40% reduced project times. The software allows companies to cascade goals, plan and track actions, and monitor performance to help transform strategies into results.
UHY Advisors provides quality and process improvement consulting services to help clients implement business and quality management systems. Their services include quality management system implementation, environmental management system implementation, process improvement workshops, and special engagements focused on areas like manufacturing optimization, root cause analysis, and lean manufacturing. UHY Advisors has helped over 220 clients achieve their process improvement goals.
This 3-day program is designed to provide field staff with the critical strategic and retail process knowledge to support automotive dealers. The program covers understanding basic accounting principles, dealer financial analysis models, benchmarking, and calculating key dealer performance ratios. Participants will conduct case studies to assess parts, service, new vehicle, and used vehicle performance at a dealership. The goal is to help field staff build meaningful relationships with dealers by providing skills to analyze dealership finances and recommend performance improvements.
14th Annual Asian Lean Six Sigma And Process Improvement SummitSteven Bonacorsi
This document provides an agenda for a two-day Lean Six Sigma and Process Improvement Summit in Singapore on March 19-20, 2013. Day 1 of the conference will feature keynote speeches and panels on strategies for business process improvement. It will also include case studies and sessions on tailoring Lean Six Sigma approaches for different industries, quantifying investments in process improvement, and applying leadership skills for innovation. The agenda outlines three concurrent session streams on benchmarking Lean Six Sigma, developing team skills, and re-innovating processes.
14th Annual Asian Lean Six Sigma And Process Improvement SummitSteven Bonacorsi
This document provides an agenda for a two-day Lean Six Sigma and Process Improvement Summit in Singapore on March 19-20, 2013. Day 1 of the conference will feature keynote speeches and panels on strategies for business process improvement. It will also include case studies and sessions on tailoring Lean Six Sigma approaches for different industries, quantifying investments in process improvement, and applying leadership skills for innovation. The agenda outlines three concurrent session streams on benchmarking Lean Six Sigma, developing team skills, and re-innovating processes.
14th Annual Asian Lean Six Sigma And Process Improvement SummitAsia IQPC
Creating sustainable process excellence across sectors: Increasing profitability, optimising productivity and reducing attrition through effective quality management
Organisations across Asia are continually exploring methods to drive productivity, eliminate waste and accelerate the operational performance of their organisation, in order to benchmark themselves across industries in the market place
The 14th Annual Lean Six Sigma and Process Improvement Summit Asia 2013 will provide real time project examples of how of you can apply Lean Six Sigma and Process Excellence tools to your industry; in order to maximise revenue, streamline your operational process and align these process with your overall business strategy. Through a series of live interviews, round table discussions and dedicated networking, this event will provide key takeaways and explore, the pitfalls and best-practices, across sectors including; Manufacturing, IT, Oil and Gas, Telecoms, Services, Medical Services, Financial, Government and Hospitality.
Lean thinking is based on over two centuries of manufacturing improvement. It aims to improve efficiency by targeting and reducing waste and non-value added activities through identifying value-adding activities from the customer's perspective, categorizing all activities, breaking processes down, and streamlining non-value added activities. The main types of waste are overproduction, waiting time, transport, over-processing, inventory, motion, defects, and unused employee skills. Lean principles focus on specifying value, identifying all process steps, removing barriers to smooth and continuous flow, and continuously improving to achieve perfection.
Lean Business France - Training Module descriptionsPeter Klym
18 individual training module descriptions covering major aspects of Lean Management, including Manufacturing, Supply Chain, Office, Accounting, and Healthcare. And there is even a training offer on SCOR
Le Lean ; Effet de mode ou véritable démarche d'amélioration de la performance
Lean Management
1. Lean Business France
Building the Lean Supply Chain
LEAN MANAGEMENT
Performance, Service... and Team Spirit
Lean Management is a whole lot more than an efficient
set of tools and methods.
» The people and the culture of the company are the
foundations of the success of any Lean transformation,
» The leadership has the responsibility of ensuring that
Lean Management is part of ‘the way we do things
around here’,
» Process-thinking and problem-solving provide the
visible gains,
» Customers and suppliers need to be closely integrated
into Lean operations.
Lean Business France provides consultancy, training and hands-on support to French and international
companies’ leaders, management and their workforces who are enhancing their competitivity through the
implementation of Lean Management principles and techniques.
With over twenty years of experience of developing Lean Management as a business strategy in manufacturing
and administration sectors as well as across the global Supply Chain, we can assist you in accelerating the
rollout of your Lean Supply Chain initiatives through :
- providing an external analysis and diagnostic of the current status and potential gains of your Lean efforts,
- encouraging a structured approach to implementing the cultural and people changes necessary to ensure
that your business improvements endure in time,
- leading workshops and training events, and providing ongoing implementation support,
- working closely with yourselves, your customers, and your suppliers to construct the «Lean Supply Chain».
With international business experience gained across all continents and in various industries and settings, we
have the technical and people skills as well as the cultural and professional background to seamlessly fit into
your operations and change programmes, wherever and whenever you may need us.
Whether
- you plan to drive Lean Management into your overseas operations but are short of competent staff,
- you are looking to better integrate your international customers and suppliers and optimise the
performance of the global supply chain, or
- you simply need a ‘foothold’ in France and Europe to carry out independent supply chain, risk or
quality assessments of your international holdings,
we can provide the necessary competence and service.
2. STRATEGY AND LEADERSHIP
A Lean success story does not happen by itself. it
requires dedicated leadership on the one hand, and a
coherent, aligned strategy on the other.
Lean Business France supports leaders and managers
in adopting a Lean style of management through :
- providing education and coaching to executives
and their management teams, both in the basics of Management Training
Lean Management, and in the managerial approach and Education
that needs to be adopted, Hoshin Kanri
- organising management seminars to plot the Lean Business Planning
journey whilst at the same time building cohesion into
the executive team.
- supporting the development and deployment of
your Lean business strategy through the use of ‘Hoshin
Kanri’ tools and techniques,
- helping define the right metrics, whether it be Programme and
the way you set up your Lean Accounting system, or Project Planning Performance Metrics,
structuring a Balanced Scorecard to ensure that the Balanced Scorecard
right things are measured, and that they are measured
right.
Lean Business France firmly believes that it is
the interaction between evolving Lean leaders
and managers and their skilled and empowered
workforces that is the key to success of any Lean
project or programme, and we have the experience
to ensure that your whole company is moving in the
Individual and Team Project Management
same direction.
Coaching and Support
PROCESS OPTIMISATION AND PROBLEM-SOLVING
A Lean transformation cannot succeed
without a change in management styles and
the implication and motivation of employees.
However, the measurable gains of Lean
Management come from more efficient
processes, or ‘value streams’. Whether in a
manufacturing, administrative or service
environment, the basic approach to Lean
Lean Diagnostic Kaikaku Workshops
improvements is the same : specify value
as defined by the customers, identify and
Takt Cellular
Time Layout PDCA Jidoka document the value stream, eliminate waste
and variation, and make the value flow at the
Preventive
pull of the customer
Visual Standard Batch-size
Management Work Reduction Maintenance Lean Business France can accompany you
in all aspects of the more ‘technical’ side of
Customer
r Quality at Value Stream
5S a Lean Transformation, from the initial Value
Pull / Kanban the source
a Mapping
Stream Mapping analyses through to the use
of Lean and Six Sigma tools and methods
Kaizen / Setup Level
Poke Yoke
Kaikaku Loading Training and Support for to systematically eliminate waste from your
Reduction
Lean and Six Sigma toolsets processes.
Along with our close proximity support to
your management and shopfloor or office
teams, this provide a powerful combination
to drive efficiencies and take time and cost
out of your processes, enabling you to better
provide the value that your customers are
Implementation support and on-the-job training seeking.
3. PEOPLE AND CULTURE
At Lean Business France we
recognise the critical role of
people and culture in the success
of any Lean Management
implementation.
We tend to see these ‘people’
aspects in two ways - not only
from the viewpoint of the
operators or office workers,
Change Planning and Management Training and Education
but also that of the company’s
leaders and managers.
As a consequence, from the
outset we put the emphasis not
only on training, not only on
accompaniment of both teams
and individuals, but also on
establishing clear channels for
communication and dialogue.
Team-Building
The success of your Lean Cultural Change
transformation depends on
all levels of your organisation
working closely together
towards common objectives, and
overcoming the various hurdles
as one team.
Our number one priority is to
begin creating these conditions Problem-Solving Ongoing Advice
from the very first day. Tools and Techniques and Support
SUPPLY CHAIN OPTIMISATION
Your company can be internally as lean as it will ever
be, but you may still not be seeing improved delivery
performance or reduced lead-times and inventories.
Customers and suppliers can have a massive impact
on your internal operations, and it is imperative that
your combined ways of working enhance rather
Defining Customer Value than cancel out the benefits of the internal lean
transformation.
Supply Chain Diagnostic
Driving towards a Lean Supply Chain involves
building strategic business alignment, common and
agreed measures, effective communication, and
a commitment to systematically eliminate waste
with all other supply chain partners, with the goal
of reducing the total cost of providing good and
services for all.
Supply Chain
Risk Assessment Supply Chain Strategy A Lean Supply Chain is configured to anticipate
(SCOR model) the characteristics of the markets and product
demand profiles – and this may require a specific
configuration for particular customers or products.
Both inbound and outbound logistics are prime
areas for the application of Lean Thinking.
Finally a Lean Supply Chain is characterized by a
systematic attention to risk management.
Training and
Consultancy Lean Business France supports you and your supply
Supplier Support chain partners in bringing all of this together.
4. LEAN BUSINESS FRANCE
WHO ARE WE? WHERE ARE WE?
Hi. My name is Peter Klym. I am behind Lean Business France is
Lean Business France, which I set up at situated just outside of
the beginning of this year after 20 or Toulouse, in the south-west
so years of leading Lean improvements region of France.
in the automotive and pharmaceutical
industries. Toulouse has a major
international airport
Lean Management has always with regular flights to
fascinated me, ever since I witnessed the European and worldwide
benefits of the implementation of my destinations, both directly
first ever cell-layout back in my automotive days before the and indirectly via Paris.
word ‘Lean’ had even been invented.
As a result, we can be anywhere in Europe (or elsewhere!)
Since then, I have accompanied numerous Lean first thing in the morning, fresh and ready to get started.
improvements at both the enterprise and supply chain
levels, in administrative and office settings as well as on the And, of course, we are extremely mobile.
factory floor.
In that time, I have grown increasingly sensitive to the FIND OUT MORE
‘people’ aspects of any form of improvement activity,
whether it be called ‘Lean’, ‘reengineering’, or ‘reorganisation’. You can discover more about Lean Business France on our
Time and time again, experience has shown that the distinct English and French language websites.
improvements worth having come from the people who do
the work every day. It doesn’t happen naturally, but with http://international.leanbusiness.fr
a little help and hand-holding, will ‘might oaks from little
acorns grow’!! As a result, when working with Lean Business
France, you will see that the human factor weighs heavily in
http://www.leanbusiness.fr
each of our initiatives. Be sure also to access the English and French language
And who are ‘we’? ‘We’ are a group of like-minded, blogs through the menu items in the top right-hand corners
experienced independent consultants, each developing of each page of the respective sites.
their own businesses as well as collaborating together
wherever the customer or the business need requires it.
You can be sure of is that you will get from Lean Business FRENCH OR ENGLISH?
France the same benefits that you can expect from a
successful Lean implementation:
- top-level performance,
- a commitment to service, and English-born but having lived
- an excellent team spirit. in France for the past 25 years,
I can work just as easily in
We look forward to meeting you. French or in English. Or in both
if the customer insists!!
My Contact Details
The Essentials
peter.klym@leanbusiness.fr
+33 6 84 52 77 70
skype : peter.klym