This document discusses strategies for enhancing global competitiveness using TOC-Lean-Six Sigma techniques. It begins by outlining workshop objectives of creating awareness of changing global market needs and introducing new approaches. It then provides an overview of the Theory of Constraints, focusing on identifying constraints limiting goals and improving the weakest link. Next, it covers Lean techniques for identifying and eliminating waste from business processes to reduce costs. Finally, it emphasizes specifying customer value, removing non-value adding activities, making value flow quickly to customers, and pursuing perfection.
Lean focuses on removing waste and non-value added steps to improve efficiency, cycle time, quality, and inventory management. Six Sigma aims to measure and reduce variation in processes to improve precision and accuracy. While Lean looks at the entire value chain, Six Sigma holds improvement efforts in the hands of a select group of "belted" individuals using statistical methods. Bringing Lean and Six Sigma together as Lean Six Sigma combines their strengths for process optimization.
Lean Fundamentals And Line Design 06 04 01Dan Junkins
This document provides an overview and summary of a Lean Fundamentals seminar presented by the Lean Supplier Association in Austin, Texas. The 3-page summary covers the following key points:
1. It introduces lean thinking principles like eliminating waste, specifying value from the customer perspective, and making products flow without interruption.
2. It describes tools used in lean like value stream mapping, the 5S methodology of sorting, setting in order, shining, standardizing, and sustaining workplace organization.
3. It emphasizes the importance of measurements and metrics in lean to establish baselines, monitor improvements, and ensure goals are being met. A hierarchy of measurements across different organizational levels is recommended.
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.
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.
CPI uses four very important principles for a total improvement to any program/process.
- Lean (Eliminate Waste)
- Six Sigma (Minimize Variation)
- Theory of Constraints (Strengthening Weakest Link)
- Training within Industry (Standard Work)
You can’t just use one……When all four are used together, you can truly see the difference!!!
The document summarizes the Toyota Way, which is built upon two pillars - "Continuous Improvement" and "Respect for People". Management's role is to motivate large numbers of people to work together toward common goals by defining the goals, sharing a path to achieve them, and removing obstacles. Toyota designed quality into every step of their production process with few labor hours through a system involving standardized work, stopping production to fix problems, visual controls, and respect for employees. The success of the Toyota Way comes from balancing an organizational culture that values continuous improvement by people with a technical system focused on efficient "flow".
Lean is a methodology focused on eliminating waste and adding value for the customer. It is based on five principles: identifying value, mapping the value stream, optimizing flow, establishing a pull system, and pursuing perfection. Lean aims to respect people and continuously improve by removing eight types of waste - transportation, inventory, motion, waiting, overproduction, overprocessing, defects, and underutilized skills. Key lean tools include 5S, gemba walks, kaizen blitzes, lead time reduction, one piece flow, charts, value stream maps, and visual controls. Accountants can help organizations implement lean through supporting teams, problem-solving, and creating an environment for continuous improvement.
Lean focuses on removing waste and non-value added steps to improve efficiency, cycle time, quality, and inventory management. Six Sigma aims to measure and reduce variation in processes to improve precision and accuracy. While Lean looks at the entire value chain, Six Sigma holds improvement efforts in the hands of a select group of "belted" individuals using statistical methods. Bringing Lean and Six Sigma together as Lean Six Sigma combines their strengths for process optimization.
Lean Fundamentals And Line Design 06 04 01Dan Junkins
This document provides an overview and summary of a Lean Fundamentals seminar presented by the Lean Supplier Association in Austin, Texas. The 3-page summary covers the following key points:
1. It introduces lean thinking principles like eliminating waste, specifying value from the customer perspective, and making products flow without interruption.
2. It describes tools used in lean like value stream mapping, the 5S methodology of sorting, setting in order, shining, standardizing, and sustaining workplace organization.
3. It emphasizes the importance of measurements and metrics in lean to establish baselines, monitor improvements, and ensure goals are being met. A hierarchy of measurements across different organizational levels is recommended.
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.
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.
CPI uses four very important principles for a total improvement to any program/process.
- Lean (Eliminate Waste)
- Six Sigma (Minimize Variation)
- Theory of Constraints (Strengthening Weakest Link)
- Training within Industry (Standard Work)
You can’t just use one……When all four are used together, you can truly see the difference!!!
The document summarizes the Toyota Way, which is built upon two pillars - "Continuous Improvement" and "Respect for People". Management's role is to motivate large numbers of people to work together toward common goals by defining the goals, sharing a path to achieve them, and removing obstacles. Toyota designed quality into every step of their production process with few labor hours through a system involving standardized work, stopping production to fix problems, visual controls, and respect for employees. The success of the Toyota Way comes from balancing an organizational culture that values continuous improvement by people with a technical system focused on efficient "flow".
Lean is a methodology focused on eliminating waste and adding value for the customer. It is based on five principles: identifying value, mapping the value stream, optimizing flow, establishing a pull system, and pursuing perfection. Lean aims to respect people and continuously improve by removing eight types of waste - transportation, inventory, motion, waiting, overproduction, overprocessing, defects, and underutilized skills. Key lean tools include 5S, gemba walks, kaizen blitzes, lead time reduction, one piece flow, charts, value stream maps, and visual controls. Accountants can help organizations implement lean through supporting teams, problem-solving, and creating an environment for continuous improvement.
The document discusses policy deployment as a process for aligning strategy execution across an organization. It begins by explaining the importance of strategy and outlines the policy deployment process. This includes developing objectives at each level of the organization from corporate down to individual employee objectives. Projects are then selected and prioritized to achieve the objectives. Progress is monitored using metrics in a policy deployment matrix to ensure the strategy is executed successfully.
This document provides an overview of Lean and Kaizen concepts and tools for process improvement. It discusses key Lean principles like eliminating waste, continuous flow and pull systems, visual management, and standardizing work. The document emphasizes that the primary goals of Lean are to maximize value added work and human development by empowering employees and changing management styles.
Chase Sowden, Barcoding’s supply chain architect, leads a workshop that focuses on eliminating waste from business operations. Sowden explains why determining customers’ requirements, obtaining organization-wide buy-in, examining each process, identifying a problem, and looking for a solution will help companies improve their daily processes.
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
How To Develop Value Propositions, for CIOsWalter Adamson
CIO Business Innovation Series. Paul DiModica, author of the book “Sell Technology: Technology Sales Is a Premeditated Sport”, talks about technology salesmen:
Q: What are the top mistakes people make when selling technology? Well, first of all, most of them come to sell instead of listen. They're not prepared, and they tend to shoot from the hip. Secondly, they don't know what they're selling.
Q: They don't understand their product? No, it's deeper than that. They don't understand the value of what they're selling and, consequently, can't explain its value. And thirdly, they sell technology instead of a solution.
If your IT leadership team is having the same problems, then you are not alone.
Learn how to solve the problem.
The document provides an overview of lean principles and quality control tools. It discusses lean as a philosophy focused on eliminating waste through continuous improvement. The key lean principles are specified as: specify value, identify the value stream and eliminate waste, make value flow, implement pull, and continuously improve. Quality control tools covered include check sheets, Pareto analysis, histograms, cause-and-effect diagrams, and brainstorming. 5S methodology and its five disciplines are also explained as a tool to maintain an efficient workplace.
The document provides an overview of operations management concepts including:
1) It defines operations management as managing the processes that transform inputs into outputs in the form of goods and services.
2) It discusses the differences between goods and services, noting services are intangible, produced and consumed simultaneously, and have inconsistent quality definitions.
3) It outlines 10 critical decision areas operations managers must address such as design, quality management, and supply chain management.
The document discusses lean transformation and provides guidance on implementing lean principles at the enterprise level. It begins with the origins and basis of lean thinking. It then outlines lean principles and challenges of implementation. The remainder of the document provides examples and templates for developing an enterprise-level roadmap, assessing lean progress, and implementing specific lean initiatives and principles throughout the organization.
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
»
»
»
»
»
»
BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
The document discusses how Toyota adopted lean principles in response to a crisis in the 1950s when it ran out of cash and fell under the control of bankers. Lean thinking was born out of Toyota's need to free up scarce cash, reduce costs, and enhance quality with little time. The document then discusses how lean principles have been applied successfully in other industries like software development to significantly reduce defects, effort, and duration of projects. It emphasizes that lean requires engaging people in problem solving and defining value from the customer's perspective to eliminate waste.
This document discusses creating a performance culture within an organization. It defines a performance culture as having four key aspects: performance, people, purpose, and predictability. A performance culture is measured based on these four areas. It emphasizes that behaviors determine results and culture, and that in order to change culture and results, behaviors must change. Implementing best practices and measuring KPIs are not enough - an organization must focus on measuring and changing behaviors to develop a sustainable performance culture with improved long-term results.
This document discusses benchmarking, which is defined as a continuous process of evaluating organizations recognized as best practices to identify areas for improvement. It explains that benchmarking involves measuring performance against leaders in specific areas, called critical success factors (CSFs), to find new ideas to address problems. The document provides examples of benchmarks and outlines Xerox's 10 questions for determining the most important CSFs to benchmark, such as customer satisfaction, costs, and functions with the most room for improvement.
This document discusses implementing a holistic lean system thinking approach to improve business profitability. It begins by outlining typical challenges small and medium enterprises face with stagnating sales growth and fluctuating profits. It then discusses how changes in the external environment and internal organizational issues can contribute to these problems. The document proposes applying lean system thinking as a solution, which involves eliminating waste throughout business processes. Examples of waste in operations are provided, as well as typical lean tools and techniques. Case studies demonstrate how lean system thinking has helped other organizations improve turnover, reduce costs, and increase profits. The document concludes by addressing common misconceptions about lean and reasons some organizations struggle with implementing it.
Lean six sigma - Waste elimination (Yellow Belt)Abhay Yadav
Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda): defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra-processing
The document discusses creating an "innovation assembly line" within an organization to drive continuous cycles of innovative ideas for long-term survival. It describes the key constituents of an innovation assembly line as resources, processes, values, and managing these constituents. It provides models for institutionalizing the innovation process, such as learning from lead users and knowledge brokering, and discusses idea filtering and creating new market spaces.
The document provides an overview of AFSO21 (Air Force Strategic Operations for the 21st Century), which is the Air Force's methodology for continuous process improvement using lean principles. It discusses the history and principles of lean, defines waste, and explains tools like standard work, 6S, and problem solving. It also gives examples of process mapping and describes what an AFSO21 process improvement event would entail. The goal of AFSO21 is to eliminate waste, reduce costs and response times, and improve productivity across the Air Force.
The document discusses the principles of the Lean Startup methodology. It defines a startup as an experiment to deliver a new product or service under conditions of uncertainty. Rather than following a traditional product development process, the Lean Startup approach advocates for building a minimum viable product and using continuous deployment and A/B testing to rapidly validate hypotheses and learn from customers. Key principles include minimizing the time to validate learning through the build-measure-learn loop and using metrics that are actionable, accessible and auditable.
Eric Ries - The Lean Startup - Google Tech TalkEric Ries
This document discusses Lean Startup principles including validated learning, building-measuring-learning quickly through iterations, and innovation accounting. It emphasizes that entrepreneurship is management, startups are experiments, and most successful startups pivot their vision based on customer feedback. The Lean Startup methodology advocates for developing minimum viable products and continuously deploying, measuring and improving through techniques like A/B testing to rapidly learn what customers want.
This document provides an overview of key supply chain strategy concepts. It defines supply chain management and describes the objectives of measuring supply chain performance. It discusses push and pull strategies and the bullwhip effect. The document also covers outsourcing, global sourcing, value density, and mass customization as important supply chain strategies. A number of formulas for measuring supply chain performance are presented along with examples. Finally, the document ends with a question bowl to test the reader's understanding of these supply chain concepts.
2010 04 23 Startup Lessons Learned conference welcome slides by Eric Ries #sl...Eric Ries
The document introduces some key concepts of lean startups and entrepreneurship:
- A startup is an organization designed to deliver a new product or service under conditions of extreme uncertainty. The goal is to create an institution, not just a product.
- In a startup, the traditional definition of value as delivering products/services doesn't apply since the product and customers are unknown. For startups, value is validated learning about customers.
- Lean startups aim to minimize the total time in the build-measure-learn feedback loop to progress quickly. This involves techniques like continuous integration, minimum viable products, and customer development.
- Some common myths about lean startups are debunked, such as that
The document discusses policy deployment as a process for aligning strategy execution across an organization. It begins by explaining the importance of strategy and outlines the policy deployment process. This includes developing objectives at each level of the organization from corporate down to individual employee objectives. Projects are then selected and prioritized to achieve the objectives. Progress is monitored using metrics in a policy deployment matrix to ensure the strategy is executed successfully.
This document provides an overview of Lean and Kaizen concepts and tools for process improvement. It discusses key Lean principles like eliminating waste, continuous flow and pull systems, visual management, and standardizing work. The document emphasizes that the primary goals of Lean are to maximize value added work and human development by empowering employees and changing management styles.
Chase Sowden, Barcoding’s supply chain architect, leads a workshop that focuses on eliminating waste from business operations. Sowden explains why determining customers’ requirements, obtaining organization-wide buy-in, examining each process, identifying a problem, and looking for a solution will help companies improve their daily processes.
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
How To Develop Value Propositions, for CIOsWalter Adamson
CIO Business Innovation Series. Paul DiModica, author of the book “Sell Technology: Technology Sales Is a Premeditated Sport”, talks about technology salesmen:
Q: What are the top mistakes people make when selling technology? Well, first of all, most of them come to sell instead of listen. They're not prepared, and they tend to shoot from the hip. Secondly, they don't know what they're selling.
Q: They don't understand their product? No, it's deeper than that. They don't understand the value of what they're selling and, consequently, can't explain its value. And thirdly, they sell technology instead of a solution.
If your IT leadership team is having the same problems, then you are not alone.
Learn how to solve the problem.
The document provides an overview of lean principles and quality control tools. It discusses lean as a philosophy focused on eliminating waste through continuous improvement. The key lean principles are specified as: specify value, identify the value stream and eliminate waste, make value flow, implement pull, and continuously improve. Quality control tools covered include check sheets, Pareto analysis, histograms, cause-and-effect diagrams, and brainstorming. 5S methodology and its five disciplines are also explained as a tool to maintain an efficient workplace.
The document provides an overview of operations management concepts including:
1) It defines operations management as managing the processes that transform inputs into outputs in the form of goods and services.
2) It discusses the differences between goods and services, noting services are intangible, produced and consumed simultaneously, and have inconsistent quality definitions.
3) It outlines 10 critical decision areas operations managers must address such as design, quality management, and supply chain management.
The document discusses lean transformation and provides guidance on implementing lean principles at the enterprise level. It begins with the origins and basis of lean thinking. It then outlines lean principles and challenges of implementation. The remainder of the document provides examples and templates for developing an enterprise-level roadmap, assessing lean progress, and implementing specific lean initiatives and principles throughout the organization.
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
»
»
»
»
»
»
BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
The document discusses how Toyota adopted lean principles in response to a crisis in the 1950s when it ran out of cash and fell under the control of bankers. Lean thinking was born out of Toyota's need to free up scarce cash, reduce costs, and enhance quality with little time. The document then discusses how lean principles have been applied successfully in other industries like software development to significantly reduce defects, effort, and duration of projects. It emphasizes that lean requires engaging people in problem solving and defining value from the customer's perspective to eliminate waste.
This document discusses creating a performance culture within an organization. It defines a performance culture as having four key aspects: performance, people, purpose, and predictability. A performance culture is measured based on these four areas. It emphasizes that behaviors determine results and culture, and that in order to change culture and results, behaviors must change. Implementing best practices and measuring KPIs are not enough - an organization must focus on measuring and changing behaviors to develop a sustainable performance culture with improved long-term results.
This document discusses benchmarking, which is defined as a continuous process of evaluating organizations recognized as best practices to identify areas for improvement. It explains that benchmarking involves measuring performance against leaders in specific areas, called critical success factors (CSFs), to find new ideas to address problems. The document provides examples of benchmarks and outlines Xerox's 10 questions for determining the most important CSFs to benchmark, such as customer satisfaction, costs, and functions with the most room for improvement.
This document discusses implementing a holistic lean system thinking approach to improve business profitability. It begins by outlining typical challenges small and medium enterprises face with stagnating sales growth and fluctuating profits. It then discusses how changes in the external environment and internal organizational issues can contribute to these problems. The document proposes applying lean system thinking as a solution, which involves eliminating waste throughout business processes. Examples of waste in operations are provided, as well as typical lean tools and techniques. Case studies demonstrate how lean system thinking has helped other organizations improve turnover, reduce costs, and increase profits. The document concludes by addressing common misconceptions about lean and reasons some organizations struggle with implementing it.
Lean six sigma - Waste elimination (Yellow Belt)Abhay Yadav
Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda): defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra-processing
The document discusses creating an "innovation assembly line" within an organization to drive continuous cycles of innovative ideas for long-term survival. It describes the key constituents of an innovation assembly line as resources, processes, values, and managing these constituents. It provides models for institutionalizing the innovation process, such as learning from lead users and knowledge brokering, and discusses idea filtering and creating new market spaces.
The document provides an overview of AFSO21 (Air Force Strategic Operations for the 21st Century), which is the Air Force's methodology for continuous process improvement using lean principles. It discusses the history and principles of lean, defines waste, and explains tools like standard work, 6S, and problem solving. It also gives examples of process mapping and describes what an AFSO21 process improvement event would entail. The goal of AFSO21 is to eliminate waste, reduce costs and response times, and improve productivity across the Air Force.
The document discusses the principles of the Lean Startup methodology. It defines a startup as an experiment to deliver a new product or service under conditions of uncertainty. Rather than following a traditional product development process, the Lean Startup approach advocates for building a minimum viable product and using continuous deployment and A/B testing to rapidly validate hypotheses and learn from customers. Key principles include minimizing the time to validate learning through the build-measure-learn loop and using metrics that are actionable, accessible and auditable.
Eric Ries - The Lean Startup - Google Tech TalkEric Ries
This document discusses Lean Startup principles including validated learning, building-measuring-learning quickly through iterations, and innovation accounting. It emphasizes that entrepreneurship is management, startups are experiments, and most successful startups pivot their vision based on customer feedback. The Lean Startup methodology advocates for developing minimum viable products and continuously deploying, measuring and improving through techniques like A/B testing to rapidly learn what customers want.
This document provides an overview of key supply chain strategy concepts. It defines supply chain management and describes the objectives of measuring supply chain performance. It discusses push and pull strategies and the bullwhip effect. The document also covers outsourcing, global sourcing, value density, and mass customization as important supply chain strategies. A number of formulas for measuring supply chain performance are presented along with examples. Finally, the document ends with a question bowl to test the reader's understanding of these supply chain concepts.
2010 04 23 Startup Lessons Learned conference welcome slides by Eric Ries #sl...Eric Ries
The document introduces some key concepts of lean startups and entrepreneurship:
- A startup is an organization designed to deliver a new product or service under conditions of extreme uncertainty. The goal is to create an institution, not just a product.
- In a startup, the traditional definition of value as delivering products/services doesn't apply since the product and customers are unknown. For startups, value is validated learning about customers.
- Lean startups aim to minimize the total time in the build-measure-learn feedback loop to progress quickly. This involves techniques like continuous integration, minimum viable products, and customer development.
- Some common myths about lean startups are debunked, such as that
Implementing ELDs or Electronic Logging Devices is slowly but surely becoming the norm in fleet management. Why? Well, integrating ELDs and associated connected vehicle solutions like fleet tracking devices lets businesses and their in-house fleet managers reap several benefits. Check out the post below to learn more.
Expanding Access to Affordable At-Home EV Charging by Vanessa WarheitForth
Vanessa Warheit, Co-Founder of EV Charging for All, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
Welcome to ASP Cranes, your trusted partner for crane solutions in Raipur, Chhattisgarh! With years of experience and a commitment to excellence, we offer a comprehensive range of crane services tailored to meet your lifting and material handling needs.
At ASP Cranes, we understand the importance of reliable and efficient crane operations in various industries, from construction and manufacturing to logistics and infrastructure development. That's why we strive to deliver top-notch solutions that enhance productivity, safety, and cost-effectiveness for our clients.
Our services include:
Crane Rental: Whether you need a crawler crane for heavy lifting or a hydraulic crane for versatile operations, we have a diverse fleet of well-maintained cranes available for rent. Our rental options are flexible and can be customized to suit your project requirements.
Crane Sales: Looking to invest in a crane for your business? We offer a wide selection of new and used cranes from leading manufacturers, ensuring you find the perfect equipment to match your needs and budget.
Crane Maintenance and Repair: To ensure optimal performance and safety, regular maintenance and timely repairs are essential for cranes. Our team of skilled technicians provides comprehensive maintenance and repair services to keep your equipment running smoothly and minimize downtime.
Crane Operator Training: Proper training is crucial for safe and efficient crane operation. We offer specialized training programs conducted by certified instructors to equip operators with the skills and knowledge they need to handle cranes effectively.
Custom Solutions: We understand that every project is unique, which is why we offer custom crane solutions tailored to your specific requirements. Whether you need modifications, attachments, or specialized equipment, we can design and implement solutions that meet your needs.
At ASP Cranes, customer satisfaction is our top priority. We are dedicated to delivering reliable, cost-effective, and innovative crane solutions that exceed expectations. Contact us today to learn more about our services and how we can support your project in Raipur, Chhattisgarh, and beyond. Let ASP Cranes be your trusted partner for all your crane needs!
What Could Be Behind Your Mercedes Sprinter's Power Loss on Uphill RoadsSprinter Gurus
Unlock the secrets behind your Mercedes Sprinter's uphill power loss with our comprehensive presentation. From fuel filter blockages to turbocharger troubles, we uncover the culprits and empower you to reclaim your vehicle's peak performance. Conquer every ascent with confidence and ensure a thrilling journey every time.
EV Charging at MFH Properties by Whitaker JamiesonForth
Whitaker Jamieson, Senior Specialist at Forth, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
Ever been troubled by the blinking sign and didn’t know what to do?
Here’s a handy guide to dashboard symbols so that you’ll never be confused again!
Save them for later and save the trouble!
Understanding Catalytic Converter Theft:
What is a Catalytic Converter?: Learn about the function of catalytic converters in vehicles and why they are targeted by thieves.
Why are They Stolen?: Discover the valuable metals inside catalytic converters (such as platinum, palladium, and rhodium) that make them attractive to criminals.
Steps to Prevent Catalytic Converter Theft:
Parking Strategies: Tips on where and how to park your vehicle to reduce the risk of theft, such as parking in well-lit areas or secure garages.
Protective Devices: Overview of various anti-theft devices available, including catalytic converter locks, shields, and alarms.
Etching and Marking: The benefits of etching your vehicle’s VIN on the catalytic converter or using a catalytic converter marking kit to make it traceable and less appealing to thieves.
Surveillance and Monitoring: Recommendations for using security cameras and motion-sensor lights to deter thieves.
Statistics and Insights:
Theft Rates by Borough: Analysis of data to determine which borough in NYC experiences the highest rate of catalytic converter thefts.
Recent Trends: Current trends and patterns in catalytic converter thefts to help you stay aware of emerging hotspots and tactics used by thieves.
Benefits of This Presentation:
Awareness: Increase your awareness about catalytic converter theft and its impact on vehicle owners.
Practical Tips: Gain actionable insights and tips to effectively prevent catalytic converter theft.
Local Insights: Understand the specific risks in different NYC boroughs, helping you take targeted preventive measures.
This presentation aims to equip you with the knowledge and tools needed to protect your vehicle from catalytic converter theft, ensuring you are prepared and proactive in safeguarding your property.
2. Workshop Objectives
Create awareness of changing needs of global market
Introduce the new approach to enhance Global competitiveness
Provide effective technique to select Competitiveness
Improvement Projects
Develop knowledge and skill to manage Cost Reduction, Quality
Improvement Projects based on TLS (TOC-Lean-Six Sigma)
Techniques
6. Case Study: Growth of Steel industry
India: 1.0 Million Ton
China: 0.5 Million Ton
1950: Steel production
- India: 1.0 Million Ton
- China: 0.5 Million Ton
2008: Steel production
- India: 55.1 Million Tons
- China: 502 Million Ton
10. Quality
Speed of delivery
Experiences of customer
(during all transactions)
Cost
Yardsticks to measure
Global Competitiveness?
11. The challenges before Management?
Improve QUALITY
Accelerate Speed
(Reduce Lead Time )
Enhance Customer Value
Reduce COST
12. What are the products made by your
Co.?
How competitive are your products in
Global market?
What’s your market share in Domestic &
Global market”
Can you remain globally competitive with
the current way of business
management?
What’s Global Competitiveness of your
Company’s Products?
13. Does your business suffers from . .
Higher cost compared to competitors
Poor on-time delivery performance
Long production lead-times
High WIP and/or finished goods inventory
Poor cash flow
High overtime
Lots of expediting and rescheduling
Customer complaints
Reluctance to take on new business
. . . then chances are good that your organization's constraint is the way that production (or
a production-like operation) is managed. If this is the case, then you will benefit from
investigating and implementing a constraint-based method of production management.
Assess the current status of your Co!
14. A problem cannot be solved
with the same consciousness
that created it.
- Albert Einstein
How to meet the Business Challenges?
16. What is The Theory of Constraints?
Developed by a Physicist
Eliyahu Goldratt
TOC is:
Thinking Tool
Not a set of solutions
Focus for Change
Whole systems approach
Simple common sense steps
17. Theory of Constraints
“The core idea in the Theory of Constraints
is that every real system such as a profit-making
enterprise must have at least one constraint”.
18. What is TOC?
“There really is no choice in the matter.
Either you manage constraints or they
manage you. The constraints will
determine the output of the system
whether they are acknowledged and
managed or not”
19. How does TOC help companies?
Focusing improvement efforts where they will have
the greatest immediate impact on the bottom line.
Providing a reliable process that insures Follow
Through!
20. Finding the Focal Point
Before a company can properly
focus, one necessary condition is
that they answer the following
question:
What is the Goal of a Business
Enterprise?
22. Measuring Progress
Once the Goal is identified, one necessary condition to
success in achieving the goal is to identify which
measurements will be used to judge progress.
23. What measurements should we use?
Conventional Wisdom
Net profit?
Efficiency?
Utilization?
Return on Investment?
Cash Flow?
“Are you using the right measurements?”
25. Throughput (“T”)
The rate at which the system generates money through
sales. (Or, the money coming into the organization.)
Building inventory is not throughput
Only $ generated by the system get counted; e.g., raw
materials and purchased parts are not throughput.
T = Selling Price - Materials
26. Inventory (“I”)
All the money the system has invested in purchasing
things which it intends to sell.
Inventory is a liability (not an asset)
Raw materials, work in process, finished goods and
scrap are “I”
27. Operating Expense (“OE”)
All the money the system spends in order to turn
inventory into throughput.
All employee time is “OE” (direct, indirect,
operating, etc.)
Depreciation of a machine is “OE”
Operating supplies are “OE”
28. Where should we focus?
Decreasing Operating Expense?
Decreasing Inventory, or
Increasing Throughput ?
30. Chain Analogy
Marketing Bidding Purchasing Production Finishing Shipping
A company can be compared to a chain. The businesses
activities are a “chain” of dependent events.
For example; we don’t ship parts until they are packaged,
and we don’t package parts until they are manufactured,
etc.
31. Chain Analogy (continued)
Conventional Wisdom believes that…
Improvement of any link is an improvement to the chain.
Organizational improvement is the sum of the local
improvements.
Primary Measurement: Link Weight
Result: Every link wants/needs more resources all the time
32. Chain Analogy (continued)
Throughput Wisdom Approach believes that…
Most of the improvements of most links do not improve
the the chain.
Organizational improvement is NOT the sum of the local
improvements.
Primary Measurement: Chain Strength
Result: Resources are channeled to the weakest link
33. Chain Analogy (continued)
Marketing Bidding Purchasing Production Finishing Shipping
“Think Holistically. Take only those specific actions
that will strengthen the chain.”
Focus scarce resources on the constraint
Management & Resources
34. The “Conventional Wisdom” The “Throughput Wisdom”
Prime measurement:
Link Weight
Any improvement of any link is
an improvement of the chain.
Organizational improvement =
sum of local improvements.
Prime measurement:
Chain Strength
Most improvements of most links
do not improve the chain.
Organizational improvement =
improvement in the constraint(s).
Conventional World vrs.
Throughput World
35. The “Conventional Wisdom” The “Throughput Wisdom”
Decreasing “OE” is definitely
#1 because we have relatively
high control of our expenses.
Increasing “T” is
unquestionable #1 because
it has the greatest potential
impact on the bottom line
Where should we focus?
36. Shifting Paradigms
New Priority
# 1: Increase T
# 2: Decrease I
# 3: Decrease OE
Throughput World
Current Priority
# 1: Decrease OE
# 2: Decrease I
# 3: Increase T
Conventional World
37. TOC Question...
How do you manage a company in a world
where increasing Throughput is the #1
priority, reducing Inventory is #2, and
reducing Operating Expense is a tactic
only after serious efforts at #1 and #2?
39. TOC Summary: Focus
A company must first know its Goal
Then it must identify the thing(s),
the constraint(s), that are limiting
the level of achievement of that
Goal.
40. TOC Summary: Follow Through
The Process of On Going Improvement
Identify the Constraint
Find out the Root cause of Constraint
Develop Solutions to eliminate the cause
Implement the solution
Resolve the constraint
42. What makes your products Costlier?
A B
Profit Margins
Who Controls the
Selling Price?
Company A : 5%
Company B : 10%
Selling Price
43. What do we do in our processes?
Marketing Bidding Purchasing Production Finishing Shipping
In any business activity at any
moment of time, either we are adding
Value or creating Waste
44. What makes Your Products Costlier?
Cp Cp
P
P
Profit
= Cost of Product + Cost of Waste
Ex-factory
Cost
makes the
Products Costlier?
Cw
Cw
Selling Price
Ex-Factory
Cost
Ex-Factory
Cost
45. How to increase the Profit?
C/o
Waste
Waste
P
Cost
of
Product
Waste
P
Cost
of
Product
W
Selling
Price
53. In each operation we either Add Value or..
Value
2.Machines
Value:a capability provided to a customer at the right time at
an appropriate price, as defined in each case by the customer
1. Materials
Products
54. add value or Generate WASTE
Waste
2.Machines
“Muda”: Any business activity that absorbs resources, but adds no value
1. Materials
Products
1. Over production
2. Inventory
3. Defects/rejection/rework
4. Waiting
5. Inappropriate Processing
6. Unnecessary Motions
7. Transporting
8. Untapped human Potential
55. Where do you add Value?
1.Retention
2.Transportation
3.Processing
4.Inspection
1. Materials
Products
2. Machines
3. Men
56. Waste (“muda” in Japanese) is
‘anything other than the minimum
amount of equipment, materials,
parts, space, and worker’s time,
which are absolutely essential to
add value to the product.’
- Shoichiro Toyoda
Founder, Toyota
What is Muda (Waste)?
57. 1. Waste of Overproduction
Producing more than
requirement, before time
or faster
Produced to compensate
loss in production due to
absenteeism, equipment
break down, higher
rejection rate,
inconsistency in operation
Instead of eliminating the
root cause companies go
for overproduction
58. 2. Waste of Inventory
More than the required stock of
finished product, work-in process
and raw materials do not add
any value
They add cost of operation by
blocking more money, increased
requirement of transportation,
storage and handling
59. 3. Waste of Defects
Defects or rejects interrupt
production and require expensive
rework
Rejects have to be scrapped
Defective products may damage the
tools and jigs installed on machines
60. 4. Waste of Waiting
Muda of waiting occurs when the
hands of the operator are idle
Operator’s work is put on hold because
of line imbalances, lack of parts, or
machine downtime or operator
monitoring the machine when machine
is adding value to the job
61. 5. Waste of Processing
Sometimes inadequate technology or design leads to
muda in processing
Unproductive striking of the the press, de-burring of the
product, machine idling cause muda
62. 6. Waste of Motion
Any motion of a person’s
body not directly related
to adding value is non
productive
Any action such as lifting
or carrying a heavy
object, should be avoided
63. 7. Waste of Transport
Transport is an essential part of operations, but
moving materials and products add no value
Any process physically distant from main line adds
muda of transport
Use of conveyors, fork lifts, trucks and other transport
system has to be minimized
64. 8.Waste of Untapped Human Potential
The purpose of efficient system is
“to create thinking people” but most
organizations don’t use thinking
power
No involvement in decision making
Not utilizing experience of people
for improvement
Example : Not using creative brain
power of employees, not listening,
thinking that only managers have
idea worth pursuing
65. Wastes appear in the following forms:
Defective materials
Wasted materials
Excess consumption
Unwanted inventory
Demurrage
Downtime of machines
Unutilized capacity
Productivity Loss
Waiting time
Yield loss
Re-work
Defective products/scrap
Downgraded products
Un-recovered bye- products
Returned Material
Warranty Claims
Complaints
Cancelled orders
Excess transportation cost
Delayed delivery
………………………….
66. Production Process Waste
Waste Category Production Process Waste Example
Overproduction Early delivery, producing more than demand, producing without
order
Inventory Unsold items, High inventory, Excess safety stock
Defect Scrap, Rework, Defective items, Nonconforming actions, errors
Waiting Idle operators, Slow speed, Late delivery, Excessive queue,
Machine down, Material not available
Inappropriate
processing
Un necessary steps in process, number of approvals, making
mandatory non value adding reports
Excess Motion Too much worker movement,Walking to/from copier, central filing,
fax machine ,Bending, excessive walking
Transportation Multiple handling, Fork lifts, Conveyors
67. Office Process Waste
Waste Examples
1. Over
production
Processing of non-priority purchase requests Causes long
lead times, downstream shortages
2. Waiting Paper not reached, Machine busy, Person not available
3.Transportation Transport of files, documents, equipment etc.
4.Over
processing
Doing more work than necessary: You don’t know what
customer wants, Allowing the NVA work to creep in process
5.Inventory physical pile of forms, pending e-mails, caller on hold, people
standing in line
6. Motion Too much worker movement, Poor office layout,
Ergonomically wrong designed furniture
7.Defects Missing information, Missing deadlines, Operator given
incorrect version of documents
8. Untapped
human potential
No suggestion system. No encouragement for innovation and
improvement
68. Exercise: Identify waste
You have been hired by a Tea
Stall to eliminate waste from their
business processes. As per the
customers complaints, they have
to wait for 15 minutes to get Tea,
whereas in competing Tea Stall it
is delivered in five minutes. Shop
owners is having relatively lower
profit margin also.
Draw a process map from order
taking to delivery of tea and
identify the types of waste
generated in the processes
69. Cost of Waste : Sigma level & Competitiveness
Sigma
Level
Defect Rate
PPM
Cost of
WASTE
(of Turnover)
Competitiveness
6 3.4 < 10%
5 233 10 - 15%
4 6210 15 - 20%
3 66807 20 - 30%
2 308537 30 - 40%
1 690000 > 40%
Industry
Average
Non
Competitive
World Class
15 - 30%
71. How to improve
Business Performance- the Lean way?
Specify value from the standpoint of
customer (do they want goods and
services or an effective solution to
their problem?)
Identify the value stream for each
product and remove wasted activities
Make the value flow towards the
customer as quickly as possible
Only at the pull of the customer
Pursue perfection in the above four
steps
73. Case Study
Nippon Autocomp Ltd
The CEO of company called all managers,
analyzed the situation and observed that there
has been 25% drop in business during last year
and 21% and 18 % in preceding two years.
Nippon Autocomp Ltd (NAL) is a producer of Fuel Tank
Brackets for leading automobile manufacturers.
It is operating since 1980, obtained ISO 9001 certificate in year
2002 & commanded a good market share till year 2005. With
the entry of global players in Indian market, since last few
years NAL started loosing business due to tough competition.
74. NAL: Reasons for Business drop
The CEO of company appointed a committee of HODs to find out the reasons of
business decline and to select an appropriate Improvement Methodology to
enhance the performance in a period of six months
The committee gone through records of last 3 years, interacted with clients, and
all concerned persons and arrived to a conclusion that NAL’s business declined
mainly due to two reasons:
-Higher cost of production & Longer lead time
The quality of NAL products were acceptable to customers but it’s prices were
5 – 7 % higher than competitors.The customers demand a lead time of 10 days,
whereas current lead time of NAL is 30 days
Committee decided to go for Radical Cost Reduction Intervention
Now your group has been selected as Consulting Team to facilitate
Performance Improvement in NAL, with clear objective; to reduce cost & lead
time within six months
•How would you make it happen?
75. NAL: Process Information
Customer demand: 265 Brackets/day.
Ex factory Price of Bracket : Rs.3000 per piece
Plant operation 5 days/week, 8 Hrs/day, 50 weeks/yr
Main Raw Material (for one Bracket): Steel plate ( 6mm
ThickX500mmX1000 mm) Weight: 30Kg, Cost Rs.900
Process yield: Stamping- 95%, Welding- 90%, Deburring-
99%, Assembly-98%, Overall:Finished product to Input -
60% (by weight). Loss in form of scrap, trims, defectives.
Industry Benchmark of overall yield:95%
Inventory: Raw Material-10 days, Stamping-5425 pcs,
Welding-1400 pcs, Deburring -1225, Assembled : 0
77. Form a Team of 5 Consultants, brainstorm and develop
step by step approach to make NAL competitive through
Radical Cost Reduction (TLS) intervention
Evolve strategy for reduction of Cost & Lead Time in NAL
Present your findings in the following steps:
- Step 1,2,3…: Activities & Deliverables
- Strategy deployment schedule
Develop strategy, Not Solutions
Exercise : Strategy Development
80. Steps Deliverables
1. Awareness of new Technique Mindset Change
2. Constraint Diagnosis Constraints in the system
3. Project Selection Projects for Improvement
4. Project Team Training Problem Solving Competency
5. Solution Development Improvement Action Plan
6. Implement Solution Reduced cost & Lead Time
Strategy to
Reduce Cost & improve Delivery
83. The Law of Mind
If you always do what you
have always done, you will
always get what you have
always gotten.
If you want to bring
change in the cost, you
have to make changes in
causal factors.
You have to Manage
Change
84. Change Management
1. What to change ?
(identification of problems)
2. What should be the content
of change? (developing
solutions)
3. How to make change
happen? (implementation of
solution)
4. How to sustain the change?
(cultural transformation)
85. Change Management - Overview
Change
Management
Objective Tool Activity
What to
change?
Identification of
Constraints?
TOC- Lean:
Diagnosis, VSM
Detection of
Waste
What should be
the content of
change?
Detailed
investigation &
solution
development
Lean -Six Sigma:
Define- Measure-
Analyze
Identification of
root-cause of
waste
Making change
happen!
Implementing
solutions
Lean -Six Sigma:
Improve
Elimination of
root-cause of
Waste
How to sustain
change?
Holding the gain Lean -Six Sigma:
Control
Prevention of
waste
87. Cost Reduction Projects
Cost reduction is a change management activity
The very first step of change management is to discover
“What to Change”?
Change has to be done project-by-project
How to select cost reduction project has to be a scientific and
objective activity.
Criteria for selection of project is “that one, which is impacting
maximum on bottom-line”
Such projects can be identified through a unique diagnostic
workshop based on the principles of “Theory of Constraints
(TOC) and Lean”
We have to begin cost reduction activity through
“Constraint Diagnosis”
88. Waste are symptoms of Problems
Raw Materials
Information
Products
Services
1. Over production
2. Inventory
3. Defects
4. Unnecessary Motions
5. Inappropriate Processing
6. Waiting
7. Transporting
8. Untapped Human Potential
90. Constraints
Constraints cannot be
perceived as good or bad
There cannot be a constraint-
free world.
Constraints are Facts of Life
Constraints are opportunities
for improvement
For the continuity of business & Growth of
organization, Constraints must be resolved in time.
91. What is Constraint?
Process-1
The weakest Link of your Business Process Chain
Process-2 Process-3 Process-4 Process-5 Process-6
92. Cutting Fabrication Assembly Finishing
Packaging
Shipping
Supplier
Customer
60 U/D 60 U/D 40 U/D 70 U/D 60 U/D
Example: A steel door fabrication company. Raw materials: steel
sections and sheets. Output: fnished steel doors
Maximum Throughput of Value Stream: ? Units/Day
Rate at which a system converts it’s inventory into money
Throughput of a Business System
93. Cutting Fabrication Assembly Finishing
Packaging
Shipping
Supplier
Customer
60 U/D 60 U/D 40 U/D 70 U/D 60 U/D
Throughput of Value Stream: 40 Units/Day
Any system can produce only as much as
It’s critically constrained processes
Constraint
Constraint of Business System
94. Steps to identify
waste and discover constraints!
1. Divide the Organization in to network of Business
Processes
2. Develop process map
3. Identify all types of wastes generated in each business
process
4. Measure the quantum of waste generated in each process
5. Evaluate the economic value of waste
6. Determine the saving potential
7. Compile the waste assessment report
8. Identify & prioritize the areas of constraints
9. Select cost reduction projects
96. Areas of constraints resulting to waste?
Manufacturing Process:
In your factory, waste
may be related to:
5M+Q+S
Material
Machine
Method
Man
Management
Quality &
Safety
97. Areas of constraints resulting to waste?
Office Process:
Office Waste are
related to:
Information
Asset
Process
People
98. Process Mapping
Process map is means of
Systematical diagnostic
activity and information flow.
To prepare Process Map:
Establish the process boundaries
Observe the process in operation
List the outputs, customers, and their
key requirements
List the inputs, suppliers, and your
key requirements
99. Process-1 V
W
Process-2 V
W
Process-3 V
W
Process-4
W
Product
V
Input
Macro level Process Map
Identify the waste generated at each process/process step
100. Process-1 V
W
Process-2 V
W
Process-3 V
W
Process-4
W
Product
V
Input
Micro level Process Map
Step-1 V
W
Step-2 V
W
Step-3 V
W
Input Output
Identify the waste generated at each process/process step
101. How to identify Waste?
Process-1 Process-2 Process-3 Process-4
Material
Machine
Method
Men
Managmt.
Quality
Safety
Type of
Waste
102. Identify the source of data
Sources of data:
Production report
Quality performance reports
Cost sheets
Customer complaints
Audit reports
Breakdown reports
Maintenance records
Warranty claims
Shipping documents
Customer orders
………………………
103. Data collection plan
What data is required?
Where the data is
available?
Who should collect?
When?
How?
Formats?
104. Quantum of waste?
Identify the types of waste
Develop metrics for
measuring the quantum of
waste
Collect the quantum of
waste generated during
last 12 months period
105. Evaluate the Cost of Waste
Identify the waste
Decide its measurement unit
Calculate the cost (loss) per
unit
Evaluate the financial
impact during last 12
months period
106. Compile the data to identify the
constraints
Compile the data in order of
their impact on bottom line
Identify the areas of
constraints causing waste
(Material, Machines,
Methods/Process., People
etc.)
Prioritize the Constraints to
be resolved on priority basis
107. Cost Reduction Project Selection
Waste Unit of
Measurement
Quantity
( per Annum)
Economic
Value
Priority
Process:_________________________________________
108. Selection of projects
Decide what projects to
be taken up for Cost
reduction /Improvement?
Criteria for selection:
- Customer satisfaction
- Competitiveness
- Profitability
Get approval of
management
Form project teams
Decide the start &
completion dates
Do it!
109. Exercise: Select Cost Reduction Projects
1. Draw NAL process map
2. Identify the types of waste generated in each
process
3. Quantify the waste generated per annum
4. Estimate the annual cost of waste based on
available information
5. Select cost reduction projects to be taken up by
your team
111. List of Waste
Waste Unit of
Measurement
Process:_________________________________________
112. Cost Reduction Project Selection
Waste Unit of
Measurement
Quantity
( per Annum)
Economic
Value
Priority
Process:_________________________________________
114. Value Stream Mapping
•Value stream mapping is one of the most powerful tool to
identify the problems which are causing higher cost, poor
quality and longer lead time.
•Conduct the Value Stream Mapping of the Bracket
production value stream
115. NAL: Production Process
•Production processes:
-Stamping,
-Spot Welding,
-De-burring,
-Assembly & shipping
•Process Metrics
-Cycle Time (C/T)
-Changeover Time (C/O)
-Equipment Reliability (Rel.)
-Fist Pass Yield (FPY%)
-Inventory
-No. of Operators
116. Customer Demand Rate
Calculate TAKT Time
One shift operation
Time 8 HrsX60= 480 Mts
Lunch break: 30 Mts
Tea Breaks 2X10 Mts: 20 Mts
Production Meeting: 5 Mts
Changeover time: 5 Mts
Net available time: 420 Mts
Demand rate: 265 Brackets/day
TAKT Time: 420 Mts/ 265 Pcs/day = 95
Seconds
TAKT Time
117. Indian
Car Co
.
Daily
Bharat
Strips
Weekly
Stamping Spot Weld Deburr Assemble
C/T=1 sec
C/O= 4 hrs
Rel.= 98%
FPY = 95%
C/T=39 sec
C/O= 11 min
Rel.= 99%
FPY = 90%
C/T=17 sec
C/O= 0 min
Rel.= 80%
FPY = 99%
C/T=48 sec
C/O= 5 min
Rel.= 100%
FPY = 98%
=1 =1 =1 =2
Shared
2 Weeks 5,425 1,400 1,225
Prod Ctrl
MRP
Monthly
Weekly
30/60/90
Forecast
Weekly
Weekly Schedule
Daily
5300 pcs/mo.
265 pcs/day
10 days 20.5 days 5 days 4.5 days
1 sec 39 sec 17 sec 48 sec 105 sec
40 days
I
I I I
Current State Value Stream Map
118. Indian
Car Co
Daily
Bharat
Strips
Weekly
Stamping Spot Weld SW/Deburr/Assemble Assemble
C/T=1 sec
C/O= 4 hrs
Rel.= 98%
FPY = 95%
C/T=39 sec
C/O= 11 min
Rel.= 99%
FPY = 90%
C/T=17 sec
C/O= 0 min
Rel.= 80%
FPY = 99%
C/T=48 sec
C/O= 5 min
Rel.= 100%
FPY = 98%
=1
=4
Shared
3 Days
Prod Ctrl
MRP
Monthly
Daily
30/60/90
Forecast
Weekly 7,000 pcs/mo.
350 pcs/day
3 days 2 days 2 days
1 sec
91 sec
7 days
2 Days 2 Days
90 Sec
L/T 2 days
Daily
Schedule
C/O
C/O
C/O C/T
Future State Value Stream Map
119. Project Selection
Major factors for Higher
Cost
Cost Reduction
Projects
Time
Schedule
Stamping unit
Changeover time too
high
4 Hrs Reduce Changeover
time of Stamping unit
First Pass yield of
Stamping unit too low
90 % Improve quality of
stamping process
Reliability of De-burring
unit low
80 % Improve equipment
availability of de-
burring
Inventory too high 10700 Reduce Inventory
121. Parameters Before Lean After Lean
Lead Time 40 days 7 days
Cycle Time 105 Sec 91Sec
Inventory 10,700 Pcs 1855 Pcs
Kaizen Events:
• Reduce stamping changeover
time
• Improve deburring reliability
• Improve spot wel quality
Other Lean actions:
• Operators multi-skill training
• Flexibility
• Reduce defects
Nippon Autocomp Ltd.
Impact after Lean Six Sigma Projects
122. Exercise: Select a Cost Reduction Project
from your functional area
Write down brief description related to your process and
products/services
Draw a process map and identify the waste generated
Quantify the waste
Assess the economic impacts of waste
Select one of the problems from your process
Title of your Project: ………………………………