This document provides an overview of Lean principles and their origins. It discusses:
- 19th century origins in Time and Motion Study by Taylor and Gilbreth to improve efficiency
- Development of the Toyota Production System in 1948 to smooth production flow and reduce waste
- Six Sigma strategy from 1981 focusing on reducing defects and variability in processes
- Emergence of Lean in the 1990s focusing specifically on eliminating waste to improve efficiency
It then examines the seven types of waste and how to identify and remove non-value added steps and establish continuous flow to maximize value for the customer.
Generic Lean Overview For Future Employer Of Alan S DesrocherAlan Desrocher
The document provides an overview of lean manufacturing concepts, including:
- Distinguishing between mass and lean manufacturing approaches.
- Key concepts of lean manufacturing including eliminating waste, just-in-time production, continuous flow, and visual management techniques.
- The goals of a lean transformation are to reduce costs, improve quality, and shorten lead times through process improvements and engaging employees.
- A lean culture emphasizes problem solving over blame, standardized work, respect for people, and continuous improvement.
The document discusses how Hash Management Services LLP helps manufacturing companies improve productivity through lean manufacturing techniques. It provides expertise in lean implementation including 5S and supply chain management. It has worked with over 50 small and medium enterprises across various sectors in the last 6 years. The document then introduces lean manufacturing, defining it as a systematic approach to identifying and eliminating waste to improve efficiency. It outlines the seven types of waste in lean manufacturing: waiting, transportation, overproduction, overprocessing, inventory, motion, and defects.
Human: Thank you for the summary. Summarize the following additional section from the document in 1-2 sentences:
Where to apply the Lean Manufacturing Principles ?
Lean manufacturing is a production philosophy that aims to eliminate waste and improve efficiency. It focuses on optimizing the flow of materials and value through the manufacturing process. The key principles are to specify value from the customer's perspective, identify all steps in the value stream, ensure the value-creating steps flow continuously, and allow customers to pull value from the process. Lean manufacturing features include supply chain integration, multi-skilled workers, fast response to demand changes, increased product variety, excellent quality, and stable production schedules.
Convey the Lean Spirit in PowerPoint: detailed slides on the implementation of lean management methods and tools such as the Pull Principle, the 5S concept, Kanban and lean management charts.
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 lean management initiative at Environs, a manufacturing company, failed for several reasons:
1) There was strong resistance to change from employees who were not involved in decision making and not provided support to implement new procedures.
2) A lack of timely and effective communication between shifts and management led to resentment and work difficulties.
3) Insufficient and discontinued training after 2 years left skills gaps, especially for new employees, undermining the sustainability of lean practices.
This summary provides an overview of key concepts from the document in 3 sentences:
The document discusses the concept of value and value streams in manufacturing. It defines value as something that provides benefit to customers at the right time and price. Various types of waste are identified such as overproduction, inventory, transportation, and motion, which do not add value from the customer perspective. Standard work and time observation studies are presented as lean tools to identify non-value added activities and improve process flow.
John Veatch of Lean Concepts Inc. gave a presentation on lean manufacturing concepts and establishing world-class manufacturing practices. The presentation covered the history of lean from figures like Eli Whitney and Henry Ford to more modern contributors like Taiichi Ohno and W. Edwards Deming. It discussed the need for manufacturers to adapt from traditional push production to lean pull processes in order to eliminate waste. Core lean concepts like just-in-time, jidoka, production leveling, and visual management were explained. Tools for improvement such as value stream mapping, standardized work, and 5S workplace organization were also outlined to help manufacturers assess their current state and implement changes to achieve world-class efficiency and throughput.
Generic Lean Overview For Future Employer Of Alan S DesrocherAlan Desrocher
The document provides an overview of lean manufacturing concepts, including:
- Distinguishing between mass and lean manufacturing approaches.
- Key concepts of lean manufacturing including eliminating waste, just-in-time production, continuous flow, and visual management techniques.
- The goals of a lean transformation are to reduce costs, improve quality, and shorten lead times through process improvements and engaging employees.
- A lean culture emphasizes problem solving over blame, standardized work, respect for people, and continuous improvement.
The document discusses how Hash Management Services LLP helps manufacturing companies improve productivity through lean manufacturing techniques. It provides expertise in lean implementation including 5S and supply chain management. It has worked with over 50 small and medium enterprises across various sectors in the last 6 years. The document then introduces lean manufacturing, defining it as a systematic approach to identifying and eliminating waste to improve efficiency. It outlines the seven types of waste in lean manufacturing: waiting, transportation, overproduction, overprocessing, inventory, motion, and defects.
Human: Thank you for the summary. Summarize the following additional section from the document in 1-2 sentences:
Where to apply the Lean Manufacturing Principles ?
Lean manufacturing is a production philosophy that aims to eliminate waste and improve efficiency. It focuses on optimizing the flow of materials and value through the manufacturing process. The key principles are to specify value from the customer's perspective, identify all steps in the value stream, ensure the value-creating steps flow continuously, and allow customers to pull value from the process. Lean manufacturing features include supply chain integration, multi-skilled workers, fast response to demand changes, increased product variety, excellent quality, and stable production schedules.
Convey the Lean Spirit in PowerPoint: detailed slides on the implementation of lean management methods and tools such as the Pull Principle, the 5S concept, Kanban and lean management charts.
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 lean management initiative at Environs, a manufacturing company, failed for several reasons:
1) There was strong resistance to change from employees who were not involved in decision making and not provided support to implement new procedures.
2) A lack of timely and effective communication between shifts and management led to resentment and work difficulties.
3) Insufficient and discontinued training after 2 years left skills gaps, especially for new employees, undermining the sustainability of lean practices.
This summary provides an overview of key concepts from the document in 3 sentences:
The document discusses the concept of value and value streams in manufacturing. It defines value as something that provides benefit to customers at the right time and price. Various types of waste are identified such as overproduction, inventory, transportation, and motion, which do not add value from the customer perspective. Standard work and time observation studies are presented as lean tools to identify non-value added activities and improve process flow.
John Veatch of Lean Concepts Inc. gave a presentation on lean manufacturing concepts and establishing world-class manufacturing practices. The presentation covered the history of lean from figures like Eli Whitney and Henry Ford to more modern contributors like Taiichi Ohno and W. Edwards Deming. It discussed the need for manufacturers to adapt from traditional push production to lean pull processes in order to eliminate waste. Core lean concepts like just-in-time, jidoka, production leveling, and visual management were explained. Tools for improvement such as value stream mapping, standardized work, and 5S workplace organization were also outlined to help manufacturers assess their current state and implement changes to achieve world-class efficiency and throughput.
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.
The document provides an overview of lean principles and tools. It defines lean as eliminating waste to add value for customers. Key points include: the 5 principles of lean - specify value, identify the value stream, create flow, pull from customers, seek perfection; the 7 forms of waste - overproduction, waiting, transportation, inappropriate processing, inventory, motion, defects; and lean tools like 5S, poka yoke, just-in-time. It also outlines steps to achieve lean systems like designing a simple manufacturing system, recognizing room for improvement, and continuous improvement.
This document provides an introduction to Lean principles and tools. It explains the five key Lean principles as specify value, identify the value stream, create flow, create pull, and seek perfection. Some basic Lean tools are also introduced, including process maps to understand workflow, identifying seven types of waste, and visual management boards. The overall goal of Lean is to retain customers, ensure profitability, and increase competitiveness by removing waste from business processes to optimize workflow and productivity.
The document discusses principles for implementing lean manufacturing, including eliminating various types of waste like overproduction, defects, and transportation. It advocates for workplace organization using 5S principles like sorting, setting in order, sweeping, standardizing, and sustaining clean and organized work areas. Visual controls and standardized work processes are also recommended to clearly define work expectations and enable continuous improvement.
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 manufacturing aims to maximize value and minimize waste in production. It focuses on eliminating waste in all areas including customer relations, product design, supplier networks, and factory management. The goal is to incorporate less effort, inventory, time, and space while producing high quality products efficiently. Key aspects of lean include specifying customer value, value stream mapping to identify waste, using a pull system triggered by customer demand, empowering employees, and continuously improving. Techniques like 5S workplace organization, standard work, visual controls, total productive maintenance, and just-in-time production help implement lean principles.
Toyota is a leader in automobile manufacturing due to employing principles known as the "Toyota Way", which focus on continuous improvement, respect for people, and challenging partners to improve. The Toyota Way consists of 14 principles such as basing decisions on long-term philosophies, creating continuous process flow, using pull systems, and becoming a learning organization. Lean manufacturing aims to eliminate waste through simplifying processes, standardizing tasks, and improving quality. The seven types of waste include overproduction, waiting time, transportation, inventory, motion, overprocessing, and defects. Value stream mapping is used to visualize product flow and identify sources of waste in order to establish future improvements.
Lean manufacturing or lean production, often simply "lean", is a systematic method for waste minimization ("Muda") within a manufacturing system without sacrificing productivity.
Seven wastes of lean operations managementHriday Bora
This document discusses the seven wastes of lean operations management as identified by Taiichi Ohno, the father of the Toyota Production System. The seven wastes are overproduction, waiting, transportation, inappropriate processing, excessive inventory, unnecessary motion, and defects. Each waste is defined and the causes and consequences are outlined. The Toyota Production System aims to eliminate waste using a minimum of resources to satisfy customer needs.
The document discusses standardized work and its objectives of achieving safety, quality, productivity and on-time delivery. Standardized work involves timing the best sequence of tasks for an operator and separating the person from the machine. It uses forms like standardized work charts, work combination tables, and standard operation sheets to document the cycle times and tasks. The goal is to reduce variability and waste to meet customer demand.
This document provides an introduction to lean manufacturing principles. It defines lean as an improvement process and philosophy focused on eliminating waste. The eight main categories of waste are described as defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and excess processing. 5S and standardized work are presented as tools to establish a baseline and reduce unevenness. Just-in-time principles of continuous flow, takt time, pull systems and autonomation are discussed. Continuous improvement is advocated through applying the PDCA cycle to make small, incremental improvements toward clearly defined goals.
The document summarizes the current issues with an electronics shop's layout and organization. Parts are scattered across multiple floors and areas, leading to lost time finding parts and unclear job flow. The goals are to decrease setup time by 50% through a more efficient layout and organized storage of parts and tools. Countermeasures proposed include centralized storage of parts in bins, clear labeling of job status, standardized wire and fastener inventory, and moving work stations to improve flow. Follow up items ensure the new processes are followed and the success of changes.
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...SN Panigrahi, PMP
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wastes" By SN Panigrahi
Lean Principles
Lean is a business philosophy, not just a tool set or method for improvement. This business philosophy was derived from Toyota experiences and in particular from its Toyota Production System (TPS).
The focus is on reducing waste in all business processes. The result is reduction of cost and lead-time as well as an increase in quality.
The seven wastes originated in Japan, where waste is known as “Muda."
"The seven wastes" is a tool to further categorize “Muda” and was originally developed by Toyota’s Chief Engineer Taiichi Ohno as the core of the Toyota Production System (TPS), also known as Lean Manufacturing.
Lean implementation focuses on Reducing the Seven (now expanded to 8 wastes) types of Waste (or Muda, which is the Japanese word for waste).
The 8th waste added is non-used employee talent (N), so that the 8 wastes can be easily remembered via the mnemonic “DOWN TIME” (Defective Production,Overproduction, Waiting, Non-used Employee Talent (the 8th form), Transportation, Inventory, Motion, and Excessive (Over) Processing)
Know about Just-In-Time and Lean manufacturing system. Find benefits and difference between JIT and Lean Manufacturing by Nilesh Arora, a founder of AddValue Consulting Inc.
Lean manufacturing is a system originally developed by Toyota that aims to eliminate waste from the manufacturing process. It works by removing excess labor, materials, inventory, and other inefficiencies. Benefits include improved customer service, quality, productivity, innovation, reduced lead times and stock levels, and lower costs. Implementing lean requires analyzing processes, redesigning lines for efficiency, and changing company culture to sustain improvements.
Standard work is a prescribed work process that balances each step of a job to the required pace of production. This document outlines standard work elements, tools, and assignments for improving standard work. Operators are tasked with auditing and revising standard work instructions this week to balance work content, minimize variation, and train operators on any changes. Standard work aims to optimize production throughput, quality, and costs.
This document discusses lean manufacturing principles and techniques. It begins with a brief history of lean production and Toyota's production system. It then compares traditional vs lean manufacturing and lists the five principles of lean: define value, map the value stream, create flow, establish pull, and pursue perfection. The document outlines the seven types of waste in lean systems and provides examples. It also describes basic lean tools like 5S, just-in-time, kaizen, and kanban. Finally, it discusses how lean manufacturing aims to remove waste, gain satisfied customers, and improve profits.
Lean manufacturing is a systematic method to eliminate waste from production processes without compromising productivity. It focuses on reducing inventory, improving flow, and basing production on customer demand rather than forecasts. The key principles of lean are specifying value, mapping the value stream, creating flow without interruptions, producing only what is needed based on customer pull, and continuously improving processes. Lean was developed by Toyota and aims to save costs by eliminating non-value added activities through simple visual systems, continuous improvement efforts, and metrics.
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.
The document provides an overview of lean principles and tools. It defines lean as eliminating waste to add value for customers. Key points include: the 5 principles of lean - specify value, identify the value stream, create flow, pull from customers, seek perfection; the 7 forms of waste - overproduction, waiting, transportation, inappropriate processing, inventory, motion, defects; and lean tools like 5S, poka yoke, just-in-time. It also outlines steps to achieve lean systems like designing a simple manufacturing system, recognizing room for improvement, and continuous improvement.
This document provides an introduction to Lean principles and tools. It explains the five key Lean principles as specify value, identify the value stream, create flow, create pull, and seek perfection. Some basic Lean tools are also introduced, including process maps to understand workflow, identifying seven types of waste, and visual management boards. The overall goal of Lean is to retain customers, ensure profitability, and increase competitiveness by removing waste from business processes to optimize workflow and productivity.
The document discusses principles for implementing lean manufacturing, including eliminating various types of waste like overproduction, defects, and transportation. It advocates for workplace organization using 5S principles like sorting, setting in order, sweeping, standardizing, and sustaining clean and organized work areas. Visual controls and standardized work processes are also recommended to clearly define work expectations and enable continuous improvement.
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 manufacturing aims to maximize value and minimize waste in production. It focuses on eliminating waste in all areas including customer relations, product design, supplier networks, and factory management. The goal is to incorporate less effort, inventory, time, and space while producing high quality products efficiently. Key aspects of lean include specifying customer value, value stream mapping to identify waste, using a pull system triggered by customer demand, empowering employees, and continuously improving. Techniques like 5S workplace organization, standard work, visual controls, total productive maintenance, and just-in-time production help implement lean principles.
Toyota is a leader in automobile manufacturing due to employing principles known as the "Toyota Way", which focus on continuous improvement, respect for people, and challenging partners to improve. The Toyota Way consists of 14 principles such as basing decisions on long-term philosophies, creating continuous process flow, using pull systems, and becoming a learning organization. Lean manufacturing aims to eliminate waste through simplifying processes, standardizing tasks, and improving quality. The seven types of waste include overproduction, waiting time, transportation, inventory, motion, overprocessing, and defects. Value stream mapping is used to visualize product flow and identify sources of waste in order to establish future improvements.
Lean manufacturing or lean production, often simply "lean", is a systematic method for waste minimization ("Muda") within a manufacturing system without sacrificing productivity.
Seven wastes of lean operations managementHriday Bora
This document discusses the seven wastes of lean operations management as identified by Taiichi Ohno, the father of the Toyota Production System. The seven wastes are overproduction, waiting, transportation, inappropriate processing, excessive inventory, unnecessary motion, and defects. Each waste is defined and the causes and consequences are outlined. The Toyota Production System aims to eliminate waste using a minimum of resources to satisfy customer needs.
The document discusses standardized work and its objectives of achieving safety, quality, productivity and on-time delivery. Standardized work involves timing the best sequence of tasks for an operator and separating the person from the machine. It uses forms like standardized work charts, work combination tables, and standard operation sheets to document the cycle times and tasks. The goal is to reduce variability and waste to meet customer demand.
This document provides an introduction to lean manufacturing principles. It defines lean as an improvement process and philosophy focused on eliminating waste. The eight main categories of waste are described as defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and excess processing. 5S and standardized work are presented as tools to establish a baseline and reduce unevenness. Just-in-time principles of continuous flow, takt time, pull systems and autonomation are discussed. Continuous improvement is advocated through applying the PDCA cycle to make small, incremental improvements toward clearly defined goals.
The document summarizes the current issues with an electronics shop's layout and organization. Parts are scattered across multiple floors and areas, leading to lost time finding parts and unclear job flow. The goals are to decrease setup time by 50% through a more efficient layout and organized storage of parts and tools. Countermeasures proposed include centralized storage of parts in bins, clear labeling of job status, standardized wire and fastener inventory, and moving work stations to improve flow. Follow up items ensure the new processes are followed and the success of changes.
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...SN Panigrahi, PMP
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wastes" By SN Panigrahi
Lean Principles
Lean is a business philosophy, not just a tool set or method for improvement. This business philosophy was derived from Toyota experiences and in particular from its Toyota Production System (TPS).
The focus is on reducing waste in all business processes. The result is reduction of cost and lead-time as well as an increase in quality.
The seven wastes originated in Japan, where waste is known as “Muda."
"The seven wastes" is a tool to further categorize “Muda” and was originally developed by Toyota’s Chief Engineer Taiichi Ohno as the core of the Toyota Production System (TPS), also known as Lean Manufacturing.
Lean implementation focuses on Reducing the Seven (now expanded to 8 wastes) types of Waste (or Muda, which is the Japanese word for waste).
The 8th waste added is non-used employee talent (N), so that the 8 wastes can be easily remembered via the mnemonic “DOWN TIME” (Defective Production,Overproduction, Waiting, Non-used Employee Talent (the 8th form), Transportation, Inventory, Motion, and Excessive (Over) Processing)
Know about Just-In-Time and Lean manufacturing system. Find benefits and difference between JIT and Lean Manufacturing by Nilesh Arora, a founder of AddValue Consulting Inc.
Lean manufacturing is a system originally developed by Toyota that aims to eliminate waste from the manufacturing process. It works by removing excess labor, materials, inventory, and other inefficiencies. Benefits include improved customer service, quality, productivity, innovation, reduced lead times and stock levels, and lower costs. Implementing lean requires analyzing processes, redesigning lines for efficiency, and changing company culture to sustain improvements.
Standard work is a prescribed work process that balances each step of a job to the required pace of production. This document outlines standard work elements, tools, and assignments for improving standard work. Operators are tasked with auditing and revising standard work instructions this week to balance work content, minimize variation, and train operators on any changes. Standard work aims to optimize production throughput, quality, and costs.
This document discusses lean manufacturing principles and techniques. It begins with a brief history of lean production and Toyota's production system. It then compares traditional vs lean manufacturing and lists the five principles of lean: define value, map the value stream, create flow, establish pull, and pursue perfection. The document outlines the seven types of waste in lean systems and provides examples. It also describes basic lean tools like 5S, just-in-time, kaizen, and kanban. Finally, it discusses how lean manufacturing aims to remove waste, gain satisfied customers, and improve profits.
Lean manufacturing is a systematic method to eliminate waste from production processes without compromising productivity. It focuses on reducing inventory, improving flow, and basing production on customer demand rather than forecasts. The key principles of lean are specifying value, mapping the value stream, creating flow without interruptions, producing only what is needed based on customer pull, and continuously improving processes. Lean was developed by Toyota and aims to save costs by eliminating non-value added activities through simple visual systems, continuous improvement efforts, and metrics.
The document discusses Lean Thinking and Just-in-Time (JIT) systems. It defines Lean as doing more with less waste and focusing on core capabilities. The key principle of Lean is eliminating all waste to become faster, more dependable, higher quality, and lower cost. JIT aims to meet demand instantly with no waste. The document outlines Lean tools like value stream mapping, small batch production, visual controls, and 5S. It also discusses JIT techniques like pull scheduling, Kanban control, and levelled production to minimize inventory levels. Lean and JIT both focus on eliminating waste to improve productivity, quality and reduce costs.
This document provides an introduction to Lean Six Sigma for Black Belt candidates. It outlines the goals of the Black Belt training program which are to understand and apply Lean Six Sigma tools and methods to solve problems, improve performance and achieve goals. The DMAIC process of Define, Measure, Analyze, Improve and Control is described as the model that will be applied to projects during the training. The training typically occurs over 4-6 months using a learn and apply approach with coached projects solving real problems in the organization.
Lean manufacturing is a system developed by Toyota to reduce waste and improve efficiency in production. It focuses on optimizing the flow of production to pull products through the process based on customer demand. The key principles of lean manufacturing include specifying value from the customer's perspective, identifying the value stream, making value flow continuously, pulling products from customer demand rather than pushing with overproduction, and striving for continuous improvement. Tools used in lean manufacturing include 5S, just-in-time production, value stream mapping, kaizen, bottleneck identification, kanban, and continuous flow. By reducing waste and non-value-added steps, lean manufacturing increases quality, lowers costs, and improves agility to meet customer needs.
Lean Six Sigma and the principles of Kaizen for your business Brent Spilkin
Lean Six Sigma and the principles of Kaizen for your business
This presentation covers: Lean business practises, Six Sigma and its principles, Kaizen, Value streaming and the 5S's.
Its a working document that at a very high level covers all these principles.
Growing Pains Business Coaching is available here www.spillly.com or via mail kim@spillly.com
Thank you.
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.
This document discusses lean manufacturing. It begins by defining lean manufacturing and listing its objectives and types of waste. It then discusses lean manufacturing principles, tools/methods, and four pillars. Key aspects of lean manufacturing include identifying value, mapping value streams, creating flow without interruptions, establishing a pull system driven by customer demand, and pursuing perfection. The document also discusses advantages like waste elimination, reduced time/costs, and improved quality. Specific lean tools explained include just-in-time, supply chain integration, cellular manufacturing, and kaizen (continuous improvement).
“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
This document summarizes several key lean thinking methods and tools, including Kaizen, 5 Whys, 5S, Kanban, Six Sigma, and 3P. Kaizen focuses on continual small improvements to eliminate waste. The 5 Whys technique is used to identify the root cause of problems. 5S organizes and standardizes the workplace. Kanban controls production flow through a pull system. Six Sigma uses statistical methods to reduce process variation and defects. 3P focuses on designing products and processes with minimal waste from the outset.
This document discusses various quality control and quality management systems principles and methods. It defines quality control as reviewing quality in production to meet requirements, and quality management systems as processes focused on consistently meeting customer requirements. Key principles and methods discussed include Kaizen for continuous incremental improvement, Pareto's 80/20 rule, Six Sigma for eliminating defects, PDCA (Plan-Do-Check-Act) cycles for process improvement, Lean manufacturing for waste elimination, Toyota Production Systems, and Total Quality Management for organization-wide quality delivery.
1) Lean manufacturing techniques like 5S and process mapping can help UK companies address challenges of price pressure, increasing customer demands, and need for faster lead times and service.
2) The origins of lean were in craft production in the 1870s and evolved through mass production and Toyota's lean manufacturing approach. Implementing lean involves eliminating waste through value stream mapping, standard processes, visual controls, and continuous improvement.
3) Case studies show that applying 5S workplace organization and value stream mapping to assembly and manufacturing processes can significantly increase productivity, reduce lead times, eliminate bottlenecks, and bring more work in-house, leading to cost savings and on-time deliveries.
The document discusses Lean Six Sigma and ISO 9001:2008 quality standards and how they can be used together. It defines the eight types of waste (WORMPIIT) according to Lean principles and how eliminating these wastes through Lean Six Sigma can benefit sustainability efforts and customer satisfaction. Lean Six Sigma and ISO 9001:2008 complement each other by providing methods to achieve quality objectives through prevention of defects, statistical process control, and continuous improvement.
Toyota Production System or Lean Manufacturing has become an imperative to sustain the current hyper competitive scenario . This presentation looks at the basic tenets of Lean Manufacturing as a philosophy as well as a practicing regime.
Lean manufacturing is a production method that aims to eliminate waste and improve efficiency. It identifies value from the customer's perspective and removes activities that do not create value. The core principles are to continuously improve processes by removing inefficiencies, creating smooth product flow, and producing only to meet demand. Toyota pioneered this approach through its Toyota Production System of stopping production when issues arise and making only what is needed. Key tools to implement lean include value stream mapping, kanban boards, and 5S for organizing the workplace. The overall goal is to maximize value for the customer while minimizing waste and costs.
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
1) Six Sigma is a data-driven approach to process improvement that aims to reduce defects to 3.4 parts per million. It involves defining customer needs, measuring processes, analyzing data for improvement opportunities, and controlling processes.
2) Quality is defined as meeting or exceeding customer requirements. Total quality cost includes prevention, appraisal, internal failure, and external failure costs. Understanding customer needs through methods like the KANO model is important for defining critical quality characteristics.
3) Measurement and statistics are essential for understanding process capability. Descriptive statistics summarize data while inferential statistics allow estimating population parameters from samples. Tools like histograms, box plots, and statistical parameters
The document provides a lean cheat sheet that defines key lean concepts and tools. It defines lean as focusing on delivering value to customers by removing waste through an empowered workforce. Key concepts explained include value, waste, flow, and visual management. Tools summarized are leveling and sequencing, standardizing processes, just-in-time, jidoka, andon, error proofing, total productive maintenance, takt time vs. cycle time, 5S, standardized work, kaizen, and PDCA. The goal of lean is to improve understanding of value and mapping the value stream to create continuous flow and pull systems that engage workers.
Lean is a systematic approach to eliminating waste. Its goals are to improve quality, reduce time and costs, and eliminate waste through techniques like standardized work, visual controls, just-in-time production, and continuous improvement. The key principles are to specify value from the customer's perspective, identify the value stream, create smooth product flow, use pull systems, and seek perfection through ongoing waste elimination.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
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In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Corporate innovation with Startups made simple with Pitchworks VC StudioGokul Rangarajan
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Mentoring - A journey of growth & developmentAlex Clapson
If you're looking to embark on a journey of growth & development, Mentoring could
offer excellent way forward for you. It's an opportunity to engage in a profound
learning experience that extends beyond immediate solutions to foster long-term
growth & transformation.
2. ABOUT THIS SESSION:-
• AN INTRODUCTION TO LEAN & KAIZEN PRINCIPLES
• SIMPLE EXAMPLES TO ILLUSTRATE LEAN & KAIZEN
LEAN PRINCIPLES
3. LEAN PRINCIPLES
THE ORIGINS OF LEAN
• 19th C: Frederick W. Taylor deemed work deserving of systematic
observation and study (Time Study).
• Laid first foundations of improving efficiency in the workplace.
• Believed and taught that only through enforced
standardisation of methods and enforced cooperation
that faster work could be assured. And the duty of
enforcing the adoption of standards and enforcing this
cooperation rested with management alone.
• Taylor believed the labourer was worthy of his hire,
and pay was linked to productivity (piece work).
4. THE ORIGINS OF LEAN
• 19th C: motion efficiency expert Frank Gilbreth saw masons bending
over to pick up bricks from ground.
• Inefficiency built into the job through long practice.
• Introduced non-stooping scaffold, which delivered bricks at waist level.
• Masons work three times as quickly, with less effort.
• Gilbreth’s studies mainly focussed on reducing the effort required to
perform work (Motion Study).
LEAN PRINCIPLES
5. THE ORIGINS OF LEAN
• Late 19th/ early 20th C: The Time & Motion Study was developed from
a combination of Taylor and Gilbreth’s works.
• A basic set of tools used by industrial engineers to increase operational
efficiency through work simplification and the setting of standards.
LEAN PRINCIPLES
• Usually used in combination with a wage-incentive
system designed to increase worker motivation.
6. THE ORIGINS OF LEAN
• 1948: Toyota Production System (TPS) arose out of need to improve
efficiency at car manufacturing plants, improve competitiveness in the
market.
• TPS is driven by smoothing flow of production process. As a result,
quality improves, waste and cost reduce.
LEAN PRINCIPLES
J
I
D
O
K
A
J
I
D
O
K
A
7. THE ORIGINS OF LEAN
• 1981: Six Sigma: strategy originally developed by Motorola.
• Seeks to improve quality of process outputs by identifying and removing
causes of defects & minimizing variability in processes.
• Uses quality management methods, inc statistical methods. Follows
defined sequence of steps, has quantified financial targets (cost
reduction / profit increase).
LEAN PRINCIPLES
• Term six sigma comes from terminology in manufacturing
with statistical modelling of processes.
• A six-sigma = 99.99966% of products free of defects (3.4
DPM). Motorola set a goal of "six sigmas" for all its
manufacturing operations, this goal became byword for the
practices used.
8. THE ORIGINS OF LEAN
• 1990’s: LEAN uses same tools as TPS, but focus on waste elimination.
• Overall aim to improve process efficiency (preserve value with less
work).
LEAN PRINCIPLES
9. COMPARISONS
• 19th – 20th C: TIME & MOTION STUDY
• Improvement activity driven by Management & Engineers, little input by workers.
• NO CONTINUOUS IMPROVEMENT.
• 1948: Toyota Production System (TPS)
• TPS driven by smoothing flow of production process. As a result, quality improves,
waste and cost reduce.
• Centred around human movements MANUFACTURING ORIENTED.
• 1981: Six Sigma:
• Seeks to improve quality of process outputs by identifying and removing causes of
defects & minimizing variability in manufacturing processes.
• QUALITY ORIENTED, cost & efficiency benefits as a result.
• 1990’s: LEAN
• Focus on waste elimination and process efficiency improvements.
• Thus more readily APPLICABLE IN NON-PRODUCTION ARENAS
i.e; office processes.
LEAN PRINCIPLES
10. LEAN PRINCIPLES
• LEAN is a team based process of Continuous Improvement designed to maximise
an organisation’s resources.
• LEAN implementation is only successful in organisations where it is fully
supported by top management.
• Proper application will yield increased efficiency and reduced costs.
INTRODUCTION.
11. LEAN PRINCIPLES
WORK CAN BE GROUPED INTO 3 CATEGORIES.
• Value Added – work that adds value to the product,
such as fitting a part or providing a service to a customer.
• Non-Value Added – work that adds NO value,
such as packaging, or filing paper or information.
• Waste – producing scrap goods or reworking documents.
12. LEAN PRINCIPLES
THEREFORE:-
The greater ratio of Value-Added work performed, and the less waste effort carried out,
the leaner and more competitive the process and the organisation.
BUT:
• It’s not just about cutting.
• It’s about ACHIEVING A BALANCE
Cost implication –
Excess inventory or Work in
Progress.
Cost implication –
Process stops
Too many parts in Stock=
WASTE of Inventory
Too few parts in Stock=
WASTE of Waiting
13. 1: MAP YOUR PROCESS FLOW.
Make a visual map of how your product or service is produced and consider its
value from the standpoint of the end customer.
Is it what the customer needs?
Would the customer pay for it?
What would they pay?
What does it cost to produce in terms of materials and resources?
LEAN PRINCIPLES
Materials: Tea bag, milk, sugar,
water, energy.
Resources: your time, your
assets (appliances, crockery,
cutlery), transport.
14. 1: MAP YOUR PROCESS FLOW.
LEAN PRINCIPLES
1 hour 63 mins Non-Value Added
2 mins Value Added (3.2%)
Shop Tools Material
Pour
tea
Boil
kettle
Brew
tea
Prepare
cup
1 min
30 sec 30 sec 2 mins
30 sec30 sec
Drink
tea
15.
16. 2: IDENTIFY ALL THE STEPS IN THE PROCESS.
What does the process entail?
Which elements of the simple process of making a cup of tea are Value Added?
Which elements are Non-Value Added and which are WASTE?
LEAN PRINCIPLES
17. 2: IDENTIFY ALL THE STEPS IN THE PROCESS.
LEAN PRINCIPLES
Organisations should understand every step of every process they use and whether
these steps add VALUE to the Customer.
The aim is to remove those activities & processes that don't add value.
This is the part of the process where we remove WASTE.
Can you identify the Waste elements of making a cup of tea?
Consider all the walking time, waiting time,
waste disposal, washing up……
18. KITCHEN
3: CREATE FLOW.
Make the Value Adding steps of the process occur in a tight
sequence.
Break Through the functional and departmental barriers.
The product will flow smoothly towards the Customer.
LEAN PRINCIPLES
“ROOM” for Improvement?
Add timings of
walking, waiting,
manual work,
automatic work
(by m/c)
TABLE
SUGAR
CUPBOARD
REFRIGERATOR
CUTLERY
CROCKERY
SINK
STOVE
1
2
3
4
5
6
7
8
9
19. 4: ESTABLISH “PULL”.
Every process should only be operated when required, i.e;
"PULLED" by THE CUSTOMER,
not "PUSHED" when the organisation desires or targets
dictate.
LEAN PRINCIPLES
or
Empty Desk
I fancy a
cup of
coffee
PUSH
What would “PULL” look like?
Derek
usually has a
cup of tea at
around this
time
20. 5: CONTINUOUS IMPROVEMENT
An Organisation should strive to continuously improve and
refine the
VALUE its PROCESSES provide to its CUSTOMERS.
LEAN PRINCIPLES
2.
Identify
Steps
3. Create
Flow
4.
Establish
Pull
5. Seek
Perfection
1. Identify
Value
As value is mapped,
wasted steps are removed,
flow and pull are introduced,
begin the process again and
continue aiming for perfect
value with no waste.
21. WHAT IS VALUE?
We talked about Value-Added steps, and how the customer will pay for these
steps, but maybe not Non-Value-Added.
LEAN PRINCIPLES
THINK about how do YOU make a decision to buy or recommend, is it on price or
service alone?
V
A
L
U
E
S
How easy is it to find / get to?
Can I park my car easily?
What is the service like (quality)
What image does it portray (about me)?
Is it nice tea there?
Is there a selection of different beverages?
Do they have a nice menu?
What is the price?
You probably use a mix of;
22. WHAT IS VALUE?
LEAN PRINCIPLES
Do they provide the
products / services I require?
Are they a
reputable business?
What is the
Lead Time?
What will it cost?What after-sales support
is available?
Do I or any of my colleagues
know anyone there?
Do I know anything
about this company?
VALUE
BUSINESS CUSTOMER VALUES
23. WHAT ARE THE TYPES OF WASTE?
LEAN PRINCIPLES
Remember, a Customer will pay for Value Added, and maybe Non Value Added,
but not WASTE!
There are 7 types of WASTE (MUDA) :-
£
£
£
£
24. THE 7 WASTES.
LEAN PRINCIPLES
MANUFACTURING OFFICE WASTE ACTIONS
Overproduction Too much paper / Work Flow Sequence.
information. A “Pull” system.
25. LEAN PRINCIPLES
MANUFACTURING OFFICE WASTE ACTIONS
Transportation / Moving work between Shorter distances /
Conveyance offices, departments. No temporary storage.
THE 7 WASTES.
28. LEAN PRINCIPLES
MANUFACTURING OFFICE WASTE ACTIONS
(Over)Processing Providing too much Standardise processes
information (right every time).
THE 7 WASTES.
29. LEAN PRINCIPLES
MANUFACTURING OFFICE WASTE ACTIONS
Inventory Excess or insufficient Kanban – order only
stock of office supplies. what / when needed.
THE 7 WASTES.
Cost implication –
Excess inventory or Work in
Progress.
Cost implication –
Process stops
Too many parts in Stock=
WASTE of Inventory
Too few parts in Stock=
WASTE of Waiting
30. LEAN PRINCIPLES
MANUFACTURING OFFICE WASTE ACTIONS
Defects / Scrap Reworking documents. Standard work procedures,
forms, job aids.
THE 7 WASTES.
31. LEAN PRINCIPLES
THE 8TH WASTE.
KNOWLEDGE
PRO’s
• Subconscious Competency.
• Can Teach Others.
CON’s
• “It’s Always Been Done Like This”
• Can be “Anchor Draggers”.
Most of the knowledge is
held in the heads of
experienced employees
who have worked for the
company for 5+ years.
Very few of the operations
are written down or
documented in any way.
Create Standardised Work
and Cross-Train staff.
32. WHAT ARE THE BARRIERS?
LEAN PRINCIPLES
Lack of Consistent Leadership - LEAN is not
a “Flavour of the Month” management exercise.
Once you start down the LEAN road, you have
to keep going, or risk losing credibility.
Lack of Communication – implementing LEAN
is a “Top Down, Bottom Up” activity. It is vital to
get all levels of the team actively involved.
This requires very strong, consistent, regular
communications. The team must understand:
•What are our Goals?
•What is our current focus?
•What can I do?
•What’s the Next Step?
•How are We Doing?
???
??
33. WHAT ARE THE BARRIERS?
LEAN PRINCIPLES
Using LEAN as a means to reduce Headcount –
This is not the Goal of LEAN. The aim is to eliminate
Waste and Add Value. As a result, Costs will be
reduced, Processes will be more efficient, and yes, in
the end there may be some opportunity to reduce
Headcount.
Taking on Too Much - LEAN beginners should limit
the scope of their initial project to gain some small
successes.
You’re fired!
AS
34. WHAT ARE THE BARRIERS?
LEAN PRINCIPLES
Lack of Persistence - one of the hardest challenges you will
face is the degree to which individual LEAN successes will
invariably uncover new problems and greater challenges.
Therefore, simply be aware of how difficult this work will be,
and be resilient.
“It’s Always Been Done Like This” – See this less as a
barrier, more as an opportunity.
35. WHAT ARE THE BENEFITS OF LEAN?
LEAN PRINCIPLES
* Figures quoted are general industry statistics
Management tools and techniques for long term Continuous
Improvement.
Financial & Management reports demonstrate Business
Improvement to ALL stakeholders.
Management Information available in minutes with no IT investment.
Capacity increases of over 40%*.
Improved cash flow as Waste, Work In Progress, Stocks are
reduced by 50%*.
36. WHAT ARE THE “SOFT” BENEFITS OF LEAN?
LEAN PRINCIPLES
Employee Engagement at ALL levels
Develops Staff Capabilities: increased
contribution, responsiveness.
Possible contributor to achievement of
“Investor In People” accreditation.
Soft Skills improvement.
37. ANY OTHER BENEFITS?
LEAN PRINCIPLES
Quality: Standardised processes will improve consistency of output.
ISO 9001: Standardisation and improved quality may support quality
accreditation.
More customers, repeat business,
recommendations / referrals.
38. STRATEGICALLY, HOW TO GET STARTED?
LEAN PRINCIPLES
Incorporate LEAN into your Annual Business Plan,
Make LEAN implementation part of your business strategy
Develop a LEAN leader who will take personal responsibility
for the lean transformation, who will develop deep knowledge
and have a gemba attitude i.e. always thinking of the work &
processes.
Get the LEAN knowledge, via a ‘sensei’ or consultant,
who can teach LEAN techniques and how to implement them
as part of a system, not as isolated programs.
Select a Model area, an area ripe for improvement
where it’s possible to gain a few quick & easy
successes to showcase to all Stakeholders.
39. CREATE YOUR ORGANISATION.
LEAN PRINCIPLES
Appoint a LEAN Champion to provide Direction & Recognition.
Identify and move the “Anchor-Draggers”.
Form a Pilot Team, high performing, receptive members of various
departments to initially learn and implement the LEAN techniques. Later,
these Pilot people may be able to teach others.
Use “Fresh Eyes” Approach, the Pilot team should comprise of people
from several areas of the business. Combine local knowledge with “Why
Do You Do It Like This?”
Top Management Reviews, i.e; Quarterly. Progress review and
recognition for achievements. Support to knock down any barriers.
“Two steps forward and one step backward is O.K.;
no steps forward is not O.K.”
40. TACTICALLY, HOW TO GET STARTED?
LEAN PRINCIPLES
Map the Value Streams (processes), beginning with the current
state of how material and information flow now, then drawing a
leaner future state of how they should flow and creating an
implementation plan & schedule.
Begin as soon as possible with an important and visible activity.
Once you’ve gained momentum, expand your scope to link
improvements in your processes from one area to another.
Broadcast positive results and
Recognise early successes.
41. THANK YOU.
THIS IS THE END OF THE PRESENTATION.
LEAN PRINCIPLES
ANY QUESTIONS?
Stephen Lipscombe,
Applex Management Ltd
T: 07802 799195
E: enquiries@applexmanagement.co.uk
W: www.applexmanagement.co.uk