This document discusses using a communication cell to improve communication within and between shifts and departments. It recommends standardizing the layout of the communication cell and using it to track safety, personnel, performance, and continuous improvement. Key performance indicators should be monitored and any issues not meeting targets added to a continuous improvement list to be addressed through kaizen events and audits.
KAIZEN aanpak binnen GZA – case Kinderdagziekenhuis SV – door Geert De Groof,...Möbius Business Redesign
ZA maakt gebruik van KAIZEN events om snel en doelgericht processen te verbeteren. Tijdens een KAIZEN event worden in een korte, intensieve periode werkwijzen geanalyseerd, knelpunten geïdentificeerd en onmiddellijk oplossingen uitgewerkt en geïmplementeerd op de werkvloer. Betrokkenheid van de dienstverantwoordelijke/hoofdverpleegkundige en van de medewerkers die dagelijks actief zijn op de werkvloer is hierbij cruciaal.
Na een uiteenzetting van het algemeen kader binnen GZA door Wim Dooms en Geert De Groof toont Jeroen Verlinden de concrete impact van KAIZEN events aan met behulp van een praktijkvoorbeeld.
The document describes three types of forms used in time studies. The first form is for an elemental time study and lists activities on the left side with columns to record sequential steps. The second form shows results of an elemental time study on a process map for each element. The third form is for multiple observation studies and includes product information, average yields, and a list of activities observed over multiple rounds.
This document outlines the use of a Kamishibai board and cards for continuous improvement activities. The board uses labeled T-cards to guide discussions and identify areas for further action through a standard operating procedure. The cards contain questions and can be general or specific to workstations. A tracking sheet visually records who has participated. Red cards indicate issues that should lead to a 3C form or Kaizen project to improve standards.
Experience Story: Implementing Test automation in your organizationDerk-Jan de Grood
Test automation is omnipresent these days. Still, many organisations struggle with implementation. What tools do you select, do you allow teams to pick their own effectieve solution, or do you strive for a more cetralized approach. The answer lies in a carefull balance, where you allow new fit for purpose solutions to emerge, but reduce wildgrowth in the tool landschape.
This presentation explains how we deal with testautomation at DeltaLloyd. In our different departments created working solutions, that are bundled in a Delta Lloyd broad vision on test automation.
In our development we have , ie the test manager of Delta Lloyd with the external consultant , looked at how we could align supply and demand. We used the analogy of the fruit basket. Fruit represents the various types of test automation solutions. With business drivers as a starting point, we did prioritze de development of test automation solutions, use piloting to test the solutions in practize. When a pilot is finished susessfully it was made availble for the the other departments. The fruit is ripe and IT managers can pick it from the fruit basket, knowing that implementation will be easy and swift. The central organization provides solution, knowledge and support.
The presentation will eloborate on the model. How does it help to define the fruit, and the support towards other departments. The presentation covers a wide range from tools, via required skills, resources & processes, upto the aligment with the business. For this we define 4 groups of people, the wholesale, gardener, auctioneer and Consumer, each with its own goals and skill set.
In our presentation we want to share our approach. It benefits Delta Lloyds test automation and surely can help other companies as well.
This document discusses using a communication cell to improve communication within and between shifts and departments. It recommends standardizing the layout of the communication cell and using it to track safety, personnel, performance, and continuous improvement. Key performance indicators should be monitored and any issues not meeting targets added to a continuous improvement list to be addressed through kaizen events and audits.
KAIZEN aanpak binnen GZA – case Kinderdagziekenhuis SV – door Geert De Groof,...Möbius Business Redesign
ZA maakt gebruik van KAIZEN events om snel en doelgericht processen te verbeteren. Tijdens een KAIZEN event worden in een korte, intensieve periode werkwijzen geanalyseerd, knelpunten geïdentificeerd en onmiddellijk oplossingen uitgewerkt en geïmplementeerd op de werkvloer. Betrokkenheid van de dienstverantwoordelijke/hoofdverpleegkundige en van de medewerkers die dagelijks actief zijn op de werkvloer is hierbij cruciaal.
Na een uiteenzetting van het algemeen kader binnen GZA door Wim Dooms en Geert De Groof toont Jeroen Verlinden de concrete impact van KAIZEN events aan met behulp van een praktijkvoorbeeld.
The document describes three types of forms used in time studies. The first form is for an elemental time study and lists activities on the left side with columns to record sequential steps. The second form shows results of an elemental time study on a process map for each element. The third form is for multiple observation studies and includes product information, average yields, and a list of activities observed over multiple rounds.
This document outlines the use of a Kamishibai board and cards for continuous improvement activities. The board uses labeled T-cards to guide discussions and identify areas for further action through a standard operating procedure. The cards contain questions and can be general or specific to workstations. A tracking sheet visually records who has participated. Red cards indicate issues that should lead to a 3C form or Kaizen project to improve standards.
Experience Story: Implementing Test automation in your organizationDerk-Jan de Grood
Test automation is omnipresent these days. Still, many organisations struggle with implementation. What tools do you select, do you allow teams to pick their own effectieve solution, or do you strive for a more cetralized approach. The answer lies in a carefull balance, where you allow new fit for purpose solutions to emerge, but reduce wildgrowth in the tool landschape.
This presentation explains how we deal with testautomation at DeltaLloyd. In our different departments created working solutions, that are bundled in a Delta Lloyd broad vision on test automation.
In our development we have , ie the test manager of Delta Lloyd with the external consultant , looked at how we could align supply and demand. We used the analogy of the fruit basket. Fruit represents the various types of test automation solutions. With business drivers as a starting point, we did prioritze de development of test automation solutions, use piloting to test the solutions in practize. When a pilot is finished susessfully it was made availble for the the other departments. The fruit is ripe and IT managers can pick it from the fruit basket, knowing that implementation will be easy and swift. The central organization provides solution, knowledge and support.
The presentation will eloborate on the model. How does it help to define the fruit, and the support towards other departments. The presentation covers a wide range from tools, via required skills, resources & processes, upto the aligment with the business. For this we define 4 groups of people, the wholesale, gardener, auctioneer and Consumer, each with its own goals and skill set.
In our presentation we want to share our approach. It benefits Delta Lloyds test automation and surely can help other companies as well.
Webinar - EAM /Reliability & Integrity Software selectie - 15 juli 2020Stork
Er is een groot aantal Enterprise Asset Management IT-systemen op de markt. Over welke software systemen hebben we het eigenlijk en hoe bepaalt u welke software tool het beste bij uw organisatie past?
Ludolf Pijpker geeft u inzicht in de groepen Asset Management software systemen, in de verschillen ertussen en in een stappenplan om tot de perfecte match te komen. Dit voorkomt onnodig hoge kosten, bevordert de integratiemogelijkheden met andere systemen en zorgt voor soepel lopende werkprocessen.
Op basis van zijn 10 jaar ervaring als Operations
Manager verteld Jakob Smit hoe hij bij 2
bedrijven uit de kunststof industrie Lean
Manufacturing heeft ingevoerd. Zijn manier van
werken – waarin “Kaizen weken” een grote rol
spelen – wordt overzichtelijk en voorzien van
vele praktijkvoorbeelden uiteen gezet. Tijdens
zijn voordracht zal duidelijk worden dat niet zo
zeer de Lean tools van belang zijn, maar veel
meer de sturing van groepsprocessen en het
veranderen van de bedrijfscultuur.
de online scorecard 3.0.
invoeren binnen de organisatie
performancemanagement cyclus, effectieve dashboards, in de praktijk. Interviews met Bol.com, KLM en TNT
8 steps for Future State Value Stream mapping, using my personal Lighter Factory Example,
More information and explenation to this example can be found on www.panview.nl
A quick guide to Value Stream Mapping.
For explaination of the sheets, please visit:
http://www.panview.nl/en/lean-production-lean-toolbox/value-stream-mapping-vsm
1. The document outlines a safety program that includes monthly audits, daily mini-audits, and visuals to document safety practices and near misses.
2. It also describes implementing the 6S methodology which involves organizing a work area into sections for sorting, straightening, sweeping, standardizing, and sustaining the organization and cleanliness of the workstation.
3. The 6S sections provide details on using techniques like red tag zones, shadow boards, colored floor lines, workstation visuals and checklists, and regular audits to standardize and maintain the work areas.
The document discusses overall equipment effectiveness (OEE) and its components. OEE measures production productivity against the theoretical maximum and is calculated as the product of availability, performance efficiency, and quality rate. Lower OEE is caused by downtime, changeovers, speed losses, and defects which reduce actual production compared to the target.
The document outlines 6 steps for process mapping and standardizing operating procedures: 1) Create a SIPOC to identify key processes, customer requirements, and supplier requirements. 2) Make detailed process maps using standard symbols to depict each step. 3) Review current operating procedures and identify any gaps. 4) Update existing procedures to a single page using graphics. 5) Create any missing standard operating procedures. 6) Establish an official digital database of all procedures and make them accessible to employees.
The document describes examples of value stream mapping (VSM) process and information flow symbols and diagrams. It provides a process flow example with two workstations connected by a push system and stock in between, where workstation 1 has a cycle time of 1 second and workstation 2 has 39 seconds, and products experience an average wait of 7.6 days in inventory. It also shows an information flow example where kanban cards are brought in a batch from the supermarket to a Heijunka box and then picked one-by-one.
The document lists 8 types of waste in production processes: defects, overproduction, waiting, non-used talent, transport, inventory, motion, and excess processing. It provides a brief heading for each type of waste but does not include any further details or explanations for each one. The document suggests analyzing and improving production processes to reduce or eliminate these 8 wastes.
2. 1. KAIZENLOOP OP COMCELL
1. Kaizens uitvoeren (training)
2. Kaizens plannen (PDCA), documenteren & delen
3. Kaizens Opvolging (nummering – afgerond of
niet)
2
3
3. 2. FOCUS OP 8 VERSPILLINGEN
1. Kaizens moeten aantoonbaar één of meer van de 8 verspillingen
reduceren, dan wel veiligheid of moraal verbeteren.
2. Gebruik de Procesmap om verspilling te ontdekken
3. Kwantitatief vertaald naar één van de prestatie indicatoren
3
1
Defects Overproductie Wachten Niet gebruikt talent
Transport Inventory Motion Extra processing
2
4. 3. INPUT UIT KAMISHIBAI
1. Kamishibai (dagelijkse / wekelijkse audit) o.a. 6S en standaard werk
2. Afwijkingen komen op het 3C bord
3. Verbeteringen van de standaard worden via de kaizenloop
gecommuniceerd
2
3
1
2
3
5. 4. TEAM BELONING
1. Opvolging aantallen ingediende en ingevoerde kaizens
2. Teambeloning €5 per Kaizen (te gebruiken voor teamuitjes)
3. Zichtbare spaarpot per team over verbeterprestaties
1
3