Management Team Training 4-2-07
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The document discusses lean principles and tools used at Industrial Mold & Machine. It advocates adopting a lean philosophy to eliminate waste, continuously improve, and focus on providing value to customers. Some key lean tools mentioned include 5S, SMED, standardized work, kanban, mistake proofing and cellular manufacturing which are used to reduce lead times, setup times, work in progress inventory and improve quality, safety, costs and customer satisfaction when implemented as an integrated system and not just a set of individual tools.
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Standard work in_services_final
This document discusses using modularity in standard work processes to improve flexibility in service industries. It proposes treating process steps as interchangeable "content" that can be plugged into a top-level process framework. This allows customizing sub-processes while maintaining common elements. Benefits include more accurately mapping to real-world tasks and easier updates. Challenges include needing to reference multiple procedures simultaneously. The presentation provides a case study of modular standard work for a quotation process and discusses advantages like accommodating variety versus disadvantages like additional analysis needs.
Standard work
This document discusses standard work and its importance in organizations. Standard work is defined as the best, safest, and most efficient way to complete a specific task. It provides structure and consistency. Standard work benefits organizations by reducing variation, eliminating waste, ensuring safety and compliance, and allowing for continuous improvement. The document outlines how to create standard work and the different types. It notes that standard work, while difficult to develop, allows organizations to sustain gains and serves as a baseline for further improvement.
Standardized Work
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.
Principles of Lean Maintenance
Lean Maintenance is gaining traction as a sound strategy to keep equipment running and productivity humming. The hardest part is getting started. On Thursday, March 20 at 1 p.m. CDT, Plant Engineering will present a Webcast that looks at the steps needed to implement a sound Lean Maintenance strategy on your plant floor and to begin to reap the benefits.
Learning objectives:
-The value of Lean Maintenance as a plant-floor strategy and the history of lean
-The steps and tools needed to get started down the road to Lean
-Getting plant-floor buy-in from line workers
-Incorporating technology into Lean maintenance
460 operations - 4.6
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.
Lean Standard or Standardized Work Training Module
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
Tpm by drh.
This document provides an overview of Total Productive Maintenance (TPM). It defines TPM as a productive maintenance approach implemented by all employees in an organization to improve equipment effectiveness. The key points covered include: TPM was developed in Japan in the 1950s and involves operators and management in continuous equipment improvement; the goals of TPM are to increase production quality and job satisfaction through cross-functional teamwork; and TPM utilizes methods like overall equipment effectiveness (OEE) and autonomous maintenance.
Visual Control and Management : Manufacturing Management
Visual Control and Management : Manufacturing ManagementMaster Sun-Consulting Brand of Adiva L Pvt. Ltd.
Visual Control & Management is an interesting and an effective way to improve productivity, process control, safety and quality. Recommended
Standard work in_services_final
This document discusses using modularity in standard work processes to improve flexibility in service industries. It proposes treating process steps as interchangeable "content" that can be plugged into a top-level process framework. This allows customizing sub-processes while maintaining common elements. Benefits include more accurately mapping to real-world tasks and easier updates. Challenges include needing to reference multiple procedures simultaneously. The presentation provides a case study of modular standard work for a quotation process and discusses advantages like accommodating variety versus disadvantages like additional analysis needs.
Standard work
This document discusses standard work and its importance in organizations. Standard work is defined as the best, safest, and most efficient way to complete a specific task. It provides structure and consistency. Standard work benefits organizations by reducing variation, eliminating waste, ensuring safety and compliance, and allowing for continuous improvement. The document outlines how to create standard work and the different types. It notes that standard work, while difficult to develop, allows organizations to sustain gains and serves as a baseline for further improvement.
Standardized Work
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.
Principles of Lean Maintenance
Lean Maintenance is gaining traction as a sound strategy to keep equipment running and productivity humming. The hardest part is getting started. On Thursday, March 20 at 1 p.m. CDT, Plant Engineering will present a Webcast that looks at the steps needed to implement a sound Lean Maintenance strategy on your plant floor and to begin to reap the benefits.
Learning objectives:
-The value of Lean Maintenance as a plant-floor strategy and the history of lean
-The steps and tools needed to get started down the road to Lean
-Getting plant-floor buy-in from line workers
-Incorporating technology into Lean maintenance
460 operations - 4.6
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.
Lean Standard or Standardized Work Training Module
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
Tpm by drh.
This document provides an overview of Total Productive Maintenance (TPM). It defines TPM as a productive maintenance approach implemented by all employees in an organization to improve equipment effectiveness. The key points covered include: TPM was developed in Japan in the 1950s and involves operators and management in continuous equipment improvement; the goals of TPM are to increase production quality and job satisfaction through cross-functional teamwork; and TPM utilizes methods like overall equipment effectiveness (OEE) and autonomous maintenance.
Visual Control and Management : Manufacturing Management
Visual Control and Management : Manufacturing ManagementMaster Sun-Consulting Brand of Adiva L Pvt. Ltd.
Visual Control & Management is an interesting and an effective way to improve productivity, process control, safety and quality. Standard work training
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.
New Employee Lean Orientation
How to on-board new hires to get them familiar with lean and speed their contribution to continuous improvement
Making Improvement Standard: Making Agile Practices Dynamic through Lean Stan...
1. The presenter is Arlen Bankston, who has 14 years of Agile experience and is a Lean Six Sigma Master Black Belt with experience in user experience, product development, training, coaching, and management.
2. The presentation covers the concepts of standard work and A3 problem solving from Lean, and how to apply them to Agile processes to continuously improve practices and processes through experimentation and documentation of standards.
3. Examples are provided of how standard work and A3s can be used to document and improve processes for sprint planning, definition of done, estimation practices, onboarding new team members, and using visual management systems.
Lean Maintenance EN 13306 2010
This document defines terms related to maintenance standards according to European Standard EN 13306:2010. It outlines key objectives of maintenance management, including ensuring availability at optimal costs while considering safety, environmental impact, and durability. Fundamental terms are defined, such as maintenance, maintenance management, and maintenance objectives. Types of maintenance covered include preventive, corrective, condition-based, and predetermined maintenance. Additional terms involving failures, faults, activities, times, and support are also defined but not outlined here.
Tpm
This document provides an overview of Total Productive Maintenance (TPM). It defines TPM, describes its origins in quality management techniques, and outlines its eight pillars including autonomous maintenance, planned maintenance, and equipment improvement. The document explains how to implement a TPM program over multiple steps, from establishing goals to training personnel. It concludes by noting the benefits of TPM such as increased equipment productivity and reduced costs.
Lean Manufacturing Tools
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
[Partial Preview:] Overall Equipment Effectiveness (OEE)
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The goal of Total Productive Maintenance (TPM) is to increase equipment effectiveness so that each piece of equipment can be operated to its full potential and maintained at that level. To maximize equipment effectiveness, you need a measurement tool that can help you understand your equipment problems so that you can take steps to eliminate them. The key to this understanding is Overall Equipment Effectiveness (OEE).
OEE is a crucial measure in TPM that tells you how well your equipment is running. It links three elements in one percentage: the time the machine is actually running, the quantity of products the machine is turning out, and the quantity of good output.
LEARNING OBJECTIVES
1. Understand the concept and philosophy of TPM and its relationship with OEE
2. Explain the importance of OEE and how it relates to value-adding work of the factory
3. Understand OEE concepts such as Availability, Performance, Quality and the Six Major Losses
4. Describe the steps of collecting and processing OEE data and reporting results
5. Define approaches for reducing equipment-related losses to raise OEE
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Visual Management by Operational Excellence Consulting
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Lean Manufacturing Systems WithAdrian
Lean Manufacturing systems shows the steps towards a lean Manufacturing Cell. In-depth material available in the notes section!
Working on Gemba now.
skype withadrian
Skype WithAdrian
5S Audit Checklists for Manufacturing & Office
[Note: This is a partial preview. To download this presentation/checklists, visit:
https://www.oeconsulting.com.sg/training-presentations]
This is a set of 5S audit checklists for manufacturing companies and office/service environments.
There are a total of 25 manufacturing-related and 20 office-related evaluation criteria spanning the 5S principles. Each criteria is evaluated against a five-point scale.
The maximum possible score is 100 organized into five scoring bands:
81-100: Excellent
61-80: Good
41-60: Fair
21-40: Poor
1-20: Very Poor
This 5S audit worksheet can be applied generally to all manufacturing and office departments. You may change the audit criteria to suit your specific needs and situation. With the 5S Excel worksheet, you can instantly view your monthly 5S audit results visually with a Radar Chart and a Monthly Trend Chart. The results can be compared between departments and sites.
Start auditing your 5S performance today and map out an actionable plan based on the audit findings!
CONTENTS
1. Summary of 5S Principles
2. 5S Audit Checklist - Manufacturing
3. 5S Audit Checklist - Office / Service
Note: This package consists of a 5S audit checklist in PowerPoint and Excel formats.
8 Wastes in Lean
Lean thinking aims to remove wastes from work processes. Before diving into the 8 wastes, it is important to understand what waste is. Waste is any action or step in a process that does not add value to the customer. In other words, waste is any process that the customer does not want to pay for. The original seven wastes (Muda) was developed by Taiichi Ohno, the Chief Engineer at Toyota, as part of the Toyota Production System (TPS). The seven wastes are Talent, Inventory, Motion, Waiting, Overproduction, Over processing and Defects. They are often referred to by the acronym ‘TIMWOOD’.
The 8th waste of non-utilized talent or ‘Skills’ of workers was later introduced in the 1990s when the Toyota Production System was adopted in the Western world. As a result, the 8 wastes are commonly referred to as ‘TIMWOODS’.
My machine camp
Autonomous maintenance (AM) involves individual workers maintaining their own equipment through preventative measures like daily checks and correct operation. This represents a shift from a traditional model where production and maintenance were separate functions. AM aims to improve reliability by empowering workers and changing maintenance practices based on equipment changes. Key aspects of AM include preventative maintenance activities to avoid deterioration, regular inspections to detect issues, and prompt repairs to address problems. AM is implemented through a seven step process that establishes cleaning and lubrication standards for equipment.
Lean Office by Operational Excellence Consulting
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
5 s and lean manufacturing
The document discusses 5S and Lean Manufacturing techniques. It describes the 5S methodology which includes Sort, Set In Order, Shine, Standardize, and Sustain to identify and reduce abnormalities, waste, improve teamwork, cleanness, safety, and productivity. It also outlines the eight most common types of waste in Lean Manufacturing: transportation, inventory, motion, waiting time, overproduction, over processing, defects, and underutilized staff. The goal of Lean is to maximize customer value while minimizing waste.
[Partial Preview:] Waste-finding Checklists for Manufacturing Companies
[Partial Preview:] Waste-finding Checklists for Manufacturing CompaniesOperational Excellence Consulting
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This is a comprehensive set of checklists for waste-finding in manufacturing companies. The checklists are based on the eight types of Lean waste:
1. Overproduction
2. Inventory
3. Waiting
4. Motion
5. Transportation
6. Defects
7. Overprocessing
8. Intellectual
The checklists have a combined total of 65 waste items which could be potentially found on the shopfloor. For each checklist item, the magnitude of waste can be quantified under four levels:
Magnitude 0 : No waste found
Magnitude 1 : Very little waste
Magnitude 2 : Some waste
Magnitude 3 : A lot of waste
The checklists can be applied generally to all manufacturing departments. Users may adopt the checklists as they are, or customize them to suit your specific application. Add or delete the checklist items as needed.
The checklists form the basis of a structured improvement plan. Waste items can be ranked or prioritized and assigned to a person or team to develop an action plan for eliminating the identified waste within a certain timeframe.
CONTENTS:
1. Summary of the Eight Types of Lean Waste
2. Waste-finding Checklists
2.1 Waste-finding Checklist: Overproduction
2.2 Waste-finding Checklist: Inventory
2.3 Waste-finding Checklist: Waiting
2.4 Waste-finding Checklist: Motion
2.5 Waste-finding Checklist: Transportation
2.6 Waste-finding Checklist: Defects
2.7 Waste-finding Checklist: Overprocessing
2.8 Waste-finding Checklist: Intellectual
2.9 Major Waste-finding ChecklistAlternate Hourly Lean Introduction
I used this presentation at a kickoff meeting at one of our other sites. I had worked with the management team to define their Hoshin Plan prior to this and we wanted to share it with the plant.
SME Lean Presentation
Joint presentation to SME members on the benefits of Lean, a overview of Lean terminology, and how sequencing operations in a balanced flow reduces Lead Time.
What is lean management?
Tired of hearing about people talking about lean management and not understanding a word about it? Check out this content and learn all about it!
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zengınlık
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El documento presenta una lista de vocabulario en inglés y español relacionado con diferentes temas como la casa, la ciudad, la playa, entretenimiento y la familia. El vocabulario incluye palabras como alfombra, cama, espejo, calle, centro comercial, edificios, iglesia, mar, olas, playa, tienda de campaña, circo, teatro, plaza de toros, tía, novio, hermano y esposa.
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Standard work training
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.
New Employee Lean Orientation
How to on-board new hires to get them familiar with lean and speed their contribution to continuous improvement
Making Improvement Standard: Making Agile Practices Dynamic through Lean Stan...
1. The presenter is Arlen Bankston, who has 14 years of Agile experience and is a Lean Six Sigma Master Black Belt with experience in user experience, product development, training, coaching, and management.
2. The presentation covers the concepts of standard work and A3 problem solving from Lean, and how to apply them to Agile processes to continuously improve practices and processes through experimentation and documentation of standards.
3. Examples are provided of how standard work and A3s can be used to document and improve processes for sprint planning, definition of done, estimation practices, onboarding new team members, and using visual management systems.
Lean Maintenance EN 13306 2010
This document defines terms related to maintenance standards according to European Standard EN 13306:2010. It outlines key objectives of maintenance management, including ensuring availability at optimal costs while considering safety, environmental impact, and durability. Fundamental terms are defined, such as maintenance, maintenance management, and maintenance objectives. Types of maintenance covered include preventive, corrective, condition-based, and predetermined maintenance. Additional terms involving failures, faults, activities, times, and support are also defined but not outlined here.
Tpm
This document provides an overview of Total Productive Maintenance (TPM). It defines TPM, describes its origins in quality management techniques, and outlines its eight pillars including autonomous maintenance, planned maintenance, and equipment improvement. The document explains how to implement a TPM program over multiple steps, from establishing goals to training personnel. It concludes by noting the benefits of TPM such as increased equipment productivity and reduced costs.
Lean Manufacturing Tools
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
[Partial Preview:] Overall Equipment Effectiveness (OEE)
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The goal of Total Productive Maintenance (TPM) is to increase equipment effectiveness so that each piece of equipment can be operated to its full potential and maintained at that level. To maximize equipment effectiveness, you need a measurement tool that can help you understand your equipment problems so that you can take steps to eliminate them. The key to this understanding is Overall Equipment Effectiveness (OEE).
OEE is a crucial measure in TPM that tells you how well your equipment is running. It links three elements in one percentage: the time the machine is actually running, the quantity of products the machine is turning out, and the quantity of good output.
LEARNING OBJECTIVES
1. Understand the concept and philosophy of TPM and its relationship with OEE
2. Explain the importance of OEE and how it relates to value-adding work of the factory
3. Understand OEE concepts such as Availability, Performance, Quality and the Six Major Losses
4. Describe the steps of collecting and processing OEE data and reporting results
5. Define approaches for reducing equipment-related losses to raise OEE
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Visual Management by Operational Excellence Consulting
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Lean Manufacturing Systems WithAdrian
Lean Manufacturing systems shows the steps towards a lean Manufacturing Cell. In-depth material available in the notes section!
Working on Gemba now.
skype withadrian
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5S Audit Checklists for Manufacturing & Office
[Note: This is a partial preview. To download this presentation/checklists, visit:
https://www.oeconsulting.com.sg/training-presentations]
This is a set of 5S audit checklists for manufacturing companies and office/service environments.
There are a total of 25 manufacturing-related and 20 office-related evaluation criteria spanning the 5S principles. Each criteria is evaluated against a five-point scale.
The maximum possible score is 100 organized into five scoring bands:
81-100: Excellent
61-80: Good
41-60: Fair
21-40: Poor
1-20: Very Poor
This 5S audit worksheet can be applied generally to all manufacturing and office departments. You may change the audit criteria to suit your specific needs and situation. With the 5S Excel worksheet, you can instantly view your monthly 5S audit results visually with a Radar Chart and a Monthly Trend Chart. The results can be compared between departments and sites.
Start auditing your 5S performance today and map out an actionable plan based on the audit findings!
CONTENTS
1. Summary of 5S Principles
2. 5S Audit Checklist - Manufacturing
3. 5S Audit Checklist - Office / Service
Note: This package consists of a 5S audit checklist in PowerPoint and Excel formats.
8 Wastes in Lean
Lean thinking aims to remove wastes from work processes. Before diving into the 8 wastes, it is important to understand what waste is. Waste is any action or step in a process that does not add value to the customer. In other words, waste is any process that the customer does not want to pay for. The original seven wastes (Muda) was developed by Taiichi Ohno, the Chief Engineer at Toyota, as part of the Toyota Production System (TPS). The seven wastes are Talent, Inventory, Motion, Waiting, Overproduction, Over processing and Defects. They are often referred to by the acronym ‘TIMWOOD’.
The 8th waste of non-utilized talent or ‘Skills’ of workers was later introduced in the 1990s when the Toyota Production System was adopted in the Western world. As a result, the 8 wastes are commonly referred to as ‘TIMWOODS’.
My machine camp
Autonomous maintenance (AM) involves individual workers maintaining their own equipment through preventative measures like daily checks and correct operation. This represents a shift from a traditional model where production and maintenance were separate functions. AM aims to improve reliability by empowering workers and changing maintenance practices based on equipment changes. Key aspects of AM include preventative maintenance activities to avoid deterioration, regular inspections to detect issues, and prompt repairs to address problems. AM is implemented through a seven step process that establishes cleaning and lubrication standards for equipment.
Lean Office by Operational Excellence Consulting
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
5 s and lean manufacturing
The document discusses 5S and Lean Manufacturing techniques. It describes the 5S methodology which includes Sort, Set In Order, Shine, Standardize, and Sustain to identify and reduce abnormalities, waste, improve teamwork, cleanness, safety, and productivity. It also outlines the eight most common types of waste in Lean Manufacturing: transportation, inventory, motion, waiting time, overproduction, over processing, defects, and underutilized staff. The goal of Lean is to maximize customer value while minimizing waste.
[Partial Preview:] Waste-finding Checklists for Manufacturing Companies
[Partial Preview:] Waste-finding Checklists for Manufacturing CompaniesOperational Excellence Consulting
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This is a comprehensive set of checklists for waste-finding in manufacturing companies. The checklists are based on the eight types of Lean waste:
1. Overproduction
2. Inventory
3. Waiting
4. Motion
5. Transportation
6. Defects
7. Overprocessing
8. Intellectual
The checklists have a combined total of 65 waste items which could be potentially found on the shopfloor. For each checklist item, the magnitude of waste can be quantified under four levels:
Magnitude 0 : No waste found
Magnitude 1 : Very little waste
Magnitude 2 : Some waste
Magnitude 3 : A lot of waste
The checklists can be applied generally to all manufacturing departments. Users may adopt the checklists as they are, or customize them to suit your specific application. Add or delete the checklist items as needed.
The checklists form the basis of a structured improvement plan. Waste items can be ranked or prioritized and assigned to a person or team to develop an action plan for eliminating the identified waste within a certain timeframe.
CONTENTS:
1. Summary of the Eight Types of Lean Waste
2. Waste-finding Checklists
2.1 Waste-finding Checklist: Overproduction
2.2 Waste-finding Checklist: Inventory
2.3 Waste-finding Checklist: Waiting
2.4 Waste-finding Checklist: Motion
2.5 Waste-finding Checklist: Transportation
2.6 Waste-finding Checklist: Defects
2.7 Waste-finding Checklist: Overprocessing
2.8 Waste-finding Checklist: Intellectual
2.9 Major Waste-finding ChecklistAlternate Hourly Lean Introduction
I used this presentation at a kickoff meeting at one of our other sites. I had worked with the management team to define their Hoshin Plan prior to this and we wanted to share it with the plant.
SME Lean Presentation
Joint presentation to SME members on the benefits of Lean, a overview of Lean terminology, and how sequencing operations in a balanced flow reduces Lead Time.
What is lean management?
Tired of hearing about people talking about lean management and not understanding a word about it? Check out this content and learn all about it!
What's hot (18)
Making Improvement Standard: Making Agile Practices Dynamic through Lean Stan...
Making Improvement Standard: Making Agile Practices Dynamic through Lean Stan...
[Partial Preview:] Overall Equipment Effectiveness (OEE)
[Partial Preview:] Overall Equipment Effectiveness (OEE)
Visual Management by Operational Excellence Consulting
Visual Management by Operational Excellence Consulting
[Partial Preview:] Waste-finding Checklists for Manufacturing Companies
[Partial Preview:] Waste-finding Checklists for Manufacturing Companies
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zengınlık
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- 1. Management Overview of Lean at Industrial Mold & Machine
- 2. Vision Without Action is Just a Dream Action Without Vision is Just Wasting Time
- 4. NOT a Set of Tools: Kanban Standardized Work SMED Kaizen Andon What TPS is:
- 5. What TPS is: Human Development Philosophy Managerial Technical … An Integrated System c 2000 Toyota
- 11. Common Visual Devices TYPE HOME COMMUNITY WORKPLACE Indicator Signal Control Guarantee Street Signs Truck Back- up beep Lines in Parking Lot Unleaded / Diesel Gasoline Filler Tube Sizes Clean/Dirty sign on dishwasher Buzzer on Dryer Kitchen Utensil Holder Large/small Side Appliance Plugs
- 13. Personal Knowledge Centralized Knowledge Public Knowledge The Visual Factory , Greif
- 25. Willing to start small, learn through trial and error TPS is built on the scientific way of thinking Develop a way of thinking: “how do I respond to this problem?”
- 28. Lean Tools