Value Stream Transformation: 10 Keys to SuccessTKMG, Inc.
Recorded webinar: http://slidesha.re/1CXiepG
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
Value Stream Mapping is a powerful, leadership-level improvement activity that looks at how work flows across an organization from a customer request to delivering on that request.
Using a methodical approach to gain insights into current performance and a no-holds barred approach for an improved future state, leaders are able to transform their operations into efficient and effective value delivery systems.
In this webinar, you'll learn the 10 key success factors that Karen and her team have found create the greatest degrees of success in the transformation process.
Value Stream Mapping in Office & Service SetttingsTKMG, Inc.
Recorded webinar: http://bit.ly/1l6zLVy
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
This webinar covers the subtle differences between manufacturing-style value stream maps and those in office and service settings.
Contact us if you'd like an in-house workshop or external facilitation for a real-time mapping session. http://www.ksmartin.com
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
How to turn around in a previous agile transformation that did not give effective results? How to engage and not hurt the identity of people and teams? Working in a century-old global company, the challenge of changing the status quo in a 300-person silos department can be considered impossible but using STATIK as a Trojan Horse to initiate organizational transformation and Kanban as a change manager, little by little, the agile practices were gradually leveraged.
How was that possible? When we talk about STATIK most people already think in the system approach of implementing Kanban in the teams, right? But have you ever considered using it as a guide to organizational transformation? I will share how STATIK drove us through the changes, primarily by focusing on problem-solving and its improvements. How this helped us gain leadership and team support, so that when the time for “Kanbanization” came, there would not have the widespread resistance that we normally encounter when talking about using Kanban on teams.
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
Value Stream Transformation: 10 Keys to SuccessTKMG, Inc.
Recorded webinar: http://slidesha.re/1CXiepG
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
Value Stream Mapping is a powerful, leadership-level improvement activity that looks at how work flows across an organization from a customer request to delivering on that request.
Using a methodical approach to gain insights into current performance and a no-holds barred approach for an improved future state, leaders are able to transform their operations into efficient and effective value delivery systems.
In this webinar, you'll learn the 10 key success factors that Karen and her team have found create the greatest degrees of success in the transformation process.
Value Stream Mapping in Office & Service SetttingsTKMG, Inc.
Recorded webinar: http://bit.ly/1l6zLVy
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
This webinar covers the subtle differences between manufacturing-style value stream maps and those in office and service settings.
Contact us if you'd like an in-house workshop or external facilitation for a real-time mapping session. http://www.ksmartin.com
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
How to turn around in a previous agile transformation that did not give effective results? How to engage and not hurt the identity of people and teams? Working in a century-old global company, the challenge of changing the status quo in a 300-person silos department can be considered impossible but using STATIK as a Trojan Horse to initiate organizational transformation and Kanban as a change manager, little by little, the agile practices were gradually leveraged.
How was that possible? When we talk about STATIK most people already think in the system approach of implementing Kanban in the teams, right? But have you ever considered using it as a guide to organizational transformation? I will share how STATIK drove us through the changes, primarily by focusing on problem-solving and its improvements. How this helped us gain leadership and team support, so that when the time for “Kanbanization” came, there would not have the widespread resistance that we normally encounter when talking about using Kanban on teams.
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
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
Value Stream Mapping (VSM) is intended to be used as a tool and practice in conjunction with a systematic, scientific improvement process like the Improvement Kata / Coaching Kata. A future-state map 'connects the dots' of individual improvement efforts by giving them a common challenge to strive for.
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
Subscribe: http://www.ksmartin.com/subscribe
Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/
To purchase the book: http://bit.ly/TOObk
In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels.
This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions.
The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.
A PowerPoint presentation of an AME webinar from April 8, 2016 focusing on lean management and lean leadership.
For more information about this topic at our 2017 International Conference in Boston, visit http://bit.ly/2oHMiTh
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
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
Value Stream Mapping (VSM) is intended to be used as a tool and practice in conjunction with a systematic, scientific improvement process like the Improvement Kata / Coaching Kata. A future-state map 'connects the dots' of individual improvement efforts by giving them a common challenge to strive for.
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
Subscribe: http://www.ksmartin.com/subscribe
Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/
To purchase the book: http://bit.ly/TOObk
In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels.
This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions.
The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.
A PowerPoint presentation of an AME webinar from April 8, 2016 focusing on lean management and lean leadership.
For more information about this topic at our 2017 International Conference in Boston, visit http://bit.ly/2oHMiTh
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011
Lean cost planning by Takashi Tanaka at the Lean IT Summit 2013Institut Lean France
Successful cost planning requires excellent “cost data” which details not only material and labor, but also sales, logistics and administration costs for new product development efforts. Discover how Toyota does it with Takashi Tanaka's presentation from the Lean IT Summit 2013. Watch the video here: http://www.youtube.com/watch?v=RaTgyZ_qWmI&list=UUS_BXp5Zg9td-ZfczI1BgZw&feature=share&index=3
Discover more Lean IT stories on www.lean-it-summit.com
Eficiencia, Productividad y Reducción de Costos en Planta - CDC FactoryCMT Latin America
Ciclo de seminarios sobre Eficiencia, Productividad y Reducción de Costos en Planta, presentados en Córdoba, Rosario y Buenos Aires, Argentina durante Junio de 2012. Nuestro orador fue Miguel Escudero quien habló sobre Lean Manufacturing, Six Sigma y Mejora Continua y cómo CDC Factory puede ayudar a las empresas a lograr sus objetivos de mejorar los costos de producción y obtener mayores márgenes de ganancias por producto fabricado. Aquí le compartimos la presentación realizada, ante cualquier consulta, al finalizar la misma estan nuestros datos de contacto.
This is an introduction to Kanban as a Lean Method, for people new to the idea. Its goals are to demonstrate how Kanban can be used to:
1. Visualise Processes
2. Apply Limits
3. Make Improvements
I prepared it for the Gatineau-Ottawa Agile Tour 2015 (http://goagiletour.ca).
It has a number of activities and is meant to be run as an interactive workshop to engage the audience. Feel free to use it yourself, or contact me if you'd like to arrange a session.
Lean elephants: Lean Product Development in a large organization by Susana Ju...Institut Lean France
More than 3 years ago Telefonica began to apply the Lean Startup methodology to innovation projects. Lean Startup has allowed us to speed up the innovation process and do more with less, with a clear focus on market and customers. Applying Lean Startup at a large corporation is complex, but the benefits are many. A presentation by Susana Jurado at the Lean IT Summit 2015. www;.lean-it-summit.com
Découvrez la présentation de Daniel T. Jones en ouverture du 4e Lean Summit. Retrouvez les témoignages des dirigeants qui ont fait du lean leur stratégie et l'éclairage des experts en vidéo sur notre site www.institut-lean-france.fr et sur notre chaîne : http://www.youtube.com/user/InstitutLeanFrance
Obeya: an evolution by Fred Mathijssen Nike - Lean IT Summit 2014Institut Lean France
Learn from the journey Nike Europe’s Tech department went through since they started into the now, where the Obeya visualizes how Nike Tech aligns to Nike’s strategy supported by programs, our portfolio, key metrics, and a structured review process with our GEO and Global business partners…Fred Mathijssen presented this at the Lean IT Summit 2014. More about Lean and IT on www.lean-it-summit.com
Lean six sigma - Waste elimination (Yellow Belt)Abhay Yadav
Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda): defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra-processing
The ROI of Scaling Agile - How to justify the investment in terms your CFO wi...Steve Elliott
You know the benefits of moving through an Agile transformation but the inevitable question always comes up - Does Agile really improve cost, schedule, productivity, quality and customer satisfaction compared to traditional methods?
Join Scott Blacker, VP of Products at AgileCraft and Phillip Manketo, Senior Agile Consultant at Eliassen Group, for an one-hour session as they share insight into how to justify your Agile investment.
The Fresh Connection - Simulation based Supply Chain Learning PlatformFrinson Francis
The Fresh Connection is a Web based Business Simulation in the area of Supply Chain Management and Organisation Wide Collaboration used for Experiential Learning. Learn Supply Chain Management, Supply Chain Performance and Analysis, Sales and Operations Planning, Inventory Management, Supply Chain Strategy, Demand Planning, Collaboration, Risk Management in Supply Chains with in-house workshops at your company
by Wolfgang Krips, Senior Vice President of Global Infrastructure Operations of SAP at the Lean Summit 2010, New Horizons for Lean Thinking on 2/3 November 2010
Lean Leadership for Executives: Initial findings from LGN Research by David Brunt shown at the Lean Summit 2012 - Learning - Educating - Sharing on 27/28 November
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
2. www.leanuk.orgLean Enterprise Academy
Creating Lean Supply Chains
Seeing the Whole Extended Value
Stream
Plenary Theme:
3. What can we learn from compressing lean supply chains?
As low-wage globalisation unwinds how to rebuild and manage a
lean supply base in each region to bring jobs back and respond
to customers cost effectively in high wage locations.
This Session:
How do you analyze the opportunities from compressing
value streams?
2
3. www.leanuk.orgLean Enterprise Academy
Objectives of Mapping Extended
Value Streams
Seeing the Whole Extended Value Stream
Raise consciousness in every firm & function touching the value
stream of the enormous waste of time, effort & movement
Typical current state 9 out of 10 steps & 99% of elapsed time are
wasted
Raise consciousness in every firm & function of the effect of its
actions on every other firm & function touching the value stream
Learn how a value stream team with representatives from every
firm can envision a series of Future States & an Ideal State for their
shared value stream
Learn how the team can progressively implement:
A Future State 1 in which smooth, levelled pull & flow are introduced
within every facility touching the value stream
A Future State 2 in which smooth, levelled pull & frequent replenishment
loops are introduced between every facility touching the value stream
(eliminating warehousing & cross docking in the process)
An Ideal State (providing a North Star for collectively steering towards
the perfect value stream with zero waste) by compressing the value
stream & introducing right-sized technologies
Learn how value stream teams can share costs & gains to create
win-win-win outcomes for every value stream participant
3
4. www.leanuk.orgLean Enterprise Academy
Agenda
Introduction
Lean Thinking & starting the project
Mapping the flows
Deciding what to map
Every Product Every Cycle
Manufacturing
Warehousing
Developing the Future State
4
5. www.leanuk.org
Lean Thinking
A Refresher
Specify what creates
value from the
customers perspective
Identify all steps across
the whole value stream
Make those actions that
create value flow
Only make what is
pulled by the customer
just-in-time
Strive for perfection by
continually removing
successive layers of
waste
Lean Enterprise Academy5
6. www.leanuk.orgLean Enterprise Academy
The Essence of Lean Thinking
Where is the time in your value stream?
e.g. A U.K. customer has to wait on average 48
days for their custom-built vehicle to arrive
It takes under 30 hours to produce in the
factory!!!
“All we are doing is looking at the time
line - from the moment the customer
gives us an order to the point where we
collect the cash. And we are reducing
that time line by removing the non-
value-added wastes” Ohno (1988-ix)
6
7. www.leanuk.orgLean Enterprise Academy
Value Stream Improvement
& Process Improvement
Company 1 Company 2 Company 3
CUSTOMER
Raw
Material
Finished
Product
VALUE STREAM: All the steps, VA & NVA, required to bring the
product from raw material to customer
Necessary but non value adding
35%
Value adding
5%
Non value adding
60%
7
8. www.leanuk.orgLean Enterprise Academy
Value Stream Improvement
& Process Improvement
Company 1 Company 2 Company 3
CUSTOMER
Raw
Material
Finished
Product
PROCESS PROCESS PROCESS
VALUE STREAM: All the steps, VA & NVA, required to bring the
product from raw material to customer
Necessary but non value adding
35%
Value adding
5%
Non value adding
60%
Focus of “traditional”
efficiency improvements
8
9. www.leanuk.orgLean Enterprise Academy
Value Stream Improvement
& Process Improvement
Company 1 Company 2 Company 3
CUSTOMER
Raw
Material
Finished
Product
PROCESS PROCESS PROCESS
VALUE STREAM: All the steps, VA & NVA, required to bring the
product from raw material to customer
Necessary but non value adding
35%
Value adding
5%
Non value adding
60%
Focus of LEAN
improvement
9
11. www.leanuk.orgLean Enterprise Academy
Objectives of Mapping Extended
Value Streams
Seeing the Whole Extended Value Stream
Raise consciousness in every firm & function touching the
value stream of the enormous waste of time, effort &
movement
Typical current state 9 out of 10 steps & 99% of elapsed time
are wasted
Raise consciousness in every firm & function of the effect of
its actions on every other firm & function touching the value
stream
Learn how a value stream team with representatives from
every firm can envision a series of Future States & an Ideal
State for their shared value stream
Learn how the team can progressively implement:
A Future State 1 in which smooth, levelled pull & flow are
introduced within every facility touching the value stream
A Future State 2 in which smooth, levelled pull & frequent
replenishment loops are introduced between every facility
touching the value stream (eliminating warehousing & cross
docking in the process)
An Ideal State (providing a North Star for collectively steering
towards the perfect value stream with zero waste) by
compressing the value stream & introducing right-sized
technologies
Learn how value stream teams can share costs & gains to
create win-win-win outcomes for every value stream
participant
11
12. www.leanuk.orgLean Enterprise Academy
Toyota Production System
Jidoka
-Andon
-Poka-Yoke
-Visual control
-5S, etc.
Just-in-time
-Flow
production
-Takt time
-Pull system
Customer service
Continuous
Improvement
Through
People
Lead TimeCostQuality
Heijunka Standardized Work Kaizen
Equipment Stability
Goal: Highest Quality, Lowest Cost, Shortest Lead Time
Purpose
12
13. Analysis
Countermeasures
Plan
Follow-up
Background
Goal
Purpose: What is the business reason for
choosing this issue?
Overall Situation: What is the strategic,
operational, historical or organizational context
of the situation?
Theme: Review Questions For Problem Solving A3s
Ref: Developed from Sobek & Smalley 2008 pp 50
& David Verble
Current Situation
What is the Problem or Need- the Gap in
Performance?
What is happening now versus what needs to
be happening or hat you want to be
happening?
What are the specific conditions that indicate
you have a problem or need, where and how
much?
Show the facts visually with charts, graphs,
maps
Is there a clear goal or target (gap?)
What, specifically, is to be accomplished?
How will this goal be measured or evaluated?
What will improve, by how much, and when?
What are the options for addressing the
gaps & improving performance in situation?
How do they compare in effectiveness,
feasibility & potential impact?
What are their relative costs and benefits?
Which do you recommend and why?
Show how your proposed actions will
address the causes of the gaps or constraints
in the situation.
What will be main actions & outcomes in
the implementation process & in what
sequence?
What support & resources will be required?
Who will be responsible for what, when &
how much?
When will progress & impact be reviewed &
by whom?
Use a Gantt chart to display actions, steps,
outcomes, timelines & roles.
How will you measure the effectiveness of
the countermeasures?
Does the check item align with the
previous goal statement?
When and how you will know if plans have
been followed & the actions have had the
impact needed?
What related issues or unintended
consequences do you anticipated & what are
your contingencies?
What processes will you use to enable,
assure & sustain success
What do the specifics of the issues in related
work processes (location, patterns, trends,
factors) indicate about why the performance
gap or need exists?
What conditions or occurrences are
preventing you from achieving the goals?
Use the simplest problem analysis tool that
will suffice to show cause-effect down to root
cause. From 5 Whys, to 7 QC tools (fish-bones,
analysis trees, Pareto charts) to sophisticated
SPC or other tools as needed.
What are you talking about & why?
Where do things stand now?
What specific outcome is required?
Why does the problem or need exist?
What do you propose & why?
Specifically how will you implement?4Ws1H
How will you assure ongoing PDCA?
16. www.leanuk.orgLean Enterprise Academy
Who Should be
on the Team?
Responsibility for part or all of supply chain activity
People who can take a view beyond their
functional silo
People who are sufficiently senior and have
sufficient authority & respect to drive through
changes across functional boundaries
People who can take a strategic perspective
People who have a ‘willingness to learn ’
The people who are going to do the improving – do
the mapping
16
17. www.leanuk.orgLean Enterprise Academy
Alpha Motors
Platform A
Apex
Wheels
Beta wipers
Epsilon
Fuel Pumps
Cosmic
Brakes
Eclipse
Engine
Computers
Gamma
Stampers
Ampersand
Magnets
Utopia
Castings
Michigan
Steel
Odyssey
Fasteners
Smith Heat
Treatment
Step 2:
Select a Key Value Stream for the
Pilot Improvement Project
The companies in
the target value
stream
The specific
product or
product family
for analysis
17
18. www.leanuk.orgLean Enterprise Academy
Glenday Sieve & Product Family
Analysis
Process Steps & Equipment
LH Steering Bracket
RH Steering Bracket
Instrument
Panel Brace
Seat
Rail
Bumper
Brackets
Electronic Test
Fixtures
Assy
Robot Weld Flash Remove Paint Manual AssySpot Weld
X X XX
X X XX
XXX X
XX
XXX
Products
BLUES
95%
6%50%
Cumulative % Product
Range
Cumulative % of Sales
Last 1%
18
20. www.leanuk.orgLean Enterprise Academy
Step 3: Data Collection
Go and see ----- GEMBA
All the team ---- Walk all of the chain
Record all the steps in the process & the
time taken for each – Process Activity Map
Classify each step as Value Adding (VA) or
Non–Value Adding (NVA)
It may seem time consuming – but it is
invaluable
Use the data collected to construct a
Current State map for each facility
20
23. www.leanuk.orgLean Enterprise Academy
Objectives of Mapping Extended
Value Streams
Seeing the Whole Extended Value Stream
Raise consciousness in every firm & function touching the
value stream of the enormous waste of time, effort &
movement
Typical current state 9 out of 10 steps & 99% of elapsed time
are wasted
Raise consciousness in every firm & function of the effect of
its actions on every other firm & function touching the value
stream
Learn how a value stream team with representatives from
every firm can envision a series of Future States & an Ideal
State for their shared value stream
Learn how the team can progressively implement:
A Future State 1 in which smooth, levelled pull & flow are
introduced within every facility touching the value stream
A Future State 2 in which smooth, levelled pull & frequent
replenishment loops are introduced between every facility
touching the value stream (eliminating warehousing & cross
docking in the process)
An Ideal State (providing a North Star for collectively steering
towards the perfect value stream with zero waste) by
compressing the value stream & introducing right-sized
technologies
Learn how value stream teams can share costs & gains to
create win-win-win outcomes for every value stream
participant
23
29. www.leanuk.orgLean Enterprise Academy
Constructing a Demand
Amplification Map
Major decision areas
Customer forecast
Your business plan - volumes
Your forecast/schedule
Your weekly plan
Final assembly
Feeder operations
Actual production numbers
Supplier forecast
Supplier orders
Actual deliveries
Produce line charts
Date
29
30. www.leanuk.orgLean Enterprise Academy
Quality & Delivery
Demand Amplification
Consumption Map
Geography etc.
Current State Summary
Purpose
Select Product FamilySupply Chain Network &
VS Selection
Alpha Motors
Platform A
Apex
Wheels
Beta wipers
Epsilon
Fuel Pumps
Cosmic
Brakes
Eclipse
Engine
Computers
Gamma
Stampers
Ampersand
Magnets
Utopia
Castings
Michigan
Steel
Odyssey
Fasteners
Smith Heat
Treatment
Current State by Facility
PRODN.
CONTROL
Weekly
Schedul
e
Prod’n
Plan
Forecas
t
Daily
Call In
Forecas
t
Weekly
Call In
Weekly
Suppliers Customer
Mon.
+ Wed.
PRESS ASSEMBLY SHIP
I I
C/T = 30 sec.
C/O = 30 min.
3 shifts
2% Scrap
C/T = 90 sec.
C/O = 5 min.
2 shifts
3% Scrap
600 pieces
2 Day
300 pieces
1 Day
30 sec
2 days
90 sec
1 day
Total lead time 3 days
VA time
2 mins
LH Steering Bracket
RH Steering Bracket
Instrument
Panel Brace
Seat
Rail
Bumper
Brackets
X X XX
X X XX
XXX X
XX
XXX
Products
BLUES
95%
50%
Cumulative % Product
RangeCumulative % of Sales
Last 1%
Supply Chain Current State
30
31. www.leanuk.orgLean Enterprise Academy
Workshop
For each of your firms:
Describe your supply chain network
Which product family would you select
Has anyone in your organisation created:
A Consumption Map?
Quantified Demand Amplification
What is the Quality & Delivery performance
of the chain?
You have 15 minutes
31
32. www.leanuk.orgLean Enterprise Academy
Objectives of Mapping Extended
Value Streams
Seeing the Whole Extended Value Stream
Raise consciousness in every firm & function touching the
value stream of the enormous waste of time, effort &
movement
Typical current state 9 out of 10 steps & 99% of elapsed time
are wasted
Raise consciousness in every firm & function of the effect of
its actions on every other firm & function touching the value
stream
Learn how a value stream team with representatives from
every firm can envision a series of Future States & an Ideal
State for their shared value stream
Learn how the team can progressively implement:
A Future State 1 in which smooth, levelled pull & flow are
introduced within every facility touching the value stream
A Future State 2 in which smooth, levelled pull & frequent
replenishment loops are introduced between every facility
touching the value stream (eliminating warehousing & cross
docking in the process)
An Ideal State (providing a North Star for collectively steering
towards the perfect value stream with zero waste) by
compressing the value stream & introducing right-sized
technologies
Learn how value stream teams can share costs & gains to
create win-win-win outcomes for every value stream
participant
32
33. www.leanuk.orgLean Enterprise Academy
Heijunka box
Forecast
1. Replenishment Pull System
Concept
Key Points
Each process has a supermarket which holds the product it produces
The easiest of all pull systems to start with to implement
Each process replenishes the market in front of the process
Pace and order of replenishment at the pacemaker can be controlled
by a Heijunka box (discussed later in more detail)
Scheduling needs to calculate average demand quantity, the right mix
for the line to produce and continually watch inventory to reconcile
what is actually taken away. (Caution: If you have the line produce
exactly what is taken away you may wind up with an “un-level pull”
system)
Customer
Production
Control
33
34. www.leanuk.orgLean Enterprise Academy
Heijunka Box
Order
Sequence
List
Supplier
Parts
2. Sequential Pull System Concept
Key Points
1. The sequence of production is dependant upon actual orders from
the customer
2. Production instruction is sent to an upstream process in the value
stream, often in the form of a “sequence list" or instruction kanban
3. Each following process normally produces in the sequence of the
item delivered
FIFO of individual products must be maintained throughout
Without WIP inventory to act as a buffer rigid adherence to
lead-time and on-time delivery of supplier components
becomes absolutely critical
Customer
F I F O F I F O
Production
Control
34
35. www.leanuk.orgLean Enterprise Academy
Heijunka box
Order
Scheduling
3. Mixed pull system concept
Key Points
Both Supermarket replenishment and Sequential type pull systems
may be used concurrently. Such a mixed system works well when and
a small number (perhaps 20%) of parts comprise the majority
(perhaps 80%) of daily production volume, and there are many low
runners that are required at much less frequency
Demand segmentation analysis is required to break products up into
high runners, medium, low, and infrequent (perhaps special order
or service parts) orders
Two schedule points (i.e. pacemaker) exist which can cause
problems which I will demonstrate later in the simulation game
Customer
F I F O F I F O
35
37. www.leanuk.orgLean Enterprise Academy
Level Production Mix
Concept & Effect
Days 0 10 20 30
X Y Z
1,200 per lot
3 lots of 1,200
3 changeovers
10 day build
10 day avg. inventory
10 to 21 day lead time
"Large batch"
Case - 1
30
40 per lot
0 10 20
X
Z
Y
90 lots of 40
90 changeovers
3 items per day build (EPED)
1 day avg. inventory
1 day lead time
"Small batch"
Case - 3
Repeat
schedule
0 10 20 30
X Y Z
400 per lot
9 lots of 400
9 changeovers
3.3 day build
3.3 day avg. inventory
3.3 to 6.6 day lead time
"Medium batch"
Case - 2
Repeat
schedule
Illustrative example
37
38. www.leanuk.orgLean Enterprise Academy
Change Over Reduction
(SMED)
= External
= Internal
10 minutes
E I
6. Standardize and improve the new
changeover procedure over time
E I10 minutes5. Reduce the external elements
E I 20 minutes20 minutes4. Reduce and eliminate the internal
elements, adjustments, etc.
E I 40 minutes20 minutes3. Strip out external elements and pull
them forward before the machine
stops
2. Identify internal vs. external elements
and calculate individual time
I
10
I
10
I
5
I
5
Step Pre-work
During machine
shutdown
60 Minutes1. Measure total changeover time
20 minutes
10 minutes
E
4
I
10
E
3
E
3
E
7
E
3
E
I
38
39. www.leanuk.orgLean Enterprise Academy
Leveling Options – Two
Scenarios
1. Batch Machines:
Set number of
changeovers and
determine best EPEI
interval
2. Flexible Assembly:
Calculate pitch
Intervals
Time available ÷ Pitch = Intervals
450 min. ÷ 9 min. = 50 intervals
35
30
Machine 1 Machine 2
40 hours
Run
Time
Allowable
C/O Time
39
40. www.leanuk.org
Determine Time Available for
non-production Work
(1 Machine)
Lean Enterprise Academy40
Total 1-shift production time available (net breaks and
lunch)
450 min.
Number of shifts x 2
Time available for production on 1 machine 1 day = 900 min.
Time required per day to meet average demand* - 703 min.
Net time available for set up and changeovers per day = 197 min.
* Taken from above chart on basic machine data
703 min.1,000
1.5%55 min.339 min.40 sec.50015489
1.3%55 min.228 min.45 sec.30015488
1.5%55 min.136 min.40 sec.20015487
Average
scrap rate
Average
changeover
time
Required
run time
per day
Cycle
time
Per piece
Average
demand
per day*
(pieces)
Part #
*Your situation may require calculating demand per week or month as required
41. www.leanuk.orgLean Enterprise Academy
Set the Number of Change
Over Events per Interval
30 min.-
Average downtime (not including set-up and changeover
times)
197 min.Non-production time available
3.04=Possible number of changeovers per day
55 min.÷Average changeover time
167 min.=Time available for changeover work on 1 machine 1 day
With 3 part numbers and 3 possible changeovers per day -
Every part every day (EPED) is a good interval to start with in this
instance
41
42. www.leanuk.orgLean Enterprise Academy
50 intervals=9 min.÷450 min.
Possible intervals
(on a Heijunka Box)=Pitch÷Time available
Leveling Demand with
Respect to Pitch Intervals
Pitch (54” x 10 items) = 540 seconds
(9 minutes)
Assume in this example:
60% of production equals high-runner A items
(of which there are 5).
20% of production equals medium-runner B items
(of which there are 5).
20% of production equals low-runner C items
(of which there are 15).
42
43. www.leanuk.orgLean Enterprise Academy
Leveling Demand with Pitch
Intervals (Continued)
Step 1 – Basic Level
90 min. / 100
items
10 reserved for Cs=20%x
50
intervals
90 min. / 100
items
10 reserved for Bs=20%x
50
intervals
270 min. / 300
items
30 reserved for As=60%x
50
intervals
Equivalent time &
quantity
Intervals per item=
% of production
mix
x
Total
interval
Assume average order quantity of 50 units the best you would
practically accomplish is making:
Each of the 5 A items in quantity of 60
(or every part every day)
2 of the 5 B items per shift in quantity of 50
(or every part every 2.5 days)
2 of the 15 C items per shift in quantity of 50
(or every part every 7.5 days)
43
44. www.leanuk.orgLean Enterprise Academy
Leveling Demand with Pitch
Intervals (Continued)
Step 2 – More Detailed Level (EPES)
6.6 pieces per C part
number
=15 Cs÷100
20 pieces per B part
number
=5 Bs÷100
60 pieces per A part
number
=5 As÷300
Intervals per product
number
=
Number of
products per
category
÷Category
44
45. www.leanuk.orgLean Enterprise Academy
Objectives of Mapping Extended
Value Streams
Seeing the Whole Extended Value Stream
Raise consciousness in every firm & function touching the value
stream of the enormous waste of time, effort & movement
Typical current state 9 out of 10 steps & 99% of elapsed time are
wasted
Raise consciousness in every firm & function of the effect of its
actions on every other firm & function touching the value stream
Learn how a value stream team with representatives from every
firm can envision a series of Future States & an Ideal State for their
shared value stream
Learn how the team can progressively implement:
A Future State 1 in which smooth, levelled pull & flow are introduced
within every facility touching the value stream
A Future State 2 in which smooth, levelled pull & frequent replenishment
loops are introduced between every facility touching the value stream
(eliminating warehousing & cross docking in the process)
An Ideal State (providing a North Star for collectively steering towards
the perfect value stream with zero waste) by compressing the value
stream & introducing right-sized technologies
Learn how value stream teams can share costs & gains to create
win-win-win outcomes for every value stream participant
45
47. www.leanuk.orgLean Enterprise Academy
Impact of Internal Changes on
Whole Value Stream KPI’s
Current State Future State 1
Total Lead Time
44
days
23.9
days
Value
% of time
0.08% 0.16%
VA Steps as
% of total steps
12% 15%
Inventory
Turns
5 9
Quality
Screen
400 200
Delivery
Screen
8 8
Demand Amp’
Index
7 6
Product travel distance 5300 5300
47
48. www.leanuk.orgLean Enterprise Academy
Objectives of Mapping Extended
Value Streams
Seeing the Whole Extended Value Stream
Raise consciousness in every firm & function touching the value
stream of the enormous waste of time, effort & movement
Typical current state 9 out of 10 steps & 99% of elapsed time are
wasted
Raise consciousness in every firm & function of the effect of its
actions on every other firm & function touching the value stream
Learn how a value stream team with representatives from every
firm can envision a series of Future States & an Ideal State for their
shared value stream
Learn how the team can progressively implement:
A Future State 1 in which smooth, levelled pull & flow are introduced
within every facility touching the value stream
A Future State 2 in which smooth, levelled pull & frequent replenishment
loops are introduced between every facility touching the value stream
(eliminating warehousing & cross docking in the process)
An Ideal State (providing a North Star for collectively steering towards
the perfect value stream with zero waste) by compressing the value
stream & introducing right-sized technologies
Learn how value stream teams can share costs & gains to create
win-win-win outcomes for every value stream participant
48
49. www.leanuk.orgLean Enterprise Academy
What makes the Extended
Value Stream Lean?
Everyone in the entire VS should be aware of the
rate of end-customer demand
Very little inventory - & the inventory that does
exist is the right amount, in the right place in the
VS, for the right reasons
As few transport links as possible between the
steps in the production process
As little information processing as possible with
pure signal and no noise in the information flows
that remain
Shortest possible lead time
Changes introduced to smooth flow, eliminate
inventories /transport/lead-times should involve
the least possible or even zero cost
49
51. www.leanuk.org
AssemblyWipersStamping
Steel
Dist. Centre
16d
55m
39
8
Steps
Time
Amplification
F E D C B A
%
40
30
20
10
0
Quality & Delivery
ppm
2000
1500
1000
500
0
F E C A
%
10
5
0
F E D C B A
DELTA
STEEL
GAMMA
STAMPING BETA WIPERS ALPHA MOTORS
Future State 2
Flow and Pull between Plants
Levelled Pull
system between
plants
with Kanbans
Frequent
Milk round
logistics
51 Lean Enterprise Academy
52. www.leanuk.org
AssemblyWipersStamping
Steel
Dist. Centre
Amplification
F E D C B A
%
40
30
20
10
0
Quality & Delivery
ppm
2000
1500
1000
500
0
F E C A
%
10
5
0
Future State 2
Flow and Pull between Plants
Simplify & straighten
order flows
Disconnect
MRP from
daily
planning
52 Lean Enterprise Academy
53. www.leanuk.org
Future State 2:
Value Stream KPI’s
Lean Enterprise Academy53
Current
State
Future
State 1
Future
State 2
Ideal
State
Total Lead
Time
44
days
23.9
days
15.8
days
Value
% of time
0.08% 0.16% 0.6%
VA Steps
%
12 % 15% 21%
Inventory
Turns
5 9 14
Quality
Screen
400 200 50
Delivery
Screen
8 8 3
Demand Amp’
Index
7 7 5
Product travel
distance
5300 5300 4300
61. I. BASIC CONCEPT
JIT: RIGHT QUANTITY OF THE RIGHT PARTS AT THE RIGHT TIME
The ideal state of JIT physical distribution is where high frequency
replenishment is carried out at the speed determined by consumers
purchases
TMC
DIST
DLR
1pc/day
1pc/day
1pc/day
Parts
Supplier
New parts logistic concept: Target
Order
Taking
Inventory
Control
Storage
Pick-Check
Pack-Dely
Stock
Replenishment
Receiving
Binning
OEM
Dealer
Retail
Needs
Service
Needs
Stock
Policy
+
=
Small lot & frequent &
periodical due date ordering
Small lot periodical
due date ordering
Frequent
Planned
Delivery
Due Date
Diagrammed
Shipment
Desired State
Small lot frequent
receiving
Prioritisation of
receipt
P to P processing
Planned cyclic ops
Implementation of
PULL system
6 points of Toyota
storage technique
Enhanced
regularity control
Reserve location
control
Empty location
control
Small lot frequent
& staggered order
receipt
Irregularity check
& control
Planning order
separation
Diagrammed,
staggered high
frequency
operations based on
delivery diagram
Establishment of
small lot standard
batch cyclic ops
based on PULL
High frequency,
small lot staggered
delivery based on
delivery diagram
Consideration of
loading efficiency
Shortest & most
economic
transportation
Receiving Storage Order Taking Pick/Check/Pack Delivery
61
62. www.leanuk.org
The Ideal State
So far we have been looking at how to improve the
process with existing assets, facilities & systems
Dare to Dream
What would a really lean chain look like if we were
not constrained by existing assets, in existing
locations etc
What would be the gains?
Would it be worth fundamentally changing the structure
of the chain to avoid the on-going costs of a sub-optimal
process
It may not all be feasible – but it gives a North
Star towards which to aim
Lean Enterprise Academy62
63. www.leanuk.orgLean Enterprise Academy
Compress the Value Stream in
Time & Space
Locate all manufacturing facilities as
close together as possible
Locate production as close as possible
to the consumer
If close location involves extra cost –
this should be weighed against time
savings
63
64. www.leanuk.org
Ideal State
Value Stream Compression
Dist. Centre
3d
55m
30
8
Steps
Time
Amplification
F E D C B A
%
40
30
20
10
0
Quality & Delivery
ppm
2000
1500
1000
500
0
F E C A
%
10
5
0
F E D C B A
Assembly
ALPHA MOTORSSUPPLIER PARK
Wiper
Cell
Stamping
Cell
Suppliers
co-located
Flow &
Pull
Frequent
Water-spider
loops
Right sized
equipment
Capacity
proportional
to VS needs
64 Lean Enterprise Academy
65. www.leanuk.org
Ideal State
Value Stream Compression
Dist. Centre
3d
55m
30
8
Steps
Time
Amplification
F E D C B A
%
40
30
20
10
0
Quality & Delivery
ppm
2000
1500
1000
500
0
F E C A
%
10
5
0
F E D C B A
Assembly
ALPHA MOTORSSUPPLIER PARK
Wiper
Cell
Stamping
Cell
Steel
NEW JERSEY
Steel Service Centre
Alternative
closer
raw
material
supplier
65 Lean Enterprise Academy
66. www.leanuk.org
Ideal State
Value Stream Compression
Dist. Centre
3d
55m
30
8
Steps
Time
Amplification
F E D C B A
%
40
30
20
10
0
Quality & Delivery
ppm
2000
1500
1000
500
0
F E C A
%
10
5
0
F E D C B A
Steel
NEW JERSEY
STEEL
Assembly
ALPHA MOTORSSUPPLIER PARK
Wiper
Cell
Stamping
Cell
66 Lean Enterprise Academy
67. www.leanuk.org
Ideal State:
Value Stream KPI’s
Lean Enterprise Academy67
Current
State
Future
State 1
Future
State 2
Ideal
State
Total Lead
Time
44
days
23.9
days
15.8
days
2.8
days
Value
% of time
0.08% 0.16% 0.6% 1.5%
VA Steps
%
12 % 15% 21% 27%
Inventory
Turns
5 9 14 79
Quality
Screen
400 200 50 2.5
Delivery
Screen
8 8 3 1
Demand Amp’
Index
7 7 5 1
Product travel
distance
5300 5300 4300 525
69. www.leanuk.orgLean Enterprise Academy
Supply Chain Ideal State
Future State by
Facility
Summary
Quality & Delivery
Demand
Amplification
Consumption Map
Geography etc.
Purpose Select Product
Family
Supply Chain Network
& VS Selection
Alpha Motors
Platform A
Apex
Wheels
Beta wipers
Epsilon
Fuel Pumps
Cosmic
Brakes
Eclipse
Engine
Computers
Gamma
Stampers
Ampersand
Magnets
Utopia
Castings
Michigan
Steel
Odyssey
Fasteners
Smith Heat
Treatment
Current State by
Facility
PRODN.
CONTROL
Wee
kly
Sch
edul
e
Prod
’n
Plan
Fore
cast
Dail
y
Call
In
Fore
cast
Wee
kly
Call
In
Weekly
Suppliers Customer
Mon.
+ Wed.
PRESS ASSEMBLY SHIP
I I
C/T = 30 sec.
C/O = 30 min.
3 shifts
2% Scrap
C/T = 90 sec.
C/O = 5 min.
2 shifts
3% Scrap
600 pieces
2 Day
300 pieces
1 Day
30 sec
2 days
90 sec
1 day
Total lead time 3 days
VA time
2 mins
LH Steering
BracketRH Steering
BracketInstrument
Panel BraceSeat
RailBumper
Brackets
X X XX
X X XX
XXX X
XX
XXX
Products
BLUES
95%
50%
Cumulative %
Product Range
Cumulative % of
Sales
Last 1%
Supply Chain Current State
Supply Chain Future State Action Plan
69