[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Shingo Prize (a.k.a. The Shingo Model) is the world’s highest standard for operational excellence. The prize recognizes organizations’ efforts to build cultures of operational excellence and continuous improvement.
The prize is named after Shigeo Shingo, a Japanese industrial engineer who is widely recognized for his work in developing many of the revolutionary manufacturing practices that originated at Toyota. The Shingo Prize is based on the principles, systems and tools that deliver world class levels of excellence across an enterprise.
The Shingo Model is useful for companies/organizations who have embarked on the lean journey. The model can be used to assess the level of lean maturity and identify strengths and opportunities for improvement.
This training presentation can be used to brief employees to gain buy-in to the Shingo Model and prepare them for site visit assessments.
LEARNING OBJECTIVES
1. Understand The Shingo Prize as a Model for Operational Excellence
2. Explain the Shingo Assessment Criteria for Operational Excellence
3. Define the Shingo Model Assessment and Scoring Guidelines
4. Gain an Overview of the Shingo Application Process
CONTENTS
1. Overview of the The Shingo Prize
2. Assessment Criteria
3. Assessment & Scoring System
4. Application Process
5. Shingo Award Winners
To download the complete presentation, visit:
http://www.oeconsulting.com.sg
Basic 8D Problem Solving Tools & Methods - Part 2Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 2nd of a 3 part presentation.
Overview of Lean Manufacturing types of production , comparison between Batch vs Continuous Flow , how to convert batch to continuous flow and the savings
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution)TKMG, Inc.
Recorded webinar: http://slidesha.re/1d0SBna
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
To celebrate the launch of Karen Martin and Mike Osterling's new book, VALUE STREAM MAPPING, Karen delivered a series of webinars in early 2014 that addressed the specific elements that are often overlooked when companies conduct value stream analysis and improvement.
In this second webinar in the series, Karen addressed the key success factors in executing a value stream mapping activity.
You will learn:
• How to facilitate a two-stage mapping process.
• The importance of walking the value stream - even if you can't "see" the work.
• Facilitation tips for constructing the current state map and designing the future state map.
• Tips for successful briefings.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Shingo Prize (a.k.a. The Shingo Model) is the world’s highest standard for operational excellence. The prize recognizes organizations’ efforts to build cultures of operational excellence and continuous improvement.
The prize is named after Shigeo Shingo, a Japanese industrial engineer who is widely recognized for his work in developing many of the revolutionary manufacturing practices that originated at Toyota. The Shingo Prize is based on the principles, systems and tools that deliver world class levels of excellence across an enterprise.
The Shingo Model is useful for companies/organizations who have embarked on the lean journey. The model can be used to assess the level of lean maturity and identify strengths and opportunities for improvement.
This training presentation can be used to brief employees to gain buy-in to the Shingo Model and prepare them for site visit assessments.
LEARNING OBJECTIVES
1. Understand The Shingo Prize as a Model for Operational Excellence
2. Explain the Shingo Assessment Criteria for Operational Excellence
3. Define the Shingo Model Assessment and Scoring Guidelines
4. Gain an Overview of the Shingo Application Process
CONTENTS
1. Overview of the The Shingo Prize
2. Assessment Criteria
3. Assessment & Scoring System
4. Application Process
5. Shingo Award Winners
To download the complete presentation, visit:
http://www.oeconsulting.com.sg
Basic 8D Problem Solving Tools & Methods - Part 2Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 2nd of a 3 part presentation.
Overview of Lean Manufacturing types of production , comparison between Batch vs Continuous Flow , how to convert batch to continuous flow and the savings
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution)TKMG, Inc.
Recorded webinar: http://slidesha.re/1d0SBna
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
To celebrate the launch of Karen Martin and Mike Osterling's new book, VALUE STREAM MAPPING, Karen delivered a series of webinars in early 2014 that addressed the specific elements that are often overlooked when companies conduct value stream analysis and improvement.
In this second webinar in the series, Karen addressed the key success factors in executing a value stream mapping activity.
You will learn:
• How to facilitate a two-stage mapping process.
• The importance of walking the value stream - even if you can't "see" the work.
• Facilitation tips for constructing the current state map and designing the future state map.
• Tips for successful briefings.
Hoshin Kanri process is a powerful strategy deployment methodology for defining long-range key entity objectives. These are breakthrough objectives that extend two to five years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort, and at the same time, continuously improving key business processes day to day. This methodology continues to be used by some of the world's most successful companies such as Toyota, Hewlett-Packard and Texas Instruments.
BENEFITS
1. Focuses the entire company on a few vital goals, rather than the trivial many
2. Creates alignment towards breakthrough objectives through involvement of the whole management team in the planning process
3. Communicates the key goals to all managers and staff
4. Integrates and encourages cross-functional cooperation to achieve breakthroughs
5. A review process which holds participants accountable for achieving their part of the plan
CONTENTS
1. Introduction to Hoshin Kanri
2. Underlying Principles of Hoshin Kanri
3. Hoshin Kanri Process Using PDCA Approach
4. Hoshin Kanri Tools
5. Elements of Hoshin Kanri
6. Management Reviews
7. Success Factors for Effective Hoshin Kanri Deployment
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
A3 Thinking is a Lean concept intended to keep everyone in the process on the same page! At LeanCor, we use it in each department and across functions when we need a quick way to share what we're working on.
The An Introduction to Operational Excellence v9.0 presentation is free-of-charge and includes:
1. MS PowerPoint Presentation including 41 slides covering an Introduction to the 4 Building Blocks of Operational Excellence - Strategy Deployment & Hoshin Planning, Performance Management & Balanced Scorecards, Process Excellence & Lean Six Sigma, and High Performance Work Teams.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTTKMG, Inc.
Recorded webinar: http://slidesha.re/1jKwkjg
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
In today's world of rapid change, it's increasingly important for organizations to build rapid problem-solving and execution capabilities.
In this webinar, you'll learn how to use Kaizen Events (aka Rapid Improvement Events) and the elements of Kaizen Events to not only get fast results, but to also change organizational paradigms and behaviors.
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results TKMG, Inc.
Recorded webinar: http://slidesha.re/1mRBbSd
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Hoshin Kanri (also known as strategy deployment) is a highly effective way for organizations to select and prioritize the important work they need to do to realize their business goals. Done properly, the approach results in organization-wide alignment about what matters and a more focused approach for realizing results.
In this webinar, you'll learn how strategy deployment can help your organization, department, or work team accomplish far more in a given year, with far less stress and far better results. The approach also leads to far higher levels of employee engagement.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Walking the Gemba is a process of developing your people.
In today's world, business is growing rapidly; corporates are becoming mammoth in terms of number of employees. It is at times getting somewhat difficult for senior leaders of large corporate houses to stay connected with their employees. Practice The Gemba Walk techniques effective way means almost to get connected with employees.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/kaizen-event-guide-311
A Kaizen Event is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs.
This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
CONTENTS:
Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
Operational Excellence Defined: Is Right For You?Juran Global
“Operational Excellence,” “Performance Excellence,” “Business Excellence” – No matter what you call it, organizations are looking for solutions that yield better outcomes when executing their business plans and strategies. Many organizations do a decent job of designing, defining, and writing their plans to improve performance but very few organizations follow through with those plans and achieve the goals they have established.
Key Topics:
* What is Operational Excellence?
* Decomposing OPEX
* The many roads to Rome: Improving your performance
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities.
The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
By teaching this presentation to management teams, they will have a better understanding of the correct approach to implementing Gemba Walk and sustaining a Lean culture.
Recorded webinar: http://slidesha.re/1dBBzvM
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is part 1 of a 2-part series and focuses on the Plan stage of the Plan, Do, Study, Adjust (PDSA) cycle
Hoshin Kanri process is a powerful strategy deployment methodology for defining long-range key entity objectives. These are breakthrough objectives that extend two to five years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort, and at the same time, continuously improving key business processes day to day. This methodology continues to be used by some of the world's most successful companies such as Toyota, Hewlett-Packard and Texas Instruments.
BENEFITS
1. Focuses the entire company on a few vital goals, rather than the trivial many
2. Creates alignment towards breakthrough objectives through involvement of the whole management team in the planning process
3. Communicates the key goals to all managers and staff
4. Integrates and encourages cross-functional cooperation to achieve breakthroughs
5. A review process which holds participants accountable for achieving their part of the plan
CONTENTS
1. Introduction to Hoshin Kanri
2. Underlying Principles of Hoshin Kanri
3. Hoshin Kanri Process Using PDCA Approach
4. Hoshin Kanri Tools
5. Elements of Hoshin Kanri
6. Management Reviews
7. Success Factors for Effective Hoshin Kanri Deployment
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
A3 Thinking is a Lean concept intended to keep everyone in the process on the same page! At LeanCor, we use it in each department and across functions when we need a quick way to share what we're working on.
The An Introduction to Operational Excellence v9.0 presentation is free-of-charge and includes:
1. MS PowerPoint Presentation including 41 slides covering an Introduction to the 4 Building Blocks of Operational Excellence - Strategy Deployment & Hoshin Planning, Performance Management & Balanced Scorecards, Process Excellence & Lean Six Sigma, and High Performance Work Teams.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTTKMG, Inc.
Recorded webinar: http://slidesha.re/1jKwkjg
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
In today's world of rapid change, it's increasingly important for organizations to build rapid problem-solving and execution capabilities.
In this webinar, you'll learn how to use Kaizen Events (aka Rapid Improvement Events) and the elements of Kaizen Events to not only get fast results, but to also change organizational paradigms and behaviors.
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results TKMG, Inc.
Recorded webinar: http://slidesha.re/1mRBbSd
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Hoshin Kanri (also known as strategy deployment) is a highly effective way for organizations to select and prioritize the important work they need to do to realize their business goals. Done properly, the approach results in organization-wide alignment about what matters and a more focused approach for realizing results.
In this webinar, you'll learn how strategy deployment can help your organization, department, or work team accomplish far more in a given year, with far less stress and far better results. The approach also leads to far higher levels of employee engagement.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Walking the Gemba is a process of developing your people.
In today's world, business is growing rapidly; corporates are becoming mammoth in terms of number of employees. It is at times getting somewhat difficult for senior leaders of large corporate houses to stay connected with their employees. Practice The Gemba Walk techniques effective way means almost to get connected with employees.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/kaizen-event-guide-311
A Kaizen Event is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs.
This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
CONTENTS:
Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
Operational Excellence Defined: Is Right For You?Juran Global
“Operational Excellence,” “Performance Excellence,” “Business Excellence” – No matter what you call it, organizations are looking for solutions that yield better outcomes when executing their business plans and strategies. Many organizations do a decent job of designing, defining, and writing their plans to improve performance but very few organizations follow through with those plans and achieve the goals they have established.
Key Topics:
* What is Operational Excellence?
* Decomposing OPEX
* The many roads to Rome: Improving your performance
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities.
The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
By teaching this presentation to management teams, they will have a better understanding of the correct approach to implementing Gemba Walk and sustaining a Lean culture.
Recorded webinar: http://slidesha.re/1dBBzvM
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is part 1 of a 2-part series and focuses on the Plan stage of the Plan, Do, Study, Adjust (PDSA) cycle
How do teams present their innovation in terms of focus, core value, and time orientation?
How do Innovation Labs participants differ from tech Masters students in their professional trajectories?
What do participants say about Innovation Labs 2018?
Developing Innovative Work Behavior for Sustainable Competitive ExcellenceSeta Wicaksana
The appearance of the so-called fourth industrial revolution and its technological trends have forced organizations to choose innovations to move forward or stagger and then fall behind.
In business today it is essential to innovate. Organizations need to continuously renew and improve their offerings to secure long-term survival, profitability, and growth. Organizations face many challenges and opportunities; the increasingly more competitive world has created a continuous need for new ways of doing things. The rate of technological, social, and institutional changes results in shorter life cycles of current products, services, and business processes. As a consequence, innovation is no longer reserved for those organizations and people doing scientific or technological work (Smith, 2002).
Any organization that is oblivious to this reality and does not innovate will become the ultimate reason for the decline and demise of existing organizations (Drucker, 1989).
CoreNet Global is the world’s leading association for corporate real estate (CRE) and workplace professionals, service providers and economic developers. Over 8,000 members, who include 70% of the Fortune 100 and nearly half of the Forbes Global 2000, meet locally, globally and virtually to develop networks, share knowledge, learn and thrive professionally.
IEEEmadC Sponsors Deck (Mobile Application Development Contest)Sarang Shaikh
This deck is uploaded for prospective sponsors to better understand IEEEmadC mission and objectives and sponsorship packages with details and briefing.
Developed by Alaa Garad and Jeff Gold the Learning Driven-Organization model answers to the most difficult questions about performance improvement, excellence, resilience and sustainability; the Learning-Driven Organisation Model [LDO] comprises of three subsystems and covers all the three levels of learning: Individual, Team and Organisation-wide. The model caters for 8 stakeholders, offers more than 46 advantages to organisations and their stakeholders and it is informed by evidence from research and builds on a review of an enormous number of documents, records, manuals, emails, and guidelines (over 3,000 artefacts).
This paper was published in Jan/Feb issue of Industrial Management. All rights reserved.
To cite this publication please use: Soliman, M.H.A (2018). Healthcare is Ripe for Lean. Industrial Management 60(1), 25-30. DOI: 10.6084/m9.figshare.9037805
Process Mapping is one of the most important lean tools in identifying wastes, spot on areas that need improvement, improve lead times, and develop a new standard.
The ultimate guide on constructing a FMEA process for Manufacturing, Maintenance, Services and Design.
The presentation include step by step on how to determine the failure modes, failure effects, assign severity, assign occurrence, assign detection, calculate risk priority numbers and prioritize the RPNs for action. With some examples and illustrations.
Presentation contents:
1. Determing failure modes, effects and causes.
2. FMEA team & team leader.
3. Brainstorming.
4. The basic steps of FMEA.
5. Examples.
A corrective maintenance work order form to be used in executing maintenance in cases of breakdowns, emergencies and when an immediate action is required.
The seven quality tools for problems solving. A practical guide on implementation and usage within the industrial process.
The presentation content:
1. Brainstorming
2. Case Study: Brainstorming the Causes of a Defective Capacitor
3. Fault-Tree Analysis + Example
4. Cause and Effect Diagram (5Whys)
5. Pareto Analysis & Pareto Diagram
6. Case Study.1: Tackling Defects in the Polyurethane Foam Cushions
7. Case Study.2: Tackling the Reasons of Low Productivity and Eliminate the Root Causes
8. Process Flow Chart & Process Mapping
9. Case Study.1: Improving the Process of Manufacturing a Die-Cut Envelopes
10. Case Study.2: Improving the Planned Maintenance Process
11. Implementation of 5S and Other Improvement Methodologies
12. Continuous Improvement Cycle
13. Cost of Quality
14. Toyota Recalls
A complete guide on preparation, planning and execution of a computerized maintenance management system with examples and illustration of the program modules interaction and the way these programs operate.
A complete guide on machinery oil analysis and oil condition monitoring.
Topics covered:
1. Oil sampling procedures
2. Oil analysis process
3. Oil analysis parameters
4. Oil specs and oil selection methodology
5. Case study: Car Engine
6. Case study: Power Turbine
7. Case study: Electric Transformer
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
2. This presentation is intended to present the Shingo process only for learning
purposes. Most of information are obtained from Shingo Institute and Shingo
official references. Some images, illustrations, and explanations are added to
make the presentation look nice and attractive.
Shingo Prize is a long learning journey that any company should strive for it.
All rights reserved to Shingo Institute, Uta University, Logan, Uta, USA.
3. The Shingo Prize for Operational Excellence is an annual award given to organizations
worldwide by the Shingo Institute, part of the Jon M. Huntsman School of Business at
Utah State University in Logan, Utah. In order to be selected as a recipient of the
Shingo Prize, an organization "challenges" or applies for the award by first submitting
an achievement report that provides data about recent business improvements and
accomplishments and then undergoing an onsite audit performed by Shingo Institute
examiners. Organizations are scored relative to how closely their culture matches the
ideal as defined by the Shingo Institute. Those meeting the criteria are awarded the
Shingo Prize. Other awards include the Shingo Silver Medallion, the Shingo Bronze
Medallion and the Research and Professional Publication Award.
What is Shingo Prize?
4. Beginnings: 1988 – 2000
In 1988, Utah State University conferred an honorary
doctorate to Shigeo Shingo, a Japanese industrial engineer
and author credited for his contribution to many of the
elements, theories and tools associated with the Toyota
Production System.That same year, Utah State University
established what was then called the Shingo Prize for
Excellence in Manufacturing in his honor.
History and Origination
Shigeo Shingo
5. About Dr Shigeo Shingo:
Dr. Shigeo Shingo along with Frederick Taylor, Henry Ford
andTaiichi Ohno are probably the four greatest
manufacturing minds in the last 100 years.
Dr. Shingo was born in 1909 in Saga City, Japan, graduated
from SagaTechnical High School and earned a degree in
Mechanical Engineering fromYamanashiTechnical College
and received an honorary doctorate degree from Utah
State University.
He taught over 3000Toyota engineers in the principles
stated in this new book Kaizen and the Art of Creative
Thinking —The ScientificThinking Mechanism.
Dr. Shingo authored over 20 books, six in English:
6. Shingo Prize
The Shingo Prize for Excellence in Manufacturing was first only awarded to organizations
within the United States. By 1994, however, Ford Electronics in Markham, Ontario, became the
first Canadian organization to receive the award. By 1997, the award was given to the first
Mexican organization, Industries CYDSA Bayer.
In 2000, BusinessWeek referred to the Shingo Prize as the "Nobel Prize for manufacturing."
7. In 2008, Utah State University changed the name of the award to the Shingo Prize for
Operational Excellence in order to reflect altered criteria that made the award available to
organizations from all industries, not exclusively manufacturing.The focus of the award was
also shifted away from recognizing the use of lean manufacturing tools to recognizing the
overall organizational culture.This was in response to growing concern about the validity of
what the Shingo Prize was supposed to signify about its recipients.
Evolution of Shingo prize
8. Shingo PrizeToday
▪ With a change in scoring criteria in 2008, the average number of organizations receiving the
Shingo Prize each year decreased from 11 to 2.
▪ It’s a high challenged mission for organizations to achieve Shingo prize.
9. Shingo Awards
Shingo Prize for Operational
Excellence according to the
Shingo Institute, the Shingo Prize
"is the world’s highest standard
for operational excellence" and
"a worldwide recognized symbol
of an organization's successful
establishment of a culture
anchored on principles of
enterprise excellence. "These
principles are found as part of
the Shingo Model.
10. ✓ Shingo Silver Medallion
The Shingo Silver Medallion is awarded to "those
[organizations that are] maturing on the journey [to
excellence] with primarily a tool and system focus."
✓ Shingo Bronze Medallion
The Shingo Bronze Medallion is awarded to "those
[organizations] in the earlier stages of cultural transformation
with primarily a tools focus.
✓ Shingo Research and Professional Publication
Award
The Research and Professional Publication Award is awarded
to authors and researchers that advance "new knowledge and
understanding of lean and operational excellence.Awards are
given in four categories: (1) books (monographs), (2)
published articles, (3) case studies and (4) applied
publications/multimedia programs.
12. The Shingo Prize is awarded to organizations
that demonstrate a culture where principles of
operational excellence are deeply embedded
into the thinking and behavior of all leaders,
managers and associates.
Performance is measured both in terms of
business results and the degree to which
business, management, improvement and work
systems are driving appropriate and ideal
behavior at all levels.
13. Leadership is strongly
focused on ensuring
that principles of
operational
excellence are deeply
imbedded into the
culture and regularly
assessed for
improvement.
14. Associates are taking
responsibility for improving not
only their work systems but also
other systems within their value
stream.
Managers are focused on
continuously improving systems
to drive behavior that is closely
aligned with the principles of
operational excellence.
15. The Shingo Silver Medallion is awarded to
organizations who demonstrate strong use of
tools and techniques, have mature systems that
drive improvement, and are beginning to align
thinking and organizational behavior with
correct principles of operational excellence.
The Shingo Bronze Medallion is awarded
to organizations that demonstrate strong
use of tools and techniques for business
improvement and are working to develop
effective systems to create continuity and
consistency of tools applied throughout the
business entity.
16. 2. Achievement
Report
3. SCOPE
4. SiteVisit
Shingo
Award
1.Application
Form
Eligible
Recommendation
for improvement
Ineligible
Advises &
recommen
dations
Eligible
Ineligible
Accepted
17. The cultural assessment is broken into
three distinct evaluation sections:
1. The achievement report,
2. The Shingo Cultural Online
Performance Evaluation (SCOPE)
3. The site visit.
The achievement report covers each
dimension of the model and discusses
the principles, systems and tools that
are evident and the results they have
produced.The achievement report,
along with the SCOPE survey, is used by
members of the Shingo Board of
Examiners to evaluate an applicant’s
eligibility to be awarded a site visit.
18. SCOPE will be administered
to each applying entity.All data
received from SCOPE will
populate a Shingo database
and be used to
provide feedback to the
applicant. Feedback from
SCOPE will be part of a
packet, which will be provided
to each applicant regardless of
whether or not they are
awarded a site visit.
19. Site visits are conducted by a team of
examiners that have been trained and
selected by the Shingo Institute.The team
spends two days at the site evaluating the
culture of the applicant; duration of a site
visit may be extended depending on the
application. Examiners observe behaviors,
review documentation and measures and
ask questions of all levels and business
systems of the applying entity. Examiners
are provided all evaluation resources
available that pertain to an applicant.
20. This robust assessment process
is used for all entities applying for
the Shingo Prize. It is the most
rigorous cultural assessment
available because it combines
documentation in the
achievement report along with
two sources of direct
observation, the SCOPE survey,
and the site visit (actual reality).
23. Guiding Principles • Lead with Humility
• Respect Every Individual
Supporting
Concepts
• Assure a Safe Environment
• Develop People
• Empower and Involve Everyone
Systems
• Individual development
• On-the-job training/training within industry
• Standard daily management
• Leadership development
• Idea sharing
• Suggestion and involvement
• Reward and recognition
• Communication
• Environmental, health and safety
• Education/training
• Community involvement
• Recruitment and succession planning
• Accountability
1. Cultural Enables
Tools:
• Arrangements with educational institutions
• Personal development plans
• Lean training curriculum and materials
• Meetings
• Suggestion forms and measures
• Community open house
• Fundraisers
26. Survey Questions
Is on-the-job coaching in lean practices a daily part of the culture?
Is formal lean training and education ongoing and updated?
Is there a process flow where suggestions are processed quickly and feedback is received
by the originator?
4. Is the organization a safe and clean workplace where safety and environmental standards are continually
improving?
5. Does the recognition system focus on performance that encourages ideal behavior;
and is it frequent, timely and specific?
27. Guiding
Principles
• Focus on Process
• Embrace Scientific Thinking
• Flow and PullValue
• Assure Quality at the Source
• Seek Perfection
Supporting
Concepts
• Stabilize processes
• Rely on data and fact
• Standardize processes
• Insist on direct observation
• Focus on value stream
• Keep it simple and visual
• Identify and eliminate waste
• No defects passed forward
• Integrate improvement with work
Systems
• Voice of the customer
• Problem-solving (A3 Thinking, PDCA,
• DMAIC)
• Value stream analysis
• Total productive maintenance (TPM)
• Visual management
Tools:
• Customer surveys
• Standard operating procedures (SOP)
• Tools of quality (i.e. pareto charts, storyboarding,
cause-and-effect diagrams, 5-whys, or similar
problem-solving techniques)
• Benchmarking visit
• Right-sized equipment and facilities
• Production control boards
• Red tags
• Floor tape
2. Continuous Process Improvement
28. Systems
• 5S methodology
• Supplier development
• Continuous improvement methodology
• Production Process Preparation (3P)
• Quick changeover or setup reductions (SMED)
• Error proofing/zero defects
• New market development and current market exploitation
• Quality function deployment, concurrent engineering, etc. for product
development
• Theory of constraints – managing bottlenecks
• Systems that make the customer/supplier linkage visible throughout all stages
of the process and encourage/require regular communication
• Design for manufacturability, testing, maintenance, assembly — i.e. making it
simpler and easier to deliver best quality and quickest, most reliable response to
the customer at the lowest cost
• Involve suppliers and customers in product/ service design and continuous
improvement
• Direct observation (go and see) and databased decisions and actions
• Cellular design/layout
•Variety reduction
30. Plan each step and understand the outcome expected at each point.
Do the task as planned.
Check that is the outcome is as expected “Audit”.
Act –find out what is going wrong .Then repeat the cycle.
Plan what you are going to do to put it right.
Do make the corrections.Then continue the rest of the cycle,
repeat the loop as necessary.
Plan-Do-Check-Act. PDCA Cycle.
Continuous Improvement
Problems Solving Process:
1. Define the problem. (Plan)
2. Breakdown the problem into manageable pieces. (Plan)
3. Identify the root causes. (Plan)
4. Set the targets. (Plan)
5. Provide countermeasures & select proper solution. (Plan)
6. Implement the solution. (Do)
7. Check the outcomes and the impact. (Check)
8. Define what went wrong, repeat the cycle, adjust, and standardize. (Act)
31. Survey Questions
1. Is the current state and future state an ongoing continuous cycle that is actively pursued with a
visual, detailed action plan and timeline?
2.Are standards and work instructions simple and visual for all work processes? Are they
updated with improvements routinely? Are they followed with regard to timing and sequence?
3.Are managers and supervisors routinely observing the actual process in order
to gather factual data to understand the problems and opportunities?
4.Are improvements made by following a scientific method, PDCA, DMAIC,A3 thinking, etc.? Is
there a coaching process in place for problem-solving?Are problems
being addressed at the lowest possible level of the organization?
5.Are problems, defects and abnormal conditions signaled and stopped immediately at the point of
occurrence and the root cause pursued?
32. Guiding
Principles
• Create Constancy of Purpose
• Think Systemically
Supporting
Concepts
• See reality
• Focus on long-term
• Align systems
• Align strategy
• Standardize daily management
Systems
• Strategy deployment
• Daily management
• Assessment
• Communication
• Customer relationship management (CRM)
• Information technology
• Accounting/finance
• Measurement/scorecard
• Reporting/accountability
Tools:
• Daily management standard work sheets
• Surveys
• Meetings/Huddles
• X-Matrix
• Mission statement
• Vision statement
• Goals
• Values
• Business models
3. Enterprise Alignment
38. Daily Management
✓ Management by Walk (Gemba)
✓ Daily problems solving (meetings and huddles)
✓ Standardization &Visualization to surface problems
✓ Motivating the workforce
39. Survey Questions
1. Is there a structured process for aligning goals and strategic priorities that is simple and visible at all
levels of the organization?
2. Do leaders hold to the guiding principles through hard times?
3.Are support functions seamlessly integrated to aid operations in creating value (process based
versus silo culture)?
4. Do information systems provide direct flow of pertinent information that is easily accessible and
usable across the extended enterprise (no shadow systems or spreadsheets)?
5. Do leaders and managers have a standard work process that enables them to monitor and maintain
company alignment?
40. Guiding
Principles
• CreateValue for the Customer
Supporting
Concepts
• Measure what matters
• Align behaviors with performance
• Identify cause-and-effect relationships
Systems
•Voice of the customer
• Strategy deployment
• Communications
•Visual management
• Management reporting
Tools:
• Huddles
• Control boards
• Score cards
• All employee meetings
• Surveys
4. Results
41. Survey Questions
1.Are measures simple? Is there is a common understanding
of what is measured and why it is measured? Are measures
directly tied to the organization’s overall objective?
2.Are measures used to drive improvements?
3. Do performance measures drive the right
behaviors?
4.Are tracking boards used routinely for open discussion and
feedback so that adjustments can be made, and at what
level?
5.Are principles, systems and tools aligned in such a way that
guiding principles help align the systems to select appropriate
tools to achieve performance targets?
42. 4. Results Measurements
4.1. Quality
Quality to the customer (defect-free
deliver).
Unplanned scrap rate
Overall cost of quality
Customer returns
Warranty costs
Process variation measures
Finished product first pass (Re work %)
4.3. Delivery
On-time delivery
Total lead time (from customer order till
delivering the product).
Process cycle time (into the process output).
Miss-shipments
Backorders rate
Reorder rate
4.2. Cost/
Productivity
Cash flow turns (of what is produced)
Cost per unit
Labor hr per unit
Inventory turns
Labor productivity
Asset productivity
Resources utilization
Return on investment ROI
Revenue per employee hour
Maintenance profile
4.4. Safety/
Environment/
Morale
No of ideas per employees and degree of
implementing them
Near miss
Emissions
Energy consumption
Utilization at high potential talent
4.5. Customer
Satisfaction
Market share
Customer surveys
Customer engagement in product
development
New contract awards
Success of new products
43.
44. Key Measurements
Frequency: How often do we see the behavior?
Duration:Are we seeing behavior for the first time? Or have seen it for yrs?
Intensity: Is there a sense of passion and importance of behaver? ie. deviate would create a
problem?
Scope: Do we see the behavior in just a few cells? Or through out the organization?
Role: Do we see the appropriate focus on tools and behavior in all levels of organization :
leaders, managers and associates?
Behavior Assessment
45. Behavior Assessment Scale
Lenses 0-20% 20-40% 40-60% 60-80% 80-100%
Role
Leaders L1 L2 L3 L4 L5
Managers L1 L2 L3 L4 L5
Associates L1 L2 L3 L4 L5
Frequency Rare Irregular Frequent Consistent Constant
Uniform
Duration Initiated Experimental Repeatable Established,
Stable
Culturally
Ingrained
Mature
Intensity Indifferent Individual
Commitment
Local
Commitment
Wide
Commitment
Full
Commitment
Scope Isolated Silos Operation Multiple
Business
Processes
Enterprise-wide
Why it is conducted?To evaluate the entire applying entity to determine the degree to which the principles of
operational excellence are deeply embedded into the culture of the entire organization
46.
47. Measuring Results Assessment Scale
Lenses Level 1
0-20%
Level 2
20-40%
Level 3
40-60%
Level 4
60-80%
Level 5
80-100%
Stability 0-1 yrs 1-2 yrs 2-3 yrs 3-4 yrs 4+ yrs
Trend Low, poor
and no
benchmark
Moderate,
Benchmarking is
industry focus
High level of attainment
considering world-class
Alignment Little
alignment
Performance
measures aligned in
operations, some
areas are aligned
Enterprise wide extend
value stream, all measures
align to cooperate goals
from highest level to
lowest level in the
organizations
Improvement Little, no
systematic
feedback
Regular feedback in
some areas, many
areas (not all) have a
process to set goals
Routine feedback, almost
all areas have goals that
are realistic and business
challenge
48. Year
Awarded
Level Company Country
2016 Silver Medallion
Hospira Limited, a Pfizer Company Dominican
Republic
2015 Silver Medallion Commonwealth Bank of Australia Australia
2014 Silver Medallion Rexam Beverage Brazil
2014 Silver Medallion Rexam Healthcare Germany
2012 Bronze State Farm Life Insurance Company USA
2012 Bronze Johnson Controls Lerma Plant Mexico
2009 Shingo Prize Autoliv Airbag Module Facility USA
2008 Shingo Prize Denso Mexico Plant Mexico
2008 Shingo Prize Baxter Healthcare Costa Rica
2005 Shingo Prize Boston Scientific USA
Database Past Receptions
50. My team and I were incredibly proud to hear that Abbott received
the award, because we never forget that the work each of us does
ultimately affects the people who receive Abbott’s products”
Said Kealy the operational manager. “Operational excellence isn’t
just a phrase or tagline for us, it is the core of everything we do.
Receiving the Shingo award validated not only my effort, but also my team’s efforts, and the
efforts of all our teams and employees at the Clonmel site to improve every facet of our jobs
every day.
Following the Shingo method, we have built on the capabilities
that existed at the site, and have strategically invested in employees
engagement and development, Our experience of operational
excellence is a akin to the best team sport-the end goal is to have
everyone working together, in a synchronized effort, to achieve a
common purpose.”
51. Specific achievements at the Abbott site:
1. A triple-digit increase in productivity over the past 7
years
2. A double-digit reduction in product unit cost over the
least 7 years
3. The lead time from manufacturing to customer has
been reduced significantly in the past 6 years
4. 300 percent increase in process improvement
5. Zero non-conformances in any external regulatory
audit for Abbott’s vascular facility in Clonmel in the
past 7 years