The document compares and contrasts continuous flow and batch production methods. Continuous flow focuses on eliminating waste such as waiting time, excess inventory, and defects through one-piece flow and small batch sizes. This allows for faster cycle times, increased throughput and capacity, and reduced lead times compared to batch production which typically has longer cycle times and more non-value added time due to large batch sizes and waiting between processes. The document provides examples of value stream maps to illustrate the differences between batch and continuous flow production systems.
The document provides an overview of key concepts in lean manufacturing including eliminating waste, the 4P model, value stream mapping, and the lean house model. It discusses 14 principles of lean such as creating continuous process flow, developing leaders from within, and becoming a learning organization through continuous improvement. The principles emphasize eliminating non-value added activities, establishing pull systems, standardizing processes, and building a culture of problem solving and refinement.
This document provides an introduction to Lean manufacturing concepts. It aims to help readers understand Lean, identify types of waste, and learn Lean tools and techniques. The core idea of Lean is maximizing customer value while minimizing waste. It defines seven types of waste including overproduction, waiting times, transportation, processing, inventory, motion, and defects. It also explains Lean tools and techniques for standardizing work, using visual controls, conducting quick changeovers, implementing total productive maintenance, and empowering self-inspection. The overall goal is to eliminate waste and continuously improve processes to provide value to customers.
Smed Training Model Trainer Instructions[1]exerciselean
The document describes a training exercise that simulates tool changes on a machine to illustrate the SMED (Single Minute Exchange of Die) method. Trainees are tasked with changing tools as quickly as possible while meeting dimensional requirements. Initial tool changes take around 5 minutes. Through organization improvements and minor modifications, changeover times are reduced by 50% each in subsequent trials. Further improvements like standardizing tools allow an additional 10 second reduction. Emphasizing simultaneous tasks allows changeovers to be cut in half. The goal is for trainees to discover the SMED method phases and how over 90% improvement in changeover times is possible.
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
The document discusses quick changeovers and SMED (Single Minute Exchange of Die) methodology. It provides a 10 step process for analyzing and streamlining a changeover process, including observing the current process, separating internal and external tasks, converting internal tasks to external where possible, streamlining tasks, testing the new process, documenting it, and continuously improving changeover times. The goal is to reduce changeover times to under 10 minutes or ideally under 100 seconds through applying SMED principles like eliminating non-value added tasks, establishing standards, and making tasks parallel and more efficient.
Lean is a systematic approach to eliminating waste through continuous improvement. It aims to provide customers what they want, when they want it, without wasting resources. The document outlines key Lean concepts like the eight wastes, tools like 5S and visual controls, and processes like rapid improvement events and value stream mapping that analyze and improve workflow. Implementing Lean can increase process speed, reduce costs, improve delivery, and simplify operations through waste elimination.
The document introduces the concept of takt time, which is defined as the maximum amount of time in which a product needs to be produced to satisfy customer demand. It provides background on the author and his lean manufacturing consulting firm. Examples are given to demonstrate how to calculate takt time based on scheduled production time and customer requirements. Maintaining production at the takt time pace helps optimize flow and utilization.
The document compares and contrasts continuous flow and batch production methods. Continuous flow focuses on eliminating waste such as waiting time, excess inventory, and defects through one-piece flow and small batch sizes. This allows for faster cycle times, increased throughput and capacity, and reduced lead times compared to batch production which typically has longer cycle times and more non-value added time due to large batch sizes and waiting between processes. The document provides examples of value stream maps to illustrate the differences between batch and continuous flow production systems.
The document provides an overview of key concepts in lean manufacturing including eliminating waste, the 4P model, value stream mapping, and the lean house model. It discusses 14 principles of lean such as creating continuous process flow, developing leaders from within, and becoming a learning organization through continuous improvement. The principles emphasize eliminating non-value added activities, establishing pull systems, standardizing processes, and building a culture of problem solving and refinement.
This document provides an introduction to Lean manufacturing concepts. It aims to help readers understand Lean, identify types of waste, and learn Lean tools and techniques. The core idea of Lean is maximizing customer value while minimizing waste. It defines seven types of waste including overproduction, waiting times, transportation, processing, inventory, motion, and defects. It also explains Lean tools and techniques for standardizing work, using visual controls, conducting quick changeovers, implementing total productive maintenance, and empowering self-inspection. The overall goal is to eliminate waste and continuously improve processes to provide value to customers.
Smed Training Model Trainer Instructions[1]exerciselean
The document describes a training exercise that simulates tool changes on a machine to illustrate the SMED (Single Minute Exchange of Die) method. Trainees are tasked with changing tools as quickly as possible while meeting dimensional requirements. Initial tool changes take around 5 minutes. Through organization improvements and minor modifications, changeover times are reduced by 50% each in subsequent trials. Further improvements like standardizing tools allow an additional 10 second reduction. Emphasizing simultaneous tasks allows changeovers to be cut in half. The goal is for trainees to discover the SMED method phases and how over 90% improvement in changeover times is possible.
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
The document discusses quick changeovers and SMED (Single Minute Exchange of Die) methodology. It provides a 10 step process for analyzing and streamlining a changeover process, including observing the current process, separating internal and external tasks, converting internal tasks to external where possible, streamlining tasks, testing the new process, documenting it, and continuously improving changeover times. The goal is to reduce changeover times to under 10 minutes or ideally under 100 seconds through applying SMED principles like eliminating non-value added tasks, establishing standards, and making tasks parallel and more efficient.
Lean is a systematic approach to eliminating waste through continuous improvement. It aims to provide customers what they want, when they want it, without wasting resources. The document outlines key Lean concepts like the eight wastes, tools like 5S and visual controls, and processes like rapid improvement events and value stream mapping that analyze and improve workflow. Implementing Lean can increase process speed, reduce costs, improve delivery, and simplify operations through waste elimination.
The document introduces the concept of takt time, which is defined as the maximum amount of time in which a product needs to be produced to satisfy customer demand. It provides background on the author and his lean manufacturing consulting firm. Examples are given to demonstrate how to calculate takt time based on scheduled production time and customer requirements. Maintaining production at the takt time pace helps optimize flow and utilization.
The document provides an overview of the Toyota Production System and its key principles including the 3Ms - Muda, Muri, Mura. It describes the 7 types of Muda or waste and gives examples. It also explains concepts like Jidoka, Just-in-Time, standardized work, Heijunka and Kaizen that are central to the Toyota Production System for eliminating waste and creating an efficient pull-based production approach. The history and development of the Toyota Production System starting from the 1930s under Kiichiro Toyota and further developed by Taiichi Ohno in the 1950s-60s is briefly outlined.
The document discusses standard work, which establishes reliable and repeatable processes. It defines standard work as documenting the best methods and sequences for each process. The key benefits are clarifying processes, ensuring consistency, expediting training, and providing a baseline for improvement. Standard work was developed at Toyota in the 1950s-60s and includes takt time, work sequences, and standard work-in-process levels. It provides stability, prevents defects, and forms the basis for continuous improvement.
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
The document discusses value stream mapping (VSM), which is a tool used to analyze and visualize the flow of materials and information required to bring a product to a customer. It describes the key aspects of creating a current state map to document the existing process, as well as developing a future state map to design an improved lean process. Some of the main points covered include establishing continuous flow, supermarkets with pull systems, leveling production to match takt time, and implementing changes through a value stream plan. VSM provides a way to analyze processes, identify waste, and develop plans to create efficient lean material and information flows.
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
This document discusses the concepts of value, waste, and lean manufacturing. It defines value-added activities as those that directly change a product to meet customer needs, while non-value added activities are necessary but do not increase value. The main types of waste are identified as muda (non-value added work), mura (unevenness), and muri (overburdening work). Specific examples of muda include transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The document emphasizes that eliminating waste through lean principles can improve flow and reduce costs for companies.
Metrics-Based Process Mapping: Part 2 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/18boq16
Part 1 - http://slidesha.re/15qe1qW
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
This document discusses lean production methods for 1-piece flow versus batch and queue production. It notes that a bottleneck will always exist in any process, and that bottlenecks can move. It recommends managing a buffer before the bottleneck and avoiding high work-in-process, which can mask the bottleneck. The document also discusses benefits of 1-piece flow such as workers being able to help each other and learn different tasks, and improving bottleneck operations.
Lean manufacturing aims to minimize waste and maximize productivity within manufacturing systems. It identifies three main types of waste - muda (non-value adding activities), mura (unevenness), and muri (overburdening workers or resources). Specifically, lean focuses on eliminating the original seven wastes identified by Toyota - transportation, inventory, motion, waiting, overproduction, over-processing, and defects. By removing these wastes, lean aims to create an efficient holistic manufacturing process that reduces costs and improves revenue.
The document discusses various ways to reduce costs and increase profits through eliminating waste (muda) based on Toyota's production system concepts. It provides examples of identifying and reducing different types of muda like overproduction, waiting, transportation, excess processing, and inventory. Specific techniques discussed include improving production layouts, standardizing processes, reducing unnecessary movement and operations, minimizing set-up times, and utilizing scrap materials. The overall aim is to maximize value-adding activities and minimize non-value-adding waste.
The document outlines the 8 types of waste (muda) in production processes: transport, inventory, motion, people, waiting, overproduction, overprocessing, and defects. Each waste is defined and an example is given to illustrate how it does not add value to the customer and is therefore wasteful. The 8 wastes framework aims to identify and eliminate non-value adding activities in operations.
Lean thinking aims to remove wastes from work processes. Before diving into the 8 wastes, it is important to understand what waste is. Waste is any action or step in a process that does not add value to the customer. In other words, waste is any process that the customer does not want to pay for. The original seven wastes (Muda) was developed by Taiichi Ohno, the Chief Engineer at Toyota, as part of the Toyota Production System (TPS). The seven wastes are Talent, Inventory, Motion, Waiting, Overproduction, Over processing and Defects. They are often referred to by the acronym ‘TIMWOOD’.
The 8th waste of non-utilized talent or ‘Skills’ of workers was later introduced in the 1990s when the Toyota Production System was adopted in the Western world. As a result, the 8 wastes are commonly referred to as ‘TIMWOODS’.
In all reality, there are the production waste. Here I explain the 7 wastes from most towns elliminare. Based on the TPM and Lean Management.
For info please contact me.
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...SN Panigrahi, PMP
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wastes" By SN Panigrahi
Lean Principles
Lean is a business philosophy, not just a tool set or method for improvement. This business philosophy was derived from Toyota experiences and in particular from its Toyota Production System (TPS).
The focus is on reducing waste in all business processes. The result is reduction of cost and lead-time as well as an increase in quality.
The seven wastes originated in Japan, where waste is known as “Muda."
"The seven wastes" is a tool to further categorize “Muda” and was originally developed by Toyota’s Chief Engineer Taiichi Ohno as the core of the Toyota Production System (TPS), also known as Lean Manufacturing.
Lean implementation focuses on Reducing the Seven (now expanded to 8 wastes) types of Waste (or Muda, which is the Japanese word for waste).
The 8th waste added is non-used employee talent (N), so that the 8 wastes can be easily remembered via the mnemonic “DOWN TIME” (Defective Production,Overproduction, Waiting, Non-used Employee Talent (the 8th form), Transportation, Inventory, Motion, and Excessive (Over) Processing)
Standard work is a prescribed work process that balances each step of a job to the required pace of production. This document outlines standard work elements, tools, and assignments for improving standard work. Operators are tasked with auditing and revising standard work instructions this week to balance work content, minimize variation, and train operators on any changes. Standard work aims to optimize production throughput, quality, and costs.
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
This document outlines an agenda for a SET-UP Reduction Workshop. The workshop aims to teach techniques for reducing set-up times through applying Single Minute Exchange of Dies (SMED) methodology. The agenda covers why SMED is important, defining relevant terms, analyzing current set-up operations, separating internal and external tasks, using checklists and function checks, improving transport, and taking action to reduce set-up times. The workshop provides information on SMED concepts and guides participants through exercises to analyze their processes and identify opportunities to standardize, parallelize, and streamline set-up tasks.
A quick guide to Value Stream Mapping.
For explaination of the sheets, please visit:
http://www.panview.nl/en/lean-production-lean-toolbox/value-stream-mapping-vsm
8 steps for Future State Value Stream mapping, using my personal Lighter Factory Example,
More information and explenation to this example can be found on www.panview.nl
The document provides an overview of the Toyota Production System and its key principles including the 3Ms - Muda, Muri, Mura. It describes the 7 types of Muda or waste and gives examples. It also explains concepts like Jidoka, Just-in-Time, standardized work, Heijunka and Kaizen that are central to the Toyota Production System for eliminating waste and creating an efficient pull-based production approach. The history and development of the Toyota Production System starting from the 1930s under Kiichiro Toyota and further developed by Taiichi Ohno in the 1950s-60s is briefly outlined.
The document discusses standard work, which establishes reliable and repeatable processes. It defines standard work as documenting the best methods and sequences for each process. The key benefits are clarifying processes, ensuring consistency, expediting training, and providing a baseline for improvement. Standard work was developed at Toyota in the 1950s-60s and includes takt time, work sequences, and standard work-in-process levels. It provides stability, prevents defects, and forms the basis for continuous improvement.
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
The document discusses value stream mapping (VSM), which is a tool used to analyze and visualize the flow of materials and information required to bring a product to a customer. It describes the key aspects of creating a current state map to document the existing process, as well as developing a future state map to design an improved lean process. Some of the main points covered include establishing continuous flow, supermarkets with pull systems, leveling production to match takt time, and implementing changes through a value stream plan. VSM provides a way to analyze processes, identify waste, and develop plans to create efficient lean material and information flows.
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
This document discusses the concepts of value, waste, and lean manufacturing. It defines value-added activities as those that directly change a product to meet customer needs, while non-value added activities are necessary but do not increase value. The main types of waste are identified as muda (non-value added work), mura (unevenness), and muri (overburdening work). Specific examples of muda include transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. The document emphasizes that eliminating waste through lean principles can improve flow and reduce costs for companies.
Metrics-Based Process Mapping: Part 2 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/18boq16
Part 1 - http://slidesha.re/15qe1qW
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
This document discusses lean production methods for 1-piece flow versus batch and queue production. It notes that a bottleneck will always exist in any process, and that bottlenecks can move. It recommends managing a buffer before the bottleneck and avoiding high work-in-process, which can mask the bottleneck. The document also discusses benefits of 1-piece flow such as workers being able to help each other and learn different tasks, and improving bottleneck operations.
Lean manufacturing aims to minimize waste and maximize productivity within manufacturing systems. It identifies three main types of waste - muda (non-value adding activities), mura (unevenness), and muri (overburdening workers or resources). Specifically, lean focuses on eliminating the original seven wastes identified by Toyota - transportation, inventory, motion, waiting, overproduction, over-processing, and defects. By removing these wastes, lean aims to create an efficient holistic manufacturing process that reduces costs and improves revenue.
The document discusses various ways to reduce costs and increase profits through eliminating waste (muda) based on Toyota's production system concepts. It provides examples of identifying and reducing different types of muda like overproduction, waiting, transportation, excess processing, and inventory. Specific techniques discussed include improving production layouts, standardizing processes, reducing unnecessary movement and operations, minimizing set-up times, and utilizing scrap materials. The overall aim is to maximize value-adding activities and minimize non-value-adding waste.
The document outlines the 8 types of waste (muda) in production processes: transport, inventory, motion, people, waiting, overproduction, overprocessing, and defects. Each waste is defined and an example is given to illustrate how it does not add value to the customer and is therefore wasteful. The 8 wastes framework aims to identify and eliminate non-value adding activities in operations.
Lean thinking aims to remove wastes from work processes. Before diving into the 8 wastes, it is important to understand what waste is. Waste is any action or step in a process that does not add value to the customer. In other words, waste is any process that the customer does not want to pay for. The original seven wastes (Muda) was developed by Taiichi Ohno, the Chief Engineer at Toyota, as part of the Toyota Production System (TPS). The seven wastes are Talent, Inventory, Motion, Waiting, Overproduction, Over processing and Defects. They are often referred to by the acronym ‘TIMWOOD’.
The 8th waste of non-utilized talent or ‘Skills’ of workers was later introduced in the 1990s when the Toyota Production System was adopted in the Western world. As a result, the 8 wastes are commonly referred to as ‘TIMWOODS’.
In all reality, there are the production waste. Here I explain the 7 wastes from most towns elliminare. Based on the TPM and Lean Management.
For info please contact me.
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...SN Panigrahi, PMP
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wastes" By SN Panigrahi
Lean Principles
Lean is a business philosophy, not just a tool set or method for improvement. This business philosophy was derived from Toyota experiences and in particular from its Toyota Production System (TPS).
The focus is on reducing waste in all business processes. The result is reduction of cost and lead-time as well as an increase in quality.
The seven wastes originated in Japan, where waste is known as “Muda."
"The seven wastes" is a tool to further categorize “Muda” and was originally developed by Toyota’s Chief Engineer Taiichi Ohno as the core of the Toyota Production System (TPS), also known as Lean Manufacturing.
Lean implementation focuses on Reducing the Seven (now expanded to 8 wastes) types of Waste (or Muda, which is the Japanese word for waste).
The 8th waste added is non-used employee talent (N), so that the 8 wastes can be easily remembered via the mnemonic “DOWN TIME” (Defective Production,Overproduction, Waiting, Non-used Employee Talent (the 8th form), Transportation, Inventory, Motion, and Excessive (Over) Processing)
Standard work is a prescribed work process that balances each step of a job to the required pace of production. This document outlines standard work elements, tools, and assignments for improving standard work. Operators are tasked with auditing and revising standard work instructions this week to balance work content, minimize variation, and train operators on any changes. Standard work aims to optimize production throughput, quality, and costs.
Download the presentation together with train-the-trainer guide and workshop templates at http://wcm.nu
This presentation is made by Oskar Olofsson, WCM Consulting AB
Make changes in the background template if you want to change the appearance
This document outlines an agenda for a SET-UP Reduction Workshop. The workshop aims to teach techniques for reducing set-up times through applying Single Minute Exchange of Dies (SMED) methodology. The agenda covers why SMED is important, defining relevant terms, analyzing current set-up operations, separating internal and external tasks, using checklists and function checks, improving transport, and taking action to reduce set-up times. The workshop provides information on SMED concepts and guides participants through exercises to analyze their processes and identify opportunities to standardize, parallelize, and streamline set-up tasks.
A quick guide to Value Stream Mapping.
For explaination of the sheets, please visit:
http://www.panview.nl/en/lean-production-lean-toolbox/value-stream-mapping-vsm
8 steps for Future State Value Stream mapping, using my personal Lighter Factory Example,
More information and explenation to this example can be found on www.panview.nl
The document discusses value stream mapping (VSM) which focuses on maximizing overall flow across the entire value chain. It provides an overview of VSM including why, what, when and who is involved. The document outlines key aspects of VSM including identifying value-added versus non-value added activities, defining process boundaries and metrics, mapping current and future states, and developing implementation plans and targets. The goal of VSM is to identify and eliminate waste to improve processes and flow through visualization.
Business Requirements Gathering - Current & Future StateJason Bargent
A simple one page template to gather functional requirements, summarising the current state, what works well, areas for improvement and proposed future state and how it will be implemented at a high level
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
The document provides an overview of value stream mapping (VSM) process. It discusses defining the current state and future state maps which involve mapping the material and information flows, identifying value-added and non-value added activities, calculating metrics like cycle time and takt time, and developing an implementation plan to eliminate waste and create flow. The future state aims to optimize processes, improve flow, implement pull systems, and achieve continuous improvement through periodic reviews.
G. cairo and suistanable development tamer elbakry 14-mar17Tamer El Bakry
This presentation is made for educational purposes only and dedicated to IE Business School. This video doesn't constitute in magnitude or extent a political opinion or other that could be taken effectively into consideration as a sign of actual demands and it is only restricted for personal use.
This document discusses lean software development principles. It emphasizes eliminating waste and non-value adding activities from development processes. It defines value and waste from a customer perspective. It also discusses mapping the end-to-end value stream to identify improvement opportunities like reducing cycle times and increasing efficiency. A case study example shows how responding to critical defects can be improved through applying lean principles.
Value stream mapping (VSM) is a tool that uses symbols to depict and improve the flow of inventory and information through a process. It makes waste visible and allows organizations to plan its elimination. VSM involves mapping the current state, identifying areas for improvement, and designing a future state with minimum waste. Key steps include selecting a process to map, collecting data on times and flows, critiquing the current state, and creating an action plan to implement the future state design.
Want to run more effective, professional and well thought out meetings?
Use this Meeting Planner template to effectively plan your next successful meeting. Designed to be used as a brainstorming planning tool either by yourself (to get your thoughts out and some structure), or with your team, this template allows you to ensure you focus on how to ensure your meeting is effective.
Also see the Sales Call Planner version with Sales Specific focus here: https://www.slideshare.net/jbargent/sales-call-meeting-planning-template
The document describes the steps to construct a value stream map (VSM). It involves defining the current state map by gathering information on physical and information flows, cycle times, bottlenecks and defects. The future state map is then created by mapping an improved process and an implementation plan is made to achieve this. Key steps include identifying the product family, start/end points, gathering data on times, flows, inspections and linking this to create a current state map with production lead times. Future state suggestions aim to reduce changeovers and level production.
Enkele weken geleden mocht ik voor de http://yachtbuildersacademy.com/ een workshop geven aan een groep van +20 mensen uit de jachtbouw industrie. Heel leuk om te doen en te merken dat scepsis op basis van ervaring aan het eind zelfs verdwenen was. Interesse om met jouw jachtbouw bedrijf eens van gedachten te wisselen hoe Lean je kan helpen aan betere kwaliteit, lagere kosten en blijere klanten? Ik hoor het graag!
Lean Manufacturing wordt veelvuldig toegepast in de industrie bij de productcreatie. Ook in de typische print en post verwerking kunnen de principes van Lean Manufacturing
Facto Congres 2015. Workshop 8. Verbeteren van FM met LeanFacto Magazine
Steeds meer organisaties gebruiken ‘Lean’ als middel om de facilitaire processen te verbeteren en efficiënter in te richten. En met succes, want wie de methodiek slim en gestructureerd toepast, kan al snel resultaten behalen.
Lean denken richt zich op het zien van waarde door de ogen van de klant. Door het verbeteren en versoepelen van de processtroom en het elimineren van verspilling, worden lagere kosten en een betere waarde voor de klant bereikt.
Een interactieve workshop met aandacht voor de grondbeginselen van Lean voor Facility Management, het uitvoeren van een waarde-toevoegende analyse en prestaties meten met klantgerichte metingen en kritieke kwaliteitseisen (CTQ's en KPI's). Profiteer van de praktische handvatten en leer van de Lean-ervaringen bij verschillende organisaties (o.a Schiphol, Philips en UWV).
Blijf op de hoogte. Gratis whitepapers, het laatste nieuws en congres/opleiding updates leest u op www.facto.nl
Creeer Flow op Kantoor Deel 5 De waardestroom analyse.pptxBertTeeuwen1
Creëer FLOW op kantoor.
Verkort de behandeltijd. Schets het proces met een Makigami of WaardestroomAnalyse.
Bepaal wat waardecreatie is. En haal de verliezen eruit.
En vermijdt navraag en foutvraag.
Wie is de klant?
Fundamentele procesverbetering volgens de methode LEANBram van Vliet
Door procesverbeteringen te realiseren met het gebruik van LEAN, kunnen organisaties veel besparen. In deze presentatie vind je een voorbeeld van de aanpak van Hiemstra & De Vries.
DevOps and metrics presentation, co-presentation by Dave van Herpen and Harold van Heeringen (both Sogeti Nederland B.V.). The key message of the presentation is the fact that metrics are important in DevOps environments and that it is important to do a thorough analysis of which metrics are important to collect and for which reasons.
‘Medewerker’ krijgt hoofdrol in film: procesverbetering Infostrada Creative T...TOPdesk
De bezoeker leert hoe je een procesverandertraject tot een succes kan maken. Dit wordt gedaan aan de hand van 15 concrete oplossingen. Rode draad in deze concrete oplossingen is de medewerker. Doordat de case zich afspeelt bij een schitterend bedrijf wat actief is in de televisiewereld krijg je ook nog een kijkje achter de schermen van deze wereld. (Gepresenteerd op het Nationaal Management & IT Symposium 2013 door Jildert de Groot en Ralf van Vegten)
AVEVE Service delivery van de toekomst, TOPdesk on Tour 2016, AntwerpenTOPdesk
Ook benieuwd hoe TOPdesk binnen AVEVE wordt toegepast? Bart Van Spitaels, Coördinator Servicedesk bij AVEVE vertelt, samen met Tim Janssen over zijn ervaringen met TOPdesk en hoe ze de samenwerking in toekomst verder zullen ontwikkelen. - Bart van Spitaels en Tim Janssen
KPI's in Bibliotheken - LIBISnet gebruikersdag van 6 juni 2019LIBIS
De workshop rond “Key Performance Indicators (KPI’s) in bibliotheken?” werd gegeven door Frederic Vandoolaeghe, Pauls Sijsmans en Gijs Noels. Inhoud: Enkele vragen die ons (hopelijk) allemaal bezighouden zijn, “doen wij ons werk goed? werken we efficiënt? en vooral… zijn onze eindgebruikers tevreden?”
Binnen het huidige tijdskader waarbij steeds minder resources ter beschikking gesteld worden, blijken de antwoorden op deze vragen geen evidentie te zijn. Daarom willen we in deze sessie enerzijds dieper ingaan op het belang van “meten en weten” in functie van het bereiken van de instellingsgebonden strategische doelstellingen en anderzijds de mogelijkheden in Alma Analytics inzake out of the box KPI reports en benchmarking demonstreren.
2. Wat is Lean?
• Lean is een managementfilosofie die erop gericht is om
maximale waarde voor de klant te realiseren met zo min
mogelijk verspillingen.
3. Stappenplan
Verbeteren volgens de Lean-methode
Stap 1: Verbetertraject voorbereiden
1. Rollen, taken en verantwoordelijkheden verdelen
2. Proces selecteren
3. Scope bepalen
4. Verbeterteam samenstellen
5. Lean-doelstellingen bepalen
6. Klantvraag en –verwachtingen in kaart brengen
7. Lean-Ateliers inplannen
4. Stappenplan
Verbeteren volgens de Lean-methode
Stap 2: Huidige manier van werken in kaart brengen en
verspillingen
Stap 3: Wenselijke manier van werken ontwerpen en
verspillingen verwijderen
1. Laat producten of diensten vloeien
2. Vermijd problemen of los ze direct/grondig op
3. Doe alles één keer en van de eerste keer goed
4. Optimaliseer de lay-out van de werkomgeving
5. Creëer een overzichtelijke werkomgeving
5. Stappenplan
Verbeteren volgens de Lean-methode
Stap 4: Wenselijke manier van werken testen
Actieplan opmaken en valideren
Actieplan uitvoeren
Gewenst effect controleren
Stap 5: Nieuwe manier van werken verankeren
Stap 6: Vieren en vooruitkijken
6. Wat is VSM?
• Value Stream Mapping is een lean manufacturing
techniek die gebruikt wordt voor het analyseren en
ontwerpen van de materialen- en informatiestroom die
nodig is om een product of dienst aan een consument te
brengen
7. Een Analyse Instrument
Value Stream Mapping
• Focust op de klant en de overeenkomstige definitie van
“waarde”
• Visualiseert materiaal en informatie stromen
• Helpt bij de actieve identificatie van waarde
toevoegende en niet waarde toevoegende stappen
• Visualiseert de interactie tussen klanten, processen en
leveranciers
10. Wat is een FlowChart?
• Een proces flow zijn opeenvolgende gebeurtenissen van
een object of een systeem.
• Het is een schematische voorstelling van een proces.
11. Nogmaals het verschil
• Een VSM is de visuele voorstelling van de stromen van
middelen en informatie terwijl het product of dienst een
reis in de organisatie maakt.
• De VSM toont ons op welk moment waarde aan
producten en/of diensten wordt toegevoegd, en op welk
moment niet.
Vandaar de naam ‘value’ stream mapping of
‘waarde’-stroomanalyse
12. Waarde voor de klant
• Een activiteit heeft trouwens alleen een toegevoegde
waarde vanuit het perspectief van de klant, als en slechts
als:
De activiteit ‘het materiaal’ of ‘de informatie’
wijzigt, én;
De activiteit niet al eerder werd gedaan, én;
De klant bereid is om voor de activiteit te betalen
of te wachten
13. Waarde vs Focus
60%
35%
5%
Totale doorlooptijd voor klant
Non Value Added
Business Value Added
Waarde toevoegend
• De meeste verbeterinitiatieven focussen op:
• De waarde toevoegende sneller of automatisch uit te
voeren
• De NVA te optimaliseren i.p.v. elimineren!
14. Wat gaan we mappen?
• Welk proces?
Prioriteit volgens
• Business improvement opportuniteit
Generatie van omzet
Verstoorde flow
Klanten probleem
Kosten besparing, bijdrage in winst
• Scope
• Zou ‘manageable’ moeten zijn
• Best ‘end-to-end’ proces (vb. Leverancier tot Klant)
15. Hoe beginnen?
• Focus op het bestaande proces
• Balans tussen duidelijkheid en detaillering
Focus op de meest bruikbare informatie
- Indien nodig tekent u in een latere fase meer detail van
deelgebieden uit
Schrijf op A3, self-stick notes of op een flipchart
- Niet meer dan 8 à 10 processtappen
- Beperkt team – laat enkel mensen met
proceskennis in het team deelnemen
- Gebruik de gepaste symbolen
16. Hoe beginnen?
• Denk in termen van “flow”
- Observeer hoe werk en informatie stroomop- en
stroomafwaarts bewegen door het proces
• Documenteer ook de uitzonderingen en de stappen die
genomen worden als het proces verkeerd loopt.
17. Hoe tekent u een VSM?
Stel de juiste vragen!
• Hoe weet je wat nu moet gebeuren?
• Analyseer historische data van klantenorders
• Wie is de klant? Wat zijn zijn/haar vereisten (waarde)?
• Wanneer en hoe vaak heeft hij/zij werk nodig? (pull)
• Hoe wordt het werk/orders doorgegeven (communicatie)
18. Basissymbolen
• Klant / LeverancierABC
• Proces
• Inventaris
• Signaalkaart
• Transport
• Buffer of Safety Stock
FIFO
• Data Box
• First-In-First-Out
• PUSH Pijl
• PULL Pijl
• Elektronische
Informatie Stroom
• Manuele Informatie
Stroom
19. Tips!
• Betrek mensen die in het proces betrokken zijn
• Ga het proces bekijken
• Werk eens in beide richtingen
Van het einde naar het begin
Van het begin naar het einde
• Vraag jezelf steeds:
“Moet dat nu echt – en op die manier?”
Opbouw AS-IS
24. Welke Info in Databox?
Cyclustijd, wachttijd
Throughput time
Omsteltijd
Proces beschikbaarheid
(uptime)
Rework / Defect%
Aantal Operators
Beschikbare tijd
Batch grootte
….
Bijkomende eigenschappen
• Werkonderbrekingen
• Gebruikte oppervlakte
(m²)
• Afgelegde afstand tussen
2 processtappen
• Informatieflow…
25. Lean Indicatoren
Cyclustijd: Is de tijd van het begin van één proces of
activiteit tot het einde ervan. Cyclustijden worden meestal
gemeten in minuten of seconden. Dit wordt ook Processing
tijd genoemd.
Totale Cyclustijd: Is de som van al de cyclustijden van de
individuele processtappen in de VSM. Dit wordt ook de VAT
(waarde creërende tijd) want dit is de tijd tijdens dewelke
waarde gecreëerd zou moeten worden door het proces.
Wachttijd: Is de wachttijd tussen 2 processtappen.
26. Lean Indicatoren
Totale doorlooptijd (LeadTime): Is het totaal van cyclus- en
wachttijden.
Waarde toevoegend percentage: Totale cyclustijd / Totale
doorlooptijd
Totale wachttijd: 20 + 0,25 + 2 + 0,5 + 4 + 0,25 = 27 dagen
Totale cyclustijd: 0,5 + 1 + 1,5 + 1 + 5 = 9 minuten
Waarde toevoegende percentage = 0,00023%
9/(27*24*60) = 38880min
27. Verbeteropportuniteiten
• Hoeveel proces stappen en hoeveel van de proces tijd
creëren echte waarde?
• Kunnen deze niet waarde creërende stappen
geëlimineerd worden?
• Waar zitten de wachttijden in de informatie flow?
Hoe lang zijn ze?
Wat is de primaire oorzaak?
Hoe kunnen we ze wegnemen?
• Hoe kan het proces geoptimaliseerd worden om de flow
te verbeteren en cyclus tijd te verminderen?