The document discusses implementing lean principles in an organization. It begins by outlining the importance of understanding the organization's vision, customers, and value. It then notes that in order to change, the organization must understand how lean principles address core problems like waste and there must be a compelling business case. The document then describes actual conditions in a production tour, noting many areas of waste and inefficiency. It proposes implementing lean in three main areas - people, methods, and infrastructure. A table outlines milestones and tasks for lean culture implementation, including compiling vision, designing a roadmap, creating systems and standard work, implementing metrics, daily management and problem solving, creating flow, and ongoing improvement.

1. Why Lean for my Organization?
June-13
By: Jorge Flores

2. Understanding the Vision

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

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The first step to implement or enrich an Operational
Culture in an organization it’s to understand & define:
Where are we going?
Why do we exist in the Industry?
Who are our customers?
What do they expect from us (value)?

3. Understanding the Vision
-
Pull
Takt time
Systematic
Elimination
of Waste
- Lean-Sigma
Lean Sigma
One piece
flow
Our
company Today

4. Why change at all?



Understand and believe that Lean Principles
directly address core business problems
(waste).
Without this there is no business case for lean.
Without a business case, there is no
compelling reason for a leader (and the
organization) to change

5. Key principles of Lean
Customer
Value
Systematic
Understand
Elimination People
Process
of Waste
(Lean-Sigma)
Establish
Flow

6. Actual condition
In a production tour I identified plenty room for Continuous Improvement deployment.
I can recall these topics:
 Do the employees know or see the company Vision?
 How can every employee support the company's vision on a daily basis ?
 Visual Factory deployment not developed
 Value Stream Map as Business tool for key decisions
 Lack of Product, material & Information Flow
 Standard work not in place as CI foundation
 Organization members aren’t comitted to vanish processess waste

Couldn't perceived a strong employee commitment to learn and live lean
principles

7. Actual condition
Continue…
 Machines & equipments down or not operating without a signal or status
 Poor utilization of the available floor space
 Lack of 5S’s on work stations
 Tools aren’t arranged according to Production Plan needs & sequence
 Customer expectations in terms of quality are not part of the standard operation
procedures
 Accurate KPI’s aren’t visible nor available on floor shop for daily accountability
 Can’t see Problem Solving or High performance boards at floor shop
 Lack of SMED as operational estrategy to achieve OEE
 Can’t see if the actual process cycle time it’s under the Takt time beat
 And many others…

8. Proposals
Lean Enterprise Culture Implementation
There are many facts to be consider, but like any system there are 3 main
areas to focus during implementing Lean, these are People, Method (Know
how) & the Infrastructure of the organization. Taking as baseline this fact I
will explain the milestones of the culture implementation in sequence:

9. Task
By
Tool
Compile Company Vision
Mangement
Tougth Map, Coaching
Design a Roadmap to get there!
Management
Kaizen event
Operation System & Culture creation
Management &
Lean leader
Lean House, QFD &
Kaizen
Leadership engagement & Detailed work
Plan
Lean leader &
leadership
Formal training, Operation
KPI design & Implementation trough the
organization to give direction
Lean leader &
leadership
QFD Matrix or Score
card
Daily Performance walk (Gemba)
Lean leader &
leadership
HPT & HPB
Creation of value based on customer voice
Lean leader &
leadership
CTQ, Value add
analisys
Flow creation door to door
Lean leader &
leadership
VSM, SMED, Pull
system, OPF, Takt vs CTime, FIFO
Daily culture change deployment
Leadership
5S’s, HPT scheme
Continuous Improvement effort all over the
organization (waste reduction)
Lean leader
Lean-Sigma, Kaizen,
PDCA
Redesign the Production cells, creating
Lean leader &
Kaizen
System Manual (deliverable)

10. Feedback at:
consult.qce@gmail.com
There are so many men who can figure costs, and so few who can
measure values...
Questions, Comments, Suggestions