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Lean In Life


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This presentation will give you a breif idea about Lean, types of waste, 5 lean principle, its implementation in life as well as business processes.

If you like this presentation please write me at:

Business Excellence
Aptara corp,
Transforming content in to knowledge
Delhi, India

Published in: Education
  • Nice presentation. If you look for a more detailed application of Lean to your daily life, have a look at my blog at
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Lean In Life

  1. 1. <ul><li>LEAN IN LIFE </li></ul>Waste -Abhinav
  2. 2. Agenda <ul><li>Lean Explained </li></ul><ul><li>Waste </li></ul><ul><li>Lean Principles </li></ul><ul><li>Visual controls </li></ul><ul><li>How to Identify waste </li></ul>
  3. 3. Lean Explained Lean: A principle driven, tool based philosophy that focuses on eliminating waste so that all activities/steps add value from the customer’s perspective. It strive for : Lean is all about continuous waste elimination <ul><li>Higher customer satisfaction </li></ul><ul><li>Shorter lead time </li></ul><ul><li>Higher flexibility </li></ul><ul><li>Higher quality </li></ul><ul><li>Lower costs </li></ul><ul><li>Higher employee satisfaction </li></ul>
  4. 4. Value <ul><li>Value </li></ul><ul><li>Value is the customer’s perception of the product or service for which he is willing to pay </li></ul><ul><li>Value Addition </li></ul><ul><li>In all the activities, we have to focus on value adding activities in order to increase value and eliminate those activities which add to costs and not value (Non Value Added Activities) </li></ul>Value is Defined by the Customer Value is Created by the Producer
  5. 5. Relentlessly focus on reducing non-value adding activities <ul><li>Cost </li></ul><ul><li>Defects </li></ul><ul><li>Lead time </li></ul><ul><li>Inventory </li></ul><ul><li>Space </li></ul><ul><li>Waste! </li></ul><ul><li>Productivity </li></ul><ul><li>Customer satisfaction </li></ul><ul><li>Profit </li></ul><ul><li>Customer responsiveness </li></ul><ul><li>Capacity </li></ul><ul><li>Quality </li></ul><ul><li>Cash flow </li></ul><ul><li>On time delivery </li></ul>Work Time (value add) Cycle Time Before After Wait Time (non value add) Cost/Chaos Same work completed in less time Lean Benefits Cycle time
  6. 6. Waste: <ul><li>7 types of waste: </li></ul><ul><ul><ul><li>(Unnecessary) inventory </li></ul></ul></ul><ul><ul><ul><li>Overproduction </li></ul></ul></ul><ul><ul><ul><li>Waiting </li></ul></ul></ul><ul><ul><ul><li>Transporting </li></ul></ul></ul><ul><ul><ul><li>Inappropriate processing </li></ul></ul></ul><ul><ul><ul><li>Unnecessary motion </li></ul></ul></ul><ul><ul><ul><li>Defects </li></ul></ul></ul><ul><ul><li>Activities that add no value, but add cost and time </li></ul></ul><ul><li>Few more are: </li></ul><ul><li>Confusion </li></ul><ul><li>Unsafe work conditions </li></ul><ul><li>Underutilized human potential </li></ul>
  7. 7. Few examples <ul><li>Correction – QC Corrections </li></ul><ul><li>Overproduction – Producing in advance </li></ul><ul><li>Motion – Retrieving folders </li></ul><ul><li>Material movement – FTP </li></ul><ul><li>Waiting – Low inventory </li></ul><ul><li>Inventory – Hardware </li></ul><ul><li>Processing – 2nd proofreading </li></ul>
  8. 8. The tools get you there… the principles keep you there Five Lean Principles The continuous movement of products, services and information from end to end through the process Define value from the customer’s perspective and express value in terms of a specific product Nothing is done by the upstream process until the downstream customer signals the need Map all of the steps – value added and non-value added – that bring a product or service to the customer The complete elimination of waste so all activities create value for the customer
  9. 9. Typical operation: 1-10% of activities are value-adding A capability provided to a customer at the right time at an appropriate price, as defined in each case by the customer. Five Lean Principles 1. Specify Value <ul><li>Specify value from the standpoint of the end customer </li></ul><ul><li>Ask how your current products/services and processes disappoint your customer’s value expectation: </li></ul><ul><ul><li>price? </li></ul></ul><ul><ul><li>quality? </li></ul></ul><ul><ul><li>reliable delivery? </li></ul></ul><ul><ul><li>rapid response to changing needs? </li></ul></ul><ul><ul><li>fundamental definition of the product? </li></ul></ul>Customer specific
  10. 10. Map the value stream – see the whole and improve the system “ Whenever there is a product or service for a customer, there is a value stream. The challenge lies in seeing it.” Five Lean Principles 2. Map the Value Stream <ul><li>Pure Waste </li></ul><ul><li>A Value Stream Map is a simple picture that helps you focus on flow and eliminate the waste </li></ul>Implementation without a plan will lead to disaster
  11. 11. 3. Establish Flow Five Lean Principles Line up all steps that truly create value in a rapid sequence Batch Processing – 1 minute per piece Cycle Time = 30+ min Cycle Time = 12 min Continuous Flow – Make One Move One Apply the right tools at the right stage A B C A B C
  12. 12. Pull: customer-centric Five Lean Principles 4. Implement Pull Nothing is done downstream until required upstream Act as and when customer demand to minimize wastage of resources supplier customer Hey!! One more please!
  13. 13. Continuous Improvement never stops Five Lean Principles 5. Work to Perfection A continual cycle of process improvements <ul><li>There is always some waste that can be removed </li></ul><ul><li>People learn and exercise more creativity </li></ul><ul><ul><li>- Involve employees in the process, training them as you proceed </li></ul></ul><ul><li>Continuous improvement leads to innovation </li></ul><ul><li>Use root cause analysis to solve problems promptly and permanently. </li></ul><ul><li>Make objectives visible </li></ul>Current State Future State Next Future State Original State
  14. 14. Visual Control
  15. 15. Visual Controls Transparent Workplace <ul><li>Visual Control communicates required important information to people who need it </li></ul><ul><li>It grabs one or more of our senses in order to: </li></ul><ul><ul><li>Alert us to an abnormality </li></ul></ul><ul><ul><li>Help us recover quickly </li></ul></ul><ul><ul><li>Promote adherence and prevention </li></ul></ul><ul><ul><li>Enable successful self management </li></ul></ul><ul><li>It identifies the gap between the standard and actual performance and tells us how to respond </li></ul>Visual Control reduces errors and waste by making problems visible
  16. 16. Visual Controls in daily life
  17. 17. Visual Controls in daily life <ul><li>It is easier to follow signs posted at each signal/turn (road) than it is to follow detailed written directions while driving </li></ul>
  18. 18. Ownership leads us to identify, eliminate and prevent losses in the machine and in the workplace Ownership Ownership I have ownership Losses hurt me I identify abnormalities & losses I eliminate losses I prevent losses
  19. 19. Leaning out our lives – My 168 hours Have you ever thought that what you do with the 168 hours you have each week 56 hours – Sleeping 48 hours – Working 14 hours – Traffic 14 hours –Daily routine activities 36 Hours – ???????????
  20. 20. Leaning out our lives – My 168 hours Those 36 hours are waste, which we do not know, where they are going/flying By proper planning and discipline, we can use these 36 hours or more in lot of ways like: Personality development Skill enhancement Devoting time with family and children
  21. 21. Thanks