Lean for success
27
-
Upload
heatherjhughes -
Category
Documents
-
view
79 -
download
1
Transcript of Lean for success
How can it help my organization?
What do I need to do to meet with success?
Who should steer the process?
What is the process anyway?
Is there one way or is it adaptable?
What is LEAN?
RevolutionaryComplicatedDifficultExpensivePainful
LEAN is not…
A way to reduce waste
AND it is also a way to
Unleash Innovation Improve Employee EngagementReduce Stress and AbsenteeismSave on Training CostsEnhance Customer LoyaltyExpand into New Markets or Add
Products
LEAN is…
5
8• PG550GL08
Three Aspects of the Improvement Process
Standardisation
Improvement
InnovationAchieving customer requirements by entirely new means
Utilising current resources with minimum waste
Step by step incremental change
Consistently applying known best practice
Breakthrough changes in performance through the application of lean principles
1. Process & ResultsQuality Processes Yield Quality Results
Kaizen® = People using Process to get Results
PeopleDesired Results
Consistent Process
People
Traditional = People doing whatever they can to get results
Inconsistent Process
Inconsistent Results
R1R2
R3
R4
“I don’t care how you do it, just get it done!”
The Story of ‘Kanban’
The idea of ‘Kanban’ and the ‘Pull System’ was developed by Toyota Machine Shop Manager, later Managing Director, Taiichi Ohno.
In the early 1950’s, Ohno’s machine shop was continually having problems with shortages of parts. This prevented his team from keeping pace with car production, so he began to look for an answer.
The Story of ‘Kanban’
Ohno visited the US in 1953. During his stay, he went to a Supermarket.
He saw products available on the shelves, for customers to buy as they needed them.
Could this be done for machine parts?
Appendix KT1 - Kanban Systems Training
• Ohno made ‘Supermarket’ shelves for parts boxes in the machine shop. • He attached a card to each box • Operators would the take any of the parts they needed. • As they used a box, its card was sent to the work station to call another. • These cards were called ‘Kanban’ (meaning ‘signboard’) cards.
The Story of ‘Kanban’
Request product
Review order
Check Inventory
Source Product
Place order
Receive goods
Ship to customer
Lean looks at processes and flow
Waiting for:◦ people to complete a step in a project◦ Approvals to proceed◦ Reports to be read◦ Budgets to be allocated◦ Supplies to arrive◦ Staff to come back from breaks◦ Computers to spit out something
This waiting is unproductive time and a HUGE cost = WASTE
‘Waiting’ is a major waste in most organizations
too many steps to complete something too many people connected to a task too many levels of approval too many signatures on papers too many places where goods are stored too many steps to get the things you need
Talking of too…
Waste is also found when there are:
Their insatiable curiosity is fantastic, especially there ability it ask…
WHY? WHY? WHY?
The ‘Terrific Two’s’ know a thing or two!
Challenges every step, each action, each process and causes deeper, more creative thinking
The ‘Why’ in LEAN
finance
shipping
sales
LEAN connects and disconnects
L E A N Tools!
An opportunity to apply LEAN thinking…
Read the case Identify the waste Actions, people, waiting Decide what to cut without damaging results
What benefits are there for the customer? What impact could the changes have for the employees?
Far too often people make it overly complex - then the LEAN project itself could benefit from a LEAN consultant!
Keep LEAN LEAN!
The benefits from the employee’s and customer’s point of view
They want to know…
How will this help me?
Why should I get involved?
Sell…sell…sell…
LEAN at work… in manufacturing
“old” way of thinking “new” way of thinking
We need to ask the Customer what they want.This is translated intoQualityCostDeliveryWe need to detect trends beforeour competitors.
LEAN Thinking is Different
We Know what the customer wants,We have Made it.Someone Must buy it
Standards Triangle
STANDARD MANAGEMENT
STANDARD WORK
VISUAL MANAGEMENT
DO NOT exceed the maximum
speed limit
LEAN is here too
Is it here? You bet!
LEAN helps customers AND staff
Probably – usually does May encounter resistance Challenges current practices It’s an opportunity to explore alternatives Sometimes seen as a threat Frees employees from low value procedures Saves $$$
Questions?
Will LEAN help your client?
