lean basics - addvalue - nilesh arora
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Get all basics details about Lean Consulting, Lean process by Addvalue.TRANSCRIPT
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= KAI = CHANGE= ZEN = GOOD(FOR THE BETTER)
= KAIZEN =CONTINUAL IMPROVEMENT
KAIZEN (Original Definition)
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Lean - What is it ?
Lean Continual Improvement (at)Gemba the real place/ the work place.
Lean helps organization focus & improve:
Productivity Quality Cost Delivery Safety Morale Using Lean tools / paradigmsWhich in turn focuses on MUDAor Waste Elimination !Assist .. attain World Class Organisation
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Process ImprovementsPeople InvolvementPhysical Workplace ImprovementsLeanfocuses on 3PsThe final objective being reforming ourORGANIZATIONS
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Basic Concepts
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Basis of LeanActivity = Useful work + Wasteful workActivity = Work + MudaLEAN attacks MUDAThe essential notion:All work can be improvedAll work processes contain wasteReducing or eliminating waste enhances customer service.
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Lean focuses on
IdentifyingReducingEliminating Muda, from our Gemba through the use of specific Lean tools. (starting with common sense !)
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Lean also Focuses on : Mura & Muri !Mura = Inconsistencies File cleared at times in 1 week or in 5 ! this is Mura.* At times 6 forms to be filled, some times only 2 - Mura
Happens sometimes.Happens some places.Happens to some people.
All this is Mura !Muri = Physical StrainBend to work?Bad chairs (back ache)Wasteful walk? far part locations ?Strain involved in locating !Repeat tiring action? All this is Muri
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Process ImprovementObservationUse of New ParadigmsShort TimeZero InvestmentHuman Development & EmpowermentProfits & Savings - Plenty Lean What Is It ?
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LEAN is: Focused Improvement.Improvement is different from Focused ImprovementPaper does not burn in sunlightPaper burnsImprovementFocused ImprovementImprovement is like sunlight: Lot of energy, but dispersed(wasted) Small improvements Slow progress.Focused improvement concentrates the energy: Little energy, but concentrated and aligned Enables significant (large) improvements Small time required Rapid progress Lean
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Lean) - Typical MisconceptionsLean is for workers; It is not for managers Lean is SMALL improvements only
Lean is only a sort of implemented-suggestion scheme
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Using LeanSTOP: if you want to use Lean for making small improvements continuously.
OK: if Lean for large improvements.
GO: if Lean in strategic areas.
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What really is Lean?Extracting money by eliminating waste from process is Lean.
Lean is process improvement: which is significant (large) done in strategically important areas speedily in sustainable manner
Using data, not opinion. Using tools & techniques not anyhow.
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Lean UmbrellaLeanTFM TPM TQM TSM THM
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Lean is a Journey The Destination is to become a Lean Manufacturer or to attain the status of World Class Manufacturing (WCM) Any implemented improvement is Lean
Three Pillars Of Lean / Lean Mfg / W.C.MMudaElimination.CreateFlow
MuraElimination.No process inconsistenciesMove to 85% OEE.Equipment to be overall effective (robust)123
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Towards an efficient and responsive Results for Effectiveness & Competitiveness PDCA Plan-Do-Check-ActSDCA Standardize-Do-Check-ActSDCAPDCASDCASDCAPDCALean follows a PDCA & SDCA Cycle
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ASCDAPCDASCDAPCDTimeImprovementS: StandardizeD: DoC:CheckA:ActP: Plan D: DoC:CheckA:ActLean Process
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Who should do Lean??
Maintenance(Current Status)
InnovationLean
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Who should do Lean ??
Maintenance(Current Status)
InnovationLeanManagers have more scope to do LARGE Lean improvements; not workers!Lean introduction & direction should be top-down-- AVCI
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Integrating Strategy, Policy Deployment & LeanBusiness Strategy FormulationWorld Class Manufacturing StrategyAnnual Policy DeploymentImplementation PlanCompetitive RealityOwn RealityVision as Goals and TargetsGap AnalysisVisionCatchball PDCA processGOTimeImprovement 3 - Kaizen StrategyToday 1 - Baseline2 - Vision for the FuturePast
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Where Do You Start - From Top or Bottom?Change Culture First(Conventional way)Change System First(Lean Way)Lean Implementation
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FOCUSSr.Mgmt.FrontLinesVALUE STREAM IMPROVEMENT(Elimination of Mudabetween operations)Lean FlowELIMINATION OF WASTE(Elimination of Muda within operations)Lean Process
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Who should do Lean??
Maintenance(Current Status)
InnovationLean
Who should do Lean ??
Maintenance(Current Status)
InnovationLeanManagers have more scope to do LARGE Lean improvements; not workers!Lean introduction & direction should be top-down-- AVCI
Integrating Strategy, Policy Deployment & LeanBusiness Strategy FormulationWorld Class Manufacturing StrategyAnnual Policy DeploymentImplementation PlanCompetitive RealityOwn RealityVision as Goals and TargetsGap AnalysisVisionCatchball PDCA processGOTimeImprovement 3 - Kaizen StrategyToday 1 - Baseline2 - Vision for the FuturePast
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Where Do You Start - From Top or Bottom?Change Culture First(Conventional way)Change System First(Lean Way)Lean Implementation
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FOCUSSr.Mgmt.FrontLinesVALUE STREAM IMPROVEMENT(Elimination of Mudabetween operations)Lean FlowELIMINATION OF WASTE(Elimination of Muda within operations)Lean Process
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Impact of Lean ImplementationTypical results of Lean workshops have been:50~70% reduction in processing time20~40% increase in efficiency20~40% savings in costs40%-60% reduction in errors50% release of spaceSignificant improvement in team spirit /moraleEmpowering of human resourceDiscovery of new capabilities
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