Introduction to Lean. Copyright Lean Sensei International
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1 Introduction to Lean Lean Sensei International
2 Agenda One-day Intro to Lean Time Activity 8:30 am 9:15 am Opening Remarks, Ice Breaker and Team Building Exercise 9:15 am 9:30 am Introductions 9:30 am 10:15 am Lean Overview, Value Principles 10:15 am 10:30 am Break 10:30 am 11:00 am History of Lean, Toyota Way 11:00 am 12:00 pm 7 Types of Waste & Discussion 12:00 pm 12:45 pm Lunch 12:45 pm 2:15 pm 5S (Workplace Organization) 2:15 pm 2:30 pm Break 2:30 pm 4:15 pm Culture: Standards, Gemba, Flow Simulation, Huddle, Hansei 4:15 pm 4:30 pm Hansei and End of Day
3 - Taiichi Ohno
4 Value Principles Value vs Waste Customer Enquiry Customer Contract Value Necessary Waste Activities that members are willing to pay for that change form, fit or function. Optimize this. Activities that must be performed for legal, regulatory and business requirements. Minimize this. Activities that customers would be unwilling to pay for such as rework, moving, waiting, etc. Eliminate this.
5 Creating Capacity Customer Enquiry Customer Contract New Capacity New Capacity Freed up time and resources for delivering more value and innovation
6 Lean DNA Increasing and Flowing Customer Value towards perfection can only be achieved when all Lean DNA elements Develop process, Nurture people, and Align products & services are brought together through the integration of Value Principles and Lean Culture. Lean DNA = 50% Value Principles >Develop processes, and >Align products & services to Customer Value + 50% Lean Culture Nurture and Engage people to increase Customer Value
7 The Story of Lean Narrow Focused Vertical Silo-ed Thinking Customer Service Engineering Manufacturing Info Technology Human Resource Sales & Marketing Supply Chain Finance
8
9 Remember TIM WOODS Transport - Moving people, products, information Inventory - Storing things, supplies, documentation, information Motion - Bending, turning, reaching, lifting, avoidable repetitive motion Waiting - For work, information, instructions, approvals Over production - Making more than is immediately required Over processing Ineffective processes, doing unnecessary work Defects Errors, incomplete information, scrap and rework Skills - Under utilizing capabilities, under-developed problem solving skill
10 Workplace Organization
11 5S Workplace Organization The key benefits of 5S: A key tool for establishing the Lean Framework in your company Develop employees Lean mindset through engagement and accountability Create a safe and efficient work environment Increase the flow of value to customers by removing waste (unnecessary items, transportation, motion, etc.)
12 Standards Innovation and Standardization DESIRED FUTURE STATE GAP CURRENT STATE TODAY Standardize & Yokoten! IMPROVED STATE Kaizen it! NEW CURRENT STATE Standardize & Yokoten! IMPROVED STATE Kaizen it! NEXT WEEK Keep on going Repeat Cycle Strive for Perfection
13 Magnitude of Errors and Waste Magnitude of Errors and Waste Advantage of Daily vs. Weekly Team Coordination High Work Days Before Meeting High Work Days Before Meeting Low Time Between Meetings Low Time Between Meetings
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