“Lean – Key to World Class Organization” by
Best Performing Consulting Organization Adding Value In Totality !!
KAIZEN (Original Definition) = KAI = CHANGE = ZEN = GOOD (FOR THE BETTER) = KAIZEN = CONTINUAL IMPROVEMENT
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 / paradigms Which in turn focuses on MUDA or Waste Elimination !
Assist ….. attain World Class Organisation
Lean focuses on 3Ps Process
Improvements
Physical
People Involvement
Workplace Improvements
The final objective being reforming our ORGANIZATIONS‌
Basic Concepts
Basis of Lean Activity = Useful work + Wasteful work Activity =
Work + Muda
The essential notion: •All work can be improved •All work processes contain waste •Reducing or eliminating waste enhances customer service.
LEAN attacks MUDA
Lean focuses on
• Identifying • Reducing • Eliminating
Muda, from our Gemba through the use of specific Lean tools. (starting with common sense !)
Lean also Focuses on : Mura & Muri !
Mura = Inconsistencies File cleared at times in 1 week or in 5 ! this is Mura. *
Muri = Physical Strain
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 !
• • • • •
Bend to work? Bad chairs (back ache) Wasteful walk?– far part locations ? Strain involved in locating ! Repeat tiring action?
All this is Muri
Lean – What Is It ? 1. Process Improvement 2. Observation 3. Use of New Paradigms 4. Short Time 5. Zero Investment 6. Human Development & Empowerment 7. Profits & Savings - Plenty
LEAN is: Focused Improvement.
Improvement is different from Focused Improvement
Improvement
Focused Improvement
Lean Paper does not burn in sunlight Paper burns
Improvement is like sunlight: Focused improvement concentrates the energy: • Lot of energy, but dispersed(wasted)• Little energy, but concentrated and aligned • Enables significant (large) improvements • Small improvements • Small time required • Slow progress. • Rapid progress
Using Lean STOP: if you want to use Lean for making small improvements continuously. OK: if Lean for large improvements.
GO: if Lean in strategic areas.
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.
Lean Umbrella
Lean TFM
TPM
TQM
TSM
THM
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
1
2
Muda .Elimination Create ’Flow‘
Mura .Elimination No process inconsistencies
3 .Move to 85% OEE Equipment to be overall effective ((robust
Three Pillars Of Lean / Lean Mfg / W.C.M
Lean follows a PDCA & SDCA Cycle
SDCA – Standardize-Do-Check-Act PDCA – Plan-Do-Check-Act
SDCA SDCA PDCA SDCA
PDCA
Towards an efficient and responsive Results for Effectiveness & Competitiveness
Lean Process Improvement
A
S
C
D
A
P
C
D
A
P
C
D
A
S
C
D
P: Plan D: Do C:Check A:Act S: Standardize D: Do C:Check A:Act
Time
Who should do Lean?? TOP MANAGEMENT MIDDLE MANAGEMENT SUPERVISORS WORKERS
Innovation Lean Maintenance (Current Status)
Who should do Lean ?? Managers have more scope to do LARGE Lean improvements; not workers! TOP MANAGEMENT MIDDLE MANAGEMENT SUPERVISORS WORKERS
Innovation Lean Maintenance (Current Status) Lean introduction & direction should be top-down -- AVCI
Integrating Strategy, Policy Deployment & Lean Business Strategy Formulation
World Class Manufacturing Strategy
Annual Policy Deployment
Competitive Reality
Vision as Goals and Targets Catchball PDCA process
Own Reality Gap Analysis
2 - Vision for the Future
Vision
I m p r o v e m e n t
3 - Kaizen Strategy Past Today 1 - Baseline
Time
Implementation Plan
GO
Lean Implementation Change Culture First (Conventional way)
Change System First (Lean Way)
Where Do You Start - From Top or Bottom?
Sr. Mgmt.
Lean Flow VALUE STREAM IMPROVEMENT (Elimination of Muda between operations)
Lean Process ELIMINATION OF WASTE (Elimination of Muda within operations)
Front Lines
FOCUS
Who should do Lean?? TOP MANAGEMENT MIDDLE MANAGEMENT SUPERVISORS WORKERS
Innovation Lean Maintenance (Current Status)
Who should do Lean ?? Managers have more scope to do LARGE Lean improvements; not workers! TOP MANAGEMENT MIDDLE MANAGEMENT SUPERVISORS WORKERS
Innovation Lean Maintenance (Current Status) Lean introduction & direction should be top-down -- AVCI
Integrating Strategy, Policy Deployment & Lean Business Strategy Formulation
World Class Manufacturing Strategy
Annual Policy Deployment
Competitive Reality
Vision as Goals and Targets Catchball PDCA process
Own Reality Gap Analysis
2 - Vision for the Future
Vision
I m p r o v e m e n t
3 - Kaizen Strategy Past Today 1 - Baseline
Time
Implementation Plan
GO
Lean Implementation Change Culture First (Conventional way)
Change System First (Lean Way)
Where Do You Start - From Top or Bottom?
Sr. Mgmt.
Lean Flow VALUE STREAM IMPROVEMENT (Elimination of Muda between operations)
Lean Process ELIMINATION OF WASTE (Elimination of Muda within operations)
Front Lines
FOCUS
Impact of Lean Implementation Typical results of Lean workshops have been: •50~70% reduction in processing time •20~40% increase in efficiency •20~40% savings in costs •40%-60% reduction in errors •50% release of space •Significant improvement in team spirit /morale •Empowering of human resource •Discovery of new capabilities
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