Why lean for my org
2 likes780 views
The document discusses implementing lean principles in an organization. It begins by outlining the importance of understanding the organization's vision, customers, and value. It then notes that in order to change, the organization must understand how lean principles address core problems like waste and there must be a compelling business case. The document then describes actual conditions in a production tour, noting many areas of waste and inefficiency. It proposes implementing lean in three main areas - people, methods, and infrastructure. A table outlines milestones and tasks for lean culture implementation, including compiling vision, designing a roadmap, creating systems and standard work, implementing metrics, daily management and problem solving, creating flow, and ongoing improvement.
Why lean for my org
- 1. Why Lean for my Organization? June-13 By: Jorge Flores
- 2. Understanding the Vision The first step to implement or enrich an Operational Culture in an organization it’s to understand & define: Where are we going? Why do we exist in the Industry? Who are our customers? What do they expect from us (value)?
- 3. Understanding the Vision - Pull Takt time Systematic Elimination of Waste - Lean-Sigma Lean Sigma One piece flow Our company Today
- 4. Why change at all? Understand and believe that Lean Principles directly address core business problems (waste). Without this there is no business case for lean. Without a business case, there is no compelling reason for a leader (and the organization) to change
- 5. Key principles of Lean Customer Value Systematic Understand Elimination People Process of Waste (Lean-Sigma) Establish Flow
- 6. Actual condition In a production tour I identified plenty room for Continuous Improvement deployment. I can recall these topics: Do the employees know or see the company Vision? How can every employee support the company's vision on a daily basis ? Visual Factory deployment not developed Value Stream Map as Business tool for key decisions Lack of Product, material & Information Flow Standard work not in place as CI foundation Organization members aren’t comitted to vanish processess waste Couldn't perceived a strong employee commitment to learn and live lean principles
- 7. Actual condition Continue… Machines & equipments down or not operating without a signal or status Poor utilization of the available floor space Lack of 5S’s on work stations Tools aren’t arranged according to Production Plan needs & sequence Customer expectations in terms of quality are not part of the standard operation procedures Accurate KPI’s aren’t visible nor available on floor shop for daily accountability Can’t see Problem Solving or High performance boards at floor shop Lack of SMED as operational estrategy to achieve OEE Can’t see if the actual process cycle time it’s under the Takt time beat And many others…
- 8. Proposals Lean Enterprise Culture Implementation There are many facts to be consider, but like any system there are 3 main areas to focus during implementing Lean, these are People, Method (Know how) & the Infrastructure of the organization. Taking as baseline this fact I will explain the milestones of the culture implementation in sequence:
- 9. Task By Tool Compile Company Vision Mangement Tougth Map, Coaching Design a Roadmap to get there! Management Kaizen event Operation System & Culture creation Management & Lean leader Lean House, QFD & Kaizen Leadership engagement & Detailed work Plan Lean leader & leadership Formal training, Operation KPI design & Implementation trough the organization to give direction Lean leader & leadership QFD Matrix or Score card Daily Performance walk (Gemba) Lean leader & leadership HPT & HPB Creation of value based on customer voice Lean leader & leadership CTQ, Value add analisys Flow creation door to door Lean leader & leadership VSM, SMED, Pull system, OPF, Takt vs CTime, FIFO Daily culture change deployment Leadership 5S’s, HPT scheme Continuous Improvement effort all over the organization (waste reduction) Lean leader Lean-Sigma, Kaizen, PDCA Redesign the Production cells, creating Lean leader & Kaizen System Manual (deliverable)
- 10. Feedback at: consult.qce@gmail.com There are so many men who can figure costs, and so few who can measure values... Questions, Comments, Suggestions