Lean Thinking
Fundamental Objective: To create the most value while consuming the fewest resources. Define value from the customers perspective. Identify which process steps create value and which are only waste (muda). Work to eliminate the root causes of the waste and allow for one-piece, continuous flow.
Defects
Overproduction Waiting Confusion
Inventory
Motion Excess Processing Not Utilizing Employees knowledge, skills and abilities to make change
Waste
Types of Waste:
Overproduction Inventory Waiting Excess Processing Defects Excess Motion Confusion Underutilized People
Follow a product or service from beginning to end, and draw a visual representation of every process in the material & information flow. Then, draw (using icons) a future state map of how value should flow.
Value Stream = ALL steps, both valueadded and non value-added, required to complete a product and/or a service from beginning to end.
Kaizen
For product and/or service ownership beyond functions Assign responsibility for the future state mapping and implementing lean value streams to line managers with the capability to make change happen across functional and departmental boundaries. Value Stream Managers should make their progress reports to the top manager on site.
What Steps Truly Add Value? Which are Waste? What service level does the customer need? Desired response or turnaround time Expected quality level of the output
What is the cost of the current rules and controls? What are the benefits real or perceived?
Are there better ways to provide the desired control?
3.
4. 5. 6. 7.
IN
Flow Processing
Remove step
Wrap Up.
Value Stream Selection based on Business Objectives Select Measures Data Gathering and Mapping Current State Analysis, Future State Design
Prioritize Improvements
IMPLEMENT!!!