Introducing
Your new presentation assistant.
Refine, enhance, and tailor your content, source relevant images, and edit visuals quicker than ever before.
Trending searches
Present state:
3 direct workers
5 indirect workers
time cycle: 50 seconds
added value: 5 seconds
dissatisfied clients = 4
26 spare bikes
Modified state:
3 direct workers
2 indirect workers
Time cycle: 5 seconds
added calue: 5 seconds
dissatisfied clients = 0
0 spare bikes
The results are:
personnel reduction = -35%
space reduction = -50%
time cycle reductiom = -90%
warehousing = 0
client satisfaction = 100%
to get these results in the real world requires a long time refining the production process,
through an endless reiteration of the continual improvement cycle: PDCA
Plan - Do - Check - Adjust
CONTINUAL IMMPROVEMENT which requires a constant drive by staff to resolve problems,
for which it is necessary to first highlight the problems,
even at the cost of making decisions which may cause a partial crisis ...
remember that, even if it is not shown on the template, the following rule applies ALWAYS and EVERYWHERE:
... why does Toyota, the company which invented Lean Thinking, have a profit/turnover 3.5 times that of the best performing non Japanese company?
Quantity
Do
Plan
Mass production company
Streamlined Company
in this phase it is necessary that the company learn to produce products as personalized as possible.
SCENARIO
PIANIFICA ATTIVITA'
small firm
STATO ATTUALE
Number Produced
All activities must be driven by the definition of VALUE for the customer.
Check
ANALISI e CONTROMISURE
CONTROLLA
Act
OBIETTIVI
The values added during the process must be MAPPED
MIGLIORA
(DNA)
STATO FUTURO
That which doesn't add value, namely WASTE, must be eliminated
TEST: try to identify the 7 main types of waste in this video:
now let's apply the modifications suggested by the Lean Thinking approach and see the results:
the modifications are:
- Planning on Demand
- no intermediate buffers
- quick-change mold
- no quality control
- assembly of one piece at a time (one piece flow)
Activites must be driven by the PRESENT demands of the client, not swayed by past events
All the staff must be motivated by CONTINUED IMPROVEMENT
OBIETTIVI
SCENARIO
(Protagonista)
(Frame)
the following image will look to describe the apparently counterintuitive concept:
STATO FUTURO
STATO ATTUALE
(Discrepanza)
(Coerenza)
isn't there...
ANALISI e CONTROMISURE
PIANIFICA
(Il tempo)
by reducing the resources (the excess) the problems become visible!
the SHIP represents the company,
WATER, the resources (space, warehousing, staff, equipment,...)
the ROCKS the problems (bottlenecks, waste, low skills and motivation,...)
CONTROLLA - MIGLIORA
PROPRIETARIO
goes unused ...
are visual control tools used in order for all to see the problems?
It is important that it is clear to all what will be the point of arrival which EVERYONE must tend to,
because all the activities must be driven by an Ideal rather than by compelling facts...
we establish that the TRUE cause of the problems is found, asking ourselves "why" 5 times,
lack of communication between departments
lack of awareness on the part of the ownership on operational aspects
lack of standard
lack of a coordination figure
visual tools are used so that everyone can see the problems related to the entire organization,
are the workers operating on the bases of updated and precise standards?
Problems are considered opportunities for improvement, and thus discussed with all staff,
Si fissano degli standard precisi come base per il miglioramento continuo,
brief but frequent meetings during which the rule applies: Gap:Please explain
when faced with a problem do we ask "WHY" 5 times?
an analysis of each problem will be made at the moment and place of occurence,
The manager will see with his own eyes what is happening,
waste
are the foreman leading?
waste
are problems resolved wherever and whenever they occur?
waste
waste
the result obtained in this way is decidedly different from the customers request
also...
are problems considered opportunities for improvement ?
proposes a form without thinking about what are the TRUE demands of the client...
cannot explain the continually falling margins, the lateness of deliveries, the increase in stock and the declining staff morale...
let's now take a look at a company which does NOT use Lean Thinking
receives orders from Sales and fits them to the available technical solutions
Will the management see for themselves what happens when value for the customer is created?
receives orders from the Technical department and finds a compromise between quality required and cost
makes a plan to suit the the product to the client's demands
receives the materials and makes a production plan consistent with the stock and equipment available
takes the client's order and suits it to the range of products in catalogue
recap:
complains
takes the customer's complaint
elements shown on the right hand side of the A3 template
OBJECTIVES
SCENARIO
and run through the process which begins with receiving the order from the client and which ends with the client's satisfaction.
be respectful to people at all levels
FUTURE STATE
CURRENT STATE
ANALYSIS
PLAN
CHECK - IMPROVE
OWNERSHIP