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Why should we be interested in Lean Thinking

is it not a discipline confined to areas of production?

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 ...

the Japanese thought behing the base of lean thinkning is not really expressable in these terms,

Lean Thinking is better expressed through a series of rules of conduct,

to which one is introduced through some QUESTIONS...

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?

Net Income 2006

% Turnover

che veranno collocate sulla seguente struttura, base del successo di tutto il sistema: il ciclo PDCA

VALUE for the client is what they are willing to pay,

the Fundamentals of LEAN THINKING

Quantity

Standard Product

Do

Plan

Mass production company

Diversified Product

Streamlined Company

and what they are willing to pay changes over time.

in this phase it is necessary that the company learn to produce products as personalized as possible.

SCENARIO

PIANIFICA ATTIVITA'

Modello di Gestione

(Azioni/tempi/risultati/responsabili)

(Prestazione da migliorare)

Single Product

small firm

The very idea of business must change to adapt to changing needs.

STATO ATTUALE

Number Produced

Problema=Gap

1

fatti/dati

All activities must be driven by the definition of VALUE for the customer.

Gemba Walk

Check

with value defined, we can try to MAP the time that the company dedicates to activities for which the client is willing to pay:

ANALISI e CONTROMISURE

CONTROLLA

Le Cause del Problema

mostra Rispetto

Visual Tools

Gap = per favore spiegami...

(link tra contromisure e cause)

Act

Immedesimarsi

OBIETTIVI

Obiettivo espresso in dato

The values added during the process must be MAPPED

2

Gli ostacoli

(... diversi da contromisura)

MIGLIORA

l'esempio

(DNA)

Standard

STATO FUTURO

Visual Tools

Concretezza

da cui la struttura di base del Metodo A3

with the activities which add extra value mapped it is clear at this point what the client is not willing to pay for:

WASTE

- Delay

- Unnecessary work

- Transport

- Movement

- Overproduction

- Warehousing

Logistica "light"

Attesa

Magazzino

Linee compresse

Trasporto

Movimenti

Piccoli contenitori

3

Persone valorizzate

Hejunka

That which doesn't add value, namely WASTE, must be eliminated

Trasporto

Magazzino

Unnecessary work

Overproduction

Movimenti

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:

Considera i problemi opportunità di miglioramento

Usa strumenti di controllo Visuali perchè tutti possano vedere i problemi

- Delay

- Unnecessary Work

- Transport

- Movement

- Overproduction

- Warehousing

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)

Chiediti 5 volte "perchè" di fronte ad un problema

Vai a vedere con i tuoi occhi cosa accadde laddove viene creato il Valore

4

Activites must be driven by the PRESENT demands of the client, not swayed by past events

Forma Leader

Prendi decisioni lentamente ottenendo il consenso e attuale velocemente

Basa le decisioni in base a dati o fatti reali

Rispetta tutto il personale ed i fornitori

Standardizza le attività come base per il miglioramento continuo

Fermati per risolvere subito i problemi laddove sono accadduti

5

All the staff must be motivated by CONTINUED IMPROVEMENT

Titolo: di cosa stiamo parlando?

OBIETTIVI

SCENARIO

Intenzione

espresso in dato

Modello di Gestione

(Protagonista)

Capire il Contesto

Prestazione da migliorare

... diversi da contromisura

(Frame)

the following image will look to describe the apparently counterintuitive concept:

STATO FUTURO

STATO ATTUALE

Viual Tools

Problema=Gap -> fatti/dati

(Discrepanza)

Anticipo di un Futuro raggiungibile

(Coerenza)

Gemba Walk

THE OPERATIONS DIRECTOR

isn't there...

ANALISI e CONTROMISURE

PIANIFICA

Le scene dell'azione

(Il tempo)

Azioni/tempi/

risultati/responsabili

Le Cause del Problema

The 5 above mentioned points are, to tell the truth, are the result of a conceptualization of the results of Japanese companies, put together by western thought,

5Why-pareto-fishbones

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

link tra contromisure e cause

Gap = per favore spiegami...

La narrazione esterna

Standard

PROPRIETARIO

La narrazione interna

Creare Leader

Il mentore

THE MEETING ROOM

goes unused ...

in carattere blu indico delle "PAROLE CHIAVE" che serviranno per ricordare nelle prossime fasi queste regole:

Considera i problemi opportunità di miglioramento

Problemi = Gap tra Obiettivo e stato attuale

Usa strumenti di controllo Visuali perchè tutti possano vedere i problemi

Visual Tools: Pareto - FishBones - ecc

Chiediti 5 volte "perchè" di fronte ad un problema

Le Cause del Problema

Vai a vedere con i tuoi occhi cosa accadde laddove viene creato il Valore

Gemba Walk

Forma Leader

Creare Leader

Prendi decisioni lentamente ottenendo il consenso e attuale velocemente

Modello di Gestione

Basa le decisioni in base a dati o fatti reali

Fatti/dati

Obiettivo espresso in dato

Addetto alla Amministrazione

Rispetta tutto il personale ed i fornitori

mostra Rispetto

are visual control tools used in order for all to see the problems?

Standardizza le attività come base per il miglioramento continuo

Standard

Il responsabile Amministrazione Finanza e Controllo

Fermati per risolvere subito i problemi laddove sono accadduti

Gemba Walk

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

Incorrect Product

PERSONNEL

lack of awareness on the part of the ownership on operational aspects

lack of standard

PROCESS

lack of a coordination figure

visual tools are used so that everyone can see the problems related to the entire organization,

Temporary manager + A3 Method

MATERIALS

MEASURES

MACHINES

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

Le Cause del Problema

waste

IL CAPOREPARTO

the result obtained in this way is decidedly different from the customers request

also...

are problems considered opportunities for improvement ?

THE CONTRACTOR

and the HEAD OF RESEARCH AND DEVELOPMENT

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...

IL TEMPORARY MANAGER

let's now take a look at a company which does NOT use Lean Thinking

The Head of the Technical Office

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?

Prendi decisioni lentamente ottenendo il consenso e attuale velocemente

The Purchasing Manager

receives orders from the Technical department and finds a compromise between quality required and cost

The Head of Production

The Head of Customer Service

The Sales Manager

Il responsabile Sistemi Informativi

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

elements of LEAN THINKING

recap:

Problem=Gap-> Facts and figures from the workplace

Model of Management

link between countermeasure and cause

Il Project Manager

Il Responsabile Marketing

The Client

complains

The Receptionist

Leadership

Visual Tools

Gap: please explain

takes the customer's complaint

elements shown on the right hand side of the A3 template

expressed in data - not countermeasures

Model of Management

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

Visual Tools

CURRENT STATE

Problem=Gap-> facts/figures from the workplace

"The A3 Method"

ANALYSIS

PLAN

Actions/Timing/Results/Responsibilities

link between countermeasure and cause - Visual Tools

Gap->please explain

std.

CHECK - IMPROVE

LeaderShip

OWNERSHIP

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