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The Lean Thinking

www.alessandrolotto.com
by

Alessandro Lotto

on 6 May 2014

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Transcript of The Lean Thinking

All activities must be driven by the definition of VALUE for the customer.
The values added during the process must be MAPPED
That which doesn't add value, namely WASTE, must be eliminated
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
Attesa
Trasporto
Magazzino
Overproduction
Movimenti
Magazzino
Movimenti
Trasporto
Hejunka
Logistica "light"
Piccoli contenitori
Linee compresse
Persone valorizzate
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,
the Fundamentals of LEAN THINKING
The Sales Manager
che veranno collocate sulla seguente struttura, base del successo di tutto il sistema: il ciclo PDCA
The Head of the Technical Office
The Purchasing Manager
The Head of Production
and the HEAD OF RESEARCH AND DEVELOPMENT
Why should we be interested in Lean Thinking

is it not a discipline confined to areas of production?
VALUE for the client is what they are willing to pay,
da cui la struttura di base del Metodo A3
Plan
Do
Check
Act
SCENARIO
STATO ATTUALE
ANALISI e CONTROMISURE
OBIETTIVI
STATO FUTURO
PIANIFICA ATTIVITA'
CONTROLLA
Modello di Gestione
Le Cause del Problema
(... diversi da contromisura)
(Azioni/tempi/risultati/responsabili)
Gap = per favore spiegami...
Gemba Walk
Visual Tools
(Prestazione da migliorare)
Problema=Gap
(link tra contromisure e cause)
MIGLIORA
are problems considered opportunities for improvement ?
are problems resolved wherever and whenever they occur?
are the workers operating on the bases of updated and precise standards?
are visual control tools used in order for all to see the problems?
are the foreman leading?
Will the management see for themselves what happens when value for the customer is created?
Prendi decisioni lentamente ottenendo il consenso e attuale velocemente
Le Cause del Problema
when faced with a problem do we ask "WHY" 5 times?
IL TEMPORARY MANAGER
THE OPERATIONS DIRECTOR
Il responsabile Amministrazione Finanza e Controllo
Addetto alla Amministrazione
Il responsabile Sistemi Informativi
Il Project Manager
Il Responsabile Marketing
1
2
3
4
5
Number Produced
Quantity
Single Product
Standard Product
Diversified Product
small firm
Mass production company
Streamlined Company
Gemba Walk
Vai a vedere con i tuoi occhi cosa accadde laddove viene creato il Valore
Considera i problemi opportunità di miglioramento
in carattere blu indico delle "PAROLE CHIAVE" che serviranno per ricordare nelle prossime fasi queste regole:
Basa le decisioni in base a dati o fatti reali
Prendi decisioni lentamente ottenendo il consenso e attuale velocemente
Rispetta tutto il personale ed i fornitori
Forma Leader
Standardizza le attività come base per il miglioramento continuo
Fermati per risolvere subito i problemi laddove sono accadduti
Problemi = Gap tra Obiettivo e stato attuale
Le Cause del Problema
Usa strumenti di controllo Visuali perchè tutti possano vedere i problemi
Fatti/dati
Chiediti 5 volte "perchè" di fronte ad un problema
Visual Tools: Pareto - FishBones - ecc
Modello di Gestione
Creare Leader
mostra Rispetto
Standard
Gemba Walk
Vai a vedere con i tuoi occhi cosa accadde laddove viene creato il Valore
Considera i problemi opportunità di miglioramento
Basa le decisioni in base a dati o fatti reali
Prendi decisioni lentamente ottenendo il consenso e attuale velocemente
Rispetta tutto il personale ed i fornitori
Forma Leader
Standardizza le attività come base per il miglioramento continuo
Fermati per risolvere subito i problemi laddove sono accadduti
Usa strumenti di controllo Visuali perchè tutti possano vedere i problemi
Chiediti 5 volte "perchè" di fronte ad un problema
Problems are considered opportunities for improvement, and thus discussed with all staff,
an analysis of each problem will be made at the moment and place of occurence,
Si fissano degli standard precisi come base per il miglioramento continuo,
visual tools are used so that everyone can see the problems related to the entire organization,
we establish that the TRUE cause of the problems is found, asking ourselves "why" 5 times,
The manager will see with his own eyes what is happening,
Incorrect Product
PERSONNEL
lack of standard
lack of communication between departments
lack of a coordination figure
lack of awareness on the part of the ownership on operational aspects
Temporary manager + A3 Method
PROCESS
MACHINES
MATERIALS
MEASURES
fatti/dati
Obiettivo espresso in dato
Obiettivo espresso in dato
Visual Tools
mostra Rispetto
Standard
takes the client's order and suits it to the range of products in catalogue
receives orders from Sales and fits them to the available technical solutions
receives orders from the Technical department and finds a compromise between quality required and cost
receives the materials and makes a production plan consistent with the stock and equipment available
IL CAPOREPARTO
The Receptionist
takes the customer's complaint
The Client
The Head of Customer Service
makes a plan to suit the the product to the client's demands
THE MEETING ROOM
goes unused ...
isn't there...
proposes a form without thinking about what are the TRUE demands of the client...
THE CONTRACTOR
cannot explain the continually falling margins, the lateness of deliveries, the increase in stock and the declining staff morale...
SCENARIO
STATO ATTUALE
ANALISI e CONTROMISURE
OBIETTIVI
STATO FUTURO
PIANIFICA
CONTROLLA - MIGLIORA
Immedesimarsi
Capire il Contesto
Modello di Gestione
Gli ostacoli
(Protagonista)
(Frame)
(DNA)
(Discrepanza)
Le Cause del Problema
Concretezza
Intenzione
... diversi da contromisura
Anticipo di un Futuro raggiungibile
(Coerenza)
(Il tempo)
Azioni/tempi/
risultati/responsabili
Le scene dell'azione
Gap = per favore spiegami...
La narrazione esterna
La narrazione interna
PROPRIETARIO
Creare Leader
Il mentore
Titolo: di cosa stiamo parlando?
l'esempio
Gemba Walk
5Why-pareto-fishbones
Prestazione da migliorare
Problema=Gap -> fatti/dati
link tra contromisure e cause
Standard
espresso in dato
Viual Tools
recap:
elements of LEAN THINKING
let's now take a look at a company which does NOT use Lean Thinking
and run through the process which begins with receiving the order from the client and which ends with the client's satisfaction.
waste
waste
waste
waste
waste
the result obtained in this way is decidedly different from the customers request

also...
complains
Net Income 2006
% Turnover
... why does Toyota, the company which invented Lean Thinking, have a profit/turnover 3.5 times that of the best performing non Japanese company?
and what they are willing to pay changes over time.
The very idea of business must change to adapt to changing needs.
in this phase it is necessary that the company learn to produce products as personalized as possible.
with value defined, we can try to MAP the time that the company dedicates to activities for which the client is willing to pay:
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
Unnecessary work
TEST: try to identify the 7 main types of waste in this video:
the SHIP represents the company,

WATER, the resources (space, warehousing, staff, equipment,...)

the ROCKS the problems (bottlenecks, waste, low skills and motivation,...)
CONTINUAL IMMPROVEMENT which requires a constant drive by staff to resolve problems,
by reducing the resources (the excess) the problems become visible!
Lean Thinking is better expressed through a series of rules of conduct,
to which one is introduced through some QUESTIONS...

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...
brief but frequent meetings during which the rule applies: Gap:Please explain
the following image will look to describe the apparently counterintuitive concept:
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,
Leadership
Visual Tools
link between countermeasure and cause
Model of Management
Gap: please explain
SCENARIO
CURRENT STATE
ANALYSIS
OBJECTIVES
FUTURE STATE
PLAN
Problem=Gap-> facts/figures from the workplace
link between countermeasure and cause - Visual Tools
expressed in data - not countermeasures
Model of Management
Visual Tools
Actions/Timing/Results/Responsibilities
CHECK - IMPROVE
Gap->please explain
std.
OWNERSHIP
LeaderShip
"The A3 Method"
Problem=Gap-> Facts and figures from the workplace
now let's apply the modifications suggested by the Lean Thinking approach and see the results:
elements shown on the right hand side of the A3 template
be respectful to people at all levels
remember that, even if it is not shown on the template, the following rule applies ALWAYS and EVERYWHERE:
- 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)
The results are:

personnel reduction = -35%
space reduction = -50%
time cycle reductiom = -90%

warehousing = 0
client satisfaction = 100%
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
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
Full transcript