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Copy of Yankee Stadium
Transcript of Copy of Yankee Stadium
"All Graphics Â» Red Sox Suck." Red Sox Suck Graphics and Comments. N.p., n.d. Web. 01 Oct. 2012.
"Rezopia - It's That Easy." Yankees Package. N.p., n.d. Web. 01 Oct. 2012.
"ROOT of the Week." Miami Beach Senior High School. N.p., n.d. Web. 01 Oct. 2012.
YouTube. Dir. BronxNetSports. YouTube.
YouTube, 27 July 2010. Web. 01 Oct. 2012.
YouTube. Dir. KINGZofPARODY. YouTube. YouTube, 08 Apr. 2011. Web. 01 Oct. 2012.
YouTube. Dir. Zellyanks91. YouTube. YouTube, 10 June 2011. Web. 01 Oct. 2012. Works Cited Bondy, Filip, and David Cone. Bleeding Pinstripes. Chicago: Sports Pub., L.L.C., 2005. Print.
"Nick Swisher Q&A." Interview by Jimmy Traina. Sports Illustrated. CNN Digital Network, 2009. Web. 2012.
Ravech, Karl. "Baseball Tonight Comes Home." Interview by Anna McDonald. Web log post. It's About The Money. SNY Blog Network, 13 May 2011. Web. 17 Sept. 2012. Not exactly "Lean" related, but an excellent example of the compassion found in Healthcare Lean is the constant and relentless identification and removal of “Waste” from a process.
Lean focuses on getting rid of any and all “Non-Value Added” process steps.
It improves the quality, safety, and delivery of a product or service by increasing process steps that add “Value”, as viewed from the eyes of the customer. Prove that you are delivering to your customers expectations....
Graphs are great at telling a story, but they don’t always give the complete picture….
So...“Go See” what is happening in your work area. Become a patient or a customer for a few hours..... go experience what they do!!! GO SEE WHAT THEY VALUE How do you know this?, have you asked them recently what they value?
Are they happy with your output? How do you know this for sure?
Are you delivering to 100% of their expectations?, can you sit down with your staff today and have each of them clearly explain to you exactly what your customer wants and expects?
When is the last time that you sat down with your customer to ask these questions? ASK: What Does Your Customer
Value (what do they want from you)? To identify and remove sources of waste within our processes.
To continually make small incremental process improvements across the organization.
To develop a culture of continuous improvement by creating an organization that has 2600 employee’s who actively seek out and remove waste each day (Creating 2600 “Waste Busters”)
To encourage employees to take ownership of their working environment by empowering them to make
positive changes with their suggestions. Goals of a Lean Waste Walk Source: Lean Thinking Lean Definitions
A capability provided to a customer at the right time as defined in each case by the customer.
OR it can also be described as:
Something that the customer is willing to pay for.
The specific activities (process) required to design, order, and provide a specific product or service, from start to finish, into the hands of the customer. With 5S, start by giving everything a permanent home (Where should items be kept)? To understand LEAN, you need to know who your customer is....do really know the answer to that question? (often our assumptions are incorrect).
Next, try making a list of every output that your team provides (I.e. what does your department do everyday)?
Then ask who receives each output? (Is that your customer or are they actually part of your process?)...this is often hard to answer Who is Your Customer? Make a list of all the outputs that your team perform on a regular basis (you can use the list you previously created)
Then define the start and end points for each of the processes that deliver/create these outputs. These are your departments value streams.
Next, record every single step (from the start to the end) of each of the value streams that you listed.
Each month talk about one of these value streams with your and question (with your teams) each and every step performed. Is it waste? (rework, waiting, motion, etc.) ….. Remove even one of those steps and you will have been successful. How To Do a Waste Walk Types of Lean Waste It becomes obvious when things don't belong Identify the waste in your value streams by using the following slide as a guide 5S is Another Powerful Lean Tool 5S can help to ensure that everything you need to perform your job is available at the just the right place, and just the right time.
It can also help lead to visual management.
Visual Management makes it easy to see when something is out out place or does not belong
The following pictures are examples of 5S that support visual management techniques. Other Lean Tools Image borrowed from www.bexcellence.org Before 5S After 5S After 5S One last example of visual management
Make it obvious that something doesn't belong in your work area.
Inversely, make it obvious that something is missing.
Can you tell in 10 seconds or less from 20 feet away that a book is missing from this shelf?? (see next slide)
Can you see how this example could apply in your work area (think beyond the books) One Final Example And that is Lean in a nutshell.
Lean is more then a collection of tools.
It is a management philosophy.
If you try to implement Lean by using only a few tools, and without understanding the concept, you are likely to fail.
Contact a subject matter expert, or a consultant to learn how Lean can make your business more successful Conclusion