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Lean

By Jasper Geraets & Davide Poloni, LAIBS Cambridge
by

Johannes Antonius

on 3 October 2013

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Transcript of Lean

Lean Management
What is Lean?
Lean in process
Mismanagement
Where did Lean Management come from?
Lean Management
Lean
Containing little excess or waste
Definition
Manufacturing
Service
Used extensively to eliminate waste or increase efficiency. Also known as the Toyota model job Shop Lean.
Progressively implemented in the Service and Healthcare industry to improve process flow, efficiency and working environments.
History of Lean
Toyota Production System
Porsche´s Lean Transformatio
n
-Porsche hit a speed bump in the early 1990s

- Production processes were described as “fat and wasteful”

- Bad economy and wasteful processes combined with high inventory brought the company on the verge of bankruptcy

- Cross department cooperation needs were ignored

- Engineers were focused more to make profits for themselves on outside sales of services
Porsche´s Lean Transforamtion
-Newly named Porsche CEO Wendelin Wiedeking orchestrated a turnaround
-Focus on building new core competencies in lean manufacturing and synchronized engineering with the help of Toyota.
-It has reduced the assembly time from 120 hours to 72
- Number of errors per car has fallen 50%,
-Assembly line has been shortened
-Inventories have been cut back
- Factory space has been reduced by 30 percent
Porsche´s Lean Transformation
Muda
Mura
Muri
Toyota's 14 principles
Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals
Create a continuous process flow to bring problems to the surface.
Use “pull” systems to avoid overproduction.
Level out the workload.
Lean Management
+
Six Sigma
=
Lean Six Sigma
Build a culture of stopping to fix problems, to get quality right the first time.
Standardized tasks and processes are the key for continuous improvement and employee empowerment.
Use visual control so no problems are hidden.
Use only reliable, thoroughly tested technology that serves your people and processes.
Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
Develop exceptional people and teams who follow your company’s philosophy.
Respect your extended network of partners and suppliers by challenging them and helping them improve.
Go and see for yourself to thoroughly understand the situation.
Become a learning organization through relentless reflection and continuous improvement
Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.
Overproduction
Setup time
Processing time
Waiting time
Transportation
Movement
Inventory
Poor Quality
Straighten
Sort
Standardize
Shine
Sustain
Definition of the 5's
Questions?
Henry Ford's Model T
1940s
Taiichi Ohno & Kiichiro Toyoda
Lean manufacturing development
1980s
1990s
1910s
Batch to continue process
Go/No-Go
Lack of variety
Toyota Production System
Individual machine to total process
Adjustment to quantity
Quality Control
Waste Control
Flexibility
Kaizen
Just-In-Time
Kanban ('Pull')
Multiskilled workers
Simplicity
Total Lean Manufacturing
Supply-Chain Integration
Total Quality Management
Jidoka
https://mitsloan.mit.edu/LearningEdge/CaseDocs/08-075what%27s%20Driving%20Porsche.Henderson.pdf
http://icos.groups.si.umich.edu//Liker04.pdf
books.google.com/books?isbn=1606492489
http://www.pom.ir/wpcontent/uploads/PDF/book/The%20Toyota%20Way.pdf
Links:
Rebecca Henderson, Cate Reavis: What’s Driving Porsche? 2009, MIT Sloan
Taikano and Nurjamo: The 14 Principles of Toyota : An Executive Summary of the Culture Behind TPS, 2003, Harvard University Press.
Jeffrey K. Liker: The Toyota Way—14 Management Principles from the World’s Greatest, 2004, McGraw-Hill
Gene Fliedner: Leading and Managing the Lean Management Process. 2011, Business Expert Press
Verma & Boyer: Operations & Supply Chain Management: world class theory and practice. 2010, South-Western, Cengage Learning
References:
Full transcript