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Lean

Transcript: background related practices lean thinking house steps to approaching in practice lean goal move quickly with high value and quality focus on baton not runners - value to customer not individual utilisation remove anything that doesn't add value foundation leadership and coaching teach people to think lean for themselves continuous improvement pillar see for yourself (and solve issues) kaizen: master; experiment; repeat embrace change root cause analysis statistics of variability systems thinking value - customer willing to pay for waste doesn't add value variability overburden respect for people pillar your customer is next person in chain evolve to ensure they are untroubled devolve responsibility real teamwork product development champion - tech and business outlearn competition 14 principles stop & fix lean 4. Establish pull What is the minimum that we need to build? Scrum 'The New New Product Development Game', HBR, 1985 manufacturing and other influences XP heavily influenced by Scrum 'XP Explained', 1999 Agile Manifesto, 2001 brings together values and principles Kanban signaling card for pull system management focus steps to approaching What is the minimum that we want to learn? 2. Map the value stream demonstrates pull decide late quick cycle small batch size customer focus charts example 5. Seek perfection 3. Create flow by eliminating waste related practices What are the minimum the measurements to use? build 1. Identify value measure in practice lean thinking house learn background 5 year MIT study of Toyota Production System 'lean' terminology arose 'The Machine That Changed the World', 1990 manufacturing originated TPS attempt to compete by being adaptive emphasises values over tools has different roots to agile - much overlap and synergy really works

A3 LEAN TEMPLATE

Transcript: CURRENT STATE A3 LEAN TEMPLATE NEXT STEPS RECOMMENDATIONS DATA ANALYSIS WHAT ARE THE GOALS? WHAT IS THE 'REAL' PROBLEM?

Lean

Transcript: Embarking on Accountants' Lean Journey Future State Phyllis Best: Lean Consultant Reduce Time Applicable to tasks in the workplace Applicable to volunteering Applicable to your personal life Continuous Improvement The way the process could be Determine the steps Identify metrics to measure success Value Stream Example Topic: "Innovate: The Accountant's Role in a Changing Business Environment" Lean as a Journey How do we measure throughput? Others? Build Awareness Possible Metrics FastCap Tour Make Accounting Leaner Share the lean goal Meet consistently to nurture culture Ensure job security Our Lean Tool Fostering a Lean Culture Organic Growth Measure before and after Reduce waste FastCap Logos Bible Software Regional Accounting Firm Improved quality and performance Educate and Awareness Empowering employees Best Practice Competiton Action Steps Evaluate change Current State Interaction with firm Quality Timeliness OPEN ITEMS Portion of Current State Potential benefits Implement Changes Current State Target Areas Highlighted Local Partnerships Standardize or discard changes Frees up capacity Who Does Lean? Tax return workflow Customer's Perspective Company-wide culture Future State with Improvements Value Stream Example Improve from the ground up Resistance to Change Empowers employees The way you think the process is The way the process is Examine each process Identify non-value added steps Focus on value-added services Education Lean Introduction Background Our Lean Tool Value Stream Example Agenda Applying Lean at the Office Timeline Goal Setting What is Lean?

Lean on Lean

Transcript: Knowledge To unite a society Empowerment, interest & consequences Profit To validate a decision Implementation at the hospital - Empowerment & knowledge Consequences Efficiency & participation For whom? A feeling or an exchange of power? A tool or a goal? Toyotism/TQM Lean: western interpretation Implementation in health-care History & concept To implement change smoothly Collaborative government Lean on Lean Care Purpose - Collaborative Government - Knowledge-Creating Company Knowledge Empowerment Quality “Tapping the tacit and often highly subjective insights, institutions, and hunches of individual employees and making those insights available for testing and use by the company as a whole” (Nonaka 2007:164). "to create a committed and 'responsible' workforce aligned to the goals of the organization without the need to cede control in any substantive way" (Taylor in Participation - The new Tyranny?, 2004:133) Participation through teamwork Create value for the patients To shed light on the inherent values of Lean production The concept Empowerment Teamwork - Quality criteria? WITHIN THE HEALTH CARE SECTOR Efficiency The knowledge creating-company Empowerment

PowerPoint Portrayal Template

Transcript: huddle Mrs. Rossi huddle to crowd together crowd huddle separate

Lean Canvas - Template

Transcript: CUSTOMER SEGMENTS List how these problems are solved today List your X for Y factor eg Youtube = Flickr for videos List the key numbers that tell how your business is doing List the characteristics of your ideal target List your target customers and users SOLUTION Something that cannot be easily bought or copied List your X for Y factor eg Youtube = Flickr for videos List your sources of revenue COST STRUCTURE List your fixed and variable costs HIGH LEVEL CONCEPT EXISTING ALTERNATIVES CHANNELS Lean Canvas KEY PROBLEM List your path to customers (inbound/outbound) REVENUE STREAMS List your top 1-3 problems Single, clear, compelling message that states why you are different and worth paying attention UNIQUE VALUE PROPOSITION KEY METRICS More about The Business Model Canvas: http://en.wikipedia.org/wiki/Business_Model_Canvas EARLY ADOPTERS Outline a possible solution to each problem UNFAIR ADVANTAGE Write here THIS REPRESENTS A POST IT Use as many as you like: Cmd + D (Mac) or Ctrl + D (PC) to duplicate Write here THIS REPRESENTS A POST IT Use as many as you like: Cmd + D (Mac) or Ctrl + D (PC) to duplicate Write here THIS REPRESENTS A POST IT Use as many as you like: Cmd + D (Mac) or Ctrl + D (PC) to duplicate Write here THIS REPRESENTS A POST IT Use as many as you like: Cmd + D (Mac) or Ctrl + D (PC) to duplicate Write here THIS REPRESENTS A POST IT Use as many as you like: Cmd + D (Mac) or Ctrl + D (PC) to duplicate Write here THIS REPRESENTS A POST IT Use as many as you like: Cmd + D (Mac) or Ctrl + D (PC) to duplicate Write here THIS REPRESENTS A POST IT Use as many as you like: Cmd + D (Mac) or Ctrl + D (PC) to duplicate Write here THIS REPRESENTS A POST IT Use as many as you like: Cmd + D (Mac) or Ctrl + D (PC) to duplicate Write here THIS REPRESENTS A POST IT Use as many as you like: Cmd + D (Mac) or Ctrl + D (PC) to duplicate Write here THIS REPRESENTS A POST IT Use as many as you like: Cmd + D (Mac) or Ctrl + D (PC) to duplicate Write here THIS REPRESENTS A POST IT Use as many as you like: Cmd + D (Mac) or Ctrl + D (PC) to duplicate Write here THIS REPRESENTS A POST IT Use as many as you like: Cmd + D (Mac) or Ctrl + D (PC) to duplicate Write here THIS REPRESENTS A POST IT Use as many as you like: Cmd + D (Mac) or Ctrl + D (PC) to duplicate Write here THIS REPRESENTS A POST IT Use as many as you like: Cmd + D (Mac) or Ctrl + D (PC) to duplicate

Lean Canvas Template

Transcript: Lean Startup Project title Unique Value Proposition point 1 point 2 point 3 point 1 point 2 point 3 point 1 point 2 point 3 To be tested Customer Segments point 1 point 2 point 3 point 1 point 2 point 3 Problem Cost Structure point 1 point 2 point 3 point 1 point 2 point 3 Existing Alternatives Adapted from LeanCanvas.com which is in turn adapted from The Business Model Canvas (BusinessModelGeneration.com) Validated Solution point 1 point 2 point 3 Invalid Key Metrics Symbol Legend 9 Oct 2012 Channels Assumption testing order / importance point 1 point 2 point 3 point 1 point 2 point 3 point 1 point 2 point 3 Unfair Advantage point 1 point 2 point 3 High Level Concept Early Adopters Revenue Streams

powerpoint template

Transcript: Nobody knows babies like we do! Quality products . Good Customer service. Every Kid really loves this store.. BABYLOU ABOUT US About Us BabyLou was established in 2004. It has been more than a decade since we started, where we have ensured to take care of every need and want of every child and infant under one roof, true to the caption “NO BODY KNOWS BABIES LIKE WE DO”. Our benchmark is to provide 100% customer service and satisfaction and continue to deliver the same with a wide range of toys, garments and Baby Products. Play and Create We Are Best 01 02 03 Block games Building Blocks help Kids to use their brain. PLAY TO LEARN in Crusing Adventures Our Discoveries Enjoy a sunny vacation aboard a luxury yacht with the LEGO® Creator 3in1 31083 Cruising Adventures set. This ship has all the comforts you need, including a well-equipped cabin and a toilet. Sail away to a sunny bay and take the cool water scooter to the beach. Build a sandcastle, enjoy a picnic, go surfing or check out the cute sea creatures before you head back to the yacht for a spot of fishing. Escape into the mountains Disney Little Princes in Also available for your Babies..... Also... Out of The World… Our reponsibility BABYLOU…. Our Responsibility All children have the right to fun, creative and engaging play experiences. Play is essential because when children play, they learn. As a provider of play experiences, we must ensure that our behaviour and actions are responsible towards all children and towards our stakeholders, society and the environment. We are committed to continue earning the trust our stakeholders place in us, and we are always inspired by children to be the best we can be. Innovate for children We aim to inspire children through our unique playful learning experiences and to play an active role in making a global difference on product safety while being dedicated promoters of responsibility towards children.

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