Lean Coffee Waterloo-Wellington IIBA September 24, 2014.

Slides:



Advertisements
Similar presentations
Strengthening Your HR Capacity The Government of Canada Perspective
Advertisements

Lean Manufacturing.
Lean Continuous Improvement. Over the next short while … n What is Lean? –Well, what is it? –5 Pillars of Lean n Lean at the U niversity of St Andrews.
Lean Principles Standards in Action Lean Principles Being Fast, Flexible, Economic Author: Dr Rhys Rowland-Jones.
Chapter 9 Teamwork and Team Performance
Financial Management Series Number 16 Implementing “Lean Government” Alan Probst Local Government Specialist UW-Extension Local Government Center (608)
Company X Communications Plan Constance S. Ward Thought Leader Zone.
Introduction to Lean. Benefits of Lean Why go Lean? Improvements in: –Customer service –Quality and efficiency –Staff morale –Internal communication and.
Going Lean Can it work for the Medical University? Jennifer Hooks MBA Manager, Performance Improvement Six Sigma Master Black Belt Lean Sensei.
Lean Six Sigma: Process Improvement Tools and Techniques Donna C. Summers © 2011 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved.
O How to Understand & Apply Lean in the Workplace Professional Development Lean Series Charles M. Saunders Lean Libra Consult, LLC November 3, 2010 Oregon.
JIT, TPS, and Lean Operations
Designing, Controlling, and Improving Organizational Processes
Making your Portable Restroom business Lean and mean – How to boost productivity and increase your bottom line.
Wastes 7 at one blow. Definition  Any human activity which absorbs resources but creates no value  Muda.
Introduction into Lean and the Every Patient Matters Transformation Programme Section A1.
Management is Essential
 Backdrop – JIT foundation  Understanding your Business … KPI’s  Value Streams … ‘True North’  Lean Partnerships to drive cost improvement  Design.
CONTINUOUS IMPROVEMENT PROGRAM
Benefits of Lean Manufacturing: To benefit from Lean Manufacturing, the processes must be maintained consistently and correctly. Everyone involved must.
The Value of Lean Thinking Presented by: Brian D Krichbaum Process Coaching Incorporated.
© ABSL Power Solutions 2007 © STM Quality Limited STM Quality Limited Introduction to Lean Manufacturing TOTAL QUALITY MANAGEMENT Lean Manufacturing.
LECTURE NOTE. WORLD-CLASS MANUFACTURER Mistake-free ● Fast ● Lean ● Flexible ● Environment-friendly TOTAL QUALITY MANAGEMENT PRODUCTS Delight customers.
COPYRIGHT © RAYTHEON. ALL RIGHTS RESERVED. 4/2004 Customer Success Is Our Mission Raytheon Six Sigma The Boldness to Imagine the Future The Passion.
BHS Introduction to Lean September 24th, Agenda Welcome and Introductions Understanding Lean What is Value Identifying Waste Brief Introduction.
WASTE REDUCTION AND PRODUCTIVITY IMPROVEMENT
Just-in-Time (JIT) and Lean Systems Chapter 7. MGMT 326 Foundations of Operations Introduction Strategy Quality Assurance Facilities Planning & Control.
Department of Health Early Intervention Program Lean Launch March 25 th – March 28 th, 2013.
© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J Operations Management Just-in-Time and Lean Systems Chapter 16.
Visual Management – an Overview. What is Visual Management? Visual Management is a set of techniques for creating a workplace embracing visual communication.
Balancing Quality Service with Operational Efficiency Judy Wright & Marv Sauer – April 19, 2011.
IB Business and Management
New Directions Learning & Development  All Rights Reserved. Lean Your Library: How Lean Six Sigma Strategies Can Improve Operations.
1 PowerPointPresentation by PowerPoint Presentation by Gail B. Wright Professor Emeritus of Accounting Bryant University © Copyright 2007 Thomson South-Western,
OPERATIONS MANAGEMENT for MBAs Fourth Edition 1 Meredith and Shafer John Wiley and Sons, Inc. Chapter 5: Process Improvement: Reducing Waste Through Lean.
Presented by: Beau Keyte, LEI Faculty APICS Greater Jacksonville Seminar December 5, 2002 Value Stream Mapping and Management.
Philosophy and Key Concepts
Lean Manufacturing Chapter 15 pp June 29, 2012.
LEAN TEAMS. Develop a Systematic process that consistently defines and solves problems utilizing Lean tools.
1-1 Managerial Accounting … using your skills and knowledge to create value for organizational stakeholders……they understand financial and operational.
The Value Driven Approach
Lean Accounting and Productivity Measurement
Process Characteristics
PROJECT NAME EMPIRE BELT(S) Month Day, Year. 2 Agenda Lean Overview Introduction to the Project & Team The Process Next Steps.
Contact Deb Wallace at TMAC (817) or go to for more information Automation & Robotics Research Institute  The University of Texas.
Kaizen Eventing: The process of observation and the elimination of waste in a process.
Just-in-Time (JIT) and Lean Systems Chapter 7. Management 326 Operations and Operations Strategy Designing an Operations System Managing an Operations.
Designing, Controlling, and Improving Organizational Processes.
1 © 2004 Superfactory™. All Rights Reserved. Lean Manufacturing Overview Superfactory Excellence Program™
LEAN What? How? What helps ? Conclusion. LEAN – What? RETHINKING & REDESIGN OF BUSINESS PROCESS SHORTENED LEAD TIMES REDUCED PROCESS WASTES IMPROVED CUSTOMER.
1 Lean Manufacturing Overview Lean Manufacturing Overview
Productive General Practice First support day: Getting started.
1. BSc (hons) Food Science & Technology 8 TH Semester (Self Support) INSTITUTE OF FOOD SCIENCE AND NUTRITION UNIVERSITY OF SARGODHA 2.
Productive and Lean Improvement Initiatives Team Champions Training 26 th July, :00 – 13:00 Parkland Hospital.
Choosing Lean Manufacturing Presented to you by : Vrunda Consultancy Service, Ahmedabad.
Lean Manufacturing. Lean Enterprise - A business system for organizing and managing product development, operations, suppliers and customer relations.
Lean Manufacturing Series
Management is Essential
Management is Essential
Local Energy Solutions Conference November 20, 2016
Crafting Your Lean Transformation
Introduction to Lean Emily Varnado.
Welcome to my presentation
Value Stream Mapping – Lite
Introduction to Materials Management
Enterprise Improvement LEAN Initiative Presentation
Delivering a Lean Project
MGS 4020 Business Intelligence LSS Jul 19, 2018
09 | Kanban Steven Borg | Co-Founder & Strategist, Northwest Cadence
Process improvement for the lab
Presentation transcript:

Lean Coffee Waterloo-Wellington IIBA September 24, 2014

What is Lean? 0 The core idea is to maximize customer value while minimizing waste. Simply put, lean means creating more value for customers with fewer resources. 0 A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste. For more information:

Lean Involves Process Change Usually, there are at least three versions of any process… What you think it is… What it actually is… What you want it to be… A clear understanding and communication of the current state is essential to establishing the future state!

What is Kaizen? Kaizen 改善 Japanese for "good change“ 0 When used in the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions, and involve all employees For more information: en.wikipedia.org/wiki/Kaizen

Kaizen Activities

Kaizen Events 0 Process Time Reduction 0 Value Innovation 0 Kaizen “Blitz” Customer’s “Points of Pain”

Key Principles of Lean Thinking

What is Important to the Customer? Value-Added Activities

What isn’t Important to the Customer? Non-Value-Added (Waste) Activities

What isn’t Important to the Customer? Non-Value Added But Necessary Activities

5 Key Principles to Remember 0 Define VALUE from the Customer Perspective 0 Involve and EMPOWER Employees 0 Identify the VALUE STREAM and Eliminate WASTE 0 Make VALUE FLOW at the PULL of the Customer 0 Continuously IMPROVE and Drive towards Perfection Reduce: Cost Defects Lead Time Inventory Space Reduce: Cost Defects Lead Time Inventory Space Increase: Product- ivity Through- put/Flow Increase: Product- ivity Through- put/Flow

Personal Reflection

Hansei 反省 0 Self-awareness, reflection and commitment to improve – the practice of self-reflection 0 Agile (Scrum) Example: 0 What did you do yesterday? 0 What will you do today? 0 What’s in your way? 0 What did you LEARN yesterday (that can be applied today)?

WIIFM? 0 Waterloo-Wellington IIBA Chapter Re-Launch 0 We want to: 0 Embrace the principles of Kaizen (good change) 0 Ensure that we are meeting YOUR needs as a chapter member/constituent 0 Offer the types of activities/events that ADD VALUE 0 Streamline chapter processes where possible to eliminate WASTE 0 We need your help and your feedback in order to be successful in 2015 (and beyond!)