Abdelmalik Essaadi University - Tetouan

Lean management course

BENTAHER Chaimaa

2022 – 2023

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 1. LEAN MANAGEMENT :
INTRODUCTION

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 • LEAN
PROCESS IMPROVEMENT METHODOLOGY TARGETING THE ELIMINATION OF WASTE –
ANY HUMAN ACTIVITY THAT ABSORBS RESOURCES BUT CREATES NO VALUE.

• LEAN THINKING
THE METHOD USED TO COMBAT WASTE

• LEAN AND LEAN THINKING?

‘‘LEAN THINKING’’ IS THE TERM USED TO DESCRIBE THE PROCESS OF MAKING BUSINESS
DECISIONS IN A LEAN WAY

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 THE HISTORY OF LEAN

Eli Henry Sakishi Edwards Taiichi

WHITNEY FORD TOYODA DEMING OHNO
Interchangable The moving Whys and mistake Lean quality Toyota production
parts assembly line proofing principles system

1798 1913 1920 1950 1950s

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 BETWEEN TRADITION AND LEAN
Traditional culture Lean culture

Focus on my tasks / activities only

Make the next person's job easier
Production based on anticipated
Produce what is needed , when it's
need, infinite capacity is assumed
needed
Bottlenecks are hidden . lead times
Bottlenecks are exposed, process
expanded
and cycle times shortened
Not my problem Management's job
Any problem is my problem
to fix it
Fix it when and where it happens
Overproduction is good
Overproduction is evil
If it isn't broke , don't " fix " it "
If it isn't broke, can still improve it
Fire fight " , but don't stop to fix root
Work on fixing the root causes
cause
Managers enable the workers to do
Front line workers responsible for
the job
output, Managers crack the whip
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 BASICS

OBJECTIVE METHODOLOGY STRATEGY

WASTE REMOVAL: VALUE: WHAT CUSTOMERS ARE WILLING TO ON-DEMAND: WHEN THE
IDENTIFICATION OF VALUE PAY FOR CUSTOMER WANTS IT DEFECT-
AND ELIMINATION OF VALUE STREAM: ALL THE STEPS IN OUR FREE: HOW THE CUSTOMER
WASTE TO IMPROVE THE PROCESSES THAT DELIVER VALUE TO OUR WANTS IT
PROCESS. CUSTOMERS ONE-BY-ONE: EXACTLY THE
FLOW: ORGANIZING THE VALUE STREAM TO BE QUANTITY THE CUSTOMER
CONTINUOUS WANTS
PULL: RESPONDING TO DOWNSTREAM LOWEST TOTAL COST: BUSINESS
CUSTOMER DEMAND COST FOR YOU AND THE
PERFECTION: RELENTLESS CONTINUOUS CUSTOMER
IMPROVEMENT CULTURE; A CONTINUOUS
JOURNEY
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 LEAN GROUND
High quality, low cost, short lead time,
eliminate waste
Respect customers Base management decisions on a long-term philosophy Move
Managers walk the towards " flow " Go see for yourself
Use " pull " systems , decide as late as possible
talk (Kaizen) : my work
Level the work - reduce variability and overburden
Teams and Build a culture of stopping and fixing problems is my work and to
individuals evolve Master practices that enable kaizen and empowerment improve my work
Use simple visual management to reveal problems and coordinate
their own practises Always ask 5 whys
Use only well - tested technology that serves your people and
& improvements processes Eliminate variability
Develop people and Grow leaders from within who live the philosophy and teach it , overburden and
Develop exceptional people and teams who follow this philosophy
then build products non-value adding
Respect your network of partners
Develop teams Go see for yourself at the real place of work actions
Build partners Make decisions slowly by consensus , implement rapidly Become Strive beyond good
and sustain a leaming organisation

Good thinking, good products

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 Customer focus

LEAN OVERALL Data driven decision

GROUND RULES
Respect

Results

Accountability

Excellence

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 2. LEAN METHODOLOGY

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 TERMINOLOGY

● Approach : a way of dealing or addressing a situation or problem

● Methodology : systematic strategy to find a solution
● Method : the specific tools and procedures you use to collect and analyse data.
● Tool : a device that aid in accomplishing a task according.
● Concept : a thought or idea
● Process : series of progressive and interdependent steps by which an end is attained
● System : a regularly interacting or interdependent group of items forming a unified whole.
● Technique : a way of carrying out a particular task

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 LEAN METHODOLOGY
Both a philosophy and a discipline which, at its core, increases access to information to ensure
responsible decision making in the service of creating customer value.

LEAN METHODOLOGY PILLARS

Continuous Respect
improvement people
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 CONTINOUS IMPROVEMENT
A method for identifying opportunities for streamlining work and reducing
waste to improve the speed and quality of value delivery.

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 ֎ Continuous improvement hinges on continued learning. Focusing
on it:
1.Fosters a collaborative culture across teams before, during, and after work is done to deliver value to
customers

1.Creates a culture that encourages information sharing at the beginning, during, and especially at the end
of a process cycle

1.Encourages idea sharing at all levels of an organization, especially as teams spend extended periods of
time working together

1.Empowers teams to identify opportunities to improve, plan for ways current processes can be improved,
execute and implement those changes, and review the effect those changes have on overall work output

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 CONTINOUS IMPROVEMENT PROCESS

Standardize
Solution

1.Study Results

1.Act

1.Analyse

1.Identify
2.Improvement
3.Opportunity

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 RESPECT FOR PEOPLE!
Lean teaches organizations that respecting people is a key strategy for eliminating
waste.

``RESPECT``
ENGAGE AND EMPOWER THE PEOPLE CLOSEST TO THE WORK
SO THAT THEY CAN: LEAN AND PEOPLE RESPECT

Assess the current condition Respect for customers

Create solutions to problems Respect for employees

Respect in teams
Standardize what's working
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 MODERN LEAN METHODOLOGY

Quality
management
• Quality management: The lean management approach is essentially a quality management
system. It is a continuous process which oversees all aspects of an organization's
Just-in-time
operation, identifying inefficiencies and unnecessary waste. The key is being able to
visualize the value stream.

• Just in time: A concept based on removing waste from business processes to achieve a
Six sigma streamlined, highly efficient system that provides low-cost and high-quality products to
support customer needs.

• SIX SIGMA: A method that relies on a collaborative team effort to improve performance by
Theory of systematically removing waste and reducing variation.
constraints

• Theory of constraints: System based philosophy which states that the constraint determines
the performance of the systems. It is a methodology for identifying the most important
limiting factor that stands in the way of achieving a goal. It focuses on identifying and
removing constraints that limit throughput.
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 LEAN APPROACH

● Define value by eliminating waste

Waste is any non-value added activity that interrupts the delivery of a service or product provided to the
customer.

● Value added and non-value added? (1)

 An activity is value added if, and only if, these three conditions are met:
The customer would be willing to pay for the service or product
The form, fit, or function of the service or product changes overtime to keep it relevant and valuable
The service or product is quality

 Any activity that do not create value based on below condition:

Any operation or activity that consumes time and/or resources, but does not add value to the service or
product provided to the customer.

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 WASTES
• Inventory
• Over-production 1. Excess stocks
1. Producing more product 2. Devices
than necessary. 3. Office supplies
2. Creates excessive lead 4. Problems become overlooked
Defects
times. since there is excess
3. Increases storage cost. 5. Excessive raw material
Underutilized people Over-production
4. Difficulty of finding defects. • Excess motion
• Waiting 1. Misplaced tools.
Transportation Over-processing 1. Idle products or employees. 2. Searching for materials
2. Concentrate on bottlenecks will 3. Recurrent Printing
alleviate the waiting waste. 4. Multi-tasking
Excess motion Waiting • Transportation • Defects
1. Inefficient factory layout. 1. None controlled products
Inventory 2. Products replacements 2. Misbehaved interaction
3. Defects collection 3. None-maintained machines
• Over-processing 4. Order errors
1. Cheap tools • Underutilized people
2. Less technology 1. Limited employee authority and
3. Several machines rather than responsibility for basic tasks
one 2. Inadequate business tools
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 Value analysis methods

The job structure analysis

• The process of studying a job to determine which activities and responsibilities it
includes, its relative importance to other jobs, the qualifications necessary for
performance of the job and the conditions under which the work is performed.
The spaghetti diagram
• A method of viewing data to visualize possible flows through systems. As a process
analysis tool, the continuous flow line enables process teams to identify
redundancies in the work flow and opportunities to expedite process flow.
Maturity level analysis
• The process to determine the level of maturity of a given set of factors. It is used to
describe how companies, groups, or individuals advanced through stages of data
analysis over time
The sounding board
• A group of experts, managers and employees who comment on certain ideas of
others while bringing in their own. It is a talking about challenges and opportunities,
by means of quality questioning and active listening, and facilitates the discussion
and exploration of their options in full, in total confidentiality.
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 3. LEAN PRINCIPLES:
LEAN MANAGEMENT COURSE

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 Defining value

LEAN PRINCIPLES
Mapping the value
stream

Creating flow

Using a pull system

Pursuing perfection

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 PRINCIPLE 1: DEFINE VALUE
Design and deliver products and services to meet the needs and preferences of the customer.

• Define the “end-user” customer or customer groups

1. What do you produce (permits, technical assistance, training, etc.)?

2. Who do you produce it for?

• Assess the needs and preferences of the customer by : Surveys, focus groups, observation, interviews…

DEFINE VALUE BY FOCUSING ON THE CUSTOMER

Accurate Timely Accessible Treatment? Effective
Am I treated with Are the desired
What I want? When I want? How I want?
respect? results achieved?

Cost
Right price and
right resources

Better, faster, cheaper

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 PRINCIPLE 2: DEFINE VALUE STREAM
A technique to analyse the current state and designing a future state for the series of events that take a product or service
from the beginning of the specific process until it reaches the customer

The value stream is the sequence of processes from raw material to the customer that create value.

TYPES OF VALUE STREAM

Operational Development
value stream value stream

The steps and the people

who deliver end-user The steps and the people who
value using the business develop the business solutions
solutions created by the used by operational value
development value streams.
streams

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 HOW TO DRAW A VALUE STREAM MAP
Determine the scope of your value stream map

Map the steps of your process

Add inventory and wait times

Designate the direction of information flows

Create a timeline

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 PRINCIPLE 3: CREATE FLOW

 Ensure smooth delivery from the second you receive an order to the moment when you deliver it to the
customer

 A major obstacle to creating a smooth flow are the bottlenecks in your process

 Keep an especially close eye on where tasks get stuck so you can look to understand why that happens.

 Limit the amount of work that a team can have in progress simultaneously.

P.S: bottlenecks may be caused by lack of capacity at a certain stage.

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 PRINCIPLE 4: ESTABLISH PULL SYSTEM
As a lean organization, the ultimate goal is to deliver value to your customers in the most efficient manner. A suitable way
to ensure that is focusing on two key metrics of each task:

• Cycle time
• Throughput
ESTABLISHING A PULL SYSTEM
1 • Visualize the workflow.

2 • Eliminate interruptions

3 • Manage flow

4 • Make process policies explicit

5 • Maintain open feedback loops

6 • Improve collaboratively
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 ESTABLISHING A PULL
SYSTEM
1 • Visualize the workflow.

2 • Eliminate interruptions

3 • Manage flow
• Make process policies
4
explicit
• Maintain open feedback
5
loops
6 • Improve collaboratively
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 PRINCIPLE 5: PURSUE PERFECTION

Constantly improve every process in a team by focusing on enhancing the

activities that generate the most value for the customer while removing as many
waste activities as possible.

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 HOW DOES LEAN WORK SO?

Inputs
Transportation, Outputs
Core business training, financial
process assistance, legal Thriving economy,
Budget, agreements, … Strong and stable
Staff, community,
equipment, Educated and
skilled workforce,
systems,
Clean and healthy
structures, environment,
Data, Safe and
Qualified and
information, sustainable
Administrative productive Employees,
… management,
systems,
support process Efficient workflow,
planning, reporting, …
research...

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 4. LEAN SIX SIGMA:
LEAN MANAGEMENT COURSE

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 A SIGMA!
A sigma value, or sigma level, proves how often mistakes in a process are likely to occur. More specifically, it represents the
number of errors per million possibilities. The higher the sigma, the lesser errors. Six sigma is the highest level on the sigma
scale.

SIX SIGMA
Six sigma is a data-driven approach to reduce defects in a process. Six sigma is a methodology used to improve business processes by utilizing
statistical analysis rather than guesswork.

"Six Sigma" comes from the bell curve used in statistics, where one Sigma symbolizes a single standard deviation
from the mean. If the process has six Sigmas, three above and three below the mean, the defect rate is classified as
"extremely low.“

A bell curve: is a type of graph that is used to visualize the distribution of a set of chosen values across a specified group
that tend to have a central, normal values, as peak with low and high extremes tapering off relatively symmetrically on
either side.

•PURPOSE •GOAL

 Identify and reduce  Customer satisfaction.

 Increase the efficiency of business
processes.

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 Six sigma objectives

SIX SIGMA CHARACTERISTICS

• STATISTICAL QUALITY CONTROL • METHODICAL APPROACH • FACT AND DATA-BASED

APPROACH

• PROJECT AND OBJECTIVE-BASED • CUSTOMER FOCUS • TEAMWORK APPROACH TO

FOCUS QUALITY MANAGEMENT

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 Lean Vs Six sigma

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 Six sigma roles

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 SIX SIGMA PRINCIPLES

Being flexible and

responsive

Finding problems
and focusing on it Communicating
early and training
teams

Working for the Removing

customer variations and
bottlenecks
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 04
SIX SIGMA
METHODOLOGY

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 SIX SIGMA METHODOLOGY
DMAIC DMADV

DATA-DRIVEN QUALITY STRATEGY USED TO FRAMEWORK THAT FOCUSES ON THE

IMPROVE PROCESSES. DEVELOPMENT OF A NEW PRODUCT, SERVICE, OR
PROCESS.

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 SIX SIGMA TECHNIQUES

Brain storming : bouncing ideas and generating creative ways to approach a

problem through intensive freewheeling group discussions.

Root cause analysis/the 5 whys : the question "why" is asked, again and again,
finally leading up to the core issue.
Voice of customer : it captures the customer feedback by either internal or
external means. It captures the changing needs of the customer through direct and
indirect methods.
The 5S system : aimed at removing waste and eliminating bottlenecks from
inefficient tools, equipment, or resources in the workplace. The five steps used
are sort, set in order, shine, standardize, and sustain.
Kaizen : it is the practice continuously monitoring, identifying, and executing
improvements.
Poka-yoke : avoid errors, and entails preventing the chance of mistakes from
occurring.
Value stream mapping : charts the current flow of materials and information to
design a future project. The objective is to remove waste and inefficiencies in the
value stream and create leaner operations.
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 SIX SIGMA TOOLS

1.Cause and Effect Analysis

• Assessment tool that combines brainstorming and mind mapping techniques to explore the possible causes of an issue.

1.Flow Chart
• A picture of the separate steps of a process in sequential order.

1.Pareto Chart
• Identify areas to focus on first in process improvement. The charts are based on the “80/20” rule.

1.Histogram
• A bar graph that shows the frequency data occur within a certain interval.

1.Scatter Plot
• To show how the variables relate to each other. This is called correlation.

1.Control Chart
• To focus on detecting and monitoring the process variation over time.
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 LEAN SIX SIGMA
Lean six sigma is a fact-based and data-driven philosophy of improvements that focuses on defect prevention over defect
detection. It drives customer satisfaction by reducing wastes and cycle time while promoting the use of work standardization
and flow, thereby creating a competitive advantage.

SYNERGY BETWEEN LEAN SIX SIGMA

LEAN is a hands-on approach that removes non-value-adding tasks and improves efficiency. Six sigma aims to decrease
variability in organizational processes to minimize the likelihood of defects.

LEAN SIX SIGMA VS. TOTAL QUALITY MANAGEMENT

Lean six sigma and TQM are both methods for monitoring the quality of your products, processes, and services. TQM is aimed
at overhauling the way that companies do things. Lean six sigma is aimed toward obtaining the fastest change possible in a
company.

BENEFITS OF LEAN SIX SIGMA

•INCREASE IN PROFIT ●STANDARDIZED AND •DECREASE IN ERROR •VALUE TO CUSTOMER
SIMPLIFIED PROCESSES
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 5. LEAN TOOLS:
LEAN MANAGEMENT COURSE

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 The Toyota production system, and later on the concept of lean, was
developed around eliminating the three types of deviations that shows
inefficient allocation of resources. The three types are waste, imbalance,
and overburden.
֎ Muda : muda means wastefulness. Work that does not add.

֎ Mura : means irregularity or a lack of uniformity. Mura is seen to cause muda.

֎ Muri : meaning overburden or unreasonable. Muri can result from mura and in
some cases be caused by excessive removal of muda (waste) from the process.

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 VALUE ANALYSIS
A standardized, multi-skilled team approach which aims at identifying the lowest cost way and ensuring the highest worth
to accomplish the functions of a product, process or service.

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 LEAN TOOLS
Lean tools are designed to reduce Muda in organizations and improve quality control. In other
words, lean tools seek to eliminate processes that aren't valuable.

Lean Tools Summary

Bottleneck Analysis Structured way of looking at workflows

Just-in-Time (JIT) On-demand system of production

Value Stream Mapping Analysing and optimizing a process

Overall Equipment Measure of productive time

Effectiveness (OEE)
Plan-Do-Check-Act (PDCA) Method to manage change

Root Cause Analysis (RCA) Method to get the foundation of an issue

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 BOTTLENECK ANALYSIS
A tool to identify process steps where flow is constrained, find the root causes of those constraints, and address the root
causes that have been identified.
Bottleneck analysis is also used to address both present and future issues, by identifying and addressing operational and
process challenges.

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 JUST-IN-TIME
Just-in-time manufacturing is an on-demand system that allows manufacturers to go into production only after the customer
has requested a product. This means that companies do not have to stock up on unnecessary inventory, lowering the risk of
some components or products being overstocked or damaged while being stored.

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 VALUE STREAM MAPPING
A technique developed to create a visual guide of all the components necessary to deliver a product or service with the goal
of analysing and optimizing the entire process.

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 VSM ILLUSTRATED

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 OVERALL EQUIPMENT EFFECTIVENESS
It measures how much planned productive time is actually productive. Overall equipment effectiveness can be calculated
by multiplying the following three factors:

• Availability
• Performance
• Quality
These three factors are defined as follows:
•Availability = Run Time Divided by Total Planned Production Time
•Performance = (Ideal Cycle Time Multiplied by Total Count) Divided By Run Time
•Quality = Good Count Divided by Total Count

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PLAN-DO-CHECK-ACT
Plan-do-check-act is a scientific method used to manage change, and is also known as the deming cycle. The PDCA cycle
involves four parts:
1. Plan – recognize an opportunity or process that needs improvement.
2. Do – create a small test.
3. Check – analyse the results of the test.
4. Act – move forward based on those results.

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ROOT CAUSE ANALYSIS
The process of discovering the root causes of problems in order to identify appropriate solutions. This process is
constituted of 5 steps:
• Realize the problem.
• Collect a sufficient amount of data.
• Identify the associated causal factors.
• Draw a conclusion.
• Implement any necessary changes.

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 6. LEAN CONSTRUCTION :
LEAN MANAGEMENT IN ACTION

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IDENTIFYING THE CUSTOMERS
Finding out the fundamentals of
processes

Engaging with internal and external

customers

Creating a map of processes

! All organizations have a whole range of different customers – internal and external.

! Each organization’s processes should be designed and managed in a way that

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meets its customers’ various needs.
UNDERSTANDING THE PROCESS BASICS
A process is a series of steps and actions that produce an output in the form of a product or service. Ideally, each process should
add value in the eyes of the customer.

All work is a process, and a process is a blend of PEMME

 People: Those working in or around the process.
 Equipment: The various items needed for the work.
 Method: How the work needs to be actioned – the process steps, procedures, tasks and activities involved.
 Materials: The things necessary to do the work.
 Environment: The working area.

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 GETTING A HIGH-LEVEL PICTURE
> A high-level process map provides a framework to help understand process and its customers and suppliers better, and to think
about what needs to be measured in the process to help understand performance and opportunities for improvement.
> The SIPOC model identifies your customers and the outputs they need, presents a high-level process map, usually comprising
four to eight steps, identifies your suppliers and confirms your input requirements from them.

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SIPOC MODEL EXPLAINED
 Suppliers: the people, departments or organizations that provide the ‘inputs’ needed to operate the process.
 Inputs: forms or information, equipment or raw materials, or even the people needed to carry out the work.
 Process: the process steps at a relatively high level.
 Outputs: a list of the things that the process provides to the internal and external customers in seeking to meet their ctqs.
 Customers: the different internal and external customers who’ll receive your various process outputs.

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 SIPOC MODEL CREATION
> SIPOC diagram can be created by gathering the team around a large
sheet of paper and follow these steps:

List all the different customers involved.

List all the outputs sent to customers.

Set out the steps in the process.

List all the inputs you receive.

Identify where all your inputs come from.

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 SIPOC MODEL ILLUSTRATED
Figure 3-5: The SIPOC model.

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 SEGMENTING CUSTOMERS
Consider the following segmentation categories in relation to your
customers:
 Industry
 Size
 Spend
 Geographical location
 End use
 Product characteristics
 Buying characteristics
 Price/cost sensitivity
 Age
 Gender
 Socioeconomic factors
 Frequency of purchase/use
 Impact/opinion leader
 Loyalty
 Channel
 Technology
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 UNDERSTANDING CUSTOMERS`
NEEDS

 Introducing Kano
 Hearing the voice of the customer
 Putting customers first
 Gauging the performance

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 THE KANO MODEL ILLUSTRATED
Developed by Professor Kano, the model looks at customer requirements and helps understand how customers will
perceive the service and products provided. The Kano model involves three main categories:

► Must-bes: These are sometimes referred to as the unspoken customer requirements. To the customer, they’re so
obviously required that she/he don’t expect to have to spell them out.
► One-dimensionals: The requirements might relate to product features or elements of service delivery, or both.
► Delighters: Here, the customer is surprised and delighted by something done, a wow factor, and the satisfaction
increases, even if some other elements haven’t been delivered as well as they might.

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 OBTAINING THE VOICE OF
CUSTOMER
> VOC is about determining customer requirements, not determining solutions
to meet those requirements.

> Find out what customers want by talking with, listening to and observing
them. The customer’s voice can be sourced in lots of places, such as
market research results, focus group discussions, survey results and
customer complaints.

> The trick is to translate what the customer says into a measurable
requirement – the critical to quality (CTQ) customer requirement.

> Gather input from customers in order to understand their needs, identify the
key issues and translate them into terms that mean something to
organization and that can be measured.
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RESEARCHING THE REQUIREMENTS
Researching customers follows a natural progression. You start with potentially no information about customers, and end up with a
collection of quantified, prioritized customer needs and expectations:
 Analyze the current situation (What information is available)
 Determine the gaps in the customer information.
 Develop a customer research plan (To move you from the current state to where you to a future state).

Input Research Method Output: What You Get

Interview/focus group Customer wants and needs (general ideas, unprioritized,
No information
What is important? not clarified, all qualitative)

Customer wants and needs (clarified, more specific,

Known preliminary customer Interview/focus group
preliminary prioritization)
wants and needs Which are most important?
Customer input to list of competitors, best-in-class

Survey
Face-to-face
Qualitative, prioritized Quantified prioritized customer wants and needs
Written mail
customer wants and needs Competitor comparative information
Telephone
Electronic
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CONSIDERING CTQ REQUIREMENTS
> After the collection of the VOC, the CTQs needs to be developed.

> CTQs are the key measurable characteristics of a product or process whose performance standards or specification limits must
be met in order to satisfy the customer. These outputs represent the product or service characteristics defined by the customer
(internal or external).

> CTQs provides the basis for process measurement set. This set will enable to put the right measures in place to assess
performance.

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 CTQ REQUIREMENTS EXAMPLE
CTQ
grouping Examples Measures
Bills paid on time (in and out) Elapsed times and deviation
from target
Deliveries made on time
Speed Turn-around times
Time to answer calls
Call answer rate
Turn-around time on IT
project delivery Call abandon rate
Number of defects in orders,
deliveries, products or
Orders containing the correct software
Accuracy information Number of calls to helpdesk
Computer system that works Number of bugs reported by
users testing a new computer
system or a program change

Number of items per order

Needs to cope with the right Number of clients
Capacity volume of orders/number of
simultaneous enquiries Number of concurrent users
Number of orders per day

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DETERMINING THE CHAIN OF EVENTS
 Using process stapling to follow a chain of events from start to finish
 Drawing a spaghetti diagram to see how the work gets done
 Creating a map of the process

Process stapling offers one way to really understand the process and the chain of events. Process stapling means taking a
customer order and literally walking it through the entire process step by step as though you were the order.

 Who are the customers that have expectations of the process?

 Why is the process done? What is its purpose? Does everyone involved understand the purpose?
 What are the value-added and non-value-added steps?
 How can you carry out essential non-value-added steps using minimal resources?
 What are the critical success factors – that is, the things you must do well?
 Why is the process done when it is done?
 Why are tasks in the process carried out in that order? Are all the steps involved in the process necessary? Do all the steps add
value for the customer?
 Why is the process carried out by a particular person or people?
 What measurement is in place to assess performance and identify possible improvement opportunities? Think in particular of
how you might identify and measure those parts of the process that are repetitive and important to ensuring the process
conforms
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 7. LEAN IMPLEMENTATION :
LEAN MANAGEMENT GO LIVE

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LEAN IMPLEMENTATION PLAN
The implementation plan created for a lean project, often during a rapid improvement event, provides a roadmap to lead the project through completion.

IMPORTANCE OF GUIDING THE LEAN IMPLEMENTATION

Rapid improvement events drive dramatic improvements as teams identify ways to eliminate handoffs, rework, delays, and other wastes that slow down and
complicate processes.
This guide will help think proactively about the “implementation” phase of lean and give step-by-step guidance and tools to make sure to realize the full
potential from lean project.

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 LEAN KEY IMPLEMENTATION FRAMEWORK

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 LEAN IMPLEMENTATION COMPONENTS

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LEAN IMPLEMENTATION COMPONENTS
Lean projects events include three main components:
1. Planning and preparing for the event, including scoping the event, developing the charter, assembling the team, arranging
logistics, and conducting background research.
2. Holding the team-based event, including mapping the current process, designing a new process, implementing changes to
improve the process, and developing an implementation plan for remaining improvements.
3. Following up from the event to implement the new process and implementation plan, verify and evaluate results including at
30-, 60-, and 90-day report-out meetings, and sustain and share project successes.

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 LEAN IMPLEMENTATION FOLLOW-UP
Three reasons why follow-up is critical to the success of lean projects include:

❝ A lean effort may result only in plans for improvement, not actual results. An
implementation plan or new process design does not mean much if it is not acted upon.

❝ Any process changes made during and following an event or project meetings will be at
risk of backsliding. The tendency will be for things to go back to the way they always have
been.

❝ Opportunities miss for additional improvements to the target process or other processes.
Lean follow-up communications can help raise awareness about lean and encourage
greater success.

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 LEAN MANAGMENET
IMPLEMENTATION STEPS
Develop an
Standardize and socialize
implementation plan
process changes

Celebrate and share success Complete and track actions

Measure and evaluate

Manage change and avoid results
pitfalls

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 DEVELOP AN IMPLEMENTATION
PLAN

Develop action Assign taks to an Establish a timeline

items owner to complete actions

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 COMPLETE AND TRACK ACTIONS

Coordinate with Team

Members to Complete Track Progress of
Action Items Implementation Actions

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 MEASURE AND EVALUATE
RESULTS

Measure Results Using Compare Actual

Metrics Performance to Targets

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 STANDARDIZE AND SOCIALIZE PROCESS
CHANGES

Document the New Refine Standard Train Participants in

Process Work Procedures the New Process

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 0
1
KEY IMPLEMENTATION ACTIONS

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 SCOPING AND PLANNING IMPROVEMENT
EFFORTS

ENGAGE LEADERSHIP THROUGHOUT THE PROJECT, ATTEND THE

KICK-OFF, REPORT-OUT, AND MANAGEMENT BRIEFINGS IN THE
EVENT, AND OVERSEE FOLLOW-UP ACTIVITIES

SET CLEAR GOALS AND OBJECTIVES FOR THE LEAN PROJECT

SCHEDULE 30-, 60-, AND 90-DAY FOLLOW-UP MEETINGS

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 DURING IMPROVEMENT EVENTS OR PROJECT
MEETINGS

ACCOMPLISH AS MUCH IMPLEMENTATION AS YOU CAN DURING

THE EVENT OR PROJECT MEETINGS

CREATE AN IMPLEMENTATION PLAN THAT CLEARLY IDENTIFIES

FOLLOW-UP ACTIONS AND RESPONSIBILITIES

SCHEDULE IMPLEMENTATION TEAM CHECK-IN MEETINGS AND

PROJECT PROGRESS MEETINGS

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 AFTER DEVELOPING AN IMPLEMENTATION
PLAN
HOLD WEEKLY MEETINGS TO MAKE PROGRESS ON
IMPLEMENTATION, AND MONTHLY MEETINGS TO REPORT TO
MANAGEMENT

TRACK FOLLOW-UP ACTIONS USING COLOR-CODING IN YOUR

IMPLEMENTATION PLAN

TRACK METRICS TO MEASURE RESULTS

COMMUNICATE PROCESS CHANGES TO INTERNAL STAFF AND

EXTERNAL PARTIES

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 LEAN
PROJECTS
PITFALLS

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 Lean projects pitfalls

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 8. LEAN PRODUCTION:
LEAN IN ACTION

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LEAN PRODUCTION
Lean production is an approach to management that focuses on cutting out waste, whilst ensuring quality.

► It can be applied to all aspects of a business from design, through production to distribution.

► It sets out to cut out or minimise activities that do not add value to the production process, such as holding of stock,

WASTE HIERARCHY

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 LEAN PRODUCTION PRINCIPLES

DOING THE SIMPLE THINGS WELL INVOLVING EMPLOYEES IN THE

CONTINOUS PROCESS OF
IMPROVEMENT

DOING THINGS CONTINOUSLY BETTER CONTINOUSLY AND

CONSISTENTLY AVOID WASTE

LEAN PRODUCTION REQUIREMENTS

► Strong relations with suppliers.

► Committed, skilled and motivated employees.
► A culture of quality assurance, continuous improvement and willingness to embrace change.
► Trust between management and employees.

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 LEAN PRODUCTION KEY ASPECTS

TIME BASED SIMULTANEOUS JUST-IN-TIME

MANAGEMENT ENGINEERING PRODUCTION

Cell production Kaizen Quality

improvement &
management

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 1. TIME BASED MANAGEMENT
It is a general approach that recognises the importance of time and seeks to reduce the level of wasted time in the production processes of a
business.

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 2. SIMULTANEOUS ENGINEERING
Also known Concurrent engineering, is a method of designing and developing products, in which the different stages run
simultaneously, rather than consecutively. It decreases product development time and also the time to market, leading to
improved productivity and reduced costs.

♦ Faster launch of products in the market.

♦ Reduced product development costs.
♦ Increased productivity because we can correct mistakes in the initial phase of design.
♦ Competitive advantage.
♦ Increased collaboration between different teams.
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 SIMULTANEOUS VS SEQUENTIAL ENGINEERING

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 3. JUST-IN-TIME PRODUCTION
A production model in which items are created to meet demand, not created in surplus or in advance of need. Organizations adopt
the JIT approach to increase efficiency, reduce costs and speed up product delivery.

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 4. CELL PRODUCTION
A form of team working and helps ensure worker commitment, as each cell is responsible for a complete unit of work
The goal of cellular manufacturing is to move as quickly as possible, make a wide variety of similar products, while making as
little waste as possible.

► Good quality products.

► Higher rate of production.

► Lower cost per unit.

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 5. KAIZEN
A concept referring to business activities that continuously improve all functions and involve all employees from the CEO to the
assembly line workers.

♦ Teamwork.

♦ Personal discipline.

♦ Improved morale.

♦ Quality circles.

♦ Suggestions for improvement.

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 9. LEAN MANUFACTURING :
LEAN PHILOSOPHY IN DEPTH

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LEAN MANUFACTURING VS. LEAN PRODUCTION
Lean manufacturing focusses on the machines. The lean production approach rather refers to an overall scope as for instance value stream
mapping and design does.

Lean manufacturing
Series of methods, philosophies and tools to minimize waste in manufacturing operation and maximize production.
The is to:
• Reducing costs in business processes, offering products with competitive price in market, increase profit and ROI.
• Reducing product cost and increasing business profits starting from reducing cost from bottom line at operation level which impact all in
product or service cost (price).

The benefits are:

• Lower production costs
• Increased output quantity
• Shorter production lead times

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 TIMWOODS

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 LEAN MANUFACTURING
FRAMEWORK

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KAIZEN
 The idea behind kaizen is continuous improvement.
 It makes teams work together proactively and take responsibility for their areas within the company.
 Together, employees make incremental improvements in the manufacturing process. With kaizen, there is always
room for improvement, and workers should constantly look to improve the workplace.

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 GEMBA

☀ THE MEANING OF THIS

JAPANESE WORD IS GEM
MEANS “REAL” AND BA
MEANS “PLACE”.

☀ IN GEMBA KAIZEN WE HAVE

TO GO AT THE REAL PLACE
AND OBSERVE.
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5S SYSTEM
 A way of organizing and managing the workspace and work flow with the intent to improve efficiency by eliminating waste
 Organization method that uses a list of five japanese words: seiri, seiton, seisō, seiketsu, and shitsuke. These have been translated as
"sort", "set in order", "shine", "standardize", and "sustain".

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KANBAN
 Project management method that helps visualize tasks.
 Visual information system established to maintain the discipline of a JIT system on the shop floor

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HEIJUNKA
 The Japanese word for “levelling.” Level scheduling is a type of production that purposely manufactures products in smaller batches by
sequencing varying products in the same process.
 Implementing heijunka requires you to set the pace of your manufacturing according to what’s known as takt time.

TAKT TIME
☀ The rate at which you need to complete a product
in order to meet customer demand (the average
time that passes between the beginnings of two
successive product units being manufactured).

☀ Takt time is to determined, by dividing the

available production time by the customer
demand.

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 TAKT TIME

☀ THE RATE AT WHICH YOU NEED TO

COMPLETE A PRODUCT IN ORDER
TO MEET CUSTOMER DEMAND (THE
AVERAGE TIME THAT PASSES BETWEEN THE
BEGINNINGS OF TWO SUCCESSIVE PRODUCT UNITS
BEING MANUFACTURED).

☀ TAKT TIME IS TO DETERMINED, BY

DIVIDING THE AVAILABLE
PRODUCTION TIME BY THE
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JUST-IN-TIME
 Management philosophy involving only producing a product when the customer wants it, in the amount the customer requested it and
sent to where they want it without it being hung up in inventory.

 Just in time helps improve inventory costs, reduce space, reduce lead time and increase productivity.

JUST-IN-TIME REQUIREMENTS LEAD TIME

☀ The amount of time that one piece takes to flow
completely through the process.
RELIABLE EQUIPMENT •WELL DESIGNED WORKSPACES
☀ The latency between the initiation and
completion of a process.

KAIZEN TEAMS DEFINE STANDARDS

USE KANBAN

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SMED
 Single-minute exchange of dies (SMED) is a process used to greatly reduce the time it takes to complete equipment changeovers.
 The smed process involves a series of steps or "elements", which are categorized in two types: internal and external. Internal elements need
to be completed while the equipment is stopped, while external elements can be completed while the equipment is running.
 The goals of smed is to have as many external elements as possible while streamlining and simplifying all other elements.
CHANGE-OVER
☀ The process of converting a line
or machine from running one
product to another.

SMED BENEFITS
 Decrease in manufacturing costs
 Lower inventory levels
 Improve machine start-ups
 Improve schedule flexibility & responsiveness to customer
demand

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 POKA-YOKE

 Japanese term translated to "mistake proofing“. It is a technique used to make sure the lean process produces quality products.
 It's purpose is to minimize or eliminate defects by preventing, correcting, or bringing to light any human errors that are occurring.

POKA-YOKE TYPES POKA-YOKE BENEFITS

• Contact method identifies defects by testing the product's

shape, size, color and physical makeup.  Elimination of certain quality control operations

 Lessening the number of repetitive operations

• Fixed-value method (constant number) sends out an alert to
the operator if a predetermined number of movements are
not executed.  Reduction in the number of product rejects

• Motion-step method (sequence) makes sure the  Prevent human error

predetermined number of steps for a particular process
have been followed.

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