= KAI = CHANGE= ZEN = GOOD(FOR THE BETTER)

= KAIZEN =CONTINUAL IMPROVEMENT

KAIZEN (Original Definition)

Lean - What is it ?

Lean Continual Improvement (at)Gemba the real place/ the work place.

Lean helps organization focus & improve:

Productivity Quality Cost Delivery Safety Morale Using Lean tools / paradigmsWhich in turn focuses on MUDAor Waste Elimination !Assist .. attain World Class Organisation

Process ImprovementsPeople InvolvementPhysical Workplace ImprovementsLeanfocuses on 3PsThe final objective being reforming ourORGANIZATIONS

Basic Concepts

Basis of LeanActivity = Useful work + Wasteful workActivity = Work + MudaLEAN attacks MUDAThe essential notion:All work can be improvedAll work processes contain wasteReducing or eliminating waste enhances customer service.

Lean focuses on

IdentifyingReducingEliminating Muda, from our Gemba through the use of specific Lean tools. (starting with common sense !)

Lean also Focuses on : Mura & Muri !Mura = Inconsistencies File cleared at times in 1 week or in 5 ! this is Mura.* At times 6 forms to be filled, some times only 2 - Mura

Happens sometimes.Happens some places.Happens to some people.

All this is Mura !Muri = Physical StrainBend to work?Bad chairs (back ache)Wasteful walk? far part locations ?Strain involved in locating !Repeat tiring action? All this is Muri

Process ImprovementObservationUse of New ParadigmsShort TimeZero InvestmentHuman Development & EmpowermentProfits & Savings - Plenty Lean What Is It ?

LEAN is: Focused Improvement.Improvement is different from Focused ImprovementPaper does not burn in sunlightPaper burnsImprovementFocused ImprovementImprovement is like sunlight: Lot of energy, but dispersed(wasted) Small improvements Slow progress.Focused improvement concentrates the energy: Little energy, but concentrated and aligned Enables significant (large) improvements Small time required Rapid progress Lean

Lean) - Typical MisconceptionsLean is for workers; It is not for managers Lean is SMALL improvements only

Lean is only a sort of implemented-suggestion scheme

Using LeanSTOP: if you want to use Lean for making small improvements continuously.

OK: if Lean for large improvements.

GO: if Lean in strategic areas.

What really is Lean?Extracting money by eliminating waste from process is Lean.

Lean is process improvement: which is significant (large) done in strategically important areas speedily in sustainable manner

Using data, not opinion. Using tools & techniques not anyhow.

Lean UmbrellaLeanTFM TPM TQM TSM THM

Lean is a Journey The Destination is to become a Lean Manufacturer or to attain the status of World Class Manufacturing (WCM) Any implemented improvement is Lean

Three Pillars Of Lean / Lean Mfg / W.C.MMudaElimination.CreateFlow

MuraElimination.No process inconsistenciesMove to 85% OEE.Equipment to be overall effective (robust)123

Towards an efficient and responsive Results for Effectiveness & Competitiveness PDCA Plan-Do-Check-ActSDCA Standardize-Do-Check-ActSDCAPDCASDCASDCAPDCALean follows a PDCA & SDCA Cycle

ASCDAPCDASCDAPCDTimeImprovementS: StandardizeD: DoC:CheckA:ActP: Plan D: DoC:CheckA:ActLean Process

Who should do Lean??

Maintenance(Current Status)

InnovationLean

Who should do Lean ??

Maintenance(Current Status)

InnovationLeanManagers have more scope to do LARGE Lean improvements; not workers!Lean introduction & direction should be top-down-- AVCI

Integrating Strategy, Policy Deployment & LeanBusiness Strategy FormulationWorld Class Manufacturing StrategyAnnual Policy DeploymentImplementation PlanCompetitive RealityOwn RealityVision as Goals and TargetsGap AnalysisVisionCatchball PDCA processGOTimeImprovement 3 - Kaizen StrategyToday 1 - Baseline2 - Vision for the FuturePast

Where Do You Start - From Top or Bottom?Change Culture First(Conventional way)Change System First(Lean Way)Lean Implementation

FOCUSSr.Mgmt.FrontLinesVALUE STREAM IMPROVEMENT(Elimination of Mudabetween operations)Lean FlowELIMINATION OF WASTE(Elimination of Muda within operations)Lean Process

Who should do Lean??

Maintenance(Current Status)

InnovationLean

Who should do Lean ??

Maintenance(Current Status)

InnovationLeanManagers have more scope to do LARGE Lean improvements; not workers!Lean introduction & direction should be top-down-- AVCI

Integrating Strategy, Policy Deployment & LeanBusiness Strategy FormulationWorld Class Manufacturing StrategyAnnual Policy DeploymentImplementation PlanCompetitive RealityOwn RealityVision as Goals and TargetsGap AnalysisVisionCatchball PDCA processGOTimeImprovement 3 - Kaizen StrategyToday 1 - Baseline2 - Vision for the FuturePast

Where Do You Start - From Top or Bottom?Change Culture First(Conventional way)Change System First(Lean Way)Lean Implementation

FOCUSSr.Mgmt.FrontLinesVALUE STREAM IMPROVEMENT(Elimination of Mudabetween operations)Lean FlowELIMINATION OF WASTE(Elimination of Muda within operations)Lean Process

Impact of Lean ImplementationTypical results of Lean workshops have been:50~70% reduction in processing time20~40% increase in efficiency20~40% savings in costs40%-60% reduction in errors50% release of spaceSignificant improvement in team spirit /moraleEmpowering of human resourceDiscovery of new capabilities

ADDVALUE ServicesVALUE ADDED COACHING-VACBUSINESS COACHINGLIFE COACHINGOperationExcellenceTeamExcellenceBusinessExcellenceCounsellingTherapyAstrologyAdding Value In Totality !!

Best Performing Consulting OrganizationAddValue at a glanceBusiness CoachingLife Coaching

Thank You

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