The Thinking Approach LEAN CONCEPTS , IL Holdings, LLC All rights reserved 1
|
|
- Maud Amber Cooper
- 7 years ago
- Views:
Transcription
1 The Thinking Approach LEAN CONCEPTS All rights reserved 1
2 Basic Thinking to Manage the Journey MANAGEMENT TACTICS OF A LEAN TRANSFORMATION All rights reserved 2
3 LEAN MANAGEMENT Two key questions What is it? How do we use it? Role of Lean Management UNDERSTANDING Fundamentals of Lean Management SKILLS LEAN TRANSFORMATION All rights reserved 3
4 Basic Thinking to Manage the Journey ROLE OF LEAN MANAGEMENT All rights reserved 4
5 ROLE OF LEAN MANAGEMENT Create vision of the ideal condition What can we do? What should we do? CURRENT CONDITION EVERY MINUTE EVERY DAY IDEAL CONDITION 1. Customer First Thinking 0 Defects 100% Efficiency 100% On Time 2. Human Development Career Opportunities Security Safety EVERY PERSON All rights reserved 5
6 DEVELOP THE CULTURE Develop a shop floor that can manage itself How do we accomplish this? 1. Create the need 2. Respond to the need 3. Motivate and structure to achieve the ideal 4. Reinforce ideal thinking though Organizational Culture All rights reserved 6
7 1 CREATE THE NEED Don t Increase CAPACITY Increase EFFICIENCY Demand Increase Kaizen Closer to ideal OA improvement Cost Profit Current Demand Future Demand Reduce waste Increase human capability All rights reserved 7
8 2 RESPOND TO THE NEED Efficiency focus brings problems to the surface The Shop Floor must manage itself by: Quality Problems People Sick Break Down New Hires Part Shortages 1. Solving problems quickly, effectively, and permanently Repairs Volume Change 2. Developing all team members to able to respond to any situation Requires urgency to correct All rights reserved 8
9 EFFECTIVE PROBLEM SOLVING See the problem Actively expose problems 2 1 Call for help 3 Quick Response Find the point of occurrence and determine true root cause Solve the problem Solve problems 1x1 4 Countermeasure All rights reserved 9
10 HUMAN DEVELOPMENT Effective problem solving creates developed people Practical Problem Solving Supplie r Interna l Process Bad Compo nent POINT OF CAUSE Human capacity is a priceless asset ROOT CAUSE: Why did this happen? ROOT CAUSE: Why was this passed? KEY POINT: Maximum benefit from an organization full of capable problem solvers All rights reserved 10
11 DEVELOPING TEAM MEMBERS Short term [New hires, Transfers, etc] Team Leader Role of Team Leader Directly support work process to maintain quality, on time delivery, and safety until Team Member is leveled up All rights reserved 11
12 SUPPORTING TEAM LEADERS Team Leader Group Leader Role of Group Leader Work with team leaders to solve problems and develop team members Team Leader Team Leader All rights reserved 12
13 HUMAN DEVELOPMENT Long term development of capability Role of Team Leader Plan to create full cross functional skill set on team Role of Group Leader Plan to create full cross functional skill set in group T/L Team Leader G/L Team Leader Create broader understanding of organization 2. Create flexibility in quickly learning new things All rights reserved 13
14 HOW TO DEVELOP Cascade Method Reflect Top Mgmt Act Learning and knowledge shared down through entire organization Reflect Middle Mgmt Act Reflect Floor Act All rights reserved 14
15 3 STRIVING TO THE IDEAL SUPPORT THE SHOP FLOOR 1. Accurate motivation 2. Additional support structure(s) All rights reserved 15
16 ACCURATE MOTIVATION True performance indicators Represent full production picture Capture all potential waste Sample Indicator Production Efficiency = UNIT TIME Time required to produce each unit 0.25 hours/unit UNITS PRODUCED Total production quantity per interval 50 units/batch TOTAL HOURS WORKED Unit Time X Units Produced Total Hours Worked Example Work time per interval 13 hours Production Efficiency = 0.25 X = 96% All rights reserved 16
17 REPRESENT THE FULL PICTURE UNIT TIME TRADITIONAL THINKING Wait on machine MAN MACHINE UNIT TIME = Man + Machine = 0.25 hours LEAN THINKING Can do other work MAN MACHINE UNIT TIME = Man = hours All rights reserved 17
18 REPRESENT THE FULL PICTURE UNITS PRODUCED TRADITIONAL THINKING QTY = Ship + Scrap + Rework = 50 Rework LEAN THINKING QTY = Ship = 42 A A B B C C Inspect Ship Scrap All rights reserved 18
19 REPRESENT THE FULL PICTURE TOTAL HOURS WORKED TRADITIONAL THINKING TOTAL HOURS = Direct labor only = 13 hours LEAN THINKING TRADITIONAL THINKING Customer Order FABRICATION Prod Wthdwl LEAN THIN KING TOTAL HOURS = System labor = 17 hours ASSEMBLY LINE SHIPPING Wthdwl Prod All rights reserved 19
20 REPRESENT THE FULL PICTURE Sample Indicator Production Efficiency = Unit Time X Units Produced Total Hours Worked TRADITIONAL THINKING Production Efficiency = 0.25 X = 96% LEAN THINKING Production Efficiency = X = 31% All rights reserved 20
21 ADDITIONAL SUPPORT SUPPORT: Production Control Quality Control Maintenance HR Materials Purchasing PRODUCTION: Team Members Team Leaders Group Leaders Asst Managers Lean Office LEAN COORDINATOR Lean Planning Team Kaizen Team SAMPLE ORG CHART PLANT MANAGEMENT OPERATIONS MANAGEMENT TOP MANAGEMENT KEY ROLES Planning team develops ideal condition vision Kaizen team can make it happen All rights reserved 21
22 VALUE OF THE LEAN OFFICE SUPPORT THE SHOP FLOOR Create focus on stability and efficiency Support discipline needed to manage system Technical support HUMAN DEVELOPMENT Develop and share knowledge through organization Develop enthusiasm for a Lean culture All rights reserved 22
23 4 REINFORCE IDEAL THINKING Through ORGANIZATIONAL CULTURE 1. What is Organizational Culture? 2. What is needed for a Lean Culture? 3. How can we change Culture? DISCUSSION POINTS All rights reserved 23
24 CLOSING DISCUSSION QUESTIONS All rights reserved 24
25 The Thinking Approach LEAN CONCEPTS All rights reserved 25
26 Basic Thinking to Manage the Journey MANAGEMENT TACTICS OF A LEAN TRANSFORMATION All rights reserved 26
27 LEAN MANAGEMENT Two key questions What is it? How do we use it? Role of Lean Management UNDERSTANDING Fundamentals of Lean Management SKILLS LEAN TRANSFORMATION All rights reserved 27
28 Basic Thinking to Manage the Journey FUNDAMENTALS OF LEAN MANAGEMENT All rights reserved 28
29 FUNDAMENTALS OF LEAN MANAGEMENT 1. Define Our Goals 2. Grasping Current Condition 3. Support Kaizen Improvements 4. Control with Standardization 5. Sustainable Improvement 6. Fundamentals Summary All rights reserved 29
30 1 DEFINING GOALS How do we accomplish this? CUSTOMER FIRST THINKING WE MUST UNDERSTAND: Who is the customer? What is my customer s demand? How will I meet this demand? All rights reserved 30
31 WHO IS THE CUSTOMER? Any person, group, process, or system that requires information or material from you should be considered the customer DEFINING GOALS All rights reserved 31
32 WHAT IS MY CUSTOMER S DEMAND? Demand is: What the customer wants When they want it In the quantity they want it At the price they want to pay for it Qualify Demand: Customer Demand GOALS DEFINING GOALS All rights reserved 32
33 TRANSLATE DEMAND TO GOALS The PERFORMANCE MATRIX aligns goals with demand Goals meet demand of higher process KEY POINT: Goals drive targets of lower process DEFINING GOALS Goal alignment moves an organization forward together! All rights reserved 33
34 HOW WILL I MEET THIS DEMAND? Goals TARGETS Targets MUST be quantifiable Targets MUST have a completion timeline Vague or behavioral targets cannot be achieved DEFINING GOALS All rights reserved 34
35 CONDITION HOW TO SET A TARGET Gap between target and ideal closed with future activity CONTINUOUS IMPROVEMENT Ideal Condition Target Condition Target Gap Total Problem Gap Current Condition TIME DEFINING GOALS All rights reserved 35
36 WHAT MAKES A GOOD TARGET? Use the ACORN TEST to ensure achievable targets A. Is the target an Accomplishment or a behavior? Create 10 more reports per hour VS. Work longer hours C. Do those working on the target have Control over it? Can a machine operator improve sales directly? O. Does the target contribute to the overall Objective(s)? Does it align with higher goals or is it stand alone? R. Can the target be Reconciled with outside goals? Does meeting this target negatively impact something else? N. Can the target be measured with a Number? Improve number of reports hourvs. Improve throughput DEFINING GOALS All rights reserved 36
37 Production Lead Time in Days 2 GRASPING CURRENT CONDITION Start measuring performance Establish the current condition Analyze the gap between current condition and the target Determine the improvement Weekly BT Chamber Production Lead Time By Month New schedules introduced Cabinet, FA, Test rebalanced Expanded Attempted ambient room cabinet operational Eliminated rebalance process downtime Apr-Jun '10 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Month All rights reserved 37
38 Percent of On Time Shipments Production Lead Time in Days MEASURE OUR PERFORMANCE WHY DO WE MEASURE? 1. To understand performance over time 2. To establish a base line 3. To track progress HOW DO WE MEASURE? Weekly BT Chamber Production Lead Time By Month New schedules introduced Cabinet, FA, Test rebalanced Expanded Attempted ambient room cabinet operational Eliminated rebalance process downtime Apr-Jun Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov '10 Month KPI: A visual means to track 100.0% 90.0% New performance over time BT Weekly On Time Shipments We use Key Point Indicators (KPI) 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% Inventory Chambers 10.0% KEY POINT: 0.0% Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec There MUST be some means to track progress toward every target that is set Month GRASPING CURRENT CONDITION All rights reserved 38
39 DEFINE CURRENT CONDITION WHAT IS THE CURRENT CONDITION? Our performance today Yesterday s Condition WHY CURRENT CONDITION? Today s Condition WHAT ABOUT HISTORY? Gives insight to stability Shows long term trends A NIMBLE ORGANIZATION Improving Yesterday May not improve today HOW CURRENT IS CURRENT? The goal is to check performance as frequently as possible GRASPING CURRENT CONDITION All rights reserved 39
40 MEASURE OUR STABILITY HOW STABLE IS OUR CURRENT PROCESS? A STABLE process must be leveled up to improve performance An UNSTABLE process can be improved by controlling variation First Shift PIP STABILITY 20 Second Shift HOW DO WE MEASURE OUR STABILITY? We use Potential to Improve Performance (PIP) Compares the average to the best performance PIP = Best Performance Average Performance PIP = = 1.6 STABILITY PIP PIP = = 1.01 A PIP of 1 = Perfectly Stable Process GRASPING CURRENT CONDITION All rights reserved 40
41 Production Lead Time in Days ANALYZE THE GAP Weekly BT Chamber Production Lead Time By Month Quantify the gap between current condition and our target How far do we have to go to reach our target? Develop a tangible metric Days Hours Sales dollars Etc New schedules introduced Cabinet, FA, Test rebalanced Expanded Attempted ambient room cabinet operational Eliminated rebalance process downtime Apr-Jun Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov '10 Month CURRENT CONDITION GRASPING CURRENT CONDITION TARGET CONDITION All rights reserved 41
42 PRIORITIZE TARGETS The PERFORMANCE AUDIT helps understand what targets to work toward first DEFINE 1. Identify goals 2. Develop targets 3. Understand the impact of not meeting targets MEASURE 1. Best performance 2. Average performance 3. Unit value or cost 4. Quantity of units 5. Calculate total and PIP ANALYZE 1. Stability -ORlevel up 2. Which targets yield biggest gains GRASPING CURRENT CONDITION PRIORITIZE BIG GAINS All rights reserved 42
43 SAMPLE AUDIT ANALYZE THE RESULTS Chase the big fish Two Goals Measure the process stability Find the total current cost Calculate PIP and values Five Targets Quantify unit cost and volume GRASPING CURRENT CONDITION Value of Stability = Total 1 1 PIP All rights reserved 43
44 Production Lead Time in Days DETERMINE THE IMPROVEMENT Weekly BT Chamber Production Lead Time By Month New schedules introduced Attempted cabinet rebalance Cabinet, FA, Test rebalanced Eliminated process downtime Expanded ambient room operational QUANTIFIED GAP Apr-Jun Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov '10 Month CURRENT CONDITION Eliminating the gap achieves targets and meet goals TARGET CONDITION How do we accomplish this? KAIZEN GRASPING CURRENT CONDITION All rights reserved 44
45 3 KAIZEN IMPROVEMENT Motivate Management Develop HUMAN RESOURCE MATERIALS METHODS TOOLS Improvements ENGAGE RESOURCES TO KAIZEN Target DIRECT MANAGEMENT KAIZEN [Continuous Improvement] Gap Current Condition Time SUPPORT KAIZEN IMPROVEMENTS All rights reserved 45
46 EFFECTIVE HUMAN KAIZEN HOW DO WE CHANGE BEHAVIOR? S STIMULUS R RESPONSE S D R S R The BEHAVIOR MODEL builds processes that create competent performance Understand the stimulus Be capable of responding Reinforce the correct response WELL DESIGNED ENVIRONMENT DEVELOPED PEOPLE COMPETENT PERFORMANCE SUPPORT KAIZEN IMPROVEMENTS All rights reserved 46
47 Percent of On Time Shipments CONFIRMING RESULTS ASSESS PERFORMANCE AFTER KAIZEN Kaizen Event BT Weekly On Time Shipments 100.0% 90.0% New 80.0% 70.0% 60.0% 50.0% Inventory Chambers 40.0% 30.0% 20.0% 10.0% 0.0% Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Month YES Did we meet our target? NO Quantify Gap BEFORE AFTER 1. Kaizen creates before and after condition 2. Determine a point in time to check results Control Success Correct the Defect(s) SUPPORT KAIZEN IMPROVEMENTS All rights reserved 47
48 4 CONTROL WITH STANDARDIZATION Why standardization? How do we sustain the standard? Standardization summary All rights reserved 48
49 Improvement WHY STANDARDIZATION? Key Point Standardization helps sustain current improvements while creating a foundation to support future improvements S = Standardization K = Kaizen S K S K K S S K K K K K K Lean Thinking Time Traditional Thinking All rights reserved 49
50 WHAT IS STANDARDIZATION? Defines what is required to perform a job task (Who/What/Where/Why/When) The standard is a common language between processes Makes problems easy to see Create Standardized Work STANDARDIZATION All rights reserved 50
51 WHAT IS STANDARDIZED WORK? The most efficient work flow Safety Quality Lead Time Quantity Cost Human Movement STW Components Takt Time Work Sequence Element Times In-process Stock STANDARDIZATION All rights reserved 51
52 WHAT MAKES A GOOD STANDARD? Use the RUMBA TEST to ensure sustainable standards R. Reasonable: Is the standard based on a realistic assessment? Does is relate directly to the customer s needs? U. Understandable: Is the standard clearly defined so there can be no disagreement over interpretation? M. Measurable: Can we objectively measure performance against the standard? B. Believable: Can people buy into the standard? Is it something team members can strive to meet? A. Attainable: Is the standard something that can be reached? STANDARDIZATION All rights reserved 52
53 SUSTAIN THE STANDARD Confirm Expectations Process Audits Support both ways Visual Management KEY POINT: Frequently confirming expectations creates sustainment All rights reserved 53
54 AUDIT EXPECTATIONS Accountability: TOP DOWN What is an Audit? A scheduled review of condition(s) that checks: 1. Is condition normal or abnormal 2. Is status ahead or behind BENEFITS Constant feedback to T/M s Visibility for management Confirmation of expectations MANAGEMENT Audit of Processes PRODUCTION STANDARDIZATION Create accountability All rights reserved 54
55 VISUAL MANAGEMENT Visual Management facilitates the audit 1. Normal <> Abnormal Can we SEE problems? ABNORMAL NORMAL 2. Ahead <> Behind Can we SEE status? BENEFITS Identify small problems at the point of occurrence Prevent development of big problems 1 UNIT Behind Condition 2 UNITS Normal Condition 2+ UNITS Ahead Condition PROACTIVE PROBLEM SOLVING STANDARDIZATION All rights reserved 55
56 STANDARDIZATION SUMMARY KEY POINTS 1. A standard that is managed by correcting abnormal conditions creates stability 2. An improvement is not permanent until it is stable and repeatable! STANDARDIZATION All rights reserved 56
57 5 SUSTAINABLE IMPROVEMENT How do we reach our ultimate goals? Small improvements create large improvements Sustainability summary All rights reserved 57
58 CONDITION HOW TO REACH ULTIMATE GOALS? We know where we are but how do we get to where we ultimately want to be? Continue to improve with repeated Kaizen Target Condition Target Gap Ideal Condition Total Problem Gap 1. We can t always reach our goal in one step 2. If we change too much too fast we can t judge what worked and what didn t Current Condition TIME SUSTAINABLE IMPROVEMENT All rights reserved 58
59 Production Lead Time in Days SMALL IMPROVMENTS ADD UP MAKE A GRADUAL SERIES OF SMALL IMPROVEMENTS SUSTAINABLE IMPROVEMENTS STABILITY 1. Start with a stable process 2. We quantify how much the improvement will help 3. Make the improvement 4. Reestablish a stable process after making the change 5. Confirm we reached our expected results with KPI s STABILITY KAIZEN STABILITY KAIZEN Must have stable starting condition to build from Weekly BT Chamber Production Lead Time By Month New schedules introduced Cabinet, FA, Test rebalanced Expanded Attempted ambient room cabinet operational Eliminated rebalance process downtime Apr-Jun '10 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov SUSTAINABLE IMPROVEMENT Month All rights reserved 59
60 SUSTAINABILITY SUMMARY Making small improvements, reestablishing stability, confirming results with KPI s, and then repeating builds sustainable improvement! STABLE PROCESS [PLAN] KAIZEN IMPROVEMENT [DO] CONFIRM RESULTS [ADJUST] ESTABLISH STABILITY [CHECK] SUSTAINABLE IMPROVEMENT All rights reserved 60
61 6 FUNDAMENTALS SUMMARY 1. Customer First Thinking Define the Customer Quantify Demand Set Targets 2. Grasp the Current Condition 3. Kaizen Improvement 4. Standardize Success Measure Performance Establish Baseline Quantify Gap Eliminate Gap Confirm Improvement Create New Standard Audit Standard All rights reserved 61
62 FUNDAMENTALS SUMMARY CONTINUOUS REPETITION 1. Customer First Thinking Define the Customer Quantify Demand Set Targets 2. Grasp the Current Condition Measure Performance Establish Baseline Quantify Gap 3. Kaizen Improvement 4. Standardize Success Eliminate Gap Confirm Improvement Create New Standard Audit Standard CONTINUOUS IMPROVEMENT All rights reserved 62
63 FINAL THOUGHT - RESPECT FOR PEOPLE - Stay focused from the ground up T/M s own their processes [Experts] T/M s are empowered to solve their problems Organization benefits the most from a factory full of problem solvers The feedback, perspective, and expertise of an engaged work force is critical to creating Effective Sustainable Improvements All rights reserved 63
64 CLOSING DISCUSSION QUESTIONS All rights reserved 64
Training Pack. Key Performance Indicators - KPI s
Training Pack Key Indicators - KPI s Aims & Objectives Target Audience : Site Management to Team Leaders Purpose of Module :To ensure employees have the skills to quantify impact, and provide timely direction
More informationAT&T Global Network Client for Windows Product Support Matrix January 29, 2015
AT&T Global Network Client for Windows Product Support Matrix January 29, 2015 Product Support Matrix Following is the Product Support Matrix for the AT&T Global Network Client. See the AT&T Global Network
More informationLEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0
MODULE 1 LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0 1. Cultural Enablers 15% 20% 25% 1.1. Principles of Cultural Enablers 3% 4% 5% 1.1.1. Respect for the individual 1.1.2. Humility 1.2. Processes
More informationLean Silver Certification Blueprint
The Lean Certification Blueprint provides additional useful information beyond the Body of Knowledge. The Body of Knowledge specifies the competencies, topics, and subtopics required by different types
More informationAnalysis One Code Desc. Transaction Amount. Fiscal Period
Analysis One Code Desc Transaction Amount Fiscal Period 57.63 Oct-12 12.13 Oct-12-38.90 Oct-12-773.00 Oct-12-800.00 Oct-12-187.00 Oct-12-82.00 Oct-12-82.00 Oct-12-110.00 Oct-12-1115.25 Oct-12-71.00 Oct-12-41.00
More informationEnhance Production in 6 Steps Using Preventive Maintenance
Enhance Production in 6 Steps Using Preventive Maintenance 1 Enhance Production in 6 Steps Using Preventive Maintenance Preventive Maintenance (PM) is 30% less expensive than reactive approaches Using
More informationCOMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS*
COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun
More informationCOMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS*
COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun
More informationWHO S GOT THE BALL? THE CHALLENGE OF ALIGNMENT
1 WHO S GOT THE BALL? THE CHALLENGE OF ALIGNMENT Roger E Olson ASQ 0701 October 30, 2015 2 On Change There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its
More information7 Characteristics of High Performing Firms. Smartsoftware Seminar
7 Characteristics of High Performing Firms Smartsoftware Seminar Key Characteristics 1. Rock Solid Reputation 2. Determined Leadership 3. Enlightened Management 4. Well Managed Projects 5. Innovative Culture
More informationUtilizing a Lean Management System to Sustain a Lean Culture
Utilizing a Lean Management System to Sustain a Lean Culture ASQ Lean Six Sigma Conference 2009 Hank Czarnecki LEANHANK@AUBURN.EDU (334) 524-2103 WWW.AUBURNWORKS.ORG If Lean Enterprise is so great Why
More informationA BEST Case: Forecast Improvement Project. A Tale of Two BUs
A BEST Case: Forecast Improvement Project A Tale of Two BUs Green Belt Project Scope: EUR Region Two Business Units with distinct supply chains Goal: Accuracy improvement by Q3 2013 Workshop in Nov 2013
More informationLean Management Standards: Manufacturing
Leader Standard Work. Do leaders have standard work? Do they follow it? Do you carry it with you as a routine? Do you have it with you now?. Is leader standard work regularly reviewed for updating? Has
More informationTraining Pack. Kaizen PDCA ( Plan / Do / Check / Act )
Training Pack Kaizen PDCA ( Plan / Do / Check / Act ) Introductions Name Department Current knowledge of Plan Do Check Act Aims & Objectives Target Audience : All! Purpose of Module : To train the delegates
More informationFCR The Driver of All Other Metrics
1 At SQM, we measure all major voice of the customer (VoC) metrics, such as customer satisfaction (Csat), ease of effort, net promoter score (NPS) and word of mouth index (WoMI). SQM also measures moments
More informationFEEDBACK from Higher Learning Commission Review - October 2015
FEEDBACK from Higher Learning Commission Review - October 2015 Title SARS - Early Alert and Scheduling System Category 1-Helping Students Learn Timeline 1: CURRENT PROJECT STATUS SUMMARY General Project
More informationLean Daily Management (LDM) Ralph Seely Lean Consultant (206) 701-3382 http://www.pointb.com
Lean Daily Management (LDM) Ralph Seely Lean Consultant (206) 701-3382 http://www.pointb.com Overview Lean Daily Management (LDM) is the system that allows you to deliver customer value through proper
More informationWhat is Lean Manufacturing?
What is Lean Manufacturing? Levantar March 2012 www.levantar.co.uk info@levantar.co.uk Lean Guides for other sectors are available on our website www.levantar.co.uk e.g. Lean Office, Lean Legal, Lean Engineering
More informationThe Introduction of a New Performance Management System. for Administrative & Professional, and Exempt Employees at Brock University
The Introduction of a New Performance Management System for Administrative & Professional, and Exempt Employees at Brock University Your Role Today In your day-to-day activities you may wear many different
More informationCase 2:08-cv-02463-ABC-E Document 1-4 Filed 04/15/2008 Page 1 of 138. Exhibit 8
Case 2:08-cv-02463-ABC-E Document 1-4 Filed 04/15/2008 Page 1 of 138 Exhibit 8 Case 2:08-cv-02463-ABC-E Document 1-4 Filed 04/15/2008 Page 2 of 138 Domain Name: CELLULARVERISON.COM Updated Date: 12-dec-2007
More informationIR Best Practice & the Tools Needed to Achieve it
IR Best Practice & the Tools Needed to Achieve it Belgrade March 2011 Andrew Crockett Senior Specialist Corporate Services Thomson Reuters INTRODUCING THOMSON REUTERS We provide intelligent information
More informationBusiness Improvement. Intro. The shining of the compass metal needle. The one leading all the individual units of the fleet toward the same goal.
Business Improvement The shining of the compass metal needle. The one leading all the individual units of the fleet toward the same goal. Intro Symbol is a leading service provider and trainer in process
More informationValue Stream Mapping
Value Stream Mapping 1 Value Stream Mapping Definition Value Stream Mapping (VSM): Special type of flow chart that uses symbols known as "the language of Lean" to depict and improve the flow of inventory
More informationBasic Project Management & Planning
Basic Project Management & Planning Dr. David K. Potter Director & Don Pether Chair in Engineering and Management em4a03@mcmaster.ca 1 What is Project Management? A set of principles, methods, tools, and
More informationHow to Initiate and Sustain Lean Process Improvement
How to Initiate and Sustain Lean Process Improvement Gary Sheehan, MBA President and Chief Executive Officer Cape Medical Supply, Inc. HOMES Annual Meeting May 19th, 2014 Newport, RI Learning Objectives
More informationProject Management for Process Improvement Efforts. Jeanette M Lynch CLSSBB Missouri Quality Award Examiner Certified Facilitator
Project Management for Process Improvement Efforts Jeanette M Lynch CLSSBB Missouri Quality Award Examiner Certified Facilitator 2 Project and Process Due to the nature of continuous improvement, improvement
More informationThe fact is that 90% of business strategies are not implemented through operations as intended. Overview
Overview It is important to recognize that a company s network determines its supply chain efficiency and customer satisfaction. Designing an optimal supply chain network means the network must be able
More informationSTANDARDIZED WORK 2ND SESSION. Art of Lean, Inc. 1 www.artoflean.com
STANDARDIZED WORK 2ND SESSION 1 STANDARDIZED WORK AND WORK STANDARDS - SESSION 2 AIM (1) Understand the Importance of Standardization in TPS (2) Introduce Various Standards Sheets and Basics of Creation
More informationEnhanced Vessel Traffic Management System Booking Slots Available and Vessels Booked per Day From 12-JAN-2016 To 30-JUN-2017
From -JAN- To -JUN- -JAN- VIRP Page Period Period Period -JAN- 8 -JAN- 8 9 -JAN- 8 8 -JAN- -JAN- -JAN- 8-JAN- 9-JAN- -JAN- -JAN- -JAN- -JAN- -JAN- -JAN- -JAN- -JAN- 8-JAN- 9-JAN- -JAN- -JAN- -FEB- : days
More informationTPM at the heart of Lean - March 2005 Art Smalley
TPM at the heart of Lean - March 2005 Art Smalley Total Productive Maintenance (TPM) has been a very important tool for equipment intensive manufacturing sectors. It is a key means for increasing machine
More informationWelcome! First Steps to Achieving Effective Inventory Management
Welcome! First Steps to Achieving Effective Inventory Management Tuesday, January 25, 2011 10 a.m. 11 a.m. EST Housekeeping Items This meeting will run for approximately one hour. Submit all questions
More informationImproving Management Review Meetings Frequently Asked Questions (FAQs)
Improving Management Review Meetings Frequently Asked Questions (FAQs) Questions from Conducting and Improving Management Review Meetings Webinar Answers provided by Carmine Liuzzi, VP SAI Global Training
More informationInternal audit strategic planning Making internal audit s vision a reality during a period of rapid transformation
2015 State of the Internal Audit Profession Study Internal audit strategic planning Making internal audit s vision a reality during a period of rapid transformation 68% of companies have gone through or
More informationSeradex White Paper A newsletter for manufacturing organizations April, 2004
Seradex White Paper A newsletter for manufacturing organizations April, 2004 Using Project Management Software for Production Scheduling Frequently, we encounter organizations considering the use of project
More informationHoshin Training. Supplier Workshop Presented by Mark Underwood 5/1/2014
Hoshin Training Supplier Workshop Presented by Mark Underwood 5/1/2014 What is Hoshin? Hoshin is a form of Strategic Planning. Some of the key benefits of Hoshin activity are: 1. Creates an established
More informationHow to develop a small business marketing plan
How to develop a small business marketing plan Introduction This template has been designed to assist you in the development of your marketing plan. Once you have undertaken each of the activities in this
More informationPractical Applications for Clinical Demand and Operations Planning
Practical Applications for Clinical Demand and Operations Planning Randy Schwemmin Genentech Clinical Demand and Supply Planning Biotech Supply Chain Academy 8 November 2011 Agenda Vision for Clinical
More informationCreating a robust asset management strategy to optimise asset performance and improve asset reliability
N o v e m b e r, 2 0 1 5 Creating a robust asset management strategy to optimise asset performance and improve asset reliability Nick Tompkins Technical Manager Asset Management November, 2015 1 Asset
More informationBusiness improvement workshops
Business improvement workshops Performance Workshops Meet the challenge to improve performance After attending a SR Operational Boot Camp put on by the Strategic Business Services Division we immediately
More informationStandard of measurement by which efficiency, performance, progress, or quality of a plan, process, or product can be assessed 1.
Meaningful Metrics What is a Metric? Standard of measurement by which efficiency, performance, progress, or quality of a plan, process, or product can be assessed 1. A quality metric is a measurement of
More informationThe Benefits of PLM-based CAPA Software
For manufacturers in industries that produce some of the world s most complex products, effective quality management continues to be a competitive advantage. Whether in automotive, aerospace and defense,
More informationEffective Process Planning and Scheduling
Effective Process Planning and Scheduling The benefits of integrated planning and scheduling developed in the olefins industry extend into many areas of process manufacturing. Elinor Price, Aspen Technology
More informationWHITE PAPER. The Lean Workforce. Applying Lean principles to improve workforce management
WHITE PAPER The Lean Workforce Applying Lean principles to improve workforce management Lean Enterprise A business system for organizing and managing product development, operations, suppliers, and customer
More informationPROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME
PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME DEFINITIONS OF ENGAGEMENT The concept of employee engagement has received growing interest recently, with a range of research into what engagement is
More informationBusiness Process Optimization w/ Innovative Results
Business Process Optimization w/ Innovative Results Sam DiSalvatore Introduction The principle of continuous process improvement is based on the belief that even excellent products and services can be
More informationRoles: Scrum Master & Project Manager
Roles: Scrum Master & Project Manager Scrum Master: Facilitate collaborative meetings Track team performance Remove impediments (Risk, Issue) Validate team alignment to Agile framework and scope Drive
More informationIntegrating Leader Standard Work with Visual Management Tools. with Joe Murli
Integrating Leader Standard Work with Visual Management Tools with Joe Murli Housekeeping To enlarge slides, use the magnifying glass icon just beneath the slides and to the right on your display console
More informationBasic concepts of Lean Manufacturing
T H E P R O D U C T I O N S Y S T E M D O C T O R S O F F I C E - W W W.TWINETWORK.COM 1 / 1 1 Basic concepts of Lean Manufacturing LEAN MANUFACTURING...2 THE GOALS OF LEAN MANUFACTURING...2 Cost Reduction
More informationMetrics-Based Process Mapping (MBPM)
Metrics-Based Process Mapping (MBPM) ASQ Lean Six Sigma Conference March 2, 2009 Company LOGO Learning Objectives The difference between a value stream map and a metrics-based process map. Key time and
More informationA Model to Develop and Use Risk Contingency Reserve
A Model to Develop and Use Risk Contingency Reserve NK Shrivastava, PMP, RMP, ACP, CSM, SPC CEO/Consultant/Agile Coach - RefineM Agenda 1. Your Expectations from this Presentation 2. Introduction Myself
More informationSupplier Rating System
Supplier Rating System Supplier Manual Presented by Admiral Tool & Manufacturing Purchasing and Quality WI-PU-06-002 Rev. Lev. 003 Rev. Date 02/06/2003 1 Table of Contents Introduction 3 Scoring Criteria
More informationThe Main Page of RE STATS will provide the range of data at the very top of the page.
RE STATS Navigator can be accessed from Tempo under the Financials Tab at the top. It will be your bottom option under the drop down menu. The Main Page of RE STATS will provide the range of data at the
More informationSC21 Manufacturing Excellence. Process Overview
SC21 Manufacturing Excellence Process Overview Prepared by:- The SC21 Performance, Development and Quality (PDQ) Special Interest Group (SIG) Acknowledgement The scoring methodology used in the Management
More informationPerfecting Strategy Execution. Success through Hoshin Kanri
Perfecting Strategy Execution Success through Hoshin Kanri 1 Anthony Shingleton, Principal, BMGI European Director for Strategy and Hoshin ning Execution Country Manager for France and United Kingdom Confirmed
More informationTHE SOUTH AFRICAN HERITAGE RESOURCES AGENCY MANAGEMENT OF PERFORMANCE INFORMATION POLICY AND PROCEDURES DOCUMENT
THE SOUTH AFRICAN HERITAGE RESOURCES AGENCY MANAGEMENT OF PERFORMANCE INFORMATION POLICY AND PROCEDURES DOCUMENT ACCOUNTABLE SIGNATURE AUTHORISED for implementation SIGNATURE On behalf of Chief Executive
More informationMGH Gemba Walks Go and See
MGH Gemba Walks Go and See Gerry Cronin Kaizen Promotion Office Manager Center for Comparative Medicine Massachusetts General Hospital Boston, MA Pre-AALAS Lean Management Satellite Symposium October 2,
More informationProductivity Improvement Through Performance Management
Productivity Improvement Through Performance Management Dave Gregory Director Industrial Engineering Maple Leaf Consumer Foods Brian Stephens Senior Industrial p Engineer Maple Leaf Consumer Foods Performance
More informationA Sheet Plant s Lean Journey
Article Heading Jamestown Container provides a closer look at how its Cleveland, Ohio, plant is tackling lean manufacturing. By Jackie Schultz, Editor A Sheet Plant s Lean Journey ONCE A QUARTER THROUGHOUT
More informationSustainable Lean Culture: Connecting the Product and People Value Streams
Sustainable Lean Culture: Connecting the Product and People Value Streams Mike Hoseus Author, President, Lean Culture Enterprises Executive Director, Center for Quality People & Organizations (CQPO) mike.hoseus@gmail.com
More informationStrategic HR Partner Assessment (SHRPA) Feedback Results
Strategic HR Partner Assessment (SHRPA) Feedback Results January 04 Copyright 997-04 Assessment Plus, Inc. Introduction This report is divided into four sections: Part I, The SHRPA TM Model, explains how
More informationEnterprise Risk Management VCU Process
VCU Process What is Enterprise Risk Management? An organization-wide systematic approach to identify and tactically manage risk. A best practice to prioritize risk and implement processes to monitor risk.
More informationOptimising Your EAMS through Business Processes. Wyhan Jooste wyhanj@pragmaproducts.com
Optimising Your EAMS through Business Processes Wyhan Jooste wyhanj@pragmaproducts.com Presentation Overview Definitions and terminology What is a successful EAMS? Why EAMS implementations fail The benefit
More informationAnalyzing price seasonality
Analyzing price seasonality Asfaw Negassa and Shahidur Rashid Presented at the COMESA policy seminar Food price variability: Causes, consequences, and policy options" on 25-26 January 2010 in Maputo, Mozambique
More informationOffice of Emergency Management Santa Monica, CA October 2014 Page 1. Public Safety Consolidation Communications Implementation Plan
Page 1 Public Safety Consolidation Communications Implementation Plan Page 2 Overview The mission of the is to protect the community of Santa Monica from the loss of life and property in the event of a
More informationPdM Overview. Predictive Maintenance Services
PdM Overview Predictive Maintenance Services Objective Assessments Maximize Uptime, Lower Costs Predictive Maintenance (PdM) solutions from Rexnord Industrial Services help manage the condition of your
More informationThe Two Key Criteria for Successful Six Sigma Project Selection Advantage Series White Paper By Jeff Gotro, Ph.D., CMC
The Two Key Criteria for Successful Six Sigma Project Selection Advantage Series White Paper By Jeff Gotro, Ph.D., CMC Introduction Encouraged by the results of Six Sigma deployment at Motorola, AlliedSignal
More informationEvery Student I Every Day I Every Possibility
For the Facilities Master Plan March 4, 2015 1 Introduction This has been prepared to describe a proposed process to be implemented in order to develop comprehensive Facility Master Plans for all schools
More information4/1/2009. Short-termterm
Hi, my name is Susan ITIL in the Workplace The Practical Application of a Best Practice Framework Susan Ryan April 3, 2009 IT industry worker for over 25 years ITIL v2 Manager Certified itsmf Minnesota
More informationABB Process Automation Service Services that add life to your systems and processes
ABB Process Automation Service Services that add life to your systems and processes Services that add life to your systems and processes ABB has world-class experience in specifiying, installing, maintaining,
More informationProcess Improvement Program Project Process
Process Improvement Program Project Process 1 P a g e 12/3/2014 The Process Improvement Program is part of the City of Fort Lauderdale s FL 2 STAT Approach to Exponential Improvement. Its objective is
More informationJakarta, 16 October 2012. Dr. Sonny Irawan
How to Manage KPI to become Effective Enterprise Jakarta, 16 October 2012 Dr. Sonny Irawan ENTERPRISE EFFECTIVENESS Definition where every business process is working at peak efficiency and perfectly aligned
More informationAcademic Calendar 2015-2018 Arkansas State University - Jonesboro
Shared Governance Proposal Any constituent (individual or group) may submit a proposal into the shared governance process. In order to be considered, each proposal must contain the following and be directed
More informationTop reasons why ekanban should be a key element of your lean manufacturing plan
Infor ERP Top reasons why ekanban should be a key element of your lean manufacturing plan Table of contents Executive summary... 3 Reactive manufacturing model... 4 Move over manual Kanban... 6 Electronic
More informationAnatomy of an Enterprise Software Delivery Project
Chapter 2 Anatomy of an Enterprise Software Delivery Project Chapter Summary I present an example of a typical enterprise software delivery project. I examine its key characteristics and analyze specific
More informationLean Six Sigma Black Belt Body of Knowledge
General Lean Six Sigma Defined UN Describe Nature and purpose of Lean Six Sigma Integration of Lean and Six Sigma UN Compare and contrast focus and approaches (Process Velocity and Quality) Y=f(X) Input
More informationLouisiana Tech University Lean Manufacturing Courses
Lean Course Objectives: Your Employees will be able to: Louisiana Tech University Lean Manufacturing Courses Understand the tools, terms, terminology, and most importantly the benefits of Lean Manufacturing.
More informationManufacturing Flow Management
Manufacturing Flow Management Distribution D Distribution Authorized to Department of Defense and U.S. DoD Contractors Only Aim High Fly - Fight - Win Supply Chain Management Processes Information Flow
More informationWelcome to the Daily Sales Tracker!
Welcome to the Daily Tracker! Early on in my sales career I was fortunate enough to meet Tom Vanyo. He deeply impressed upon me the value of personal development. He taught me that life is an education,
More informationManaging Staffing in High Demand Variability Environments
Managing Staffing in High Demand Variability Environments By: Dennis J. Monroe, Six Sigma Master Black Belt, Lean Master, and Vice President, Juran Institute, Inc. Many functions within a variety of businesses
More informationMcKinsey on Business Technology
McKinsey on Business Technology Innovations in IT management Number 15, Spring 2009 2 Five trends that will shape business technology in 2009 4 IT s unmet potential: McKinsey Global Survey Results 14 Memo
More informationBEHIND UNDERSTANDING AND MANAGING. SaaS BUSINESSES. Recurly counts some of the world s most successful subscription businesses as its customers
BEHIND UNDERSTANDING AND MANAGING SaaS BUSINESSES Recurly counts some of the world s most successful subscription businesses as its customers Subscription and Software-as-a-Service (SaaS) are commonly
More informationProcess Validation Workshops. Overview Session
Process Validation Workshops Overview Session 2 Session Objectives: Prepare staff for participating in a Process Validation Workshop Clarify the Purpose of Process Validation Workshops Clarify Expected
More informationManaging Projects with Practical Software & Systems Measurement PSM
Managing Projects with Practical Software & Systems Measurement PSM Mauricio Aguiar PSM Qualified Instructor TI Métricas Ltda. Av. Rio Branco 181/1910 Rio de Janeiro, RJ Brazil 20040-007 www.metricas.com.br
More informationDeveloping Effective Metrics for Supply Management
Developing Effective Metrics for Supply Management Carol Marks, Director of Purchasing Industrial Distribution Group 7-398-5666; carol.l.marks@idg-com William McNeese, Partner Business Process Improvement
More informationOracle EBS Service Contracts Extensions for Oracle Endeca
Oracle EBS Service Contracts Extensions for Oracle Endeca Amit Jha Project Leader, Product Management Oracle EBS Procurement & Contracts October 02, 2014 Safe Harbor Statement The following is intended
More informationEmployers Compliance with the Health Insurance Act Annual Report 2015
Employers Compliance with the Health Insurance Act Annual Report 2015 ea Health Council Health Council: Employers Compliance with the Health Insurance Act 1970 Annual Report 2015 Contact us: If you would
More informationKPMG Digital Marketing case study WEC USA September 2012
KPMG Digital Marketing case study WEC USA September 2012 2012 KPMG International Cooperative ( KPMG International ), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated
More informationLean Manufacturing Strategic Initiative Guidebook
Lean Manufacturing Strategic Initiative Guidebook Working Group Chair: Ganesh Wadawadigi, Ph. D. SAP Contributors: - Chad Vincent, Baxter - Charlie Gifford, 21 st Century Manufacturing - Conrad Leiva,
More informationCan Energy Management Deliver Real Savings?
Can Energy Management Deliver Real Savings? Garrett Forsythe, Global Solutions Architect DuPont Sustainable Solutions September 28, 2011 Copyright 2010 DuPont. All rights reserved. The DuPont Oval Logo,
More informationTotal Productive Maintenance. Implementing TPM in Baxter Aibonito
Total Productive Maintenance Implementing TPM in Baxter Aibonito Overview TPM definition, elements overview, tools & expectations Continuous TPM improvement metric OEE definition & calculation Example
More informationSupply Quality Assurance
Supply Quality Assurance Electric / Gas T&D, Hydro, Solar and Fossil Fuel Power Generation 2014 Supplier Conference Jim Adamson Director, Supplier Quality Assurance Engaging With Suppliers How Supplier
More informationHong Kong. Training Courses 2015. Relevant and high-impact training targeted to actual business needs and market realities
Hong Kong Training Courses 2015 Relevant and high-impact training targeted to actual business needs and market realities Leading global excellence in procurement and supply About CIPS The Chartered Institute
More informationSkills Knowledge Energy Time People and decide how to use themto accomplish your objectives.
Chapter 8 Selling With a Strategy Strategy Defined A strategy is a to assemble your resources Skills Knowledge Energy Time People and decide how to use themto accomplish your objectives. In selling, an
More informationUnderstanding the Variety of Total Quality Management Applications. Eric M. Gatmaitan
Understanding the Variety of Total Quality Management Applications Eric M. Gatmaitan Total Quality Management (TQM) A customer-driven quality initiative. Customer satisfaction can only be realized with
More informationVISUAL management techniques for optimum INVENTORY form, fit and function
You won t GET LEAN... until you GET VISUAL! VISUAL management techniques for optimum INVENTORY form, fit and function Raw materials, work-in-process, finished goods, location and product flow Kanban Min/max
More informationOperational Business Intelligence in Manufacturing
Operational Business Intelligence in Manufacturing Copyright 2007 KeyTone Technologies Inc. Page 1 SmartWIP - Intelligent Manufacturing with RFID Manufacturers are under competitive pressure to fulfill
More informationAll of these circumstances indicate that the world of tomorrow is as different as today s water utility business is from that of yesteryear.
EXECUTIVE SUMMARY PROJECT OVERVIEW Why Should We Invest in Strategic Planning? Strategic planning is a set of intentions expressed as a plan. The plan turns the intentions into reality by focusing on the
More informationThe Changing Relationship Between the Price of Crude Oil and the Price At the Pump
In 2007, what goes up, does not necessarily come down... May 3, 2007 The Changing Relationship Between the Price of Crude Oil and the Price At the Pump Prepared by: Tim Hamilton Petroleum Industry Consultant
More informationLean Manufacturing. Professor Deborah Nightingale September 26, 2005
ean Manufacturing Professor eborah Nightingale September 26, 2005 Content eneral lean concepts in factory design Manufacturing Video Manufacturing System esign Framework Conclusions Source: Tom Shields,
More information