Lean Key to World Class

Organization
by

Best Performing Consulting Organization

Adding Value In Totality !!

KAIZEN (Original Definition)

= KAI = CHANGE
= ZEN = GOOD
(FOR THE BETTER)
= KAIZEN =
CONTINUAL IMPROVEMENT

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 / paradigms

Which in turn focuses on MUDA
or Waste Elimination !

Assist .. attain World Class Organisation

Lean
focuses on 3Ps
Process

Improvements

Physical

People
Involvement

Workplace
Improvements

The final objective being reforming our

ORGANIZATIONS

Basic Concepts

Basis of Lean
Activity = Useful work + Wasteful work
Activity =

Work + Muda

The essential notion:

All work can be improved
All work processes contain waste
Reducing or eliminating waste
enhances customer service.

LEAN attacks MUDA

Lean focuses on

Identifying
Reducing
Eliminating

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.

Muri = Physical Strain

* At times 6 forms to be filled,

some times only 2 - Mura
Happens sometimes.
Happens some places.
Happens to some people.

Bend to work?
Bad chairs (back ache)
Wasteful walk? far part locations ?
Strain involved in locating !
Repeat tiring action?

All this is Muri

All this is Mura !

Lean What Is It ?
1. Process Improvement
2. Observation
3. Use of New Paradigms
4. Short Time
5. Zero Investment
6. Human Development & Empowerment
7. Profits & Savings - Plenty

LEAN is: Focused Improvement.

Improvement is different from Focused Improvement

Improvement

Focused
Improvement
Lean

Paper does not

burn in sunlight
Paper burns
Focused improvement concentrates the
Improvement is like sunlight:
energy:
Lot of energy, but dispersed(wasted)
Little energy, but concentrated and
aligned
Small improvements
Enables significant (large) improvements
Slow progress.
Small time required
Rapid progress

Using Lean
STOP: 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 Umbrella

Lean
TFM

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

Muda
.Elimination
Create
Flow

Mura
.Elimination
No process
inconsistencies

3
.Move to 85% OEE
Equipment to be
overall effective
(robust)

Three Pillars Of Lean / Lean Mfg / W.C.M

Lean follows a PDCA & SDCA Cycle

SDCA Standardize-Do-Check-Act
PDCA Plan-Do-Check-Act

SDCA
SDCA
PDCA
SDCA

PDCA

Towards an efficient and

responsive
Results for Effectiveness &
Competitiveness

Lean Process
Improvement

P: Plan
D: Do
C:Check
A:Act
S: Standardize
D: Do
C:Check
A:Act

Time

Who should do Lean??

TOP
MANAGEMENT
MIDDLE
MANAGEMENT
SUPERVISORS
WORKERS

Innovation
Lean
Maintenance
(Current Status)

Who should do Lean ??

Managers have more scope to do
LARGE Lean improvements; not workers!
TOP
MANAGEMENT
MIDDLE
MANAGEMENT
SUPERVISORS
WORKERS

Innovation
Lean
Maintenance
(Current Status)
Lean introduction &
direction should be top-down
-- AVCI

Integrating Strategy, Policy Deployment

& Lean
Business
Strategy
Formulation

World Class
Manufacturing
Strategy

Annual Policy
Deployment

Competitive
Reality

Vision as Goals
and Targets
Catchball PDCA
process

Own Reality
Gap Analysis

2 - Vision for the Future

Vision

I
m
p
r
o
v
e
m
e
n
t

3 - Kaizen Strategy
Past
Today
1 - Baseline

Time

Implementation
Plan

GO

Lean Implementation
Change Culture
First
(Conventional way)

Change System
First
(Lean Way)

Where Do You Start - From Top or Bottom?

Sr.
Mgmt.

Lean Flow
VALUE STREAM
IMPROVEMENT
(Elimination of Muda
between operations)

Lean Process
ELIMINATION OF WASTE
(Elimination of Muda
within operations)

Front
Lines

FOCUS

Who should do Lean??

TOP
MANAGEMENT
MIDDLE
MANAGEMENT
SUPERVISORS
WORKERS

Innovation
Lean
Maintenance
(Current Status)

Who should do Lean ??

Managers have more scope to do
LARGE Lean improvements; not workers!
TOP
MANAGEMENT
MIDDLE
MANAGEMENT
SUPERVISORS
WORKERS

Innovation
Lean
Maintenance
(Current Status)
Lean introduction &
direction should be top-down
-- AVCI

Integrating Strategy, Policy Deployment & Lean

Business
Strategy
Formulation

World Class
Manufacturing
Strategy

Annual Policy
Deployment

Competitive
Reality

Vision as Goals
and Targets
Catchball PDCA
process

Own Reality
Gap Analysis

2 - Vision for the Future

Vision

I
m
p
r
o
v
e
m
e
n
t

3 - Kaizen Strategy
Past
Today
1 - Baseline

Time

Implementation
Plan

GO

Lean Implementation
Change Culture
First
(Conventional way)

Change System
First
(Lean Way)

Where Do You Start - From Top or Bottom?

Sr.
Mgmt.

Lean Flow
VALUE STREAM
IMPROVEMENT
(Elimination of Muda
between operations)

Lean Process
ELIMINATION OF WASTE
(Elimination of Muda
within operations)

Front
Lines

FOCUS

Impact of Lean Implementation

Typical results of Lean workshops have been:
50~70% reduction in processing time
20~40% increase in efficiency
20~40% savings in costs
40%-60% reduction in errors
50% release of space
Significant improvement in team spirit /morale
Empowering of human resource
Discovery of new capabilities

ADDVALUE Services
VALUE ADDED COACHINGVAC
BUSINESS COACHING

LIFE COACHING

Operation
Excellence

Counsellin
g

Team
Excellence

Therapy

Business
Excellence

Adding Value In Totality !!

Astrology

AddValue at a glance
Best Performing Consulting Organization

Business Coaching

Life Coaching

Thank You