Lean Culture Shock As a lean leader you will be challenged to lead diverse groups that are either just starting out with little experience or have many years of experience.
In each circumstance they bring their own unique set of challenges one of which is a cultural shock
Tuesday, August 30, 2011
Thursday, August 25, 2011
“Great minds discuss ideas; Average minds discuss events; Small minds discuss people”
Eleanor Roosevelt
One of the great lean principles is that it focuses on the process as the main element of correcting a nonconformance and not just blaming the person. People for the most part want to be effective and successful as they go about their work. It is our jobs as lean leaders to help them find out why the process is not allowing them to be effective.
Eleanor Roosevelt
One of the great lean principles is that it focuses on the process as the main element of correcting a nonconformance and not just blaming the person. People for the most part want to be effective and successful as they go about their work. It is our jobs as lean leaders to help them find out why the process is not allowing them to be effective.
Tuesday, August 9, 2011
Friday, April 29, 2011
The definition of Lean
“A systematic approach to identifying and Eliminating Waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.”
The five principles of Lean
1. Specify value from the standpoint of the end customer by product family.
2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
4. As flow is introduced, let customers pull value from the next upstream activity.
5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.
The five elements of standard work
1.Takt time, which is the rate at which products must be made in a process to meet customer demand
2. The precise work sequence in which an operator performs tasks within Takt time
3. The standard inventory, including units in machines, required to keep the process operating smoothly
4. The cycle times required to complete work elements
5. All process quality checks required to minimize defects/errors
“A systematic approach to identifying and Eliminating Waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.”
The five principles of Lean
1. Specify value from the standpoint of the end customer by product family.
2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
4. As flow is introduced, let customers pull value from the next upstream activity.
5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.
The five elements of standard work
1.Takt time, which is the rate at which products must be made in a process to meet customer demand
2. The precise work sequence in which an operator performs tasks within Takt time
3. The standard inventory, including units in machines, required to keep the process operating smoothly
4. The cycle times required to complete work elements
5. All process quality checks required to minimize defects/errors
5 Principles of lean & 3 elements of standard work
The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve:
1. Specify value from the standpoint of the end customer by product family.
2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
4. As flow is introduced, let customers pull value from the next upstream activity.
5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.
Standardized work consists of three elements:
1. Takt time, which is the rate at which products must be made in a process to meet customer demand
2. The precise work sequence in which an operator performs tasks within Takt time
3. The standard inventory, including units in machines, required to keep the process operating smoothly
Additional elements that can be included
4. The cycle times required to complete work elements
5. All process quality checks required to minimize defects/errors
The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve:
1. Specify value from the standpoint of the end customer by product family.
2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
4. As flow is introduced, let customers pull value from the next upstream activity.
5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.
Standardized work consists of three elements:
1. Takt time, which is the rate at which products must be made in a process to meet customer demand
2. The precise work sequence in which an operator performs tasks within Takt time
3. The standard inventory, including units in machines, required to keep the process operating smoothly
Additional elements that can be included
4. The cycle times required to complete work elements
5. All process quality checks required to minimize defects/errors
Saturday, March 26, 2011
Joe Perillo will be teaching a lean management analyst course at the Penn State Abington campus that will run for 7 weeks.
The class is from 6 to 9 pm every Tuesday night starting April 5th.
The cost per student is $495 If you have any questions please contact: Eva Klein Assistant Director of Continuing Education and Summer Programs evaklein@psu.edu Office (215) 881-7387 Fax (215) 881-7317 Penn State course link http://lnkd.in/Njzxsp less
The class is from 6 to 9 pm every Tuesday night starting April 5th.
The cost per student is $495 If you have any questions please contact: Eva Klein Assistant Director of Continuing Education and Summer Programs evaklein@psu.edu Office (215) 881-7387 Fax (215) 881-7317 Penn State course link http://lnkd.in/Njzxsp less
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