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All too often people use Lean solely to drive daily incremental improvement (kaizen). What we don't hear as much about is the power of Lean to create substantive business improvement (kaikaku), such as gaining significant market share, growing sales within existing customers, creating disruptive products, increasing cash flow, and growing margins. Margin growth is especially important. Even non-profits need money to reinvest in their operations.
In this webinar, you'll learn how to make improvements that grow your top and bottom lines. You can create better work environments that deeply engage the workforce, while also thrilling your CFO, shareholders, and Board. THIS is what assures that Lean management continues to be taken seriously.
Specifically, you will learn:
• How to calculate the financial impact of your improvement efforts.
• Ways for improving margins (profit) through expense reduction (but not layoffs!).
• Improvements that help grow your top line (revenue/sales).
• How to engage executives in the process.
Consultant – We help
clients deploy Lean management & achieve business performance excellence. Author & Speaker: Karen Martin, President The Karen Martin Group, Inc. @karenmartinopex 2 www.ksmartin.com/subscribe Shingo Award winner! Shingo Award winner!
You will learn… • How
to calculate the financial impact of your improvement efforts. • Ways for improving margins (profit) through expense reduction (but not layoffs!). • Improvements that help grow your top line (revenue/sales). • How to engage executives in the process
(Current State PT in hrs
– Future State PT in hrs) x occurrences/year Available work hours per year * Calculating Freed Capacity Time FTEs (annualized) Labor Dollars (annualized & unburdened) (Current State PT – Future State PT) x occurrences per time period (Current State PT in hrs – Future State PT in hrs) x occurrences/year x hourly pay * Next slide
SNAP Main Tech DEPT HEAD
C.O. SK DAAS BO1 ITEM MGR ISEA SUPV CRANE SUPPLY PEO IWS2 CRANE DEPOT STOCK POINT Main Tech C.O. ISEA SUPV PEO IWS2 STOCK POINT SNAPDEPT HEAD SK DAAS BO1 CRANE SUPPLY DOCKSIDE Current State Future State Process Touch Points Handoffs = 47 Lead Time = 486 hrs (60.7 days) Process Time = 108 hrs (13.5 days) Handoffs = 10 (78% improvement) Lead Time = 90 hrs (11.3 days) Process Time = 58 hrs (7.3 days)
P/U AFrame Power Pole Water
Before: Floor hand walk distance = 3,095 feet per rig-up • Reduction of 2600 feet walked per floor hand per rig-up. • Reduction of >5,900 miles of walking per year (1000 rig-ups per month). After: Walk distance = 300 - 500 feet
50 hours x 250 occurrences
per year 1,750 hours per employee per year Calculating Freed Capacity = 7 FTEs • Absorb additional growth without commensurate labor expense gain • Reduce paid overtime • Reduce unpaid overtime; better work-life balance • Get to know one’s customers better • Add greater customer value in new ways • Make improvements
Ways to Reduce Expenses Hard
Dollars; Bottom-Line Results • Less expensive processing • Reduced paid overtime • Less expensive shipping • Eliminate unused software licenses • Insourcing to existing teams • Less electricity/water use • Reduced rent due to smaller footprint needed • Supplier renegotiation • Attrition without backfilling Soft Dollars; Cost Avoidance; Freed Capacity • Lower turnover • Fewer sick days • Fewer workers comp claims • Litigation mitigation • Fine avoidance • Reduced proportional hiring • Reduce reliance on third parties for greater bandwidth • Freed capacity
Top Line Improvements • Create
new products (goods and services). • Command max price for existing products. • Create new product features for existing products. • Go into new markets. • Attract new customers in existing markets. • Retain existing customers (reduce churn). • Increase sales volume/frequency per customer. • Charge for all chargeable services. • Reduce write-offs; improve collections.