SlideShare una empresa de Scribd logo
1 de 36
Descargar para leer sin conexión
© 2013 ICOPE - All rights reserved.
LEAN MANAGEMENT
BASICS
© 2013 ICOPE - All rights reserved.
OVERVIEW ON LEAN MANAGEMENT
What is Lean
Why to use Lean
Where to use Lean
When to use Lean
5S
8 Wastes
Standard work
Visual Management
INTRODUCTION TO THE PROGRAM – PART 2
© 2013 ICOPE - All rights reserved.
LEAN MANAGEMENT
IMPROVE PHASE – PART 6
© 2013 ICOPE - All rights reserved.
WHAT IS LEAN MANAGEMENT
LEAN Management:
It is a customer focussed waste elimination method that makes the process and
there by organization lean (eliminating Fat)
In a Lean company, employees always look to improve their skills and improve the
processes. Products and Services are driven in right amounts, to right location, at
the right time and in the right condition.
Lean Thinking
The Goal of Lean Thinking is the creation of a continuous stream which delivers
customer value with the least waste of resources within the shortest possible
time.
The Building blocks of Lean Management are 5s, 8 Wastes, Visual Management
and Standardised work
IMPROVE PHASE – PART 6
© 2013 ICOPE - All rights reserved.
LEAN MANAGEMENT
LEAN Management
IMPROVE PHASE – PART 6
© 2013 ICOPE - All rights reserved.
WHY LEAN
IMPROVE PHASE – PART 6
© 2013 ICOPE - All rights reserved.
WHY TO USE LEAN – BENEFITS
Individual
• Develops Leadership thinking
• Improved decision making skills
• Ability to use problem solving tools
and techniques
• A better You as an Individual /
Manager
Organizational
• Improved quality of product or
service
• Reduced process cycle time
• Development of staff skills
• Common language throughout the
organisation
INTRODUCTION TO THE PROGRAM – PART 2
© 2013 ICOPE - All rights reserved.
WHERE TO USE LEAN
IMPROVE PHASE – PART 6
© 2013 ICOPE - All rights reserved.
WHERE TO USE LEAN
TYPE OF INDUSTRIES
Manufacturing
Telecom
Banking & Insurance
Healthcare
Education
Hospitality
Airlines
Construction
Software
Space Research & Military
Any industry where (internal/external) CUSTOMER is involved
TYPE OF FUNCTION
Customer Service
Production
Administration
Sales & Marketing
Finance
Research & Development
Operations
Training & Development
Human Resource Management
IT
Quality
Any function where (internal/external) CUSTOMER is
involved
INTRODUCTION TO THE PROGRAM – PART 2
© 2013 ICOPE - All rights reserved.
WHEN TO USE LEAN
IMPROVE PHASE – PART 6
© 2013 ICOPE - All rights reserved.
WHEN TO USE LEAN
LEAN
SIX
SIGMA
DO IT
YOURSELF
ASK
EXPERT
IMPACT
CAUSES
KNOWN UNKNOWN
LOWHIGH
INTRODUCTION TO THE PROGRAM – PART 2
© 2013 ICOPE - All rights reserved.
5S
IMPROVE PHASE – PART 6
© 2013 ICOPE - All rights reserved.
5S
What is 5S:
5S is a methodology which helps us to better organise our workplace in order
to improve safety/controls and productivity
5S is the foundation on which to build a leaner organisation
Where 5S is used?
At any work station or work place. Traditionally used on the shop floor, but
equally relevant in office environments, service, on-site works and even
computer file storage.
IMPROVE PHASE – PART 6
© 2013 ICOPE - All rights reserved.
5S – Cycle
5S Cycle:
IMPROVE PHASE – PART 6
Sort
• Seri
Straighten
• Seiton
Shine
• Seiso
Standardise
• Seiketsu
Sustain
• Shitsuke
© 2013 ICOPE - All rights reserved.
5S
IMPROVE PHASE – PART 6
5S Description
Sort
• Remove all items from the work area
• Identify all items required to add value at the workstation
• Eliminate duplicates, infrequently used items, and trash
• Identify these items as waste or not critical with red tags
• Store red tag items in a dedicated Red Item’s Area
Straighten
• Take the equipment required in the workstation area and organize it based on
frequency and point of use
• Assign locations for all equipment, WIP (Work In Progress), and raw materials and
include minimum / maximum levels to be held
• Consider ease of reach, identification and proximity to work surface
Shine
• It’s all about cleaning. Clean the floors, walls and equipment
• Ensure all items are restored to their designated place
• Cleaning becomes part of daily tasks and responsibilities
• Clear schedules and standards are developed and worked to
• Ideas to reduce the need to clean are generated and actioned
© 2013 ICOPE - All rights reserved.
5S
IMPROVE PHASE – PART 6
5S Description
Standardize
• Standardize maintains the result of the prior three steps
• Define standardized work, cleaning and organizational procedures for the prior 3 S’s
• Document the desired state of operations with pictures, short instructions of 5S
procedures and target KPIs
• Clarifies who is responsible for each operation
Sustain
• Sustain aims to make the new standards and procedures, the new habit – “The way
we do things around here”
• Habits initially take time and effort to develop and maintain - cultural change
• Sustain, holds the other 4S together and embeds them into the culture
• Without a strong emphasis on Sustain, the new standards will lapse and there will be
slippage back to the ‘old ways’
© 2013 ICOPE - All rights reserved.
5S
5S Table
IMPROVE PHASE – PART 6
© 2013 ICOPE - All rights reserved.
5S - BENEFITS
IMPROVE PHASE – PART 6
5S
Improved
Safety
Improved
Productivity
Reduces
Waste
Foundation
to Lean
Organization
Involves
Employees in
improvement
© 2013 ICOPE - All rights reserved.
8 WASTES
IMPROVE PHASE – PART 6
© 2013 ICOPE - All rights reserved.
WASTE
VSM Key Terms:
Waste: Any activity that consumes time and resources like manpower,
machinery, money etc., and does not contribute in meeting the customer
requirements.
Types of Wastes: There are 3 types of wastes
ANALYSE PHASE – PART 5
MUDA: WASTE
MURA: UNEVENNESS
MURI: OVERBURDEN
© 2013 ICOPE - All rights reserved.
TYPES OF WASTES
VSM Key Terms:
Types of Wastes:
MUDA: Any activity in the process that does not add value. MUDA is not creating
value for the customer. In short: WASTE
MURA: Any variation leading to unbalanced situations. In short: UNEVENNESS,
inconsistent, irregular.
Mura exists when workflow is out of balance and workload is inconsistent and not
incompliance with the standard.
MURI: Any activity asking unreasonable stress or effort from personnel, material
or equipment. In short: OVERBURDEN
Muri means: a too heavy mental- or physical burden. For machinery Muri means:
expecting a machine to do more than it is capable of or has been designed to do.
ANALYSE PHASE – PART 5
© 2013 ICOPE - All rights reserved.
8 - DEADLY WASTES
Types of Muda (Wastes):
Muda is again classified in to 8 types as follows.
The popular acronym for the 8 wastes - DOWNTIME
Defects
Over Production
Waiting
Not using employee creativity
Transportation
Inventory
Motion
Extra Processing
ANALYSE PHASE – PART 5
© 2013 ICOPE - All rights reserved.
8 - DEADLY WASTES
ANALYSE PHASE – PART 5
Waste Type Description
Defects Any product or process not meeting the customer requirement
Over Production Making something before it is truly needed
Waiting Time when work-in-process is waiting for the next step in production
Not using employee creativity Not effectively using the collective talents, skills and knowledge of all
employees and suppliers
Transportation Unnecessary movement of raw materials, work-in-process or finished
goods
Inventory Product (raw materials, work-in-process, or finished goods) quantities that
go beyond supporting the immediate need
Motion Unnecessary movement of people
Extra Processing More processing than is needed to produce what the customer requires
© 2013 ICOPE - All rights reserved.
8 WASTES - BENEFITS
IMPROVE PHASE – PART 6
8W
Reduces
Time
Improved
Productivity
Reduces
Waste
Improves
Customer
Satisfaction
Involves
Employees in
improvement
© 2013 ICOPE - All rights reserved.
VISUAL MANAGEMENT
IMPROVE PHASE – PART 6
© 2013 ICOPE - All rights reserved.
VISUAL MANAGEMENT
What is Visual Management
Visual management is a method of creating an information-rich environment by
the use of visual signals, symbols and objects
It helps anybody in the workplace to know what the current status is and what to
do next
Where to use Visual Management
In any workplace where working to a standard is key
Use it in teams, to create shared understanding and build teamwork
How to use Visual Management:
Understand elements of the workplace & process that are key
Consider methods to make standards clear and easily understood
Use it in teams, to create shared understanding and build teamwork.
Build participation through shared information
Conveying Information - Work environment, safety, operations, storage, quality, equipment…
Visual Displays - what, where, when, who and how
Visual Controls – for controlling the process (e.g. action triggers)
IMPROVE PHASE – PART 6
© 2013 ICOPE - All rights reserved.
VISUAL MANAGEMENT - GUIDELINES
IMPROVE PHASE – PART 6
Visual Management Step Description
Understand the standard
process
• Identify key characteristics of the standard process
Consider Visual Displays
• Consider methods which communicate important information, but do not
control the process.
• Consider what, when who, when and how.
• Involve the team
• Select clear simple visual displays
Consider Visual Controls
• Consider building visual controls into the process to ensure that activities
are performed according to standard
• Consider what, when who, when and how
• Involve the team
• Select clear simple visual controls
Implement Visual
Management
• Brief and action the team to implement the agreed visual management
Maintain & Review
• Continually monitor any visual displays and controls
• Update all displays at agreed intervals
• Review effectiveness and amend accordingly
© 2013 ICOPE - All rights reserved.
VISUAL MANAGEMENT - EXAMPLES
Examples:
IMPROVE PHASE – PART 6
© 2013 ICOPE - All rights reserved.
VISUAL MANAGEMENT - BENEFITS
IMPROVE PHASE – PART 6
Visual
Management
Creates a
standard
work
environment
Improved
Productivity
Simple & Low
cost
Can be
understood
& adopted
quickly
Involves
Employees in
improvement
© 2013 ICOPE - All rights reserved.
STANDARD WORK
CONTROL PHASE – PART 7
© 2013 ICOPE - All rights reserved.
STANDARD WORK
CONTROL PHASE – PART 7
What is Standard Work
A simple written description of the safest, highest quality, and most efficient way
known to perform a particular task, (i.e. a checklist to lead someone through the
task).
It describes the only acceptable way to do the process.
Expected to be continually improved
Includes the amount of time allotted to hand-off the task to the next step of the
process.
Focuses on the process, not the equipment or materials
Reduces variation, increases consistency
© 2013 ICOPE - All rights reserved.
STANDARD WORK - STEPS
CONTROL PHASE – PART 7
Steps for Creating Standard Work
1. Define the extent of the task for which you are creating standard work (e.g. starts at…
ends at…)
2. Determine the appropriate standard work requirements
Name of process
Author
Revision date
Task name
Work sequence (i.e checklist, procedure)
Time allotted for task – next task in sequence
3. Gather best practices
4. Create the standard work document
5. Train the supervisor on the standard work
6. Train the employees to do the standard work
7. Run the process and observe the results
8. Make adjustments and modifications to the standard work
© 2013 ICOPE - All rights reserved.
STANDARD WORK – DOs & DON’Ts
CONTROL PHASE – PART 7
DON’Ts:
• Put standard work in a desk drawer
• Change processes without changing standard
work
• Make standard work difficult to change
• Give up on standard work – it can be tough,
but it’s very important
DO:
• Keep standard work simple
• Make it accessible
• Include all information on one, easy-to-
read document
• Create one standard work document for
each part of the process
• Always look for ways to improve the
process.
© 2013 ICOPE - All rights reserved.
STANDARD WORK – TEMPLATE
CONTROL PHASE – PART 7
• Template
Owner Approved By Revision Date
Process
Start Point
End Point
Task
Process steps
© 2013 ICOPE - All rights reserved.
STANDARD WORK - BENEFITS
IMPROVE PHASE – PART 6
Visual
Management
Creates a
standard
work
environment
Reduced
time for
processing
Less people
dependent
Can be
understood
& adopted
quickly
Reduces
Variation
© 2013 ICOPE - All rights reserved.
Thank you . . .
IMPROVE PHASE – PART 6

Más contenido relacionado

La actualidad más candente

Lean Manufacturing and Principles
Lean Manufacturing and PrinciplesLean Manufacturing and Principles
Lean Manufacturing and PrinciplesAzmir Latif Beg
 
History of Lean manufacturing & TPS 14 Principal
History of Lean manufacturing & TPS 14 PrincipalHistory of Lean manufacturing & TPS 14 Principal
History of Lean manufacturing & TPS 14 PrincipalSumon Kumar Kundu
 
8 muda waste_identifying_preview
8 muda waste_identifying_preview8 muda waste_identifying_preview
8 muda waste_identifying_previewJaroslaw Gadek, MBA
 
Lean Manufacturing : Concept & Overview nkchawla@gmail.com
Lean Manufacturing : Concept & Overview nkchawla@gmail.comLean Manufacturing : Concept & Overview nkchawla@gmail.com
Lean Manufacturing : Concept & Overview nkchawla@gmail.comNareshChawla
 
Lean Six Sigma methodology
Lean Six Sigma methodologyLean Six Sigma methodology
Lean Six Sigma methodologyRamiro Cid
 
8 Lean Wastes PowerPoint Presentation Slides
8 Lean Wastes PowerPoint Presentation Slides 8 Lean Wastes PowerPoint Presentation Slides
8 Lean Wastes PowerPoint Presentation Slides SlideTeam
 
8 WASTES IN LEAN MANUFACUTING & OVERVIEW OF VSM
8 WASTES IN LEAN MANUFACUTING & OVERVIEW OF VSM8 WASTES IN LEAN MANUFACUTING & OVERVIEW OF VSM
8 WASTES IN LEAN MANUFACUTING & OVERVIEW OF VSMSedhuSiddarth
 
Value Stream Mapping -The Concept
Value Stream Mapping -The ConceptValue Stream Mapping -The Concept
Value Stream Mapping -The ConceptSubhrajyoti Parida
 
Lean manufacturing overview
Lean manufacturing overviewLean manufacturing overview
Lean manufacturing overviewPruek Pinyo
 

La actualidad más candente (20)

Lean Manufacturing Training
Lean Manufacturing TrainingLean Manufacturing Training
Lean Manufacturing Training
 
Kaizen
KaizenKaizen
Kaizen
 
Lean Manufacturing and Principles
Lean Manufacturing and PrinciplesLean Manufacturing and Principles
Lean Manufacturing and Principles
 
Lean principles
Lean principlesLean principles
Lean principles
 
Lean Process Improvement Techniques
Lean Process Improvement TechniquesLean Process Improvement Techniques
Lean Process Improvement Techniques
 
History of Lean manufacturing & TPS 14 Principal
History of Lean manufacturing & TPS 14 PrincipalHistory of Lean manufacturing & TPS 14 Principal
History of Lean manufacturing & TPS 14 Principal
 
8 muda waste_identifying_preview
8 muda waste_identifying_preview8 muda waste_identifying_preview
8 muda waste_identifying_preview
 
Lean Manufacturing : Concept & Overview nkchawla@gmail.com
Lean Manufacturing : Concept & Overview nkchawla@gmail.comLean Manufacturing : Concept & Overview nkchawla@gmail.com
Lean Manufacturing : Concept & Overview nkchawla@gmail.com
 
Lean Six Sigma methodology
Lean Six Sigma methodologyLean Six Sigma methodology
Lean Six Sigma methodology
 
Lean Tools
Lean ToolsLean Tools
Lean Tools
 
Kaizen
KaizenKaizen
Kaizen
 
Lean Tools
Lean ToolsLean Tools
Lean Tools
 
8 Lean Wastes PowerPoint Presentation Slides
8 Lean Wastes PowerPoint Presentation Slides 8 Lean Wastes PowerPoint Presentation Slides
8 Lean Wastes PowerPoint Presentation Slides
 
Lean manufacturing
Lean manufacturingLean manufacturing
Lean manufacturing
 
Tools of lean mfg
Tools of lean mfgTools of lean mfg
Tools of lean mfg
 
Lean manufacturing ppt
Lean manufacturing pptLean manufacturing ppt
Lean manufacturing ppt
 
Lean Management
Lean ManagementLean Management
Lean Management
 
8 WASTES IN LEAN MANUFACUTING & OVERVIEW OF VSM
8 WASTES IN LEAN MANUFACUTING & OVERVIEW OF VSM8 WASTES IN LEAN MANUFACUTING & OVERVIEW OF VSM
8 WASTES IN LEAN MANUFACUTING & OVERVIEW OF VSM
 
Value Stream Mapping -The Concept
Value Stream Mapping -The ConceptValue Stream Mapping -The Concept
Value Stream Mapping -The Concept
 
Lean manufacturing overview
Lean manufacturing overviewLean manufacturing overview
Lean manufacturing overview
 

Destacado

Automation in Excel Reporting - Marco Kiesewetter
Automation in Excel Reporting - Marco KiesewetterAutomation in Excel Reporting - Marco Kiesewetter
Automation in Excel Reporting - Marco KiesewetterMarco M. Kiesewetter, MBA
 
6 Ways to Manage Your Indian Boss
6 Ways to Manage Your Indian Boss6 Ways to Manage Your Indian Boss
6 Ways to Manage Your Indian BossUpendra K
 
8 wastes of lean management slideshow
8 wastes of lean management slideshow8 wastes of lean management slideshow
8 wastes of lean management slideshowBusiness Wessex
 
Lean Product Management at Silicon Valley Product Camp by Dan Olsen
Lean Product Management at Silicon Valley Product Camp by Dan OlsenLean Product Management at Silicon Valley Product Camp by Dan Olsen
Lean Product Management at Silicon Valley Product Camp by Dan OlsenDan Olsen
 
Lean management Assolombarda Servizi
Lean management Assolombarda ServiziLean management Assolombarda Servizi
Lean management Assolombarda ServiziAssolombarda Servizi
 
Pivot Tables and Beyond Data Analysis in Excel 2013 - Course Technology Compu...
Pivot Tables and Beyond Data Analysis in Excel 2013 - Course Technology Compu...Pivot Tables and Beyond Data Analysis in Excel 2013 - Course Technology Compu...
Pivot Tables and Beyond Data Analysis in Excel 2013 - Course Technology Compu...Cengage Learning
 
Building a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T JonesBuilding a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T JonesLean Enterprise Academy
 
Lean management = Learn management par Klaus Beulker
Lean management = Learn management par Klaus Beulker Lean management = Learn management par Klaus Beulker
Lean management = Learn management par Klaus Beulker Institut Lean France
 
Data Analysis with Excel & TEST4U
Data Analysis with Excel & TEST4UData Analysis with Excel & TEST4U
Data Analysis with Excel & TEST4Uinfolearn - TEST4U
 
Lean manufacturing concepts and tools and quality management1
Lean manufacturing concepts and tools and quality management1Lean manufacturing concepts and tools and quality management1
Lean manufacturing concepts and tools and quality management1hgalinova
 
Industrial Waste Management
Industrial Waste ManagementIndustrial Waste Management
Industrial Waste ManagementAlok Ranjan
 
solid waste management
solid waste managementsolid waste management
solid waste managementAmit Nakli
 

Destacado (16)

Automation in Excel Reporting - Marco Kiesewetter
Automation in Excel Reporting - Marco KiesewetterAutomation in Excel Reporting - Marco Kiesewetter
Automation in Excel Reporting - Marco Kiesewetter
 
6 Ways to Manage Your Indian Boss
6 Ways to Manage Your Indian Boss6 Ways to Manage Your Indian Boss
6 Ways to Manage Your Indian Boss
 
8 wastes of lean management slideshow
8 wastes of lean management slideshow8 wastes of lean management slideshow
8 wastes of lean management slideshow
 
Lean Product Management at Silicon Valley Product Camp by Dan Olsen
Lean Product Management at Silicon Valley Product Camp by Dan OlsenLean Product Management at Silicon Valley Product Camp by Dan Olsen
Lean Product Management at Silicon Valley Product Camp by Dan Olsen
 
Lean management Assolombarda Servizi
Lean management Assolombarda ServiziLean management Assolombarda Servizi
Lean management Assolombarda Servizi
 
Pivot Tables and Beyond Data Analysis in Excel 2013 - Course Technology Compu...
Pivot Tables and Beyond Data Analysis in Excel 2013 - Course Technology Compu...Pivot Tables and Beyond Data Analysis in Excel 2013 - Course Technology Compu...
Pivot Tables and Beyond Data Analysis in Excel 2013 - Course Technology Compu...
 
Building a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T JonesBuilding a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T Jones
 
Lean Thinking
Lean ThinkingLean Thinking
Lean Thinking
 
Lean management = Learn management par Klaus Beulker
Lean management = Learn management par Klaus Beulker Lean management = Learn management par Klaus Beulker
Lean management = Learn management par Klaus Beulker
 
Data Analysis with Excel & TEST4U
Data Analysis with Excel & TEST4UData Analysis with Excel & TEST4U
Data Analysis with Excel & TEST4U
 
Lean manufacturing concepts and tools and quality management1
Lean manufacturing concepts and tools and quality management1Lean manufacturing concepts and tools and quality management1
Lean manufacturing concepts and tools and quality management1
 
Industrial Waste Management
Industrial Waste ManagementIndustrial Waste Management
Industrial Waste Management
 
Benefits of kaizen
Benefits of kaizenBenefits of kaizen
Benefits of kaizen
 
Lean Startup for Agile Product Management
Lean Startup for Agile Product ManagementLean Startup for Agile Product Management
Lean Startup for Agile Product Management
 
solid waste management
solid waste managementsolid waste management
solid waste management
 
Solid waste management ppt
Solid waste management pptSolid waste management ppt
Solid waste management ppt
 

Similar a Lean Management Basics

Lean manufacturing basics
Lean manufacturing basicsLean manufacturing basics
Lean manufacturing basicssarah bridge
 
IRJET- Applications of Lean Six Sigma
IRJET-  	  Applications of Lean Six SigmaIRJET-  	  Applications of Lean Six Sigma
IRJET- Applications of Lean Six SigmaIRJET Journal
 
Lean Six Sigma for Jewellery
Lean Six Sigma for JewelleryLean Six Sigma for Jewellery
Lean Six Sigma for JewelleryPrem Anand
 
IMPLEMENTATION OF LEAN TECHNIQUES IN INDIAN SCEANIRO AND TESTING ITS FITNESS
IMPLEMENTATION OF LEAN TECHNIQUES IN INDIAN SCEANIRO AND TESTING ITS FITNESSIMPLEMENTATION OF LEAN TECHNIQUES IN INDIAN SCEANIRO AND TESTING ITS FITNESS
IMPLEMENTATION OF LEAN TECHNIQUES IN INDIAN SCEANIRO AND TESTING ITS FITNESSIRJET Journal
 
Lean six sigma 3d
Lean six sigma 3dLean six sigma 3d
Lean six sigma 3dVarmahk
 
Lean Production POM.pptx
Lean Production POM.pptxLean Production POM.pptx
Lean Production POM.pptxSaranshGera2
 
Lean vs. Traditional Manufacturing.ppt
Lean vs. Traditional Manufacturing.pptLean vs. Traditional Manufacturing.ppt
Lean vs. Traditional Manufacturing.pptMohammedRizwanSharif1
 
Morrisons session 3
Morrisons session 3Morrisons session 3
Morrisons session 3philg2
 
jerry.metcalf.102516.pptx
jerry.metcalf.102516.pptxjerry.metcalf.102516.pptx
jerry.metcalf.102516.pptxtitatis74
 
Lean Six Sigma and the principles of Kaizen for your business
Lean Six Sigma and the principles of Kaizen for your business   Lean Six Sigma and the principles of Kaizen for your business
Lean Six Sigma and the principles of Kaizen for your business Brent Spilkin
 
2012 lean toolbox_4 asq
2012 lean toolbox_4 asq2012 lean toolbox_4 asq
2012 lean toolbox_4 asqArek Rajtar
 
Cindy Novak Quality Expo 092209 Presentation
Cindy Novak Quality Expo 092209 PresentationCindy Novak Quality Expo 092209 Presentation
Cindy Novak Quality Expo 092209 PresentationCindy Novak
 
IRJET- Implementing Lean Manufacturing Principle in Fabrication Process- A...
IRJET- 	  Implementing Lean Manufacturing Principle in Fabrication Process- A...IRJET- 	  Implementing Lean Manufacturing Principle in Fabrication Process- A...
IRJET- Implementing Lean Manufacturing Principle in Fabrication Process- A...IRJET Journal
 
1603960041059_20 Six Sigma Good Tools.pptx
1603960041059_20 Six Sigma Good Tools.pptx1603960041059_20 Six Sigma Good Tools.pptx
1603960041059_20 Six Sigma Good Tools.pptxMimmaafrin1
 
Workplace management : 5S / Visual Control
Workplace management :  5S / Visual ControlWorkplace management :  5S / Visual Control
Workplace management : 5S / Visual ControlVarmahk
 

Similar a Lean Management Basics (20)

Lean manufacturing basics
Lean manufacturing basicsLean manufacturing basics
Lean manufacturing basics
 
IRJET- Applications of Lean Six Sigma
IRJET-  	  Applications of Lean Six SigmaIRJET-  	  Applications of Lean Six Sigma
IRJET- Applications of Lean Six Sigma
 
Lean Six Sigma for Jewellery
Lean Six Sigma for JewelleryLean Six Sigma for Jewellery
Lean Six Sigma for Jewellery
 
Manufacturing.ppt
Manufacturing.pptManufacturing.ppt
Manufacturing.ppt
 
IMPLEMENTATION OF LEAN TECHNIQUES IN INDIAN SCEANIRO AND TESTING ITS FITNESS
IMPLEMENTATION OF LEAN TECHNIQUES IN INDIAN SCEANIRO AND TESTING ITS FITNESSIMPLEMENTATION OF LEAN TECHNIQUES IN INDIAN SCEANIRO AND TESTING ITS FITNESS
IMPLEMENTATION OF LEAN TECHNIQUES IN INDIAN SCEANIRO AND TESTING ITS FITNESS
 
Basics Of Lean
Basics Of LeanBasics Of Lean
Basics Of Lean
 
Lean six sigma 3d
Lean six sigma 3dLean six sigma 3d
Lean six sigma 3d
 
5S Techniques by Operational Excellence Consulting
5S Techniques by Operational Excellence Consulting5S Techniques by Operational Excellence Consulting
5S Techniques by Operational Excellence Consulting
 
Lean Production POM.pptx
Lean Production POM.pptxLean Production POM.pptx
Lean Production POM.pptx
 
Lean vs. Traditional Manufacturing.ppt
Lean vs. Traditional Manufacturing.pptLean vs. Traditional Manufacturing.ppt
Lean vs. Traditional Manufacturing.ppt
 
3 lean thinking & jit
3 lean thinking & jit3 lean thinking & jit
3 lean thinking & jit
 
Morrisons session 3
Morrisons session 3Morrisons session 3
Morrisons session 3
 
Lean Manufacturing
Lean ManufacturingLean Manufacturing
Lean Manufacturing
 
jerry.metcalf.102516.pptx
jerry.metcalf.102516.pptxjerry.metcalf.102516.pptx
jerry.metcalf.102516.pptx
 
Lean Six Sigma and the principles of Kaizen for your business
Lean Six Sigma and the principles of Kaizen for your business   Lean Six Sigma and the principles of Kaizen for your business
Lean Six Sigma and the principles of Kaizen for your business
 
2012 lean toolbox_4 asq
2012 lean toolbox_4 asq2012 lean toolbox_4 asq
2012 lean toolbox_4 asq
 
Cindy Novak Quality Expo 092209 Presentation
Cindy Novak Quality Expo 092209 PresentationCindy Novak Quality Expo 092209 Presentation
Cindy Novak Quality Expo 092209 Presentation
 
IRJET- Implementing Lean Manufacturing Principle in Fabrication Process- A...
IRJET- 	  Implementing Lean Manufacturing Principle in Fabrication Process- A...IRJET- 	  Implementing Lean Manufacturing Principle in Fabrication Process- A...
IRJET- Implementing Lean Manufacturing Principle in Fabrication Process- A...
 
1603960041059_20 Six Sigma Good Tools.pptx
1603960041059_20 Six Sigma Good Tools.pptx1603960041059_20 Six Sigma Good Tools.pptx
1603960041059_20 Six Sigma Good Tools.pptx
 
Workplace management : 5S / Visual Control
Workplace management :  5S / Visual ControlWorkplace management :  5S / Visual Control
Workplace management : 5S / Visual Control
 

Último

From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMGloria Chow
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersMahmoud Rabie
 
Growing a Thriving and Engaged Remote Team
Growing a Thriving and Engaged Remote TeamGrowing a Thriving and Engaged Remote Team
Growing a Thriving and Engaged Remote TeamJulie Cameron
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectCIToolkit
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AIKye Andersson
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationCIToolkit
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...AgileNetwork
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA StudentsManickam Gajapathy
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioChristopher Totten
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementCIToolkit
 
Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingCIToolkit
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsCIToolkit
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process ImprovementCIToolkit
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfBALASUNDARESAN M
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingCIToolkit
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanStefan Wolpers
 
Unlocking Insights and Driving Solutions Using the 5 Whys Approach
Unlocking Insights and Driving Solutions Using the 5 Whys ApproachUnlocking Insights and Driving Solutions Using the 5 Whys Approach
Unlocking Insights and Driving Solutions Using the 5 Whys ApproachCIToolkit
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsStephan Koning
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentationgdscghrcem
 

Último (20)

From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EM
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
 
Growing a Thriving and Engaged Remote Team
Growing a Thriving and Engaged Remote TeamGrowing a Thriving and Engaged Remote Team
Growing a Thriving and Engaged Remote Team
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and Effect
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AI
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process Optimization
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA Students
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the Studio
 
Capacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slidesCapacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slides
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
 
Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value Mapping
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity Diagrams
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process Improvement
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdf
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem Solving
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna Rothman
 
Unlocking Insights and Driving Solutions Using the 5 Whys Approach
Unlocking Insights and Driving Solutions Using the 5 Whys ApproachUnlocking Insights and Driving Solutions Using the 5 Whys Approach
Unlocking Insights and Driving Solutions Using the 5 Whys Approach
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outs
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentation
 

Lean Management Basics

  • 1. © 2013 ICOPE - All rights reserved. LEAN MANAGEMENT BASICS
  • 2. © 2013 ICOPE - All rights reserved. OVERVIEW ON LEAN MANAGEMENT What is Lean Why to use Lean Where to use Lean When to use Lean 5S 8 Wastes Standard work Visual Management INTRODUCTION TO THE PROGRAM – PART 2
  • 3. © 2013 ICOPE - All rights reserved. LEAN MANAGEMENT IMPROVE PHASE – PART 6
  • 4. © 2013 ICOPE - All rights reserved. WHAT IS LEAN MANAGEMENT LEAN Management: It is a customer focussed waste elimination method that makes the process and there by organization lean (eliminating Fat) In a Lean company, employees always look to improve their skills and improve the processes. Products and Services are driven in right amounts, to right location, at the right time and in the right condition. Lean Thinking The Goal of Lean Thinking is the creation of a continuous stream which delivers customer value with the least waste of resources within the shortest possible time. The Building blocks of Lean Management are 5s, 8 Wastes, Visual Management and Standardised work IMPROVE PHASE – PART 6
  • 5. © 2013 ICOPE - All rights reserved. LEAN MANAGEMENT LEAN Management IMPROVE PHASE – PART 6
  • 6. © 2013 ICOPE - All rights reserved. WHY LEAN IMPROVE PHASE – PART 6
  • 7. © 2013 ICOPE - All rights reserved. WHY TO USE LEAN – BENEFITS Individual • Develops Leadership thinking • Improved decision making skills • Ability to use problem solving tools and techniques • A better You as an Individual / Manager Organizational • Improved quality of product or service • Reduced process cycle time • Development of staff skills • Common language throughout the organisation INTRODUCTION TO THE PROGRAM – PART 2
  • 8. © 2013 ICOPE - All rights reserved. WHERE TO USE LEAN IMPROVE PHASE – PART 6
  • 9. © 2013 ICOPE - All rights reserved. WHERE TO USE LEAN TYPE OF INDUSTRIES Manufacturing Telecom Banking & Insurance Healthcare Education Hospitality Airlines Construction Software Space Research & Military Any industry where (internal/external) CUSTOMER is involved TYPE OF FUNCTION Customer Service Production Administration Sales & Marketing Finance Research & Development Operations Training & Development Human Resource Management IT Quality Any function where (internal/external) CUSTOMER is involved INTRODUCTION TO THE PROGRAM – PART 2
  • 10. © 2013 ICOPE - All rights reserved. WHEN TO USE LEAN IMPROVE PHASE – PART 6
  • 11. © 2013 ICOPE - All rights reserved. WHEN TO USE LEAN LEAN SIX SIGMA DO IT YOURSELF ASK EXPERT IMPACT CAUSES KNOWN UNKNOWN LOWHIGH INTRODUCTION TO THE PROGRAM – PART 2
  • 12. © 2013 ICOPE - All rights reserved. 5S IMPROVE PHASE – PART 6
  • 13. © 2013 ICOPE - All rights reserved. 5S What is 5S: 5S is a methodology which helps us to better organise our workplace in order to improve safety/controls and productivity 5S is the foundation on which to build a leaner organisation Where 5S is used? At any work station or work place. Traditionally used on the shop floor, but equally relevant in office environments, service, on-site works and even computer file storage. IMPROVE PHASE – PART 6
  • 14. © 2013 ICOPE - All rights reserved. 5S – Cycle 5S Cycle: IMPROVE PHASE – PART 6 Sort • Seri Straighten • Seiton Shine • Seiso Standardise • Seiketsu Sustain • Shitsuke
  • 15. © 2013 ICOPE - All rights reserved. 5S IMPROVE PHASE – PART 6 5S Description Sort • Remove all items from the work area • Identify all items required to add value at the workstation • Eliminate duplicates, infrequently used items, and trash • Identify these items as waste or not critical with red tags • Store red tag items in a dedicated Red Item’s Area Straighten • Take the equipment required in the workstation area and organize it based on frequency and point of use • Assign locations for all equipment, WIP (Work In Progress), and raw materials and include minimum / maximum levels to be held • Consider ease of reach, identification and proximity to work surface Shine • It’s all about cleaning. Clean the floors, walls and equipment • Ensure all items are restored to their designated place • Cleaning becomes part of daily tasks and responsibilities • Clear schedules and standards are developed and worked to • Ideas to reduce the need to clean are generated and actioned
  • 16. © 2013 ICOPE - All rights reserved. 5S IMPROVE PHASE – PART 6 5S Description Standardize • Standardize maintains the result of the prior three steps • Define standardized work, cleaning and organizational procedures for the prior 3 S’s • Document the desired state of operations with pictures, short instructions of 5S procedures and target KPIs • Clarifies who is responsible for each operation Sustain • Sustain aims to make the new standards and procedures, the new habit – “The way we do things around here” • Habits initially take time and effort to develop and maintain - cultural change • Sustain, holds the other 4S together and embeds them into the culture • Without a strong emphasis on Sustain, the new standards will lapse and there will be slippage back to the ‘old ways’
  • 17. © 2013 ICOPE - All rights reserved. 5S 5S Table IMPROVE PHASE – PART 6
  • 18. © 2013 ICOPE - All rights reserved. 5S - BENEFITS IMPROVE PHASE – PART 6 5S Improved Safety Improved Productivity Reduces Waste Foundation to Lean Organization Involves Employees in improvement
  • 19. © 2013 ICOPE - All rights reserved. 8 WASTES IMPROVE PHASE – PART 6
  • 20. © 2013 ICOPE - All rights reserved. WASTE VSM Key Terms: Waste: Any activity that consumes time and resources like manpower, machinery, money etc., and does not contribute in meeting the customer requirements. Types of Wastes: There are 3 types of wastes ANALYSE PHASE – PART 5 MUDA: WASTE MURA: UNEVENNESS MURI: OVERBURDEN
  • 21. © 2013 ICOPE - All rights reserved. TYPES OF WASTES VSM Key Terms: Types of Wastes: MUDA: Any activity in the process that does not add value. MUDA is not creating value for the customer. In short: WASTE MURA: Any variation leading to unbalanced situations. In short: UNEVENNESS, inconsistent, irregular. Mura exists when workflow is out of balance and workload is inconsistent and not incompliance with the standard. MURI: Any activity asking unreasonable stress or effort from personnel, material or equipment. In short: OVERBURDEN Muri means: a too heavy mental- or physical burden. For machinery Muri means: expecting a machine to do more than it is capable of or has been designed to do. ANALYSE PHASE – PART 5
  • 22. © 2013 ICOPE - All rights reserved. 8 - DEADLY WASTES Types of Muda (Wastes): Muda is again classified in to 8 types as follows. The popular acronym for the 8 wastes - DOWNTIME Defects Over Production Waiting Not using employee creativity Transportation Inventory Motion Extra Processing ANALYSE PHASE – PART 5
  • 23. © 2013 ICOPE - All rights reserved. 8 - DEADLY WASTES ANALYSE PHASE – PART 5 Waste Type Description Defects Any product or process not meeting the customer requirement Over Production Making something before it is truly needed Waiting Time when work-in-process is waiting for the next step in production Not using employee creativity Not effectively using the collective talents, skills and knowledge of all employees and suppliers Transportation Unnecessary movement of raw materials, work-in-process or finished goods Inventory Product (raw materials, work-in-process, or finished goods) quantities that go beyond supporting the immediate need Motion Unnecessary movement of people Extra Processing More processing than is needed to produce what the customer requires
  • 24. © 2013 ICOPE - All rights reserved. 8 WASTES - BENEFITS IMPROVE PHASE – PART 6 8W Reduces Time Improved Productivity Reduces Waste Improves Customer Satisfaction Involves Employees in improvement
  • 25. © 2013 ICOPE - All rights reserved. VISUAL MANAGEMENT IMPROVE PHASE – PART 6
  • 26. © 2013 ICOPE - All rights reserved. VISUAL MANAGEMENT What is Visual Management Visual management is a method of creating an information-rich environment by the use of visual signals, symbols and objects It helps anybody in the workplace to know what the current status is and what to do next Where to use Visual Management In any workplace where working to a standard is key Use it in teams, to create shared understanding and build teamwork How to use Visual Management: Understand elements of the workplace & process that are key Consider methods to make standards clear and easily understood Use it in teams, to create shared understanding and build teamwork. Build participation through shared information Conveying Information - Work environment, safety, operations, storage, quality, equipment… Visual Displays - what, where, when, who and how Visual Controls – for controlling the process (e.g. action triggers) IMPROVE PHASE – PART 6
  • 27. © 2013 ICOPE - All rights reserved. VISUAL MANAGEMENT - GUIDELINES IMPROVE PHASE – PART 6 Visual Management Step Description Understand the standard process • Identify key characteristics of the standard process Consider Visual Displays • Consider methods which communicate important information, but do not control the process. • Consider what, when who, when and how. • Involve the team • Select clear simple visual displays Consider Visual Controls • Consider building visual controls into the process to ensure that activities are performed according to standard • Consider what, when who, when and how • Involve the team • Select clear simple visual controls Implement Visual Management • Brief and action the team to implement the agreed visual management Maintain & Review • Continually monitor any visual displays and controls • Update all displays at agreed intervals • Review effectiveness and amend accordingly
  • 28. © 2013 ICOPE - All rights reserved. VISUAL MANAGEMENT - EXAMPLES Examples: IMPROVE PHASE – PART 6
  • 29. © 2013 ICOPE - All rights reserved. VISUAL MANAGEMENT - BENEFITS IMPROVE PHASE – PART 6 Visual Management Creates a standard work environment Improved Productivity Simple & Low cost Can be understood & adopted quickly Involves Employees in improvement
  • 30. © 2013 ICOPE - All rights reserved. STANDARD WORK CONTROL PHASE – PART 7
  • 31. © 2013 ICOPE - All rights reserved. STANDARD WORK CONTROL PHASE – PART 7 What is Standard Work A simple written description of the safest, highest quality, and most efficient way known to perform a particular task, (i.e. a checklist to lead someone through the task). It describes the only acceptable way to do the process. Expected to be continually improved Includes the amount of time allotted to hand-off the task to the next step of the process. Focuses on the process, not the equipment or materials Reduces variation, increases consistency
  • 32. © 2013 ICOPE - All rights reserved. STANDARD WORK - STEPS CONTROL PHASE – PART 7 Steps for Creating Standard Work 1. Define the extent of the task for which you are creating standard work (e.g. starts at… ends at…) 2. Determine the appropriate standard work requirements Name of process Author Revision date Task name Work sequence (i.e checklist, procedure) Time allotted for task – next task in sequence 3. Gather best practices 4. Create the standard work document 5. Train the supervisor on the standard work 6. Train the employees to do the standard work 7. Run the process and observe the results 8. Make adjustments and modifications to the standard work
  • 33. © 2013 ICOPE - All rights reserved. STANDARD WORK – DOs & DON’Ts CONTROL PHASE – PART 7 DON’Ts: • Put standard work in a desk drawer • Change processes without changing standard work • Make standard work difficult to change • Give up on standard work – it can be tough, but it’s very important DO: • Keep standard work simple • Make it accessible • Include all information on one, easy-to- read document • Create one standard work document for each part of the process • Always look for ways to improve the process.
  • 34. © 2013 ICOPE - All rights reserved. STANDARD WORK – TEMPLATE CONTROL PHASE – PART 7 • Template Owner Approved By Revision Date Process Start Point End Point Task Process steps
  • 35. © 2013 ICOPE - All rights reserved. STANDARD WORK - BENEFITS IMPROVE PHASE – PART 6 Visual Management Creates a standard work environment Reduced time for processing Less people dependent Can be understood & adopted quickly Reduces Variation
  • 36. © 2013 ICOPE - All rights reserved. Thank you . . . IMPROVE PHASE – PART 6