2. ENABLING OPERATIONS TO ACHIEVE MORE WITH EXISTING
RESOURCES LEADING TO:
• Reduced Lead Time
• Increased productivity (minimum 20%)
• Increased Equipment Performance
• Less Rejects and rework and much more…..
2
3. OBJECTIVES
• To move 80% of Lab staff who have limited Lean
culture to commitment level and be involved in
Lean projects
• To move 20% who have not yet attended any lean
training to be sufficiently motivated, to be trained
and involve in projects
• Achievement of relevant Departmental Critical
Success Indicators
• Help achieve 20% productivity improvement
• To turn Lab into Lean Model area
3
4. LEAN CULTURALIZATION MODEL (6 months)
Lean Awareness Lean Innovation Lean Culture
Diagnostics & Planning
• Value Stream Mapping
• Lean maturity
Assessment
• Gap analysis for:
• Lean Implementation
• Lean Culture
• Skills & Training
• Identifying Improvement
opportunities and
turning Critical Success
Indicators into projects
• Communication and
setting up of Lean
Implementation
Structures & Metrics
Training & Projects Mentoring
• Training in necessary tools such as:
• Team Leadership tools
• Motivational tools
• Waste Reduction
• Kaizen methodology
• Quick Changeover
• Pokayoke
• Kanban & Inventory Management
• Bottleneck Management etc.
• Hands-On coaching on projects and
improvements
• Team Leadership Coaching and motivational
mentoring
• Handling resistance to change in projects
• Periodic Review by teams with management
team (weekly)
• Progress monitoring by consultant with teams
and management team
Culturalization
• Establishing
Standardized Lean
Practises and
Leadership roles &
Management
Involvement
• Establishing Lean
Continuous
Improvement Cycle
• Establishing Gemba
Meeting
• Addressing change
resistance and
motivational issues on
continuing Lean as a
culture
• Rewards &
Recognition
• Best Practice Sharing
ONE MONTH THREE TO FOUR MONTHS ONE MONTH
Support & Training is for a maximum of 80 persons 4
5. CONSULTANT LED PROJECT MODEL (2 months)
Lean Awareness Lean Innovation Lean Culture
Diagnostics & Planning
• Value Stream Mapping
• Lean maturity
Assessment
• Gap analysis for:
• Lean Implementation
• Lean Culture
• Skills & Training
• Identifying Improvement
opportunities and
turning Critical Success
Indicators
• Identify one critical
Lean Project towards
CSI achievement
• Plan project
requirements & support
team
Training & Projects Mentoring
• Hands-On project led by consultant and
improvement actions are implemented by
support team
• Handling resistance to change in projects
• Periodic Review by teams with management
team (weekly)
• Progress monitoring by consultant with teams
and management team
• Periodic Review by Department managers
• Training on Tools as OJT
•
Culturalization
• Establishing
Standardized work and
metrics for
sustainability of project
results
TWO WEEKS ONE MONTH TWO WEEKS
Support & Training is limited to project support team – estimated 20 persons
5
6. HYBRID MODEL (3 months)
Lean Awareness Lean Innovation Lean Culture
Diagnostics & Planning
• Value Stream Mapping
• Lean maturity
Assessment
• Gap analysis for:
• Lean Implementation
• Lean Culture
• Skills & Training
• Identifying Improvement
opportunities and
turning Critical Success
Indicators
• Identify one to two
cross departmental
critical Lean Projects
towards CSI
achievement
• Plan project
requirements & identify
team members
Training & Projects Mentoring
• Hands-On project facilitation and coaching by
consultant
• Team members
• Handling resistance to change in projects
• Periodic Review by teams with management
team (weekly)
• Progress monitoring by consultant with teams
and management team
• Periodic Review by Department managers
• Training on Tools as OJT according to needs
of the projects. Key tools may be Waste
Elimination, Standardized Work, Quick
Changeover etc.
Culturalization
• Establishing
Standardized work and
metrics for
sustainability of project
results
• Training on key Lean
concepts & Tools
TWO WEEKS TWO MONTHS TWO WEEKS
Support & Training is for a maximum of 80 persons 6
7. Lean Culturalization Consultant Led Hybrid
Advantages
• Comprehensive involvement
• Concurrent improvement
• Long Term culture &
sustainability
• Involve all members
• Adopt full change
management cycle
• Higher ROI
• Quick Results
• Lower investment
• Less time spent by
management
• Quick Results
(compared to Lean
culturalization model)
• Training given in JIT
form
• Lower investment
compared Lean
Cultaralization model
• Partial change
management model
• Non pilot team
members can
participate as
observers
Setbacks
• Longer transformation period
• Higher Investment
• Limited employee
involvement
• Limited skills &
experience and culture
transferred
• Working only on one
project
• Limited employee
involvement
• Limited skills &
experience and culture
transferred
• Working only on one
project
COMPARISON OF MODELS
7
8. CONSULTANTS INVOLVEMENT AT INTEL
• Consultants will be facilitating projects and skills
transfer at Intel every 3 weeks once
• Consultants will be on site at Intel for 5 days at any
planned visit
• During each visit improvement teams will be
spending time working on the improvement
projects and necessary tools, skills, coaching and
motivation will be provided by consultants
• Intel’s internal team leaders will be closing the
actions of projects between consultants’ visit.
8
9. RECOMMENDED APPROACH
• It is recommended that Intel takes the Hybrid
consulting model to work on improvement
projects
• This will create results which can be seen within 3
months which can be used as buy-in to get all staff
at the lab into commitment to Lean
• Next a comprehensive culture creation phase and
knowledge transfer can be carried out based on
culturalization model
9
10. LEARN-DO-MENTORING
Mentor and coach on actual implementation
Amateurs work
until they get it
right.
Professionals work
until they can't get
it wrong.
CONSULTING METHOD
10
12. FUTURE INVESTMENT
• After completion of the Hybrid consulting
model at the investment cost of ………
Intel may obtain the balance of the support
needed as per the Culturalization Model
• This support will be delivered at a cost of
………. per day to cover the remaining
necessary tools and coaching to complete
the Lean Culturalization process
12
13. SELECTED CLIENTS’ ROI
Company
Description
Description of
Intervention
Savings
Amount Spent
in USD
Estimated
Returns in USD
Fortune 500
MNC in
Singapore
Lean Constraint
Management
• 30% increase in
throughput using existing
machines
• 40% reduction in Lead
Time
200,000 6,000,000
MNC in
Thailand
Lean Cultural
Transformation
through Lean
Masters
certification
• 50% reduction in
Inventory and Lead Time
• 40% increase in
throughput
• 60% reduction in
changeover time
120,000 9,00,000
Mid Size
Company in
Malaysia
Lean Value Stream
improvement.
Short training and
Projects
• 30% increase in line
productivity
20,000 3,000,000
Semicon
Giant in
Malaysia
Lean Cultural
Transformation
through Lean
Masters
certification
• 40% Reduction in
Changeover time
• 20% improvement in OEE
• 20% improvement in
Lead Time
120,000 5,000,000
Note:
• Company names have not been revealed for confidentiality purposes based on consulting practice ethics
• Returns are estimated based on a one year period during the consulting intervention which may not include recurrent savings
13
14. • 20 Years experience in Manufacturing
Operations
• Engaged in Lean transformation for
Fortune 500 and small companies all
over Asia since 1999
• Former Supplier Lean Head for Asia at
Seagate Technologies
• Helped clients save Millions of Dollars
within a short period of time
• Have diagnosed, trained and
implemented Lean for clients such as:
Seagate, GE, 3M,Carsem, Snap
On, NSK, Minebea and many more
• Uses hands-on and pragmatic
approach to consulting and earned nick
name as “The Constraint Buster”
CONSULTANTS’ CREDENTIALS
• 18 Years of experience in Organization
Development and Learning
• Formed Senior Manager of OD for
PayPal and First Solar for APAC
• He is a Certified Trainer of Zenger
Miller for interpersonal and leadership
Skills
• Experienced in the area of
leadership, people
management, facilitation, team
development based on positive
psychology and practical management
experience
• His clients include TE Connectivity
China, Tan Chong Motor, Park Yard
Hotel Shanghai, Dynacraft, Green
Parket, Amanda Hotel Langkawi and
etc
14
J. Ramesh Victor Laurence Yap
