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Author Archive | René Visser

Lean and Value Streams.

By on February 23, 2012 in Lean Six Sigma, Uncategorized

The key to Lead Time & Waste (Lean) is thinking about Value Add form a customer perspective.

  • This leads us to think in terms of categories for all other activity; either it is Value Add or it isn’t.
  • If it isn’t then it is something we have to do to “enable” Value Add (like deal with regulators) or it’s waste.
  • Waste comes in many different forms and the 7 wastes shown here are usually found in all operations.

But there are other forms of waste which we also should be aware of particularly the waste of human potential.

Once we understand the value add we then think in terms of ‘streams’ of value (a type of process mapping) and we think in terms of ‘families’ of products/services that have the same value streams.

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Lean Six Sigma and the Baby Boomers

By on February 23, 2012 in Lean Six Sigma, Uncategorized

Europe’s population is aging. More and more workers, especially the Baby Boomers, are or will be approaching retirement age in the very near future. When this group of workers begins to leave the labour force, it will place great demands on the existing workforce and on the economy as a whole. Through Lean Six Sigma and Lean Transformation we might be more efficient with less resources. But how will we deal with the lesser knowledge and experience of the Baby Boomers?

Europeans relocating from other parts of the continent or immigration will not address the full shortage of workers in the European economy. In order to successfully meet the challenges of the demographic shift and the high demands of today’s employers, we need to tackle the labour issue from both the supply and demand sides of the equation.

It is important to understand that all companies compete in a global market place and, more often then not, are competing with companies with a greater cost advantage. To ensure European companies are able to sustain themselves, they must look at how they can improve operational efficiencies to maintain their competitive advantage.

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Lean for Production and Services

By on February 23, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

A popular misconception is that lean is suited only for manufacturing. Not true. Lean applies in every business and every process. It is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization.

The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources.

A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.

To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.

Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Also, information management becomes much simpler and more accurate.

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The word is, lean transformation !

By on February 22, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

Businesses in all industries and services, including healthcare and governments, are using lean principles as the way they think and do. Many organizations choose not to use the word lean, but to label what they do as their own system, such as the Toyota Production System or the Danaher Business System. Why? To drive home the point that lean is not a program or short term cost reduction program, but the way the company operates. The word transformation or lean transformation is often used to characterize a company moving from an old way of thinking to lean thinking. It requires a complete transformation on how a company conducts business. This takes a long-term perspective and perseverance. A client of PEEC doing just that, it’s the new word! lean transformation.

Lean for Production and Services A popular misconception is that lean is suited only for manufacturing. Not true. Lean applies in every business and every process. It is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization.

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Looking for new types of waste in Lean

By on February 21, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

As Lean concepts have been developed over the years some other wastes have been added to the original 7 (TIM WOOD).

  • The waste of Untapped Human Potential

This relates to intellectual capacity not just physical labour

 

  • The waste of Inappropriate Control Systems

This relates to minimising complexity (Push ERP/MRP/SAP vs Pull JIT and Kanban)

 

  • Wasted Energy and Water
  • Waste of Customer Time and Defecting Customers
  • Service and Office Wastes

 

  • The waste of Human Capacity

This relates to physical capacity during meetings, decision making

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What is Lean IT?

By on February 16, 2012 in Information Technology, Uncategorized

Lean IT is the extension of lean production and lean office principles to the development and management of info tech (IT) products and services. Its central concern, applied in the context of IT, is the elimination of waste, where waste is work that adds no value to a product or service.

Although lean principles are generally well established and have broad applicability, their extension from manufacturing to IT is only just emerging.Indeed, Lean IT poses significant challenges for practitioners while raising the promise of no less significant benefits. And whereas Lean IT initiatives can be limited in scope and deliver results quickly, implementing Lean IT is a continuing and long-term process that may take years before lean principles become intrinsic to an company’s culture.

 

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Starting from 20th March '12; monthly PMP certification training in Hamburg.

By on February 9, 2012 in Project Management @de, Project Managment, Uncategorized

Starting from 20th March; monthly PMP certification training in Hamburg.

Obtaining PMP certification means that you have taken the necessary steps to prove that you are an expert at managing projects.

All-in price of € 2.150 excl. VAT

  • 3 days-Module 1:  focuses on all the vital components of a professional management.
  • + 2 days- Module 2 : focuses on the Exam Simulation (4 hrs) and the preparation for the test.

PMP training helps you prepare for a more lucrative career. This exam is required for individuals to earn Project Management Professional certification (or PMP certification). To be permitted to even take the exam, you must apply to the Project Management Institute. The application requires a detailed listing that shows the applicant has completed all prerequisites, including thousands of hours of project management experience. Even when you have been managing projects for decades you can benefit from enrolling in the PMP training, before taking the exam at PMI.

 

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