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Tag Archives | goals and objectives

Lean Tools and Technology in Lean Development

By on April 23, 2012 in General, Uncategorized

– Adapt technology to fit your People & Process; In some organisations it could be the opposite (Technology has to be mature first in accordance withTechnical Readiness Level process)

– Align organisation through simple visual communication More difficult for Engineering .

– Use powerful tools for standardization & organizational learning Lean organisation (reducing number of layers…)

at Toyota are the best exponents of Lean Development and since 1991 have identified 4 Critical Success Factors as follows:
  • Creating a strong vision to ensure that design engineers care about what the customer thinks of their future services and products
  • Limit the number of late design changes by striving for Perfect Drawings and Zero EC after production drawing release
  • Focus on precise and tightly scheduled industrialised drawing production to increase effectiveness
  • Focus on quality and cost of production itself to ensure build is with the cost bracket
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Lean Production

By on April 16, 2012 in General, Lean Six Sigma, Uncategorized

Toyota is the most documented Lean Company, talking about Lean Production.

 

1991 – The machine that changed the world – This was the first time Toyota opened it’s doors to external consultants based on the TPS (Toyota Production System) developed by Womack and the Massachusetts Institute of Technology. “The 5 Steps to Lean” (specify value, identify the value stream, make the value flow, let the customer pull, pursue perfection) were defined in this book.

1996 – Lean Thinking (Womack and Jones) – Easier to read, still based on TPS (Manu) with Case Studies

1997 – Concurrent Engineering Effectiveness – Jeff Liker and based on some of Toyota’s Engineering Principles

2002 – Lean Enterprise Value  –

2004 – The Toyota Way – Jeff Liker – Business Philosophy and 14 Management Principles

2006 – The Toyota Product Development System – Jeff Liker – based on the product development system not manufacturing. The product development system is the key behind the TPS and this is the first book that explores Toyota’s PDS and this is their main competitive advantage. Easier to replicate the TPS than the PDS. 13 Principles broken down, easy to read and you can dip in and out of the book.

2007 – Toyota Talent –  Jeff Liker – How to develop engineers

2007 – The Lean Product Development Guidebook –

 

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Our Summer Speed Course in Aix is especially designed for managers to take a break during the months of July and August.

By on March 26, 2012 in Lean Six Sigma, Project Managment, Uncategorized

Our Summer Speed Course in Aix is especially designed for managers to take a break during the months of July and August.

Certification for Green Belts and Black Belt with the Lean Six Sigma methods.

Following the advice and suggestions of improvement managers like you, we created a program that shows you . . .

  • Quick and easy methods for getting more done in less time so you can focus on the skills specific to your business.
  • Easy to understand and apply strategies for sustainable development.
  • Clear progressions that can be used for beginner and advanced belts at the same practice.
  • Drills and exercises in workshops so you can see exactly how to perform and coach properly.
  • Specific instructions detailing how, where and when to use each action without having “to earn a degree in results garantuee or proof of claim”
  • Proven sample workouts and programs you can instantly bring to practice – the same day your program arrives

How much longer will you wait to make modernized improvements to the way you coach…and the way your business runs and competes?

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Lean Transformation and ICT

By on March 21, 2012 in Lean Six Sigma, 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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Role of a Lean Six Sigma Master Black Belt

By on March 19, 2012 in Lean Six Sigma, Uncategorized

Role of a Lean Six Sigma Master Black Belt

  • Training, mentoring and coaching everyone in the organization who is involved in Six Sigma.
  • Raising the level of organizational competency with respect to Six Sigma.
  • Being the highest level of technical expertise regarding Six Sigma in the organization.
  • Developing and conducting training sessions.
  • Transferring lessons learned.
  • Assisting upper management to drive change.
  • Leading large and complex projects.
  • Fostering an organizational culture of continuous improvement.

 Who should attend?

      • The Six Sigma Master Black Belt program is intended for outstanding individuals who have the aptitude and desire to master the complexities of the training program and fulfill the role of the Master Black Belt.

Course Prerequisites

Candidates for the Lean Six Sigma Master Black Belt certificate must be previously certified as a Lean Six Sigma Black Belt prior to enrolling for this course, or must complete the Key Performance Lean Six Sigma Black Belt training program prior to enrolling in this course.  Candidates should have college level math skills and are required to utilize statistical analysis software.

Candidates must have been certified as a Black Belt for at least six months and must have completed at least two projects as a certified Black Belt prior to enrolling in the Master Black Belt program.

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Lean Transformation and the Art of War.

By on March 7, 2012 in General, Lean Six Sigma, Uncategorized

The success of any Lean Transformation depends on a few key factors.

 

In the “Art of War” of Sun Tzu, one can define 3 factors that will determine the outcome of a battle:

  • If you know the enemy and know yourself, you need not fear a hundred battles.
  • If you know yourself but not the enemy, for every victory gained you will also suffer a defeat.
  • If you know neither the enemy nor yourself, you will succumb in every battle.

 

what is needed to win a battle? What is the profit to be delivered from the process? VOB

Sun Tzu’s three conditions helps determine the success of a business:

If you understand the needs of your customers, What is the customer experience to be delivered? VOC

If you know the capabilities  of your own business but do not understand the needs of your customers or the strengths of your competitors, for every increase in sales revenue you will reduce profits and lose market share. VOP

If you do not know the needs of your customers, the strengths of your competitors nor the capabilities  of your own business, you will succumb to market forces and eventually lose everything.

The process for creating a high performance organization must start with a business knowing the limits of its own capabilities . The company must define and understand its current state before it can develop a plan to determine where it must improve its processes to create a future state. However, defining the future state cannot happen until the business understands the needs of its customers and the strengths of its competitors. Once a business has clearly defined these 3 factors it can develop a future state that serves its customer and is in a stronger position to compete in the market place. One way to do this effectively is to follow the “10 Steps to become a Lean Enterprise” model.

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Lean Transformation; From Old Cheese To New Cheese.

By on March 7, 2012 in General, Lean Six Sigma, Project Managment, Uncategorized

What Old Cheese are we holding on to in our organisation?

When working out our Lean Transformation approach through the Lean Six Sigma methodology, we often give our sponsors the booklet written by Spencer Johnson.

Who Moved My Cheese? is the best-selling business book on transformation and change. It’s has been translated into 42 languages. People have relied on it to get them through changes big and small.

You can put those same principles to work in your organization. Whether you are reacting to changes around you or there are changes you would like to make happen, we can help you harness the ideas in the book to get results.

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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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Where a Lean Six Sigma project selection and definition can go wrong.

By on January 10, 2012 in Lean Six Sigma, Lean Six Sigma @de, Uncategorized

Where can a Lean Six Sigma project selection and definition go wrong…?

Starting with the solution:

You must go backwards to find the problem that your solution is trying to fix. Any improvement project including the words ‘implement’, ‘roll-out’, ‘harmonise’, ‘unify’, ‘consolidate’, ‘merge’ or similar are likely to be starting with a solution.

In these cases ask yourself: What is the problem that causes me to do this solution? What do I hope to achieve by implementing this solution?

Your replies will help you to answer the 3 key questions.

  1. What is the problem that needs to be fixed?
  2. Why is it important?
  3. How will I know when I have succeeded?

 Scope is too big and/or Timescale too long:

Lean Six Sigma projects are restricted to 6 -8 months for good reasons – they are more likely to succeed if they are a ‘manageable’ size. Try to reduce the scope of the project. Here are some possibilities: Focus on fewer products/product lines/sites/people.

Aim to achieve an earlier milestone in a longer project/program Reduce the number of objectives you are aiming to achieve. A note on the 6 month rule: implementation of the solution should be finished within 6 months, but it may take longer to be able to prove that your project delivered the results. This is OK.

 

Other dangers that will be covered during the sessions of the training, include:

  • Low sponsor commitment
  • Lack of time
  • No team, or too few on the team
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