Primary Menu

Navigation

Tag Archives | leadership

Black Belt Bootcamp in Helsingborg

By on December 20, 2012 in General, Lean Six Sigma, Uncategorized

I contribute here Daniel and for my own part, I can not describe how happy I am to achieve my BB certificate. The whole course has been a real learning experience for me and I can highly recommend both Jac and Ulf giving yourself the opportunity to get BB. It’s like Daniel describes it that it was really good to try theories of through a case study that BB was about, but also extra good tools to come up with a good solution to the case.

By now I’ve come home I will closer look at all theories again and have them translated into human language (I mean Danish – sorry for saying this) but then I get all the details and do not miss anything at all.

Finally, I would say that I had not done this course without all your extreme friendly way of being and your great patience with me. You have been my friends for life. Special thanks to Karen for the good teaching in GB who founded that I could go to BB.

For Daniel and Jörn (Steve – Chris & …) is thanks a poor words “You did a great effort for me at BB”. I’m so happy.

And just one more time about hot meals J After having gone through both course and have learned more analysis on BB, I figured out that with included the warm eggs in the morning also it has been for 30 hot meals over 10 days converted to weight is approx. 5 kg. So now I have to jogging on country road. And was it the VOC ??? J

To you all I would say that you at any time feel free to visit me where I live.

I wish you all a very Merry Christmas and a Happy New Year and I hope we meet again in one time or another in our lives.

Best regards
Ole Christensen

my learning in Lean Six Sigma has only just begun.

By on December 10, 2012 in Lean Six Sigma, Uncategorized

Hi Jörn, I hope you are well.

I just wanted to drop you a line to thank you for the training course. I really enjoyed my week and although it was quite hard going in places I genuinely felt that your teaching style and support were the main reasons I learnt so much. I was slightly apprehensive about the accelerated learning because there is so much to cover. I know that these courses are partly designed to ensure rapid certification but I know that my learning in Lean Six Sigma has only just begun.

I am genuinely interested in learning more and in putting my knowledge to the test in real practical environments. I have already had a conversation with my CEO about running green belt projects and being an IBMer, and having experience himself in Black Belt projects, he is keen to support me in this journey. He has already given me the mandate to start working in some areas.

Next year I hope to run some projects and to develop my knowledge further and will hopefully be back studying for Black Belt as well. Ill keep you in the loop with regards to progress.

Anyway, I wanted to say a huge thanks to you. You made a hard week very enjoyable and you should take great credit for that.

Rob.

I have been thrown straight into (MSA) Gauge R&R.

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

Hi Yong

 

Just a quick note to let you know I have been thrown straight into (MSA) Gauge  R&R. I do have an opportunity to carry out a full DMAIC project and I am managing to utilise some of the training you gave me.

 

Just thought you might be interested and I will keep you informed of my progress

 

Best regards

 

Bill

 

 

Bill Nelson

Production  Manager

aerospace tooling LIMITED

Baldovie Industrial Estate

Dundee

new KPI TEEP in Lean Six Sigma

By on June 17, 2012 in Information Technology, Uncategorized

World Class OEE is generally accepted as >85%

The world class OEE performance of 85% is comprised of:

Availability = 90%

Performance = 95%

Quality = 99.9%

Research indicates that average OEE for manufacturing plants is 60%

How does your organisation compare against the ‘best in class’ performance?

Imagine what a 40% improvement in OEE (going from 60% to 85%) could do for your organisations competiveness and profitability!

Organisations are now factoring in how often the equipment is used throughout the year (24/7) – this is called the Loading.  For example if the equipment is used for 40 hours in a week (168 hours) the loading is 40/168 = 23.8%

This can be factored into the relatively new KPI – Total Effective Equipment Performance (TEEP) metric as follows TEEP = Loading x OEE

Why Lean Development ?

By on April 9, 2012 in Information Technology, Lean Six Sigma, Uncategorized
  • Improving your service and manufacturing systems can only give you limited gains – this is only half the opportunity
  • There is more scope of improvement opportunities if you target the engineering of your service, products and process’
  • It can be more challenging as it is not as easy to see waste and flow
  • Many organisations have implemented lean and explored opportunities in all departments (design, purchasing, engineering, finance, HR etc)
  • They feel that this is what gives them an edge over their competitors
  • Assist in achieving swifter new products development

E.g., Toyota, Ford, Nokia and others,

We understand that we are not Toyota !!!!  However, it is important to understand some of the main differences between the Toyota culture and conventional business cultures when they develop new products as it will help you see where we can make changes to grow stronger as a company.  Also, it will enable you to understand where development systems have originated from.

0

Lean techniques for Lean Enterprise

By on April 2, 2012 in General, Lean Six Sigma, Uncategorized

There is a long list of techniques that characterise the flow, pull and perfection parts of the Lean idea .

Notice how must time is always given to ‘Quick Changeover’; this is important since whilst things are stopped, the value stream is not flowing

Notice also that there isn’t any “Do this!”,  rather what we learn are techniques to improve the flow of value streams .

If you can’t flow then pull is the next step .

And you can not do it all at once, so every improvement is a step on the way to perfection, but you never get there .

0

the aim of Lean Six Sigma

By on March 22, 2012 in Lean Six Sigma, Uncategorized

Remember this – Is this what we are aiming at?

 

  • This customer values time (speed) at any cost
  • Most of our customers value a specific balance of quality, cost and time (delivery)
  • But no one values waste
  • So when we are thinking of ‘lean’ we are aiming at reducing the non-value adding gaps in the value chain
Aim to achieve PULL
  • Produce only what the customer requires
  • Improved communication between processes
  • Standard method for communicating between processes – Kanban
  • Production system can respond to changes in customer demand
  • Decreases Inventory levels
0

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.

0

Stages of perfection with Lean Transformation

By on March 15, 2012 in Lean Six Sigma, Uncategorized

The internal value adding system cannot meet external customer demands with high inventory, high staff costs, high waste, low quality and thus low profitability.

The internal value adding system only just meets customer demands for delivery and quality but costs are still too high.

The internal value adding system meets customer delivery targets without high inventory; staff and resources are focused on quality and delivery.

Internal value adding capability exceeds customer expectations and products are delivered on time and on quality.

Profitability is high and costs are low. The perfection stage. Fine tuning of the value adding system and advanced proactive discussions with customers regarding their needs in the future.

0