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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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Lean Engineering in Lean Six Sigma

By on April 8, 2012 in Information Technology, Lean Six Sigma, Uncategorized

Lean Six Sigma challenges for Service and Product Development are

  • Short life cycles for service offerings, products and technologies
  • Integrated development and quality approach with suppliers
  • Customer expectations becoming more demanding
  • Technology (hard/software) becoming increasingly complex
  • Extremely high requirements for service and manufacturability
  • High impact of poor OTOQOC performance on confidence
  • High costs of development of complex services and products
  • High cost of post design changes, amendments & failures

Short life cycles for both products and technologies.

[Comment: This requires dynamic changes in product designs be managed at the sub-assembly level and coordinated across product lines to gain the most synergy for our development efforts.]

Customers have rising expectations for quality of total service [Comment: Customers don’t care if the problem is a handset or service provider.]

Increasing number of product development projects.

[Comment: Nokia has chosen to compete in all technology areas.  Since technology has not yet consolidated around one or two standards, we face the need to innovate and refresh all product lines on a regular basis.  Most of our competitors are not attempting this same approach.]

Products must be capable of manufacture in the millions.

[Comment: Mistakes cannot be made in production, right the first time is essential or we will not effectively compete in this business.]

Reliance on component parts quality from suppliers.

[Comment: We do not control our own destiny for quality but must seek exceptional partners who can contribute to our overall effort on behalf of our customers.]

Software is complex and interoperability is essential & interoperability is essential.

[Comment: Again, “right the first time” is the rule for software as well as hardware.  We also rely heavily on standards and industry partnerships to assure that we maintain seamless integration between hardware manufacturers and service providers.]

 

 

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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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Summr Speed Course for Green Belt certification in 4 days

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

Speed Course for Green Belt Certification within 10 days.

Through the Skills and Knowledge on Process Performance Improvement , you as certified Green Belt will lead  improvement projects, you will be able to coach and spread DMAIC methodology and improvement tools and you will lead & support process  improvement initiatives as a facilitator. This special Summer offer is only applicable for the period indicated.

July & August in Aix en Provence

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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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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.

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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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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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Why does productivity matter?

By on November 15, 2011 in General, Lean Six Sigma, Uncategorized

Productivity growth plays an active role in offsetting inflationary pressure and as well as long tern economic growth. This is achieved through greater resource allocation and human resource efficiency, effectiveness and engagement; increased innovation and technology diffusion and capital investment.

Productivity is an essential component to the success and health of every company in Europe and the overall standard of living.

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