Six Step process to a Lean Manufacturing Environment

1. 27 Legend court, PO Box 10068, Ancaster, ON, L9K 1P2 905-304-1833 www.Iflowmanagement.com INFORMATION FLOW MANAGEMENT INC. The six steps to create and implement a lean manufacturing environment

2. 27 Legend court, PO Box 10068, Ancaster, ON, L9K 1P2 905-304-1833 www.Iflowmanagement.com INFORMATION FLOW MANAGEMENT INC. If after review you have any questions contact Kit Staley at IFM Inc. 905 304 1833 or visit the web site above. The six steps to create and implement a lean manufacturing environment

3. Today, in most companies it is not a question of what to do ? Process Reengineering - Total Quality Management Activity Based Costing - Cycle Time Management Employee Empowerment - Value Added Team Building Just in Time - Total Preventative Maintenance New Product Introduction - Statistical Process Control Creating A Lean Organization - Being A Virtual Corporation Etc - Etc - Etc It is a question of how to do it

6. TBCT Process Education/Training Implementation Process Business Assessment Continuous Improvement Executive Awareness Vision Analysis Planning Execution Competitive Edge Business Assessment Education & Training Facilitation Focused Support

7. THE TOTAL BUSINESS CYCLE TIME LOOPS IN A BUSINESS Strategic Business Development Loop New Product Introduction (NPI) Loop Supply Management Loop Make/Ship Loop Distribution Loop Customer Expectation (New Products) Customer Expectation Existing Products

11. PEOPLE ARE THE SOURCE OF CONTINUOUS IMPROVEMENT

19. TBCT ( Total Business Cycle Time) Implementation Process

20. TBCT Process Education/Training Implementation Process Business Assessment Continuous Improvement Executive Awareness Vision Analysis Planning Execution Competitive Edge Business Assessment Education & Training Facilitation Focused Support

21. vcib

23. TEAM MEMBER TEAM MEMBER TEAM MEMBER TEAM MEMBER TEAM MEMBER PROJECT LEADER PROGRAM LEADER APPROVAL TEAM MANAGEMENT TEAM (VP’s/DIR’S/MGR’S)

30. The Evolution Plan Team Structure

31. The 6 Steps to Implement Total Business Cycle Time Goals Step Activity Output Purpose Responsibility

41. The Evolution Plan Team Structure

52. Continuous Improvement Environment Total Quality Improvement Capital input Zero capital Total Business Cost Reduction Total Cycle Time Improvement Benchmark Baseline Entitlement

53. Each aspect of a corporation is currently performing at some measurable level, referred to as BASELINE performance, e.g. unit cost, manufacturing cycle time, time to complete a new design, order entry cycle time. Baseline

54. Entitlement The corporation has already made investments in plant, equipment, software, designs, processes and people. These investments ENTITLE the corporation to a level of performance, most often substantially higher than BASELINE. We refer to the level of performance available with the CURRENT resources (and investments) as ENTITLEMENT performance. To reach ENTITLEMENT requires that the ENTITLEMENT level be defined, constraints be identified, and corrective action taken.

55. Benchmark BENCHMARK is defined as best competitive performance, most often requiring additional or modified resources to meet BENCHMARK in addition to isolation of constraints and corrective action. To get to BENCHMARK, with intelligent addition of resources, requires that ENTITLEMENT is fully understood and close to realization before additional resources are committed.