Lean practice is not a lightweight version of Six Sigma but it cannot exist without it. Understand that Lean Practice is complex in execution if success is to be achieved.

1. A process is lean when it delivers products and services that the customer wants at an acceptable price to value ratio Lean this way This presentation is a run-through of what makes Lean Practice important for modern business

3. What’s stopping your business being the best?

5. Waste not - want a lot Human system Natural, unrecognised waste Push down, pop up Treat the whole, not the parts Not just tools and techniques Self discipline Practice and training Fat reduction Mistakes are opportunities Being green Fast Flexible Fit for purpose Adaptable in performance Lean is continuous learning Lean fitness Applying lean is not just driving out waste Value added Not inventory Not delays or poor communication Not waste Customer willing to pay for ...

6. Lean Principles

8. Lean themes Customer Beginning and end Purpose Big Picture and end game Simplicity Anything else is dangerous Waste Endemic – it’s everybody’s problem Process Design for horizontal movement Regularity No surprises in operations Flow Continuous movement from start to end Evenness Level activity – or sink in killer wave Pull Synchronise to the customer beat Prevent Prevention is better than rework Time Reduce cycle time to make and deliver Improve Use continuous improvement relentlessly Partnership Apply win-win in all areas Gemba Facts from the frontline Investigate Question and listen in the stream Variation Reduce variation, anticipate change Overburden Protect from overloading Think small Process models from the smallest component Trust Platform for sharing and action Knowledge Build explicit and implicit understanding Humility No one has all the answers Visibility Make operations transparent and visible Postpone Retain flexibility as long as possible Network Opportunities for value added in the stream Participation Involve all stakeholders, share data

9. Lean Approach Options

10. Lean Enterprise House Right process gives right results Value from developing people Organisational learning Challenge, Gemba Process mapping, value stream mapping PDCA, FAIR Kaizen 7 wastes JIT Pareto Teamwork 5 whys 5S Systems thinking Policy Deployment Your way

12. Flow Question Framework Create Can we produce what the customer wants when it is needed? Can we deliver what the customer wants and prepare for the next according to real demand? Maintain Organise Measure Can we keep the flow going so that it does not stop? Can we maintain a predictable flow rate in order to achieve planned performance? Are we organised to support flow through the whole process chain? Can we deal with variation? Can we react quickly to resolve problems and recover? Do we measure to promote actions which support flow? Do we know what it needed at each point in the process chain to achieve the overall goal? Are we developing the right resources and skills? VISION REWARD CUSTOMER NEEDS SATISFACTION DESIGN DELIVER

14. Those Japanese and other words Muda Waste: the one to concentrate on Muri and mura cause waste Where else does it come from? Human systems Muri Over-burden: near capacity resources do not work optimally Mura Unevenness: fast uninterrupted flow not possible with uneven demand – queues and lead time build up Could the root cause of everything but probably it’s circular Gemba See for yourself what is happening in the workplace Heijunka Level to schedule – the secret weapon SMED Single (digit) Minute Exchange of Die – true for service too Pokayoke Failsafing and mistake proofing Genchi Genbutsu Facts for correct decisions and consensus from the source Hansei Relentless reflection Kaizen Continuous improvement TRIZ Theory of Inventive Problem Solving Jidoka - Andon Automation with human intelligence with signalling to stop process

15. Making change

19. A good read The Lean Toolbox: The Essential Guide to Lean Transformation by John Bicheno and Matthias Holweg PICSIE Books 4 th Edition 2009