Building a Lean Culture takes more than just tools training for the front-line. A holistic approach that leaders embrace is more effective.
In this webinar we’ll discuss the four critical components for building a Lean Culture, a simple approach to building a roadmap for Lean Transformation and specific actions you can do to address each component in your organization.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
A Lean Management System (a.k.a. Lean Daily Management System or Daily Management System) is the system that allows you to deliver customer value through proper support and leadership to those who are closest to the process (customers and process owners). These are practices and tools used to monitor, measure, and sustain the operation of Lean production operations. Lean management practices identify where actual performance fails to meet expected performance, and assigns and follows up improvement activities to bring actual in line with expected, or to raise the level of expected performance. The basic components of the Lean Management System are: Leader Standard Work, Visual Controls, Daily Accountability and Leadership Discipline.
The Lean Management System will help Lean leaders such as team leaders, supervisors, department managers, value stream managers and senior executives to improve leadership effectiveness based on Lean best practices.
As a daily management system, this is the most effective mechanism for managing employees not just in the shopfloor or office, but also those working in a flexible or work-from-home environments.
This Lean Management System PPT training presentation shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to implement the four key elements of the Lean Management System to enhance your effectiveness as a Lean transformation leader.
LEARNING OBJECTIVES
1. Acquire knowledge on the four key elements of the Lean Management System
2. Acquire knowledge on the supporting elements of the Lean Management System
CONTENTS
1. Introduction to Lean Management System
2. Key Elements of a Lean Management System
3. Supporting Elements of a Lean Management System
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Lean Thinking is a philosophy of Aligning People to Process to Purpose to Prosper. A Lean leader has to be a mentor, coach and guide for his team. The focus is to minimize daily fire fighting and graduating towards an organization focusing on continuous improvement and innovation.
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
The 8 waste in Lean Manufacturing - Lean Six Sigma TrainingAnkit Sharma
Waste is any step or action in a process that is not required to complete a process (called “Non Value-Adding”) successfully. When Waste is removed, only the steps that are required (called “Value-Adding”) to deliver a satisfactory product or service to the customer remain in the process.
In any business, the greatest enemy of profitability is waste-- typically of time or money. In lean manufacturing, waste is any expense or effort that is put forward which does not transform raw materials into an item the customer is willing to pay for. There are 8 types of waste in Lean Manufacturing. Seven of the eight wastes are production process oriented, while the eighth waste is directly related to management’s ability to utilize personnel.
Value, Value Stream, Flow, Pull, Perfection, Waste Types in Services, Waste Types in Manufacturing, Value Add, Non Value Add, 3 MU's, Gemba, Cycle Time, Lead Time, Takt, ECRS, Eliminate, Combine, Rearrange, Simplify, Sources of Waste, Excellence, Sustained,
Take 5S to the "Next Level" in the office!
This is an overview of a Team handbook that guides individuals and teams on how to take 5S to the next level. It provides different methods of cutting the clutter out of every day business processes while establishing a foundation for operational excellence.
Level 1: "5S Basics" Introduction to the basics of 5S and how to apply to an office area ( Cubicles, desks, meeting rooms, paper files, etc).
Level 2: " The next Level" This section will guide the team in applying 5S to "Information Clutter".(e-mails, files, reference notes, unused applications, and Company website)
What is Value Stream Mapping?
History:
What is Value?
What is a Value Stream?
Different things flow through the Stream:
Reason for Mapping & Analysis :
Objectives:
Team Members and Roles in VSM Study Project:
How to create a Value Stream Mapping?:
Value Stream Mapping Process with example
Step 1 - Gather Data and Information:
Step 2 - Create a Current State Map
VSM Study Symbols:
Collecting Data and Time Studies in VSM Study:
Examples of data required in this study:
Process Steps in VSM Study:
Analysis of the Current State Map:
Step 3 – Future State Map & Action Plans:
Creating an Ideal and Future State
Analysis of Future State Map:
Step 4 – Execute the Plan:
Step 5 – Align & Analysis of Current and Future State:
Keys Points for Successful VSM Study:
Mouhcine NAHAL
A quick guide to Value Stream Mapping.
For explaination of the sheets, please visit:
http://www.panview.nl/en/lean-production-lean-toolbox/value-stream-mapping-vsm
8 steps for Future State Value Stream mapping, using my personal Lighter Factory Example,
More information and explenation to this example can be found on www.panview.nl
Building a Lean Culture takes more than just tools training for the front-line. A holistic approach that leaders embrace is more effective.
In this webinar we’ll discuss the four critical components for building a Lean Culture, a simple approach to building a roadmap for Lean Transformation and specific actions you can do to address each component in your organization.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
A Lean Management System (a.k.a. Lean Daily Management System or Daily Management System) is the system that allows you to deliver customer value through proper support and leadership to those who are closest to the process (customers and process owners). These are practices and tools used to monitor, measure, and sustain the operation of Lean production operations. Lean management practices identify where actual performance fails to meet expected performance, and assigns and follows up improvement activities to bring actual in line with expected, or to raise the level of expected performance. The basic components of the Lean Management System are: Leader Standard Work, Visual Controls, Daily Accountability and Leadership Discipline.
The Lean Management System will help Lean leaders such as team leaders, supervisors, department managers, value stream managers and senior executives to improve leadership effectiveness based on Lean best practices.
As a daily management system, this is the most effective mechanism for managing employees not just in the shopfloor or office, but also those working in a flexible or work-from-home environments.
This Lean Management System PPT training presentation shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to implement the four key elements of the Lean Management System to enhance your effectiveness as a Lean transformation leader.
LEARNING OBJECTIVES
1. Acquire knowledge on the four key elements of the Lean Management System
2. Acquire knowledge on the supporting elements of the Lean Management System
CONTENTS
1. Introduction to Lean Management System
2. Key Elements of a Lean Management System
3. Supporting Elements of a Lean Management System
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Lean Thinking is a philosophy of Aligning People to Process to Purpose to Prosper. A Lean leader has to be a mentor, coach and guide for his team. The focus is to minimize daily fire fighting and graduating towards an organization focusing on continuous improvement and innovation.
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
The 8 waste in Lean Manufacturing - Lean Six Sigma TrainingAnkit Sharma
Waste is any step or action in a process that is not required to complete a process (called “Non Value-Adding”) successfully. When Waste is removed, only the steps that are required (called “Value-Adding”) to deliver a satisfactory product or service to the customer remain in the process.
In any business, the greatest enemy of profitability is waste-- typically of time or money. In lean manufacturing, waste is any expense or effort that is put forward which does not transform raw materials into an item the customer is willing to pay for. There are 8 types of waste in Lean Manufacturing. Seven of the eight wastes are production process oriented, while the eighth waste is directly related to management’s ability to utilize personnel.
Value, Value Stream, Flow, Pull, Perfection, Waste Types in Services, Waste Types in Manufacturing, Value Add, Non Value Add, 3 MU's, Gemba, Cycle Time, Lead Time, Takt, ECRS, Eliminate, Combine, Rearrange, Simplify, Sources of Waste, Excellence, Sustained,
Take 5S to the "Next Level" in the office!
This is an overview of a Team handbook that guides individuals and teams on how to take 5S to the next level. It provides different methods of cutting the clutter out of every day business processes while establishing a foundation for operational excellence.
Level 1: "5S Basics" Introduction to the basics of 5S and how to apply to an office area ( Cubicles, desks, meeting rooms, paper files, etc).
Level 2: " The next Level" This section will guide the team in applying 5S to "Information Clutter".(e-mails, files, reference notes, unused applications, and Company website)
What is Value Stream Mapping?
History:
What is Value?
What is a Value Stream?
Different things flow through the Stream:
Reason for Mapping & Analysis :
Objectives:
Team Members and Roles in VSM Study Project:
How to create a Value Stream Mapping?:
Value Stream Mapping Process with example
Step 1 - Gather Data and Information:
Step 2 - Create a Current State Map
VSM Study Symbols:
Collecting Data and Time Studies in VSM Study:
Examples of data required in this study:
Process Steps in VSM Study:
Analysis of the Current State Map:
Step 3 – Future State Map & Action Plans:
Creating an Ideal and Future State
Analysis of Future State Map:
Step 4 – Execute the Plan:
Step 5 – Align & Analysis of Current and Future State:
Keys Points for Successful VSM Study:
Mouhcine NAHAL
A quick guide to Value Stream Mapping.
For explaination of the sheets, please visit:
http://www.panview.nl/en/lean-production-lean-toolbox/value-stream-mapping-vsm
8 steps for Future State Value Stream mapping, using my personal Lighter Factory Example,
More information and explenation to this example can be found on www.panview.nl
Business Requirements Gathering - Current & Future StateJason Bargent
A simple one page template to gather functional requirements, summarising the current state, what works well, areas for improvement and proposed future state and how it will be implemented at a high level
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
G. cairo and suistanable development tamer elbakry 14-mar17Tamer El Bakry
This presentation is made for educational purposes only and dedicated to IE Business School. This video doesn't constitute in magnitude or extent a political opinion or other that could be taken effectively into consideration as a sign of actual demands and it is only restricted for personal use.
Want to run more effective, professional and well thought out meetings?
Use this Meeting Planner template to effectively plan your next successful meeting. Designed to be used as a brainstorming planning tool either by yourself (to get your thoughts out and some structure), or with your team, this template allows you to ensure you focus on how to ensure your meeting is effective.
Also see the Sales Call Planner version with Sales Specific focus here: https://www.slideshare.net/jbargent/sales-call-meeting-planning-template
Enkele weken geleden mocht ik voor de http://yachtbuildersacademy.com/ een workshop geven aan een groep van +20 mensen uit de jachtbouw industrie. Heel leuk om te doen en te merken dat scepsis op basis van ervaring aan het eind zelfs verdwenen was. Interesse om met jouw jachtbouw bedrijf eens van gedachten te wisselen hoe Lean je kan helpen aan betere kwaliteit, lagere kosten en blijere klanten? Ik hoor het graag!
Lean Manufacturing wordt veelvuldig toegepast in de industrie bij de productcreatie. Ook in de typische print en post verwerking kunnen de principes van Lean Manufacturing
Facto Congres 2015. Workshop 8. Verbeteren van FM met LeanFacto Magazine
Steeds meer organisaties gebruiken ‘Lean’ als middel om de facilitaire processen te verbeteren en efficiënter in te richten. En met succes, want wie de methodiek slim en gestructureerd toepast, kan al snel resultaten behalen.
Lean denken richt zich op het zien van waarde door de ogen van de klant. Door het verbeteren en versoepelen van de processtroom en het elimineren van verspilling, worden lagere kosten en een betere waarde voor de klant bereikt.
Een interactieve workshop met aandacht voor de grondbeginselen van Lean voor Facility Management, het uitvoeren van een waarde-toevoegende analyse en prestaties meten met klantgerichte metingen en kritieke kwaliteitseisen (CTQ's en KPI's). Profiteer van de praktische handvatten en leer van de Lean-ervaringen bij verschillende organisaties (o.a Schiphol, Philips en UWV).
Blijf op de hoogte. Gratis whitepapers, het laatste nieuws en congres/opleiding updates leest u op www.facto.nl
Creeer Flow op Kantoor Deel 5 De waardestroom analyse.pptxBertTeeuwen1
Creëer FLOW op kantoor.
Verkort de behandeltijd. Schets het proces met een Makigami of WaardestroomAnalyse.
Bepaal wat waardecreatie is. En haal de verliezen eruit.
En vermijdt navraag en foutvraag.
Wie is de klant?
Fundamentele procesverbetering volgens de methode LEANBram van Vliet
Door procesverbeteringen te realiseren met het gebruik van LEAN, kunnen organisaties veel besparen. In deze presentatie vind je een voorbeeld van de aanpak van Hiemstra & De Vries.
DevOps and metrics presentation, co-presentation by Dave van Herpen and Harold van Heeringen (both Sogeti Nederland B.V.). The key message of the presentation is the fact that metrics are important in DevOps environments and that it is important to do a thorough analysis of which metrics are important to collect and for which reasons.
‘Medewerker’ krijgt hoofdrol in film: procesverbetering Infostrada Creative T...TOPdesk
De bezoeker leert hoe je een procesverandertraject tot een succes kan maken. Dit wordt gedaan aan de hand van 15 concrete oplossingen. Rode draad in deze concrete oplossingen is de medewerker. Doordat de case zich afspeelt bij een schitterend bedrijf wat actief is in de televisiewereld krijg je ook nog een kijkje achter de schermen van deze wereld. (Gepresenteerd op het Nationaal Management & IT Symposium 2013 door Jildert de Groot en Ralf van Vegten)
AVEVE Service delivery van de toekomst, TOPdesk on Tour 2016, AntwerpenTOPdesk
Ook benieuwd hoe TOPdesk binnen AVEVE wordt toegepast? Bart Van Spitaels, Coördinator Servicedesk bij AVEVE vertelt, samen met Tim Janssen over zijn ervaringen met TOPdesk en hoe ze de samenwerking in toekomst verder zullen ontwikkelen. - Bart van Spitaels en Tim Janssen
KPI's in Bibliotheken - LIBISnet gebruikersdag van 6 juni 2019LIBIS
De workshop rond “Key Performance Indicators (KPI’s) in bibliotheken?” werd gegeven door Frederic Vandoolaeghe, Pauls Sijsmans en Gijs Noels. Inhoud: Enkele vragen die ons (hopelijk) allemaal bezighouden zijn, “doen wij ons werk goed? werken we efficiënt? en vooral… zijn onze eindgebruikers tevreden?”
Binnen het huidige tijdskader waarbij steeds minder resources ter beschikking gesteld worden, blijken de antwoorden op deze vragen geen evidentie te zijn. Daarom willen we in deze sessie enerzijds dieper ingaan op het belang van “meten en weten” in functie van het bereiken van de instellingsgebonden strategische doelstellingen en anderzijds de mogelijkheden in Alma Analytics inzake out of the box KPI reports en benchmarking demonstreren.
2. Wat is Lean?
• Lean is een managementfilosofie die erop gericht is om
maximale waarde voor de klant te realiseren met zo min
mogelijk verspillingen.
3. Stappenplan
Verbeteren volgens de Lean-methode
Stap 1: Verbetertraject voorbereiden
1. Rollen, taken en verantwoordelijkheden verdelen
2. Proces selecteren
3. Scope bepalen
4. Verbeterteam samenstellen
5. Lean-doelstellingen bepalen
6. Klantvraag en –verwachtingen in kaart brengen
7. Lean-Ateliers inplannen
4. Stappenplan
Verbeteren volgens de Lean-methode
Stap 2: Huidige manier van werken in kaart brengen en
verspillingen
Stap 3: Wenselijke manier van werken ontwerpen en
verspillingen verwijderen
1. Laat producten of diensten vloeien
2. Vermijd problemen of los ze direct/grondig op
3. Doe alles één keer en van de eerste keer goed
4. Optimaliseer de lay-out van de werkomgeving
5. Creëer een overzichtelijke werkomgeving
5. Stappenplan
Verbeteren volgens de Lean-methode
Stap 4: Wenselijke manier van werken testen
Actieplan opmaken en valideren
Actieplan uitvoeren
Gewenst effect controleren
Stap 5: Nieuwe manier van werken verankeren
Stap 6: Vieren en vooruitkijken
6. Wat is VSM?
• Value Stream Mapping is een lean manufacturing
techniek die gebruikt wordt voor het analyseren en
ontwerpen van de materialen- en informatiestroom die
nodig is om een product of dienst aan een consument te
brengen
7. Een Analyse Instrument
Value Stream Mapping
• Focust op de klant en de overeenkomstige definitie van
“waarde”
• Visualiseert materiaal en informatie stromen
• Helpt bij de actieve identificatie van waarde
toevoegende en niet waarde toevoegende stappen
• Visualiseert de interactie tussen klanten, processen en
leveranciers
10. Wat is een FlowChart?
• Een proces flow zijn opeenvolgende gebeurtenissen van
een object of een systeem.
• Het is een schematische voorstelling van een proces.
11. Nogmaals het verschil
• Een VSM is de visuele voorstelling van de stromen van
middelen en informatie terwijl het product of dienst een
reis in de organisatie maakt.
• De VSM toont ons op welk moment waarde aan
producten en/of diensten wordt toegevoegd, en op welk
moment niet.
Vandaar de naam ‘value’ stream mapping of
‘waarde’-stroomanalyse
12. Waarde voor de klant
• Een activiteit heeft trouwens alleen een toegevoegde
waarde vanuit het perspectief van de klant, als en slechts
als:
De activiteit ‘het materiaal’ of ‘de informatie’
wijzigt, én;
De activiteit niet al eerder werd gedaan, én;
De klant bereid is om voor de activiteit te betalen
of te wachten
13. Waarde vs Focus
60%
35%
5%
Totale doorlooptijd voor klant
Non Value Added
Business Value Added
Waarde toevoegend
• De meeste verbeterinitiatieven focussen op:
• De waarde toevoegende sneller of automatisch uit te
voeren
• De NVA te optimaliseren i.p.v. elimineren!
14. Wat gaan we mappen?
• Welk proces?
Prioriteit volgens
• Business improvement opportuniteit
Generatie van omzet
Verstoorde flow
Klanten probleem
Kosten besparing, bijdrage in winst
• Scope
• Zou ‘manageable’ moeten zijn
• Best ‘end-to-end’ proces (vb. Leverancier tot Klant)
15. Hoe beginnen?
• Focus op het bestaande proces
• Balans tussen duidelijkheid en detaillering
Focus op de meest bruikbare informatie
- Indien nodig tekent u in een latere fase meer detail van
deelgebieden uit
Schrijf op A3, self-stick notes of op een flipchart
- Niet meer dan 8 à 10 processtappen
- Beperkt team – laat enkel mensen met
proceskennis in het team deelnemen
- Gebruik de gepaste symbolen
16. Hoe beginnen?
• Denk in termen van “flow”
- Observeer hoe werk en informatie stroomop- en
stroomafwaarts bewegen door het proces
• Documenteer ook de uitzonderingen en de stappen die
genomen worden als het proces verkeerd loopt.
17. Hoe tekent u een VSM?
Stel de juiste vragen!
• Hoe weet je wat nu moet gebeuren?
• Analyseer historische data van klantenorders
• Wie is de klant? Wat zijn zijn/haar vereisten (waarde)?
• Wanneer en hoe vaak heeft hij/zij werk nodig? (pull)
• Hoe wordt het werk/orders doorgegeven (communicatie)
18. Basissymbolen
• Klant / LeverancierABC
• Proces
• Inventaris
• Signaalkaart
• Transport
• Buffer of Safety Stock
FIFO
• Data Box
• First-In-First-Out
• PUSH Pijl
• PULL Pijl
• Elektronische
Informatie Stroom
• Manuele Informatie
Stroom
19. Tips!
• Betrek mensen die in het proces betrokken zijn
• Ga het proces bekijken
• Werk eens in beide richtingen
Van het einde naar het begin
Van het begin naar het einde
• Vraag jezelf steeds:
“Moet dat nu echt – en op die manier?”
Opbouw AS-IS
24. Welke Info in Databox?
Cyclustijd, wachttijd
Throughput time
Omsteltijd
Proces beschikbaarheid
(uptime)
Rework / Defect%
Aantal Operators
Beschikbare tijd
Batch grootte
….
Bijkomende eigenschappen
• Werkonderbrekingen
• Gebruikte oppervlakte
(m²)
• Afgelegde afstand tussen
2 processtappen
• Informatieflow…
25. Lean Indicatoren
Cyclustijd: Is de tijd van het begin van één proces of
activiteit tot het einde ervan. Cyclustijden worden meestal
gemeten in minuten of seconden. Dit wordt ook Processing
tijd genoemd.
Totale Cyclustijd: Is de som van al de cyclustijden van de
individuele processtappen in de VSM. Dit wordt ook de VAT
(waarde creërende tijd) want dit is de tijd tijdens dewelke
waarde gecreëerd zou moeten worden door het proces.
Wachttijd: Is de wachttijd tussen 2 processtappen.
26. Lean Indicatoren
Totale doorlooptijd (LeadTime): Is het totaal van cyclus- en
wachttijden.
Waarde toevoegend percentage: Totale cyclustijd / Totale
doorlooptijd
Totale wachttijd: 20 + 0,25 + 2 + 0,5 + 4 + 0,25 = 27 dagen
Totale cyclustijd: 0,5 + 1 + 1,5 + 1 + 5 = 9 minuten
Waarde toevoegende percentage = 0,00023%
9/(27*24*60) = 38880min
27. Verbeteropportuniteiten
• Hoeveel proces stappen en hoeveel van de proces tijd
creëren echte waarde?
• Kunnen deze niet waarde creërende stappen
geëlimineerd worden?
• Waar zitten de wachttijden in de informatie flow?
Hoe lang zijn ze?
Wat is de primaire oorzaak?
Hoe kunnen we ze wegnemen?
• Hoe kan het proces geoptimaliseerd worden om de flow
te verbeteren en cyclus tijd te verminderen?