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Lean Implementation
Implementation methodology

We offer help with implementation of Lean in four areas: 

Lean Implementation Project
For clients interested in a holistic approach to Lean implementation we offer a continuous improvement program that combines development of policy and strategy with forming of program structures to guide the lean implementation. A typical intervention period varies from 18 to 36 months, depending on company size and project complexity.

 

Train-the-Trainer
For clients wishing to train a larger number of employees (typically more than 100) we offer a Train-the-Trainer Program that certifies internal Trainers in Lean methodologies. The program allows a company to train most of its employees using internal resources and allows for substantial savings in comparison to using an outside firm.


Consulting
Our expert consultants are ready to analyze your operation, suggest improvements and help with implementation.


Action workshops and training classes
For companies wishing to learn application of Lean tools such as 5S, SMED, TPM or run a Kaizen Blitz event, we offer courses and workshops. Each class is customized to client's requirements.

 

Project agenda

A typical implementation program will follow this roadmap:

 

  1. Lean Management assessment - determine the gap between current and desired performance
  2. Top management training - educate managers on lean tools and process improvement techniques
  3. Implementation planning - develop implementation policy and strategy
  4. Value Stream Mapping - determine an action plan for Pull System implementation
  5. Workforce training - train everyone on Lean concepts
  6. 5S - implement visual organization principles
  7. VPM - implement visual performance management KPI's
  8. Standard work - implement standards in the workplace
  9. Kaizen Blitz - improve production cell layouts, reduce waste
  10. SMED - reduce equipment setup times
  11. Autonomous Maintenance (part of TPM) - involve machine operators in maintenance in 7 steps
  12. Planned Maintenance (part of TPM) - develop a professional maintenance department focused on prevention
  13. Problem Solving - attack larger repetitive problems using DMAIC and supporting tools such as 5W2H, Ishikawa, 5Why, Pareto
  14. Lean Office - map and improve administrative processes

 

For service organizations, the implementation program will follow a similar course, with the exclusion of tools applicable strictly to manufacturing, such as SMED and TPM.

Lean Management Temple

In our consuting work we use the temple below as the guiding path:

 

 lean_temple


Management Culture – working on changing human behavior in order to change the way of thinking, for example: employees who add value are most important, safety is the highest priority, and so on


Standardized Work - implementation of standards for all repetitive tasks, training in them (TWI), control of adherence and continuous improvement


5S – creating a visual workplace


Problem Solving - application of PDCA and DMAIC methodologies along with analytical team problem solving tools such as Pareto, Ishikawa, 5Why to solve complex problems


Just-In-Time - production control via a Pull System, minimizing inventory using Kanban, Supermarket, Heijunka


SMED - reducing equipment changeover time to less than 10 minutes


Kaizen - continuous improvement using small ideas from all employees. Also associated with Kaizen Blitz - a 5 day workshop that eliminates waste from a selected process


TPM – preventive maintenance practices alongside with inclusion of production operators in shared responsibility for equipment (Autonomous Maintenance)


ZQC (Zero Quality Control) - quality built into the process based on inspection at the source, prevents errors from occurring or detects defects before they enter the next process - Poka-Yoke and Jidoka (Autonomation)


VPM (Visual Performance Management) - visual management of KPI’s to measure the results of work in real time, solve problems and provide feedback to all

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