LEAN PROCESSING What is Lean? Engaging and energising your human potential
tel. +44 (0)1786 841 181
â€˜If you have Passion without a System or a System without Passion it will be difficult to drive changeâ€™ Tom Peters
About Vital Resources Engaging and energising your human potential
Founded in 1983 we have grown to become one of Scotlandâ€™s leading training and development companies. Our diverse client directory includes organisations across a wide range of industries including, oil, technology, manufacturing, public sector, food and drink, academia and financial. Vital Resources helps you achieve results by effectively harnessing and energising the human potential within your organisation.
Our approach and experience with lean In the late eighties we introduced cell manufacturing into the whisky bottling industry to increase output and improve quality At that time we didnâ€™t even know we were using lean techniques. Since then we have introduced lean concepts in many organisations. Our main strength is the ability to energise staff to drive change.
Todayâ€™s workshop will give you the opportunity to experience the impact that taking a lean approach can have on productivity, quality and customer service. We also hope you enjoy meeting like minded people from different organisations all keen to make their organisation more effective.
Thank you for attending
What Lean? Vital Resources works with its clients across five key areas; LEAN isPROCESSING Training, Strategy, Leadership Team Building and Conferences. Engaging and energizing your human potential
The basic idea behind Lean is to focus on the overall business process to ensure that it is waste-free and adding value as defined by the customer. Key Lean principles are:
automotive production company in the
guises: duplication of effort; delays
• identifying and eliminating waste
world. Numerous large companies and
in processing information; unclear
• continuous improvement of processes
public sector organisations have now
communication and paperwork errors.
• ensuring that each stage in a
applied the Lean methodology to their
process adds value
administrative processes. The phrase
Public sector organisations have seen
'Lean Service' is being heard more often.
many benefits as a result of implementing
Toyota pioneered Lean Manufacturing
Lean. For example hospitals have used
on these principles in the 1980s and
The same principles apply in Lean Service
Lean to dramatically reduce waiting times
revolutionized automotive production.
as in Lean manufacturing, although the
in a variety of functional areas including
Toyota is now the most successful
types of waste may appear in different
accident and emergency.
Lean thinking began in post-war Japan,
Lean is simple to implement and results
The benefits they have seen include:
but is now being used by companies and
are easily sustained.
• Reduced waiting times
The benefits of Lean
• Lower costs
organisations around the world, in public and private sectors, to improve:
The principles are common-sense and can
• Improved customer experience
be adapted to give benefits in a range of
• Shortening the recruitment process
• Customer service
business and service environments. For
• Quality and efficiency
example, in recent years both Tesco the
• Energise Staff
NHS and Academic Institutions have
• Internal communication
successfully used Lean to improve the
quality of their service.
The five principlesVitalofResources Leanworks with its clients across five key areas; LEAN PROCESSING Training, Strategy, Leadership Team Building and Conferences. Engaging and energizing your human potential
The Eight wastes
Defects – incorrect or incomplete work
Is your service currently providing value to the customer? One of the ways in which
delivered to the next process.
you can find this out is by measuring the type and frequency of customer demand.
Overproduction – making more, earlier, or
‘The customer’ means both internal and external and other stakeholders.
faster than required by the next process. Transportation – Movement of the product
Identify the value stream
that does not add value.
By mapping our administrative processes, step-by-step, we can see what adds value
Waiting – Idle time created while waiting
and provides a good service to our customers, and where there is waste.
for equipment, information, material, etc. Inventory – Having more work and supplies
Make the process flow
than is needed at any given time.
By working on eliminating waste from your processes, to streamline the end-to-end
Motion – Movement of people that does
journey. This makes the process ‘flow’ smoothly and efficiently, and minimises delay.
not add value to the product or service. Processing – Any other effort that adds no
Let the customer pull
value to the product or service from the
By focusing on the customer, you can understand and respond efficiently to customer
customer point of view.
demand. To look at every transaction between the customer and yourselves from the
Skills misuse - Not using full potential of
customer point of view.
staff; wasting the available knowledge, experience and ideas.
Continual Improvement To aim for perfection by taking responsibility for reviewing and improving service on an ongoing basis.
Vital Resourcesyour works with its clients across five key areas; Using 5S to organise workplace LEAN the PROCESSING Training, Strategy, Leadership Team Building and Conferences. Engaging and energizing your human potential
5S is a way of eliminating waste in your immediate office environment. It gives workers more control over their workplace and is a great way to start an improvement initiative.
The 5S system has five key activities: Sort and remove unnecessary items.
Sort Straighten up your work area so that you have easy and efficient access to everything you need.
Shine means making sure everything is clean and in good working order.
Standardise by creating guidelines for keeping the area organised.
Sustain by making 5S a habit.
Benefits of 5S Workplace Organisation: • Reduction in Waste
• A Manufacturing Environment that is also a Showroom
• Improved Safety
• A solid Foundation upon which to build Continuous Improvement
• Improved Performance – Productivity & Quality – Profitability
• Employees with a sense of Ownership
Images courtesy of Clyde Pumps Glasgow
Using toolsVital Resources works with its clients across five key areas; LEAN visual PROCESSING Training, Strategy, Leadership Team Building and Conferences. Engaging and energizing your human potential
Visual management makes use of charts, diagrams, tags, colour-coding, in fact anything that gives instant visual feedback on the current work state. Use visual management to communicate current conditions to your whole team make sure the display is easily visible, and keep it simple.
Two visual control concepts you may come across in Lean are: Kanban – a signal to replace stock or respond to a customer demand. Poka-yoke – this is a way of mistake-proofing using colour or shape, or otherwise limiting options, to guide your customer to do things in the correct way.
How do I make Lean work? You can help make your Lean initiative a success by:
Implementing Lean does require an
• Making a real time commitment – the more time you can put in,
initial investment of time, energy
the quicker the results and greater the rewards will be
• Allocating the resources and getting everyone involved • Being clear about what you want to achieve
Those who have made this commitment
• Communicating with your team, and listening to their suggestions
have found the results worthwhile.
It’s also helpful if you: • Stay flexible and stay involved • Keep an open mind about the possibilities • Commit to sustaining effort over time
How Vital Resources can help?
Lean Review (3 Days) • Offer an impartial assessment of your operation • Identify opportunities for improving productivity for future growth • Identify the types of activities needed to drive further improvement
How to contact us.... Bill Stoddart
Managing Director, Vital Resources
Managing Director, Cormack Consultancy Baltic LT
Tel. +44 (0)7831 398 744