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LEAN PROCESSING What is Lean? Engaging and energising your human potential

tel. +44 (0)1786 841 181

www.vitalresources.co.uk


‘If you have Passion without a System or a System without Passion it will be difficult to drive change’ Tom Peters


About Vital Resources Engaging and energising your human potential

Founded in 1983 we have grown to become one of Scotland’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 didn’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.

Today’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

Bill Stoddart


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

and cooperation

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

Five principles

The Eight wastes

Specify Value

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.

Sustain

Straighten

Shine means making sure everything is clean and in good working order.

Standardise by creating guidelines for keeping the area organised.

Standardise

Shine

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

and imagination.

• 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


LEAN PROCESSING

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

Kestutis Guobys

Managing Director, Vital Resources

Managing Director, Cormack Consultancy Baltic LT

Tel. +44 (0)7831 398 744

Tel. +370-37-211358

Email. bill@vitalresources.co.uk

Email. kestutis@ccbaltic.eu

www.vitalresources.co.uk


Lean Processing Workshop Notes