Improve processes by eliminating waste to add customer value.
Due to the set-up times, the tendency is to produce in batches that are larger than the order quantities. This supposedly utilizes the equipment more efficiently, reduces set-up costs, and reduces unit product cost. But any production in excess of immediate market demand ends up as finished-goods inventory. The result of producing these large batches in today’s competitive marketplace is poor customer service despite high levels of inventory. by M. Michael Umble and Mokshagundam L. Srikanth
I can eliminate waste
There is a misconception that 'Lean' is only applicable to manufacturing or industrial-type processes. Nothing could be further from the truth, yes Lean is very powerful when employed in manufacturing processes, but it is every bit as powerful when applied to administrative procedures. I have used Lean principles and methodologies to improve these types of processes with equal success. However, I would say that of the varied projects I have completed most financial gain has been realised from industrial-type operations. Lean projects in administrative processes improve efficiencies which then lead to greater customer satisfaction etc.
The whole tenant of Lean is to remove waste from a process or procedure. These are referred to as the 'seven' wastes, listed on the right side of this page. However, just because a process may involve one or more of these wastes' that is not necessarily a bad thing. For example, all transport in a process could be described as waste but not if your business is a furniture removal company. A better description would be that any step of a process that does not add value for the customer is a waste and should be removed either physically of procedurally. Adding something to a manufactured product that will not add customer value is also unnecessary waste and should be designed out, a cigarette lighter on a 1000cc motorbike for instance.
As a Certified Lean Practitioner, I can assess any process for the potential existence of any of the seven wastes, and I am skilled in the use of the many Lean tools to eliminate those wastes when identified. In my opinion, there is also an eight waste, Talent, which is an underused, untapped, potential game-changing resource that is either unwittingly (or wittingly) ignored or just not recognised.
The 7 Wastes
- Over production
- Over processing
HR SYSTEM OVERHAUL
A problem with any HR system is the integrity and accuracy of the system data and employee records.project overview
Listed below are some methods I have employed
- 5S - Sort, Set, Shine, Standardise, Sustain. ( see the wood in the trees)
- Value Stream Mapping - Determine where the constraints and wastes are.
- Kaisen - Continuous incremental improvement. Plan, Do, Check, Act
- Kanban - The ability to only produce what you need, when you need it.
- Process Balancing - Re-distribute the process constraints, within Takt Time.
- Visual Management - Lets actually see whats going on, simple but effective.