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Business Process Improvement: the "lean" journey
Have you ever wondered why one restaurant can prepare a gourmet meal in 15 minutes and another takes
45 minutes for the same meal? Or why is it when you call some companies you get a real person in under 30
seconds and in others you're on hold for 15 minutes? Why is it that Toyota can produce a Lexus in 20 hours
of labor and yet it takes 45 hours for a cabinet maker to produce a set of kitchen cabinets? Why is it that one
bank can process a loan in 2 hours and another takes a week?
Or have you noticed that some items you buy seem to last forever and others, for about the same price, tend
to wear out in a short time?
The difference is usually in the processes the business has developed to create their products and services.
At Lean Power we have spent 25 years learning how to strip the unnecessary and cumbersome steps out of
the production process. We call this "leaning the processes," hence the name "Lean Power."
45 minutes for the same meal? Or why is it when you call some companies you get a real person in under 30
seconds and in others you're on hold for 15 minutes? Why is it that Toyota can produce a Lexus in 20 hours
of labor and yet it takes 45 hours for a cabinet maker to produce a set of kitchen cabinets? Why is it that one
bank can process a loan in 2 hours and another takes a week?
Or have you noticed that some items you buy seem to last forever and others, for about the same price, tend
to wear out in a short time?
The difference is usually in the processes the business has developed to create their products and services.
At Lean Power we have spent 25 years learning how to strip the unnecessary and cumbersome steps out of
the production process. We call this "leaning the processes," hence the name "Lean Power."
| SKILLS/AREAS COVERED |
| Value stream analyses Takt time Material movement Parts routers Pull systems Supply chain refinement Tying operations, marketing, finance, HR Team building Customer focusing Setup reduction Operations line configuration Work station design Cycle-time reduction Determining need staffing levels Inspection protocols Fail safe design Leadership for improvement The DNA of quality and productivity 5-S 5-W Just-in-time parts movement |
| Line-stop advantages Production smoothing Defect reduction Standard operations Standard operating tools Assembly operations Inventory reduction Kanban controls Error occurrence and error detection Error detection and error correction Focusing on non-value-added activities Focusing on waste reduction Focusing on creativity The seven wastes Creating a bias for action Impassioning the entire crew The evil of WIP Education through floor simulation Root cause analyses Visual control Kaizen events |
| THE RESULTS ARE MEASURABLE: cycle times reduced by 15% to 95% quality increased by 40% productivity increased by 20% or more new product to market time decreased cost decreasing by significant amounts capacity increases at no cost |
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