Scribd Logo
Upload

Welcome to Scribd!

  • 35 views

    Module 5 - Lean Management Principles

    Uploaded by

    Neena R Krishna
    Value is defined by customer needs such as timeline, price, and requirements. Mapping the value stream identifies all steps in delivering a product or service to remove wasteful steps. Improving flow ensures steps occur smoothly without delays or bottlenecks. Pull allows customers to request products as needed rather than building inventory. Perfection requires making lean thinking part of the culture with constant improvement.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd

    Module 5 - Lean Management Principles

    Uploaded by

    Neena R Krishna
    35 views2 pages
    Value is defined by customer needs such as timeline, price, and requirements. Mapping the value stream identifies all steps in delivering a product or service to remove wasteful steps. Improving flow ensures steps occur smoothly without delays or bottlenecks. Pull allows customers to request products as needed rather than building inventory. Perfection requires making lean thinking part of the culture with constant improvement.

    Original Title

    Lean Manufacturing

    Copyright

    © © All Rights Reserved

    Available Formats

    DOCX, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Value is defined by customer needs such as timeline, price, and requirements. Mapping the value stream identifies all steps in delivering a product or service to remove wasteful steps. Improving flow ensures steps occur smoothly without delays or bottlenecks. Pull allows customers to request products as needed rather than building inventory. Perfection requires making lean thinking part of the culture with constant improvement.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    35 views2 pages

    Module 5 - Lean Management Principles

    Uploaded by

    Neena R Krishna
    Value is defined by customer needs such as timeline, price, and requirements. Mapping the value stream identifies all steps in delivering a product or service to remove wasteful steps. Improving flow ensures steps occur smoothly without delays or bottlenecks. Pull allows customers to request products as needed rather than building inventory. Perfection requires making lean thinking part of the culture with constant improvement.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    You are on page 1of 2

    Module 5 – Lean Management Principles

    1. Value. Value is always defined by the customer’s needs for a specific


    product. For example, what is the timeline for manufacturing and delivery?
    What is the price point? What are other important requirements or expectations
    that must be met? This information is vital for defining value.

    2. Value stream. Once the value (end goal) has been determined, the next step is
    mapping the “value stream,” or all the steps and processes involved in taking a
    specific product from raw materials and delivering the final product to the
    customer. Value-stream mapping is a simple but eye-opening experience that
    identifies all the actions that take a product or service through any process. That
    process can be in design, production, procurement, HR, administration,
    delivery, or customer service. The idea is to draw, on one page, a "map" of the
    flow of material/product through the process. The goal is to identify every step
    that does not create value and then find ways to eliminate those wasteful steps.
    Value-stream mapping is sometimes referred to as process re-engineering.
    Ultimately this exercise also results in a better understanding of the entire
    business operation.

    3. Flow. After the waste has been removed from the value stream, the next step
    is to be sure the remaining steps flow smoothly with no interruptions, delays, or
    bottlenecks. “Make the value-creating steps occur in tight sequence so that the
    product or service will flow smoothly toward the customer,” advises LEI. This
    may require breaking down silo thinking and making the effort to become cross-
    functional across all departments, which can be one of the greatest challenges
    for lean programs to overcome. However, studies show that this will also lead to
    huge gains in productivity and efficiency, sometimes as high as 50-percent
    improvement or more.
    4. Pull. With improved flow, time to market (or time to customer) can be
    dramatically improved. This makes it much easier to deliver products as needed,
    as in “just in time” manufacturing or delivery. This means the customer can
    “pull” the product from you as needed (often in weeks, instead of months). As a
    result, products don’t need to be built in advance or materials stockpiled,
    creating expensive inventory that needs to be managed, saving money for both
    the manufacturer/provider and the customer.

    5. Perfection. Accomplishing Steps 1-4 is a great start, but the fifth step is
    perhaps the most important: making lean thinking and process improvement
    part of your corporate culture. As gains continue to pile up, it is important to
    remember lean is not a static system and requires constant effort and vigilance
    to perfect. Every employee should be involved in implementing lean. Lean
    experts often say that a process is not truly lean until it has been through value-
    stream mapping at least half a dozen times.

    You might also like