the lean enterprise by mbb michael r. büchler

THE LEAN ENTERPRISEby

Master Black Belt Michael R. Büchler

Lean Enterprise I Content

What is Lean?

Case Study „Lean“

Why Lean?

House of Lean

Summary


http://www.swiss-property.ch

Lean is a sleek and simple flow of service processes;

• Value Description; customer perspective in terms of product and service.

• Value Stream Mapping; mapping transitions - highlighting hidden bottlenecks.

• Definition of the Flow; product, service, and information from beginning to end.

• Implementation of the Pull; demand based on customer signals.

• Perfection; complete elimination of waste using continuous improvement activities.

Lean management is not only to optimise processes more over a philosophy of driving a leaner organisation and aim for operational excellence.

What is Lean? I The Goals of a Lean Enterprise



Lean Case Study

Lean Case Study I Lean Management Institut (LMI)

771 Companies

Around The World

Small To Big

Source; Abegglen Reoprt – (Lean Management Studie 2009)




Top 93 %

Worst 70 %

!

Usage of Lean Top vs. Worst




57%Companies Lean Usage

23%None Lean Usage

20% Planned Lean



EBITDA per employee lies at top performers by 300% versus the worst-performer




Inventory performance compared to the worst-performers leads to a 50% less capital tied up in inventory.




Employees of top performers annually generate nearly twice as many suggestions as those of all other performance.




The implementation rate of improvement proposals lies with top performers at 70%, with all other performance groups

between 45 and 55%.




80% of the top performers realize organizational improvements with little or entirely without investment - even

though they have been generally realized "low hanging fruit" in the area of improvement and optimization tasks are

facing greater lean.




Why Lean?

A project is predominantly is viewed as a one-time event, resulting in a project-oriented and trade-specific approach

Core Problems

Attitude of Project Uniqueness

Project thinking instead of process thinking Insular thinking of global approach


Project thinking prevents the development of a standardized project approach based on processes

Major effects of project thinking

Project thinking

Insufficient synchronisation of participants and processes

Inadequateprogress

monitoring andcontrol


Insular thinking of individual trades leads to avoidable frictional losses during planing and building

Effects of insular thinking

Insular thinking

Inadequate interface communication

Lack of transparency

regarding overall project status


Why Lean?

Learn from the past and adopt best practices,

Study and adopt from diffrent industries,

Adapt Lean to your industry,

Introduce, drive, live Lean to become a,

Lean Enterprise - Your Enterprise.


House of Lean

House of Lean I The Architecture / Elements

!!P U R S U I TP U R S U I T

R E S U LR E S U L T ST S

P R I N C I P L E SP R I N C I P L E S

M E T H O D O L O G I E SM E T H O D O L O G I E S


House of Lean

Operational Excellence

Customer Value

Lean thinking / Management

WASTE

STANDARDISATION

EMPOWER TEAMS

DELIVER - TO - PROMISE

TransparencyPerfectionResults

Persuit

Principles

Methodologies

KAIZEN / CONTINUOUS IMPROVEMENT

BEST OF INDUSTRIES

5S

JUST IN TIME / 5R

FLOW TAKT PULL ZERO DEFECTS



KAIZEN I Continuous Improvement

EXECUTE PLAN REVIEWIDENTIFY

Continuous Improvement

The (self-) reflection of processes / products and to identify and reduce of suboptimal processes / waste or identify improvements is the core principle.

Employee suggestion system will be used for incremental improvements based onthe employees knowledge and experience

Analyze, valuate and prioritize the identified potentials for improvements. !

Develop how to optimize the processes or

products in moreincremental, continual steps rather than giant leaps (Evolution)

Implement the developed concept to achieve the improvements.

Ideally measure the provemeim nts,

communicate theresults and reward the suggestions.

Evaluate the effectiveness of the execution and see if it created any unanticipated results or side effects.

Create a learning organization/teams and a continuous

quality assurance

processes through

each employee.

Ensure an adequate change management.


House of Lean I Just in Time & 5R Systems

JIT 5R

Align! Harmonize! !Pull what

you need

Improveand

stabilise!

Just In Time = Right Part Right Place Right Quality

!Right Amount Right Time

FLOW TAKT PULL ZERO DEFECTS


House of Lean I Empowered Teams

Respect Encouragement Challenge Flexibility Leadership

Define Team Goals

Setting Information

Setting Boundaries Give Advise

Developing skills through

coaching

!Have idea of the ‘bigger picture’which helps to understand limits and constraints.

Channeled efforts to appropriately and confidence work.

Look for advice and seek for feedback.

Coach people to learn challenging their assumptions.

Results-orientated goals give freedom to define own tasks, as well as a clearer understanding.



House of Lean I Best of Industries

In order to solve the core issues, successful solutions from other industries should be adapted.

Automotive Industry

Service Industry

IT Industry



House of Lean I 5S System

• Sorting the usefulfrom theunnecessary.!

• Parts, tools, and instructions needed to do the job.

• Everything has aplace; everythingis in its place.!

• Create a Visual Scoreboard, floor paint, and other visual controls.

• Do an initial“spring” cleaning,!

• washing, rinsing, scrubbing, and whatever else is needed to make your work place shine.

• Sorting the usefulfrom theunnecessary.!

• Preventative maintenance is routinely performed.

• Root causes areroutinelyidentified anddealt with.!

• Work Audit are very familiar to everyone.

Sort Set in Order Shine Standardise Sustain



House of Lean I Deliver to Promise

VisionTargets

Customer &

Employees

QUALITY

PROFESSIONALISM

PARTNERSHIP

EFFICIENCY

FUTURE-ORIENTED MINDSET

OUR VALUES

PROMISE WHAT YOU CAN DELIVER, ON-TIME WITHE ZERO DEFECTS .

ASSURE BEST PRACTICES, PRODUCTS & SERVICES FOR ITS DELIVERABLES

DELIVERCONTROLPROMISEASSURE



House of Lean I Waste Elimination

Value- Adding

Not Value-Adding with

Obvious Waste

Not Value-Adding with

Hidden Waste



The Seven Waste I Different types of waste can be found nearly everywhere

Transportation

Waiting

Defect

Motion

venIn tory


Over Production

Over Processing

House of Lean I Standardise

Standardisation is the Way to Sustain the Kaizen Gains and Increase Efficiency

Without standardisation, all made improvements will roll back with time….

INVENTORYPRECISION PROCESS

Continuously increase the level of standardization of technologies in our services and products.

The precise work sequence in which an operator performs tasks within takt time.

Well developed and improved processes must become standard procedures.

IMPROVEMENT



Summary

Lean is the Management System of Objectives & Exemptions and follows;

• Lean Thinking; Awareness & Education and a Common Mindset

• Lean Operations; Methodologies & Principles in place

• Lean Culture; Lean is embodied by the organizations

Lean is not only to optimize processes more over the philosophy of driving a leaner Enterprise, Organization towards Operational Excellence!

Summary


Q & ATHANK YOU

Q & A

the lean enterprise by mbb michael r. büchler

Business

usage of lean

lean usage

greater lean

lean master black belt

bchler project thinking

bchler ebitda

bchler employees

management institut