|
|
|
Lean Manufacturing is defined as the efficiency in which customer interest is translated into customer satisfaction. Efficiency is measured in terms of lead-time, productivity, quality and inventory. Lean Manufacturing requires a relentless pursuit to drive “Non-Value-Added” activities from the overall system that constitutes the business. The fact is that most organizations have a great deal of waste within their systems. Eliminate waste by redesigning key business processes, thereby providing tremendous benefits to the organization. It is imperative that companies apply Lean concepts to all processes - non-production as well as production.
Workshop Objectives
The Workshop illustrates the basic skills involved in Administrative Value Stream Mapping. This group training exercise is designed to precede a VSM implementation, or Kaizen event.
• Outline the eight basic wastes in the context of non-production processes.
• Review the various Lean/World Class Enterprise concepts to develop a necessary foundation.
• Demonstrate a step-by-step process for reviewing and designing a lean system, and explores the means by which to apply flow concepts. The processes covered include, but are not limited to: Sales, Order Entry, New Product Design, Inventory Control, Purchasing, Inventory Management, Invoicing, Scheduling, Production Control, Cost Accounting, General Accounting.
• Highlight a real-world case study.
• Review the actual business process redesign approach. This approach utilizes a state model for change.
• Develop a map of the current state that serves as a basis for redesigning the various business processes.
• Create a future state map that serves as a “what can be” vision.
Implementation Event
Following the workshop, IMEC will facilitate a group of your employees through the Administrative Value Stream Mapping process on an selected company value stream, implementing the techniques learned.
Benefits of Value Stream Mapping
• “See the flow” of your value stream and wastes in the flow
• View all products from a system perspective
• Draw both material and information flows of your value stream
• Create a blueprint for Lean transformation—the Future State Map
• Develop an action-item list, prioritizing activities needed to achieve the Future State
|
|
Continuous Process Improvement Links
Product/Process Flow Services |