- Lean creates flow by eliminating waste on customer demand
- Inspire employees to continuously improve the process
- Circle oof value> value stream>flow>Pull>Strive for performance with lean thinking at the centre
- What is the customer actually saying
- 1st principle is to add value to the customer
- Sometime one has to also actually identify the customer
- “Moment of truth” when you check with the customer
- Kano model of needs fulfilment, with delighted, satisfier and dislike
- Use value stream mapping
- Record all processes and steps in the product life cycle including both value adding and non adding value steps
- Identify waste
- Overall process efficiency (OPE) = value added time / working hours
- Process time
- variability
- rigidity
- management
- Skill variability is the waste from employee’s lack of know how and expertise
- Rigidity is when capacity is lower than it is needed
- Value = value added /non added value
- 5 basic components
- Operational stability
- Just in time
- Jidoka (automatic quality control system)
- Happy customers
- Flexible, capable and motivated employees
- Pyramid (from top to bottom)
- Problem solving: Continuous improvements
- Ppl&Partner: respect, growth
- Process: Eliminate waste
- Philosophy: Long term thinking
- What makes a team successful is a correct and balanced composition
- Value steam mapping (VSM) : need to draw from product family> current state map > future state amp and finally kata/kaizen principles
- Duration
- Quantity
- Frequency
- For SVM consult/start with end first
- Focus on high value products first
- 7 steps
- Customers
- Process steps
- Data boxes
- stocks
- Input and output
- Information flows
- Lesd time ladder
- Takt time = Available working hours / Customer demand
- Direct deliver: made from customer demand
- Supermarket delviery : made froms tock
- Best flow is continuous flow, eliminating waste
- Process time = sum of times
- Cycle time = 90% of takt time (PCT)
- # employees = process time / PCT
- When you can not apply continuous flow or FIFO lane, the third option is the Supermarket (pull system)
- Make sure you start with the customer demand
- TIM WOODS
- Transport
- Inventory
- Motion (unnecessary actions)
- Waiting
- Over-processing (Doing more than the customer wants)
- Over-production
- Defects
- Skills
- Muda (Waste) | Mura (Inconsistency and imbalance) | Muri (Arduous work)
- Pull is when the production only starts when there is a customer demand
- Push is when we start production even without demand
- Strive for perfection: Plan | Do | Check
- 5 drivers of change:
- Believe it
- Understand it
- Necessary knowledge and skills
- Get sufficient support and resources
- They want to realise it
- OOPs model : Observation, Outcome, Pause, suggest
- I see that …
- This make me feel …
- Pause, is it something you cna relate to
- I would like to…
- Cave people: people against virtually everything while settlers are 80% o fpeople and then pionners
- Prevent conscious mistake : Poke Yoke
- the 5S
- Sort
- Set
- Shine
- Standardise
- Sustain
Green Belt Lean
Original by Reinie, 2025
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