Green Belt Lean

Original by Reinie, 2025Hamster_gagarin_linkedin
hamster writter This summary note was posted on 24 May 2025, by in Management #, #
  • 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