Presentación Daniel T. Jones, cómo dirigir una empresa Lean

Presentación de Daniel T Jones de la Lean Enterprise Academy sobre como dirigir una empresa lean.

http://www.slideshare.net/slideshow/embed_code/16402007

Contenido

1. Managing Lean Organisations Daniel T Jones
2.  Reflections on Toyota, created a unique synthesis of threeimprovement streams : – Quality – from analysing variation to managing using PDCA End-to-end – from creating value streams to managing value systems Learning – from learning by doing to everyone thinking and doing The Reference Model www.leanuk.org
3. Managing Lean Direction Top Focus Vital Few Aligning Hoshin FunctionEnd-to-End VS Analysis Value Stream Enabling Oobeya Stability Stability Stability Stability StabilityGemba Plan/Actual Plan/Actual Plan/Actual Plan/Actual Plan/Actual Kaizen Problems Problems Problems Problems Problems The Value Stream
4. Defining ValueValue for the Customer Value for the Organisation in the Work in the ResultsQuality Growth / Customer SatisfactionCost Cost / MarginsTime Save Cash and CapitalNew Products Investment The true Win-Win-Win www.leanuk.org
5. The Vital FewHigh Level Objectives “Follow Me” Interdependencies Which Performance Gaps? Hoshin Deployment Catchball Which Value Streams? www.leanuk.org
6. The Current Supply System weeks Seeing the Whole Value Stream
7. The Future Supply System days The Next Generation Product www.leanuk.org
8. Box Score“Better, Faster, Cheaper and Closer” www.leanuk.org
9. Different Starting Points Auto – Standard Construction – Specify Work & Flow the Design up-front Process – Separate High Healthcare – Unblock Volume from the Tail Discharge & make the Plan of Work VisibleRetail – Basket Fulfilment Government – Synchronise & Rapid Replenishment the Delivery of Services Service – Turn Unpredictable Finance/Admin – Eliminate into Predictable Work Created Demand Software/IT – Rapid Experiments Automated Testing and Feedback Every Organisation is a Collection of these Activities www.leanuk.org
10. Establishing the Foundations Sieve Pull Flow Stability Visual Plan / Actual Teamwork Kaizen Enable the Work Develop the Capabilities Standard Work for Managers “Go See” “Respect People” “Ask Why?”TWI Learning by Doing A3 Analysis Kata practice “Learning is the Work” www.leanuk.org
11. The Effectiveness of Management Focus on the vital few and deselect To stop doing unnecessary things Visual, frequent, stand up project reviews To save unnecessary time in meetings Create stability and Gemba management To eliminate fire-fighting and emails To develop the capabilities of subordinates By mentoring A3s and Gemba learning And prepare to meet new challenges By designing lean solutions for the web era How do managers use their time? When are they adding value? www.leanuk.org
12. Managing LeanOrganisations www.leanuk.org