This document provides an overview of Lean and Kaizen concepts and tools for process improvement. It discusses key Lean principles like eliminating waste, continuous flow and pull systems, visual management, and standardizing work. The document emphasizes that the primary goals of Lean are to maximize value added work and human development by empowering employees and changing management styles.

1. Lean & Kaizen Training For rapid process improvement Terms of use for this free training program

4. 90% of the teachings are the same

10. The biggest change of all – Employee Empowerment

11. World Class Benchmarks

13. How do they do that?

14. The second biggest change of all – Management Style

15. The Second Biggest Change of All Visual Scorecards, teams, goal-oriented Reports, supervision, blame-oriented Control Prevention Detection & correction Quality Proactive Reactive Maintenance Pull, flow, small lot Push, batch, big lot Production Actual demand Forecasts Scheduling Teams Individuals Employees Simple, product focused Complex, functional departments Organization World Class Traditional

16. The second biggest change of all Management Style

34. Organize the Workplace

35. 5S – to organize the workplace 5S is a routine way of life. Root causes are routinely identified and dealt with. Sustain (Shitsuke) Routine cleaning becomes a way of life. Preventative maintenance is routinely performed. Standardize (Seiketsu) Do an initial spring cleaning. Maybe some painting, and Brillo pad scouring. Sweep & Shine (Seiso) Everything has a place; everything is in its place. Visual Scoreboard and other visual controls. Set in order (Seiton) Unneeded items are identified and removed. Only needed parts, tools, & instructions remain. Sort (Seiri)

36. 5S Sort, Set, Sweep, Standardize, Sustain

42. What are your self-described “optimal experiences”?

49. Functional Department Layout (Spaghetti Diagram)

50. Work Cell Layout

51. Why are work cells the “holy grail”?

53. What if our process includes a “monument”?

56. What if our process includes a “monument”? (Decouple the process)

59. Lower the water level slowly

74. Takt Time – planning drumbeat

78. Takt Time – driven by the rate of customer demand

80. Output The dollar value of items produced

81. Throughput The dollar value of items produced - that have been sold

90. Visual Systems

92. Error Free Processing

108. Pull

115. Pull, Pull, Pull

120. Never Stop Continuous Imprvmenting (untangling the knots)

122. And that concludes our presentation…

123. What can you do to help?

125. Prepare for Resistance

129. BBQ Sacred Cows Example: If your Consultant for Continuous Improvement is still using handwritten Lean & Kaizen tools – raise your eyebrows and ask them to tell you again about how everyone else is supposed to be open to ideas for Continuous Improvement…

130. Let’s do it! Let’s get out there and improve some processes!