Ce diaporama a bien été signalé.
Le téléchargement de votre SlideShare est en cours.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.



Kaizen Events Blitz & Lean Projects

Drive quick improvements which lead to a leaner business operating system

Livres associés

Gratuit avec un essai de 30 jours de Scribd

Tout voir

Livres audio associés

Gratuit avec un essai de 30 jours de Scribd

Tout voir
  • Soyez le premier à commenter

Kaizen Events Blitz & Lean Projects

  1. 1. Kaizen Events - Blitz (Kaikaku ) & Lean Projects<br />Drive quick improvements which lead to a leaner business operating system<br />Anand Subramaniam<br />
  2. 2. 2<br />“Manpower is something that is beyond measurement. Capabilities can be extended indefinitely when everyone begins to think.”<br />- TaiichiOhno<br />
  3. 3. Highlights<br />Kaizen Overview<br />Kaizen Event – Kaikaku / Kaizen Blitz / Kaizen Super<br />Kaizen Event – Implementation<br />Kaizen Blitz<br />Lean Project with Kaizen<br />Kaizen – Problem Solving<br />Manage – Stakeholders & Change<br />Kaizen Workshops<br />Kaizen – Tools & Techniques<br />3<br />
  4. 4. Kaizen - Overview<br />
  5. 5. Kaizen <br />5<br />Kaizen 改善改 Kai = To Break善 Zen = For the Better<br />
  6. 6. Kaizen – Origination<br />A tool developed by Toyota, as part Toyota Production System (TPS) to enable continued improvement<br />It began as "Quality Circles," where manufacturing staff solved quality issues within a structured - team framework, using specific tools<br />Adapted by many firms around the world as a way of accelerating improvements<br />6<br />
  7. 7. 7<br />Why Kaizen ?<br />Reduces scrap & defects while minimising the need for capital expenditures<br />Reduces lead times and WIP dramatically<br />Improves Safety, Quality, and Delivery, by the elimination of waste (muda) in its many forms<br />Clear objectives and measurement focus<br />Assists management to find new ways to gain substantial savings in time, space and labor output<br />Why?<br />Uses creativity before capital<br />Improves worker productivity by breaking down “silos” within & between depts. & divisions<br />Empowers workers who know the situation best, to make decisions in the quickest time<br />Data driven, fact based and improves standard operation procedures <br />
  8. 8. Kaizen – Principles<br />Team process<br />Clear objectives<br />Quick and simple, action first<br />Tight focus on time (one week)<br />Necessary resources available right away<br />Immediate results (new process functioning by end of week)<br />8<br />
  9. 9. Kaizen Strategies / Goals<br />Prioritising problems<br />Elimination of wastes (8W)<br />Define clear leadership initiatives<br />Create a culture where Perfection is perpetually chased<br />Teamwork: train employees (Kaizen & problem solving)<br />Communicate ideas up and down company hierarchy; every one is encouraged to seek out and exploit new opportunities<br />9<br />
  10. 10. 10<br />Kaizen – Blitz & Projects<br />Reduce setup times - SMED<br />Establish new metrics<br />Visual factory<br />Reduce WIP<br />MRO<br />Eliminates long conveyor assembly lines with cells<br />Combine operations<br />Kaizen Projects<br />New product development<br />Change process<br />5 S<br />Determine proper tooling needed and organise<br />Reduce lot sizes<br />Load level schedule<br />Improve safety<br />
  11. 11. Kaizen – Key Success Factors<br />It should change / remove the “Value Stream” (VS) constraint(s) <br />Be certain to define whole “VS” metrics when, determining and assessing the impact of a Kaizen implementation<br />Redeploy resources so that they contribute to adding value; not just eliminating them<br />Ensure Value Stream Mapping (VSM) process is implemented correctly, this will end up with a list of potential Kaizen events as actions lists on the Implementation Plan<br />A Kaizen is an ACTION that, increases “Value” in the VS. It must have a permanent positive impact on the VS as a whole, in order to be called Kaizen<br />11<br />
  12. 12. Kaizen Event – Kaikaku / Kaizen Blitz / Kaizen Super<br />
  13. 13. Kaizen Event<br />A Kaizen event is any planned action that causes a Current State Map (“As~Is”) to become obsolete and that causes the Value Stream's productivity to permanently* change for good. <br />* by permanently means ..until the next Kaizen improves it further...<br />13<br />
  14. 14. 14<br />Why Kaizen Events?<br />Kaizen drives the improvements which lead to a leaner business operating system<br />Future State (Lean)<br />(To~Be)<br />Current State<br />(As~Is)<br />Kaizen<br />
  15. 15. What is a Kaizen Event?<br />Kaizen Event<br />Specific Goals <br />Short time frame <br />Specific Deliverables <br />Dedicated Resources<br />Highly focused activities <br />Continuous Improvement<br />Teams work together to create radical change<br />Also known as<br />Kaizen Super<br />Kaizen Blitz<br />Kaikaku<br />Lean Event<br />Rapid Fire Lean <br />Rapid Continuous Improvement Event <br />15<br />
  16. 16. Kaizen Event – Goal / Objective<br />Improve an area of the business<br />Throughput <br />Labor Efficiency<br />Waste / Space Reduction<br />Output Improvement<br />Quality or Mistake Proofing <br />Employee Involvement <br />Culture change<br />Trying out ideas<br />Manageable<br />Initiatives that can be done right away (Not OPEX / CAPEX projects) <br />16<br />
  17. 17. Kaizen Event - Resource Involvement<br />Dedicated Resources<br />No other responsibilities for event duration <br />8 hours for 5 days<br />Core Team Members<br />Event Leader<br />Subject matter expert (non) operations<br />Process Owner / Supervisor (from the target area)<br />17<br />
  18. 18. Core team expectation during an event<br />Hear out every member’s ideas<br />Group decides on direction <br />Ideas should be tried & tested<br />Accountable to the goals established<br />Work as a group throughout the period (no rank, no title)<br />Everyone must be a full participant (no observers) for 3 ~ 5 days<br />18<br />
  19. 19. Kaizen Event - Implementation<br />
  20. 20. Kaizen Umbrella<br />Quality Improvement<br />Customer Orientation<br />Total Quality Control<br />Discipline in Work Place<br />Productivity Improvement<br />Total Productive Maintenance<br />New Product Development<br />Co-operative Labour Management Relations<br />Kanban<br />Robotics<br />Zero Defect<br />Q.C. Circle<br />Automation<br />Just-in–Time<br />Suggestion System<br />Small Group Activity<br />20<br />
  21. 21. Kaizen Event – Key Principles<br />Say “ NO “ to status quo <br />Good ideas come when the going gets tough<br />Do not look for excuses, find ways to make it happen <br />Do not worry about being perfect - even if you get half way - Start now <br />If something is wrong fix it on the spot<br />Get rid of old assumptions <br />It does not have to cost a lot of money to improve the process<br />Look for wisdom from the team rather than one individual<br />Do not stop asking questions till root causes of problems are established <br />Never stop doing Kaizen event<br />21<br />
  22. 22. Kaizen Events – Concepts / Application<br />Widely applicable – Can be used in both manufacturing and non-manufacturing environments<br />Team based & cross functional – Team members can be from various functions of the business. Top management participation is encouraged.<br />Planned & tied to business goals – Events are planned in advance and tied to business goals and or value streams. Planning is critical to the success of the event.<br />Focused in scope – Events are very focused, Don’t take too much on at one time!<br />….<br />22<br />
  23. 23. Kaizen Events (Contd.)<br />Short term, fast & iterative – Events last approximately 2 to 5 days. Even though the process has gotten better you may have to repeat events on the same process… Continuous Improvement <br />Based on IMPLEMENTATION – Events are biased to ACTION. Plan your events on DOING………<br />Highly effective & results oriented - Kaizen events will generate quick results. Measurable results. Establish the baseline, and measure the change! <br />A Learning Experience – Every member of a Kaizen Team will walk away from the event learning something new!<br />23<br />
  24. 24. Kaizen Cycle <br />24<br />Start Here<br />Do It Again<br />Celebrate<br />Document Reality<br />Make this the Standard<br />Identify Waste<br />Kaizen<br />Measure Results<br />Plan Counter- measures<br />Verify Change<br />Reality Check<br />Make Changes<br />
  25. 25. Kaizen Event - Implementation<br />Successful implementation of Kaizen Event, include –<br />5-S<br />8-W <br />The 5 Whys<br />Value Stream Mapping<br />PDCA (Plan, Do, Check, Act)<br />25<br />
  26. 26. Typical Kaizen Event ( 3 ~ 5 days)<br />Team training (1/2 day) <br />Lean overview <br />Structure of Kaizen event <br />Team conducts Kaizen on the factory floor area (2.5 ~ 3.5 days) <br />Identifying problems <br />Defining current process <br />Observing, sketching process and collecting data <br />Brainstorming suggestions for improvement<br />Implementing solutions (rearrange equipment, modify machines, change methods, etc) <br />Team measures improvements and verifies solutions (0.5 day)<br />Team presents results to management, co-workers and shop floor personnel (0.5 day)<br />26<br />
  27. 27. 27<br />Kaizen Event – Roadmap<br />Conceptual Training<br />Kaizen on factory floor area <br />Measure Improvement<br />Evaluate Improvements<br />Present & Celebrate<br />Day 1<br />Day 2<br />Day 3<br />Day 4<br />Day 5<br /><ul><li>Business Process
  28. 28. Standard Operations
  29. 29. 5S
  30. 30. Kaizen Methodology
  31. 31. Tools & Techniques
  32. 32. Discover Problem
  33. 33. Measure & Analyse Current Work Process
  34. 34. Brainstorm solutions & formulate Process Improvements
  35. 35. Create and map new process
  36. 36. Apply rapid implementa-tion
  37. 37. Establish New Standard Process
  38. 38. Operate Using New Standard Process
  39. 39. Finalise New Standard Process
  40. 40. Monitor & Control
  41. 41. Present Results and Celebrate</li></li></ul><li>Benefits of Kaizen Implementation<br />Makes the job:<br />Easier and safer<br />Less unpleasant<br />More efficient<br />Saves money and time<br />Stimulates workers<br />Creates an atmosphere of harmony and a strong sense of community, family and belonging<br />
  42. 42. Kaizen Blitz<br />
  43. 43. Kaizen Blitz<br />A Kaizen Blitz is an intense and rapid improvement process in which a team or a department throws all its resources into an improvement project over a short time period, as opposed to traditional Kaizen applications, which are performed on a part-time basis<br />
  44. 44. Kaizen Blitz - Benefits<br />Required resources are low<br />Change is almost immediate<br />Relatively simple to plan and implement<br />Many small improvements can be as, if not more, beneficial than larger scale changes<br />
  45. 45. Lean Project with Kaizen<br />
  46. 46. 33<br />Kaizen – Implementation Roadmap<br />Project / Change Management<br />Diagnostic<br />Kaizen<br />Sustain<br />Planning<br />Pre Diagnois-tic Plan<br />Manage Stakeholder Expectations<br />Continuous Improvement<br />Plan (Define)<br />As~Is<br />Collect Date<br />Business Improvement<br />To~Be<br />Monitor<br />Execute<br />VSM, 7W, Takt, 5S, <br />Prioritise (Future Projects)<br />DMA<br />IC<br /> 1 ~ 4 5 6 7 8 9 10 11 ~ 15<br />Weeks<br />
  47. 47. Planning / Diagnose Phase<br />Planning and preparing for kaizen events includes: <br />Collecting background data<br />Selecting a target area and problem<br />Scheduling the event<br />Selecting team members<br />Making all preparations for a successful event<br />34<br />
  48. 48. Kaizen Phase<br />Process changes are made. Typical steps include: <br />Team orientation<br />Gathering baseline data (time studies, etc.) <br />Mapping the process<br />Brainstorming improvement ideas<br />Testing ideas – visioning process<br />Analysing the results / quality assurance <br />Documenting the new process, and <br />Presenting the results<br />35<br />
  49. 49. Monitor, Control & Sustain Phase<br />Closure and follow-up activities, to ensure that the results of a Kaizen event are communicated and sustained. Typical steps include: <br />Lesson learnt and highlight improvements made during the event on bulletin boards / newsletters<br />Celebrate success, recognise and award team member contributions<br />Hold monthly “mini-meetings” to discuss the need for adjustments and to ensure unresolved actions are completed<br />36<br />
  50. 50. Kaizen – Problem Solving<br />
  51. 51. Kaizen – Eliminate the Gap<br />38<br />Eliminate the Gap!<br />Kaizen will help us do that<br /> Customer Supplier<br />
  52. 52. Kaizen - Steps<br />Select a bottleneck situation<br />Understand the “Current State” of the bottleneck<br />Brainstorm the “Future State” to set improvement goals. <br />Implement within the five days<br />Then use the 30 day opportunity log to finish up any items requiring more time<br />39<br />
  53. 53. Kaizen – Teams<br />Understand Goals and objectives<br />Team rules and guidelines<br />Know the process<br />Members - dedicated or volunteers <br />Team performance evaluation<br />Team reward and recognition<br />40<br />
  54. 54. Kaizen – Goal Setting<br />Team must define the purpose / objective<br />State the desired goal of the process and set aggressive stretch goals <br />Goals should be “SMART” (e.g. Reduce machine set up time in the fabrication process, from 65% to 75% by 30.06.2010)<br />41<br />
  55. 55. Kaizen – Team Charter<br />Challenge Everything and NOT a license to spend<br />No action – no success<br />Focus on improving things, not pointing fingers<br />Quick and simple is better than slow and fancy<br />If it doesn’t work out, can always go back to the way it used to be<br />42<br />
  56. 56. Lesson Learned<br />Get everyone involved<br />Complete all actions on time<br />Take photos before and after<br />Your customer or your CFO should see results<br />Management support critical for long term success<br />Plan events that support company goals (avoid “shotgun Kaizen”)<br />It’s easier to cut costs by 10% than it is to increase sales by 10%<br />43<br />
  57. 57. Manage – Stakeholders & Change<br />
  58. 58. Stakeholder (Sponsor) Engagement <br />45<br />SPONSORS<br />CHANGE AGENTS<br />TARGETS<br />
  59. 59. 46<br />Sponsor’s Role<br />Model a confident and constructive view of change <br />Solicit feedback<br />Understand the need for the change and help others design the “Future State” <br />Monitor and readjust priorities & allocate resources <br />Acknowledge what people are experiencing and give them opportunity to express it <br />Sponsor<br />Show personal support – both public and private - throughout the change <br />Hold Change Agents & the Targets accountable<br />Change the reward / recognition system <br />
  60. 60. 47<br />Change Agent’s Role<br />Modify time frames / resources as needed<br />Integrate the change into the culture<br />Exhibit leader behavior and create dissatisfaction with the “status quo”<br />Plan and/or implement the “communication”, “education & training” and “reward” strategies<br />Understand the need for the change & the impact on all involved<br />Change Agent<br />Communicate the change clearly and CONSTANTLY<br />Involve the Targets in planning whenever possible<br />Manage the change resources<br />
  61. 61. 48<br />Targets<br />Successful Change begins with understanding the Targets of the change<br />Think first about what they have to give up, not what they’ll get<br />Be concerned that they don’t have enough skill or resources<br />Feel alone even if everyone else is going through the change<br />Targets<br />Feel self conscious and ill at ease when confronted by change<br />Be at different levels of readiness for change<br />Only be able to handle so much change<br />Try to go back to doing things the “right way” when the pressure is off<br />
  62. 62. 49<br />Resistance<br />It would have worked in other places but not here<br />We need to spend more time thinking about it<br />We’ve tried something like this before <br />We don’t have time for this<br />It’s a good idea; it just won’t fit here<br />Resistance<br />It’s impossible; it just won’t work<br />The union / shop floor / etc. won’t go for it<br />Too many changes have been made already<br />It will cause conflict / difficulty / chaos<br />I just want to be left alone to do my job / my thing<br /> It’s unrealistic; reality will kill it<br />The company is doing fine already; who needs it?<br />
  63. 63. 50<br />Resistance - Reasons <br />Freeze<br /><ul><li>See no need to change
  64. 64. Too much effort for so little gain
  65. 65. Change is a criticism of my past performance
  66. 66. Don’t trust the Change Agents
  67. 67. Don’t trust the Sponsors</li></ul>Unfreeze<br /><ul><li>It’s more work or too costly for me / us
  68. 68. Don’t believe organisation can get through transition and too much disruption
  69. 69. Nobody asked my opinion
  70. 70. The change is Irreversible
  71. 71. Doesn’t solve the problem
  72. 72. Can’t see it’s relevance to my/our work</li></ul>Refreeze<br /><ul><li>It is more work
  73. 73. Hidden “time bombs”
  74. 74. Change not supported
  75. 75. Negative outcomes
  76. 76. Caused a loss of jobs
  77. 77. Loss of status for me</li></li></ul><li>Change - Plan & Manage<br />51<br />Define the FUTURE STATE<br />Identify the steps to freeze, unfreeze & refreeze<br />Design the Change Implementation Plan<br />Implement, Monitor & Support the Change<br />Education & Training Plan<br />Reward &<br />Celebration Plan<br />CommunicationPlan<br />
  78. 78. 52<br />Communication Plan<br />Current State <br /><ul><li>Explain upfront why the change is necessary
  79. 79. Validate the Current State
  80. 80. Clearly define the Desired State
  81. 81. Identify what is not going to change
  82. 82. Focus on future positives</li></ul>Transition<br /><ul><li>Repeat the Desired State message again and again
  83. 83. Provide information and answers in a variety of ways
  84. 84. Create safe ways to express resistance
  85. 85. Honor the old ways
  86. 86. Bury the old ways</li></ul>Future State<br /><ul><li>Show the distance people have come
  87. 87. Communicate positive results of Desired State
  88. 88. Acknowledge the price they have paid
  89. 89. Thank them for their efforts and the results</li></li></ul><li>53<br />Education / Training Plan<br />Current State <br /><ul><li>Identify competencies and performance levels required in the Desired State
  90. 90. Assess gap between current knowledge/skill level and desired level
  91. 91. Plan training outlines and implementation process & schedule</li></ul>Transition<br /><ul><li>Carry out training plan on schedule
  92. 92. Provide training about change and the change process
  93. 93. Tie training to the Desired State constantly and consistently</li></ul>Future State<br /><ul><li>Measure the performance levels
  94. 94. Provide refresher courses as needed
  95. 95. Design curriculum for new hires and career development</li></li></ul><li>54<br />Reward / Recognition Plan<br />Current State <br /><ul><li>Examine current performance measures
  96. 96. Identify behaviors that are desired and need to be encouraged
  97. 97. Develop new performance measures that support the Desired State</li></ul>Transition<br /><ul><li>Stop rewarding old ways and undesirable behaviors
  98. 98. Reward incremental steps toward new performance levels
  99. 99. Reward those who surface resistance by including them in the “Tweaking”</li></ul>Future State<br /><ul><li>Recognise behaviors that support the Desired State
  100. 100. Reward achievement of new performance measurements
  101. 101. Do not reward or ignore undesirable performance
  102. 102. Penalise destructive behaviors</li></li></ul><li>Kaizen Workshops <br />
  103. 103. 56<br />Kaizen Workshops<br />Workshop Session<br /><ul><li>Sponsor sets challenge and expectations
  104. 104. Team-building
  105. 105. Skill-building
  106. 106. Issue generation
  107. 107. Issue prioritisation
  108. 108. Facilitated problem-solving teams
  109. 109. ‘Fairs’ to involve stakeholders
  110. 110. Recommendation development </li></ul>Report<br /><ul><li>Team report-out presentations
  111. 111. Every idea gets a response
  112. 112. Individual, team and Sponsor commitments to action items</li></ul>Workshop Followup<br /><ul><li>Put follow-up mechanisms in place</li></ul>Test Activity<br /><ul><li>Communicate
  113. 113. Headline
  114. 114. Newspapers
  115. 115. Meeting summary
  116. 116. Status reports
  117. 117. Remove barriers
  118. 118. Recognise and reward implementation</li></ul>Workshop Planning<br /><ul><li>Identify topic
  119. 119. Charter the workshop and contract with Sponsor
  120. 120. Sensing Sessions to collect data, identify issues and refine the problem/ opportunity statement
  121. 121. Select and refine topic
  122. 122. Collect background data and determine topic questions
  123. 123. Design Workshop meeting agenda and plan logistics
  124. 124. Identify participants and communicate expectations
  125. 125. Coach and prepare Sponsor</li></li></ul><li>Kaizen Workshop – What is involved?<br />Emphasis on action over analysis<br />A short burst of intense activity & effort (can range in hours to days)<br />Focused on improving the Value Stream <br />Flow for materials and information <br />Driven to resolving a specific problem or achieving a specific goal. (Don’t bite off more than you can chew !!)<br />57<br />
  126. 126. Kaizen Workshop – Characteristics<br />A focus on an area or process to achieve a specific goal <br />Includes a team that is empowered to make changes <br />Team make-up should include: operators, maintenance, quality, outside eyes and a process owner (If possible a customer) <br />Supported by Management with $$, time, and frequent “Gemba” activity <br />Managed to resolution and a commitment to sustain<br />58<br />
  127. 127. Pre-Kaizen Workshop – Planning<br />Define the opportunity <br />cost, quality, delivery, waste, safety, morale etc – Be Specific <br />Form & train the team<br />Must be dedicated resources and commited<br />Must be trained in specifics regarding the task at hand. (ie: process knowledge, lean tools)<br />Set goals / collect baseline data<br />Is the problem well understood – what does success look like?<br />Leader & team responsibilities<br />59<br />
  128. 128. Kaizen Teams<br />Team composition & training is critical to the success of the team<br />Composition should reflect the diversity of the work center / shop floor / warehouse<br />A team generally consists of 3 ~ 8 people<br />Each member will be chosen to perform a specific role<br />60<br />
  129. 129. Kaizen – Engagement Rules<br />Respect others<br />Particularly the local operators, you are in their living room<br />Document reality<br />If you make changes based on data, the data should be based on reality<br />Do your share<br />Everyone has to contribute<br />61<br />
  130. 130. Kaizen – Engagement Rules (Contd)<br />Try something new<br />Be open minded - try it instead of racking your brain for reasons why it won’t work (try-storming)<br /> Ask why (the 5 why’s)<br />Gain complete understanding, assume nothing<br />Be safe / Think safe<br />Both in your actions and in what you implement <br />62<br />
  131. 131. Kaizen – Do & Do Not<br />Do<br />Do Not<br />Open minded to all approaches<br />Try as many ideas as possible. Minimum of three (3)<br />Do as many observations of reality as possible (10)<br />Do include one person who is convinced it can’t be done<br />Do make sure management is committed to resolving the issue and supporting the team<br />Assume everything is good on what you hear (see it with your eyes)<br />Just sit around but brainstorm (justify the current way things are done)<br />Assume you know the problem<br />Hold a Kaizen to resolve an issue that is not driving a business goal<br />63<br />
  132. 132. Kaizen – Tools / Techniques <br />
  133. 133. Kaizen Tools – When, Where, What..<br />65<br /><ul><li>Calculate TaktTime
  134. 134. Identify problems
  135. 135. Set targets and enter on Target Progress Report
  136. 136. Plan & initiate Kaizen Workshop
  137. 137. Pair up 2 for each process
  138. 138. One times w/ stopwatch, other jots down times
  139. 139. Verify if Cycle Time meets TaktTime
  140. 140. Observe site
  141. 141. Identify Process
  142. 142. Prepare StandardisedWork Sheet
  143. 143. If equipment seems to lack in capacity, use Capacity Sheet to define problems
  144. 144. Fill out StandardisedWork Combination Sheet with best times
  145. 145. Note long times on Combination Sheet, there are opportunities for Kaizen
  146. 146. Continue to observe site, note problems on Kaizen Newspaper
  147. 147. Try out ideas for kaizen immediately, verify results
  148. 148. Prepare Kaizen Proposal Sheets for effective kaizen ideas
  149. 149. Update Kaizen newspaper
  150. 150. Update Target Progress Report
  151. 151. Kaizen Every Day !!.</li></li></ul><li>66<br />Tools for Process Analysis<br />Check sheets<br />Control Charts<br />Flowcharts<br />Process Analysis Tools<br />Pareto diagrams<br />Histograms<br />Scatter diagrams<br />Cause & effect diagrams<br />
  152. 152. 67<br />Lean - Tools<br />5S<br />7 W (Waste)<br />Jidoka / Andon / PokaYoke / Mistake Proofing<br />Single minute exchange of die (SMED)<br />Standard Operating Proced-ures<br />Kaizen Tools<br />Kanban<br />Total Preventa-tiveMainten-ance<br />Takt time<br />Through-put time<br />Spaghetti diagram<br />Value Stream Mapping<br />Kaizen blitz or event<br />
  153. 153. 68<br />“If we don’t change our direction, we might end up where we’re headed.”<br />- Chinese Proverb <br />
  154. 154. 69<br />Good Luck<br />http://www.linkedin.com/in/anandsubramaniam<br />

    Soyez le premier à commenter

    Identifiez-vous pour voir les commentaires

  • AndresVasquez141

    Jan. 4, 2019
  • Peter7777

    Jan. 13, 2019
  • miemad

    Jan. 14, 2019
  • AniruddhSharma30

    Jan. 15, 2019
  • MohamedAbdelaalAhmed

    Feb. 1, 2019
  • vachirapantanchavari

    Feb. 13, 2019
  • Nokangrybird

    Feb. 17, 2019
  • MandiArmstrong

    Mar. 5, 2019
  • dayamayaid

    Mar. 17, 2019
  • EhabAbouelela

    Apr. 22, 2019
  • CarlYgons

    May. 10, 2019
  • DietmarKersting

    Sep. 22, 2019
  • OValentin

    Sep. 22, 2019
  • GalaleldinAamer

    Dec. 17, 2019
  • daiyohan

    Jan. 2, 2020
  • ssusercd37ec

    Mar. 30, 2020
  • kristinbonurh

    Apr. 11, 2020
  • chinguiacari

    Jul. 30, 2020
  • marianbolebruch

    Oct. 13, 2020
  • ChayaM1

    Aug. 3, 2021

Drive quick improvements which lead to a leaner business operating system


Nombre de vues

58 899

Sur Slideshare


À partir des intégrations


Nombre d'intégrations









Mentions J'aime