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Lean Management - Boss vs Leader
 
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In this video, you will learn the differences between to be a Boss or a Leader. The Lean Leadership is based on these basic aspects. Other Videos on www.leanvlog.com ツ CONNECT WITH LEANLAB ツ LinkedIn: https://www.linkedin.com/company/27008569/ LinkedIn: https://www.linkedin.com/in/mary-valente-b83aaa14b/ Facebook: https://www.facebook.com/LeanLab-146290372099121/ Telegram: https://t.me/leanvlog
Views: 250053 Lean Lab
5S Methodology and Tips
 
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5S Methodology with tips based on experience is explained in this video. Join us: http://www.patreon.com/leanvlog You can read the complete 5S Methodology here: http://leanmanufacturingpdf.com/5s-lean/ This start from 5 japanese words: Seiri Seiton Seiso Seiketsu Shitsuke Even if it is cool in japanese :-), I prefer to remember them in English. The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order. Sort Eliminate all unnecessary tools, parts. Go through all tools, materials, and so forth in the plant and work area. Keep only essential items and eliminate what is not required, prioritizing things per requirements and keeping them in easily-accessible places. Everything else is stored or discarded. Set in Order Arrange the work, workers, equipment, parts, and instructions. In such a way that the work flows free of waste through the value added tasks with a division of labor necessary to meet demand. Shine Clean the workspace and all equipment, and keep it clean, tidy and organized. At the end of each shift, clean the work area and be sure everything is restored to its place. This step ensures that the workstation is ready for the next user and that order is sustained. Standardize Ensure uniform procedures and setups throughout the operation. Promote interchangeability. Sustain Make it a way of life. This means commitment. Ensure disciplined adherence to rules and procedures of 5S to prevent backsliding. Using this 5S Methodology and the tips based on a real experience you will get extraordinary results.
Views: 192973 Lean Lab
Lean Management - 14 Principles of the Toyota way
 
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The 14 Principles of the Toyota Way are summarized here. The best seller book on Lean is sketched in funny way. Other Video on www.leanmanufacturingpdf.com A different way to learn. All the rights to the writer J.Liker. In this video, you will learn the fundamentals of the Lean Management. We use them daily and we are improving in a way you cannot imagine! 14 Principles of The Toyota Way Principle #1 – “Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.” Principle #2 – “Create a continuous process flow to bring problems to the surface.” Principle #3 – “Use ‘pull’ systems to avoid overproduction.” Principle #4 – “Level out the workload (work like the tortoise, not the hare).” Principle #5 – “Build a culture of stopping to fix problems, to get quality right the first time.” Principle #6 – “Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.” Principle #7 – “Use visual controls so no problems are hidden.” Principle #8 – “Use only reliable, thoroughly tested technology that serves your people and process.” Principle #9 – “Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.” Principle #10 – “Develop exceptional people and teams who follow your company’s philosophy.” Principle #11 – “Respect your extended network of partners and suppliers by challenging them and helping them improve.” Principle #12 – “Go and see for yourself to thoroughly understand the situation.” Principle #13 – “Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.” Principle #14 – “Become a learning organization through relentless reflection and continuous improvement.” Pro Tip for you! Print and have these principles always in front of you!
Views: 130731 Lean Lab
How to Gemba Walk - 9 Tips and Rules.
 
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How to Gemba Walk in explained in this video with tips and rules. Others video on www.leanvlog.com Here the text on How to Gemba Walk. ################# Tips & Rules to run an effective Gemba Walk ... In collaboration with: IMAGE. 1) Gemba is not an audit; it is a team work 2) Manager must be a coach-mentor for his team 3) Focus Gemba walk on particular area where you have KPI gaps 4) Define before the target, agenda and prepare checklist with all participants 5) Duration must be min 30 minutes - max 60 minutes 6) One Gemba walk audit * week in each department 7) Start Gemba walk checking status from previous priorities and finish with new priorities 8) Max 6 priorities ( 3 * department , 2 * support department, 1 * top management) 9) At the end of Gemba walk, the team must discuss what learning point is. Follow us on: www.leanvlog.com www.leanmanufacturingpdf.com
Views: 10297 Lean Lab
Morning Meeting Activities - 14 Tips and Roles
 
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Here the Morning Meeting Activities to follow for an effective Daily KPI meeting. Other videos on www.leanvlog.com We made this video in partnership with Fabrizio Cireddu founder of the Linkedin Group Lean Manufacturing and KAIZEN. https://www.linkedin.com/groups/1256067 Here the Transcript of the Video on Morning Meeting Activities: Tips & Roles for Daily KPI Meeting. In collaboration with: Lean Manufacturing & Kaizen (IMAGE) 1) Be on time 2) Min 4 / Max 6 KPI to be discussed 3) Only Participants necessary 4) Stand up meeting 5) No cell phones on or PC usage 6) Max 20 minutes of meeting 7) Standard agenda in place 8) Visual KPI tracking (with trend pass, target, color code = red and green) 9) Data and action visible and understanding from 4 meters of distance 10) Main Gaps are correlated with action plan 11) Meeting start with review of Priorities of the day before.... and finish with New Priority 12) Max 3 priority per Day 13) 1 action = 1 owner and 1 data 14) Teamwork approach
Views: 7240 Lean Lab
How to do Value Stream Mapping - Lesson 1
 
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#LeanVlog #Lean_Manufacturing #Value_Stream_Mapping The First Value Stream Mapping Tutorial is here. Other videos on Value Stream Mapping here: http://www.leanvlog.com/tag/value-stream-mapping/ Join us @: http://www.patreon.com/leanvlog Value Stream Mapping Multimedia Guide: http://leanmanufacturingpdf.com/value-stream-mapping/ Value Stream Mapping PDF: http://leanmanufacturingpdf.com/downloads/value-stream-mapping-pdf/ Follow us on: Linkedin: https://www.linkedin.com/company/27008569/ Facebook: https://www.facebook.com/LeanLab-146290372099121/ ### Here the Transcript of the video #### Hi! You are viewing the first Value Stream Mapping tutorial ever! This tutorial will teach you the basics of the Value Stream Mapping, and at the end of these video lessons, you will be able to draw your first Value Stream Map. The tutorial is made of video lessons that will cover the principal elements of the value stream mapping, and in the notes of the video, you will find bonus materials. Each video is a lesson. Let us start here with the first concepts. Why Value Stream Mapping? The main reason is that if you focus on one process and not on the whole system, your customer could not feel the difference. Focusing only on one process is like to improve only the engine of a car by leaving the wheels deflated. So, to improve your company, you have to focus on the flow and the value of the entire stream and not only on one single point. Benefits of Value Stream Mapping. It is a collaborative tool. Can be understood by everybody. Help you to focus where it counts. You can see both Material and Information flow. Where to start Value Stream Mapping? There is no point to start mapping the entire company. It is important to start where you can get results quite immediately. So, the best place to start is where a customer is unhappy or on SKU's that give the company a significant income. For example, if the company sell the SKU 1234 that generate an annual income of 10.000$ and the SKU 5678 that generate 500.000$, I will strongly suggest mapping the second one. Ok! Now you know why to use the value stream mapping and where to start. Let me now explain you other points. 1) Map by walking and with sheets and pencil. It is not a PC exercise. Walk the shop! 2) Map yourself entirely and starting from the end of the stream. This will help you to better understand the process. 3) Do not rely on the data in the system. Look for reality, speak with people. 4) The point of the Value Stream Mapping is not the map itself but genuinely understand the process looking to material and information flow. 5) Draw the current state. Do not jump to solutions. It is everything for now. In the next video, I will describe you the first element of the Value Stream Map - The Customer Demand.
Views: 14787 Lean Lab
What is Lean Manufacturing TPS by LeanLab
 
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In this Video you will discover the foundation and the 2 Pillars of Lean Manufacturing and Toyota Production System. Other Videos on: www.leanvlog.com Here the text of the video: What is TPS? The Toyota Production System is a Framework of concepts and methods to reinforce the healthy of companies. What is the Goal of TPS? The Goal is to provide the best quality, the lowest cost and the shortest lead time focusing on the elimination of wastes. Waste reduction leads to cost reduction with the consensus of everyone involved in the processes. Who is happy to waste? Nobody! House of Toyota is founded on Stability. The 2 pillars are the "Jidoka" ans "Just in Time". Stability is reached by: 1) Levelled Production 2) Standard Work 3) Continuous Improvement Jidoka means Stop at Abnormalities Just in Time is by pull system and continuous flow. Know more by our newsletter!
Views: 20156 Lean Lab
Root Cause Analysis: 8 Points to be effective.
 
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Another great video made in collaboration with Fabrizio Cireddu. Root Cause Analysis in 8 points. www.leanmanufacturingpdf.com Here the transcript of the text: Tips&Rules Root Cause Analysis 1) Collect correct data: Who, when, where, what, why, how, how many 2) Describe process flow standard and current one (understand deviation) 3) Define potential causes: 6M analysis [Ishikawa] ( Man, Machine, Method, Material, Measurement, Mother Nature) 4) Verify which possible causes it was impacting in Gemba ( go in the real place and check personally) 5) Verify which causes were generating the issue and run for each one 5 Why to define root causes analysis 6) Minimum 3 items to answer with 5 Whys approach: why problem occur? Why was it not detect? Why did system fail? 7) Define Action plan with clear owners and timeline 8) Weekly review of action plan and monitoring results during daily KPI meeting
Views: 6252 Lean Lab
8 Wastes of Lean
 
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The 8 Wastes of Lean with a tip to remember them for ever. Here our page http://leanmanufacturingpdf.com/what-is-lean-manufacturing/ In this video I will give you a "Hack" to remember the 8 wastes of Lean for ever. Reduce the DOWN TIME by reducing the 8 Wastes of Lean. Waste 1 - Defects Waste 2 - Overproduction Waste 3 - Waiting Waste 4 - Not used human potential Waste 5 - Transportation Waste 6 - Inventory Waste 7 - Motions Waste 8 - Excess of Processes If you remember DOWN TIME it shuold be easier to remember the 8 wastes of Lean. Subscribe our newsletter now for others hacks.
Views: 40889 Lean Lab
Lean Management - 14 Principios de Toyota
 
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Are you Spanish speaker? Here one of the most our viewed video in Spanish. See now! www.leanvlog.vom En este vídeo aprenderá los fundamentos de la Gestión Magra. La usamos diariamente y estamos mejorando de una forma que no puede imaginar 14 principios de la Forma Toyota Principio 1 - "Base sus decisiones de gestión en una filosofía a largo plazo, incluso a costa de metas financieras a corto plazo" Principio 2 - "Cree un flujo de proceso continuo para sacar los problemas a la superficie" Principio 3 - "Use sistemas de 'empuje' para evitar la sobreproducción" Principio 4 - "Nivele la carga de trabajo (trabaje como la tortuga, no como la liebre)" Principio 5 - "Construya una cultura de detenerse a arreglar problemas, para tener la calidad correcta la primera vez" Principio 6 - "Las tareas y procesos estandarizados son la base para una mejora cotninua y un empoderamiento del empleado" Principio 7 - "Use controles visuales de forma que los problemas no estén ocultos" Principio 8 - "Use solamente tecnología de confianza probada en profundidad que sirva a sus personas y procesos" Principio 9 - "Haga crecer líderes que entiendan en profundidad el trabajo, vivan la filosofía, y se lo enseñen a otros" Principio 10 - "Desarrolle personas y equipos excepcionales que sigan la filosofía de su empresa" Principio 11 - "Respete su red extendida de socios y proveedores retándoles y ayudándoles a mejorar" Principio 12 - "Vaya y vea por sí mismo para entender en profundidad la situación" Principio 13 - "Tome decisiones lentamente por consenso, considerando en profundidad todas las opciones; implemente las decisiones rápidamente" Principio 14 - "Conviértase en una empresa de aprendizaje mediante la reflexión implacable y la mejora continua" Consejo profesional para usted Imprima y tenga estos principios siempre frente a usted
Views: 27194 Lean Lab
How to Kaizen - 10 points to build the organization.
 
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Other videos on www.leanvlog.com Here the transcript of the video: Tips&Rules How to setup a Kaizen constitution in your organization In Collaboration with (IMAGE) 1) Have strong 5S basics across all organization 2) Codify and standardize all processes and activities 3) Teams are mapping wastes and creating action plan to reduce them 4) Wastes are visual identified 5) Allow employees to dedicate time in daily basis to review KPI and develop action plan 6) Employees are involved in generating and implementing ideas to improve their daily work 7) Exist for each employee a development plan to improve his skills 8) Each Leader runs coaching sessions in weekly bases with his team 9) Employees are encouraged to try and try ... until success without fear of failures 10) Company rewards Team & People that are focusing on improvement and challenges
Views: 10261 Lean Lab
Lean Process in 10 Steps
 
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The Lean Change Process by Oskar Olofsson Other video on www.leanmanufacturingpdf.com In this video, you will understand the path to follow for a Lean Change. 1) Focus on what is most important to you (i.e., Lead Time, Quality, Time, Reliability) 2) Train everyone and explain why 3) Measure and map the current situation in detail 4) Set Goal and Visualize 5) Identify deviations early 6) Analyze root causes 7) Make one change at the time 8) Follow up, learn and standardize 9) Repeat Daily 10) Be Lean and get great success
Views: 9709 Lean Lab
Lean Leadership - TIps and Rules
 
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Here some tips and rules for an effective Lean Leadership. Other Videos on www.leanvlog.com Here the transcript of the video. Tips & Rules Lean Leadership for a successful lean transformation In collaboration with: Fabrizio CIreddu 1. Develop a vision and inspire all team to achieve 2. Engage all people: everyone is part of the solutions and can contribute 3. Invest in culture (90% of needs is culture change mindset, 10% are tools and strategy) 4. Give priority to understand situations and to monitoring performances. 5. Lead by example (follow me vs do it!) 6. Teach Gemba approach (go & see) 7. Problems are opportunities (don't cover it) 8. Teach to have no fear of failures, but try and try until success 9. Ask always why...why 10. Facilitate teamwork 11. Recognize and reward achievements and good work
Views: 4841 Lean Lab
Standard Work - 9 Tips to Implement
 
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Here another great video made in collaboration with Fabrizio Cireddu. Others video on www.leanvlog.com PDFs on: www.leanmanufacturingpdf.com 9 Tips & Rules to implement Standard Work in your company 1. Final users write it with support of Safety/Process/Quality Specialist 2. It is easy to understand by new employees and expert people (IKEA style) 3. It is very precise, but text is few one 4. Visual photos, videos, sketches are supporting user to consult quickly and preventing jumping process or mistakes 5. Quality and safety risks are underlined, and countermeasures to avoid that are clearly explained 6. Employees are reading standard work before to start any activities for the first time in every single day 7. It is a live document. Employees are reviewing on weekly basis updating and generating ideas about 8. Standard work and adherence is audited on daily basis by each leader 9. Standardization culture is rewarded, and all team watch like solid base to build a Kaizen constitution
Views: 3458 Lean Lab
What is Continuous Improvement: 4 Points to Create the CI culture.
 
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What is continuous improvement explained in 4 points. Other videos on www.leanvlog.com made in collaboration with www.flmlean.com. What is continuous improvement is not an easy answer and we tried to give you 4 pillars to follow. Here the text of the video: The 4 requirements to create a Continuous Improvement Culture. In collaboration with: (Image) Continuous Improvement is changing for the better. Do the work, Be the change! It means new ideas are generated, tested, refined, and implemented by everyone, every day, everywhere. To create a Continuous Improvement Culture, you need: 1) WILL – You have to believe that good enough never is. You need to foster an environment of curiosity … Why? Why not? What if? 2) SKILL – It is about development, and it takes time and effort 3) AUTHORITY – Truly authorize everyone to make improvements. You’re engaged because you feel empowered to drive change. 4) GUIDANCE – It is about boundaries, learning, and development.
Views: 20321 Lean Lab
What is OEE - Overall Equipment Effectiveness
 
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What is OEE is a great video created by a group of Lean Thinkers. Do you want to join us? http://www.patreon.com/leanvlog Here the transcript of the video. ######################### What is OEE? OEE means Overall Equipment Effectiveness, and it is a proven way to monitor and improve process efficiency. OEE is a diagnostic tool. It does not give you a solution to your problem. It is a KPI that measures effectiveness and deviations from effective machine performance. You can use OEE in TPM and Lean Programs. The goal is to reduce the six big equipment-based losses: 1) Equipment Breakdown 2) Setup and Adjustment 3) Minor Stoppage 4) Reduced Speed 5) Start-Up Scrap 6) Product Scrap OEE represents the percentage of good production time on the selected equipment. The six big losses can be grouped into 3 categories: A) Availability Loss B) Performance Loss C) Quality Loss and the OEE can be calculated as: OEE = Availability x Performance x Quality Remember! Use OEE as an improvement KPI and not as the final goal of your company.
Views: 3364 Lean Lab
Coaching vs Mentoring
 
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The difference between coaching and mentoring are highlighted here. This video was made in collaboration with www.flmlean.com. Here the transcript of the video: Coaching vs Mentoring In this video, you will learn the difference between Coaching and Mentoring. # Points in Common Coaching and Mentoring are used to nurture employees' skills and achieve business objectives. Both are used to challenge and help individuals change the way they work, identify and solve problems, make decisions, overcome obstacles, and implement change. HOWEVER… There are 6 fundamental differences between coaching vs mentoring: 1. FOCUS Coaching is mainly concerned with developing skills and strategies to achieve shorter-term performance objectives. Mentoring focuses on personal growth and the continuous improvement of an individual's capability and potential. 2. FUNCTION Coaching is to help an individual achieve specific objectives. Mentoring is to develop mentees to a point where they can make mature and intelligent career decisions for themselves. 3. RELATIONSHIP In a coaching, the coachee is usually assigned to the coach, who assumes the responsibility for improving performance. In mentoring, the mentee often chooses the mentor. 4. AUTHORITY The coach is generally in authority and is in charge of managing the objectives to be achieved. Mentor is more highly ranked within the organization's business hierarchy but authority is tempered. 5. REWARD A coach's rewards are usually the form of value from the coachee's improved job performance. Coaches don't usually expect to learn from their coachees. Mentoring is a more reciprocal relationship. Both the mentor and mentee learn from each other and grow professionally. 6. AREA OF ACTIVITY Organizations use coaching when employees need help to achieve specific objectives or perform given tasks. Organizations use mentoring for broader purposes, such as developing managerial talent.
Views: 13496 Lean Lab
The 3 Charts Every Problem Solver must know.
 
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The 3 Charts Every Problem Solver MUST Know by Henrik Kjærulff. See also: www.leanmanufacturingpdf.com Skilled problem solvers will always take a data-driven approach and use graphs and charts. Not always you need high-end statistical analysis. Most data can be satisfactorily broken down using the following simple charts. 1. Pareto Chart - The "What" You want to focus on the largest contributor to the problem. 2. Run Chart - The "When" The Run chart will help you learn when the problem occurs in your process. 3. Flow Chart - The "Where" To learn where in the process the problem occurs. Not always you need to be overcomplicated. With a few simple charts you will get most needs for data stratification covered.
Views: 5335 Lean Lab
3 Steps to Show a Bottleneck in administrative process.
 
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Another Great Lean Video on Bottlenecks. Download Lean Manufacturing PDF here: www.leanmanufacturingpdf.com ######### Here the Transcript of the video. 3 Steps to Show a Bottleneck in Process Flow Format. In your process, it is important to build in cycle time, i.e. the time taken to perform a task, plus indicate any waiting time. WHY? To help identify bottlenecks AND dead time ... because from the customer’s perspective, nothing is happening. Getting started! Step 1. Start listing the steps of your process Step 2. Show the Cycle time for each step Step 3. Indicate the Waiting time Waiting time is a Bottleneck, and focus in this area to make reductions will help your process flow better. You will be surprised how much waiting time is included in administrative processes! See an example in the link below. Made in Collaboration with www.flmlean.com
Views: 4988 Lean Lab
What is Lean Thinking and its 3 pillars
 
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The 3 Pillars that explains what is Lean Thinking. In collaboration with Fabrizio Cireddu. Others Video on www.leanvlog.com Fabrizio's Linkedin Group: https://www.linkedin.com/groups/1256067 Here the transcript of the videos: What is Lean (Thinking) Lean is a way to achieve Continuous Improvement and performance up on daily basis in your organization. To do that, business must reduce wastes in all processes and areas. Success Factors to implement lean in your company are 3: 1. Culture: 90% is Culture change ... to achieve that you have: Inspire Interact Innovate 2. Leaders: Their behaviors and actions will influence all processes. You have to achieve from them commitment on: Lean transformation Commitment on self-development Lead by example Have Gemba Approach Drive vision and goals in real life 3. People: The team will identify and reduce wastes ... to have all people on board you have to: Engage Enable Enhance Empower
Views: 16688 Lean Lab
Lean Office
 
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Here our idea of Lean Office. Other Videos on www.leanmanufacturingpdf.com What is Lean Office? Lean Office is a bit like Leadership nowadays: A lot of literature everywhere for a lot of confusion too. Overall: 1) Lean Office is the application of Lean Management within an office environment 2) Lean Office is about focusing on identifying and performing the right administrative tasks with the right processes 3) Lean Office is to provide added value to the end user. No added value means waste. Departments such as Human Resources, Customer Service, Finance, etc. can largely benefit of implementing Lean Office. Indeed, experts agree that today 80% or higher of the administrative processes are classed as waste! Time to go for Lean Office?
Views: 10107 Lean Lab
Lean Terms - Just in Time - Jidoka - Lead Time - Kanban
 
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Lean Terms. See others on www.leanmanufacturingpdf.com Lead Time: Total time a part is in the system, also time a part needs to pass from the beginning to the end. Significant as this is usually also the minimum time needed to produce a product for the customer. Usually, the average value is used. Jidoka (Autonomation): (Semi-) intelligent machines or processes that stop by itself if a problem occurs. Just in Time: Delivery of goods exactly at the time when they are needed, in the quantity they are needed, and in good quality. Kanban (signboard): Initially describing the signs above Japanese shops, but with respect to lean nowadays better known as the information in a pull system, usually as kanban cards. Often works with Supermarkets and FIFO lanes.
Views: 6244 Lean Lab
How to 5S a Company in 11 Points.
 
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How to 5S a Company in 11 Points is a video made in collaboration with Fabrizio Cireddu. Other videos on www.leanvlog.com Follow Fabrizio on Linkedin: https://www.linkedin.com/groups/1256067 Here the Transcript of the video. 5S Tips & Rules Tips & Rules: how to implement a strong 5S constitution in your company 1. Lead by example: Your office must be perfect 2. Show business case of other sisters plants or competitors 3. Choose a pilot area where show a real business case 4. Setup a workshop to show vision, scope, training plan and action plan on followings weeks 5. Define with team road map of 5S in that area 6. Start with a 5s week, lead the event!! 7. Focus on 3S during the first month with Daily Gemba walk 8. Focus on standardization and small improvements during first 3 months with weekly Gemba walk 9. Setup, a weekly Gemba walk with top management and Team, will show improvements personally to them 10. Show improvements achieved to the rest of the organization using visual info points 11. Extend 5S to Others areas with same approach
Views: 8801 Lean Lab
What is Kaizen - The Lean Experts' Answer
 
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Do you want to know what is kaizen? Lean Experts created this video for you. Join us: https://www.patreon.com/leanvlog Here there is the transcript of the video: What is Kaizen? Kaizen means "Change for Better". It could be applied for: A) Problem Solving B) Improve the Standard No process is perfect, and there is always room for improvement. You can do KAIZEN by following these 6 steps. 1) Identify an opportunity. What is wrong? 2) Observe the current situation 3) Explore new ideas involving people 4) Propose a new method and a way to test it 5) Once approved, implement the method and track the results 6) Evaluate the new method and avoid to go back to the old habit. Kaizen is also about improving the knowledge of the people and the trust of the group. Kaizen is also a way of thinking. You need it for Lean Implementation like you need water for trees to grow. Less Kaizen culture less possibilities of success for Lean.
Views: 6774 Lean Lab
How to Reduce Inventory in 10 steps
 
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See now our easy, unique, tested and successful method to reduce inventory in your company. www.leanvlog.com Let us imagine you have to reduce the inventory of tapes you need during your process. Here the steps to follow: Step 1) How many tapes (on average) you need every week? Step 2) Set the space to contain maximum 2 weeks of tapes. Step 3) Create a Visual Management tool to understand the 2 weeks level (green) and 1 week level (red). Step 4) Determine who is the responsible and the accountable for replenish tapes on weekly bases. Step 5) Start by replenish the space with 2 weeks inventory and then every week refill the space and monitor the quantity ordered and its gap from the average. Step 6) Now you have a fixed inventory in the shop and a statistical data set to work on. Step 7) If the accountable is regular in his work, now the supplier could give tapes on weekly bases. Step 8) Set a minimum (i.e. 2 weeks) and maximum level (i.e. 4 weeks) in the warehouse. Step 9) Now you have fixed maximum inventory in the company for tapes. Step 10) Start again from point 1 halving the stock space and doubling the frequency of the replenishment. Following these steps you will reduce your inventory in a consistent way for your company. LeanLab Staff.
Views: 5742 Lean Lab
10 Questions to be hired in Lean Manufacturing
 
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Are you looking for a job in Lean Manufacturing? In this video, you will find the questions we would do to hire you. If you are not able to answer this questions you are very far from a Lean Job. The 10 Questions we would ask to hire in Lean! Answer to these question will help you for sure. Q1) What is the 5S method and why is important? Q2) What is the Levelling and which are the benefits? Q3) Why a company need to be Lean? Q4) What is the KANBAN and why use it? Q5) What is the Takt Time and how to calculate it? Q6) Do 2 examples of Visual Management. Q7) The 7 wastes and 1 example for each. Q8) Do some example of non value added operation Q9) Which are the indicators that Lean has to improve? Q10) Which is the best tool for Lean? Disclaimer: These are hypothetic questions not hiring guaranteed :-)
Views: 2979 Lean Lab
What is Lean Production - 5 Key points
 
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Here a video to summarize what is lean production in 5 key points. You can find other videos on http://www.leanvlog.com Here the transcript of the video. What is Lean Production? In this video, I will tell you what is Lean Production with a list 5 of key points. Ready? Go! 1) Lean Production gives value to Customers Employees Products 2) It is focused on: Quality Speed Results by Waste Reduction you obtain a structural Cost Reduction. 3) Lean Production is based on People that work in a team and use the right tools. 4) Lean Production is about time! It is proven that the shortest is the time of a process the best is for cost, quality and efficiency. 5) Lean Production is based on a Daily Morning Meeting asking the team: What is the goal today? How can we do better?
Views: 2986 Lean Lab
10 Things that Require Zero Talent
 
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10 Things that Require Zero Talent See other videos here: http://leanmanufacturingpdf.com/lean-manufacturing-video/ In this video, you will learn 10 things you can do to improve your performance without any particular talent. 1. Being on Time There are very few justifiable reasons to ever be late to anything. 2. Work Ethic A strong work ethic is vital to a company achieving its goals. 3. Effort Do not expect to succeed if you are not willing to go the extra mile. 4. Body Language Your body language speaks far louder. 5. Energy The energy you display at work sets the tone for your day. 6. Attitude Are you smiling? Start there. 7. Passion If you are not passionate about what you are doing, quit. 8. Be Coachable If you can’t be coachable, you can’t lead. 9. Doing Extra It will amaze you how quickly your job becomes more fun. 10. Being Prepared It is up to you and only you. Start doing these 10 things in a regular and consistent way and you will see your work and your career to go better and better.
Views: 4979 Lean Lab
What is 5S Methodology
 
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5S Methodology is described in this video. 9 Lean experts created this video. To join the group: https://www.patreon.com/Leanvlog Here there is the transcript of the video: ################## What is 5S methodology? The 5S methodology is probably the most famous tool in Lean. It is easy to implement and gives an immediate impact on quality and productivity. 5S methodology gives a visual impact on people that the Lean Journey is started. Has to be clear that 5S methodology is not only clean up. The real goal of 5S is: - 7 Wastes Reduction - Reduce Variation - Improve quality - Improve productivity Why is a methodology? Because you have to instill a new mindset. From a messy workplace to a very well organized workplace. Further, there is a path to follow ... #1 Sort Keep only what you need #2 Set in order Everything with a place ... a place for everything. #3 Shine Clean is better ... Clean to inspect #4 Standardize Who does what ... clearly. #5 Sustain Check to avoid to slip back to chaos Strive to go to the 5th S, or you will waste time. The real benefits of the 5S methodology are when you reach the final "S." Do not hesitate and start now with a 5S in a little portion of the company!
Views: 3518 Lean Lab
Lean Production - The Lean Guide by LeanLab
 
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Our Lean Guide to explain the Lean Production Step By Step. Value Stream, Takt Time, Yamazumi Chart are the topics of this video. You can find other videos on Lean Production on www.leanvlog.com This video is a summary of all the steps to follow during the Lean Journey.
Views: 49133 Lean Lab
The 4 rules of the Toyota Production System
 
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The 4 Rules of the Toyota Production System. In this video, you will discover the 4 fundamental rules the lead Toyota to the world class manufacturing. Rule 1: All work shall be highly specified as to content, sequence, timing and outcome. Rule 2: Every customer-supplier connection must be direct, and there must be an unambiguous yes or no way to send requests and receive responses Rule 3: The pathway for every product and service must be simple and direct Rule 4: Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization. Subscribe our Youtube channel now!
Views: 5865 Lean Lab
Why Do Lean Manufacturing?
 
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Do you want to join a community that creates the best video series on Lean Manufacturing? https://www.patreon.com/Leanvlog This is the first video: Why Do Lean Manufacturing? Other videos on www.leanvlog.com
Views: 3642 Lean Lab
Value Stream Mapping - 7 Tips to be successful
 
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Here 7 Tips to have a great VSM, saving time and be successful. We did a lot of value stream mapping and we distilled for you the best tips. Watch now. In this video we will reveal some tips for a successful Value Stream Mapping. Ready .. Go! Tip 1) Use sheets, pens and pencils. PC is banned! VSM is at the shop floor. Tip 2) Select the team. Not alone. From 7 to 10 people maximum. Here the figures you need for sure: Lean Expert Value Stream Manager Supervisor Operator Quality Logistic Maintenance External guest for "silly" questions. Tip 3) Have a war room to discuss and refine the map. Tip 4) Mapping is not for decoration is for action! Tip 5) Clarify the aim of the mapping before starting. Tip 6) Do it in a representative day. No peak or leave. Tip 7) Draw the "To Be" state!
Views: 31401 Lean Lab
How to do Value Stream Mapping - Lesson 2 - The Customer Demand
 
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#LeanVlog #Lean_Manufacturing #Value_Stream_Mapping How to do Value Stream Mapping is explained in this tutorial others video on https://www.leanvlog.com The link to the Lesson 1: How to do Value Stream Mapping - Intro https://www.youtube.com/watch?v=fkk0hkunfcE&t=15s What is a Product Family: http://leanmanufacturingpdf.com/vsm-product-family-definition-pdf/ Pareto Chart Step by Step: http://www.leanvlog.com/pareto-chart-step-step-guide/ Here there is the transcript of the video: ########################## Hi! Welcome to the 2nd video on value stream mapping tutorial In this video, I will teach you the first element to draw in your value stream map: the customer demand. The first thing to remember is that we are here for the customer. We are not in the company for the department goal; we are here to meet the customers' demand and give them value! Are we on the same page? It is time decide which customer you want to start mapping. If you remember the previous video, I suggested starting with the customer and the SKUs that pays the bill. To select the SKUs you have to carry out a Pareto Chart and Group the SKUs in a product family. In the notes of the video, you can find bonus material on Pareto Chart and product family. Now, let us imagine you have selected the SKU 5678 that generate 150.000$ / year of income. These are the steps you have to follow. 1) Take one A3 sheet and one marker. 2) Draw a symbol of a factory 3) Write the name of the customer 4) Write the SKUs you selected 5) Write the demand (daily, weekly, monthly depending on the business) Once you have done it, stick this sheet on a wall of your office. Remember! Do not use the PC at the beginning! Now, I will give you a Pro Tip! # The customer demand survey. Once you have the customer request in front of you, call three colleagues that should know the customer demand and ask them to write you an e-mail with the last update. I bet you will be surprised by the answers. Could be the numbers will be very different. But are we here for the customer? So, if after this survey you discover that everybody knows a different number on the customer request you have your first kaizen event to carry out. KAIZEN EVENT: ASSESS THE CUSTOMER REQUEST ON SKU 5678. Ok, after this video you should have: A) Understood that the customer is king B) An A3 sheet with the customer demand written C) One survey about the customer demand performed and eventually a KAIZEN event planned. Do not underestimate the misalignment of the customer demand. How can you serve the customer if four people know different numbers? In the next video, I will speak about the 2nd element of the Value Stream Map. The Process Box.
Views: 4488 Lean Lab
Lean Strategy in 6 Points
 
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Other Videos on www.leanmanufacturingpdf.com Before to start with a Lean Strategy you have to understand what is lean. Once you did it, you can follow this six steps. 1º - Resolve as much as possible the quality issues, as well as wasted time and other problems that produce instability in the flow. 2º - Make possible that parts flow as fast as possible with U shape cells, avoiding process variations. 3º - Process must be standardized as much as possible and stabilized along the different processes. 4º - Start using pull, don´t withdraw material till you get a demand from next process. 5º - Try to reduce production batches, increasing the deliveries and leveling the internal demand. 6º - Do Kaizen every day to improve the process. Is not easy and need a lot of work, but is possible. I did many times with fantastic results.
Views: 7374 Lean Lab
How to do Value Stream Mapping - Lesson 3 - The Process Box
 
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#LeanVlog #Lean_Manufacturing #Value_Stream_Mapping This is the 3rd video of our series how to do value stream mapping. Other Videos on https://www.leanvlog.com. Here the link to the others video. * How to do VSM - Lesson 1 - https://www.youtube.com/watch?v=fkk0hkunfcE * How to do VSM - Lesson 2 - https://www.youtube.com/watch?v=8gvaK6ihETE&t=19s Support us on Patreon and Join other Lean Advocates: http://9nl.es/wgxm Finally, the transcript of the video here: Hi! Welcome to the 3rd video of the value stream mapping tutorial. In this video, I will teach you the second element to draw in your value stream map: The basic production process with the process box. The process box indicates a process where the material flow. Do you have to draw every single process? No! The rule of thumb is to draw 1 process box wherever the processes are disconnected, and the material flow stops. If a detailed process map is necessary, you could zoom in later on. The process box has the simple form of a rectangle with a title on the top. Walking into the shop during the value stream mapping, you need to draw the box and collect data that will be the starting point for the future state. So, for each process box, you need to connect a data box. The data box is a simple list of information you think is necessary. Here there is a list to get started. Cycle Time The time between two parts coming off the process. Change Over Time The time to switch from Product A to Product B Number of People It is the number of people you need "MINUMUM" to operate the process. Available Time How many minutes is the machine available in one shift for the Value Stream you are mapping? Uptime How many minutes is the machine not stopped for maintenance? Scrap Rate How many parts do you scrap in percentage? The list of information will be richer the more you draw value stream maps. Are you ok so far? Let us move to another important symbol: Inventory. As you walk the value stream, you will find places where the inventory is accumulated. You have to track it on the value stream with a warning triangle with an "I" in the middle and the number of pieces you see on the floor. Ok. Once you have done this walk, you should have a Value Stream Map that should appear as follow. Element 1 - The Customer Demand Element 2 - The process flow with the inventory icons and data boxes. In the next video, I will explain you the 3rd element of the Value Stream Map: The Material Flow.
Views: 2135 Lean Lab
How to Organize Folders with Visual Management
 
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A real example of how to organize folders by Visual Management. You will never have a mess in your folders. See now. Others video on www.leanvlog.com
Views: 1903 Lean Lab
Escalation Process - 9 Points to be effective.
 
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Escalation Process in explained in this video. 9 Points have to be defined to a successful escalation process. www.leanmanufacturingpdf.com Made in collaboration with Fabrizio Cireddu - Lean Manufacturing and Kaizen group on LinkedIn. Here the transcript of the video. Tips & Rules: What is Escalation Process Escalation Process ensures that the organization is aligned with same priorities. To build a correct and robust Escalation Process, you must: 1) Fix KPI to be tracked 2) Define KPI check frequency 3) Fix KPI Target 4) Define who will be responsible for checking 5) Every time that KPI is over the Target, team must identify containment action and analysis plan to get to final countermeasure 6) Fix limit that in a case of deviation, each organization's level must be advised until top management. 7) Track escalations 8) Review in weekly bases Countermeasure plan 9) In case of reoccurrence push for deep root-cause analysis and go in Gemba to verify situation and status
Views: 3626 Lean Lab
Time Management Tips for Lean.
 
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Time Management Tips for Lean and Prioritize. Others video on www.leanvlog.com Here the transcript of the video for Time Management. Tips & Rules on Time Management. In collaboration with Fabrizio Cireddu. How to focus our activities to right priorities. 1) From your Business Plan, Identify top priorities of actual month 2) Define Main tasks to be accomplished during next 4 weeks 3) For each task suppose time, people, support and approval steps needed 4) Define a theoretical schedule allocating each task during next 4 weeks 5) Agree with team involved about schedule 6) Create a planned schedule using visual system and review daily status 7) Define and review KPIs on your time management 8) Identified wastes during your week and do proposal to reduce them 9) Run a monthly PDCA about time management with your team and develop teamwork
Views: 5140 Lean Lab
What is a Project Charter
 
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Explained here what is a project charter with the core elements. If you want to join our group visit: https://www.patreon.com/Leanvlog Reach us by mail: [email protected] Here the transcript of the video: what is a project charter? It is a document where you and the team has to write down the information about the project you have to carry out. You have to start to write the project charter at least 6 weeks before starting a Lean Six Sigma project. Then, you have to do in a team. One of the main goals of the project charter is to align the team and focus the team members on the target. * Project Charter Contents: 1) The Title Very simply. What is the title of the project? 2) Business Case and Problem Statement You have to explain why the business has to spend money on this project. 3) Team Members Who will work on this project? Team Leader Team Members Process Owner Sponsor 4) Duration Every project has to have a date of start and a date of finish 5) Critical to Quality A good project has to have a measurable characteristic that is significant for the customer and the business. 6) Savings We do a project to reduce wastes and produce savings. 7) Constraints Write down any constraint the team sees on its roadmap. 8) Timeline. The improvement project has to be ideally divided into phases, and any phase has to have a starting date and a duration.
Views: 2125 Lean Lab
Takt Time vs Cycle Time - Cashier's Metaphor
 
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Takt Time vs Cycle Time explained by our unique Cashier's Metaphor. http://leanmanufacturingpdf.com/what-is-takt-time/
Views: 16142 Lean Lab
Esempio Metodo 5S in Ufficio
 
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Come mantenere i vostri faldoni SEMPRE in posizione.
Views: 11347 Lean Lab
Lean Production: 5 Steps to reach the Goal
 
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Lean Production is a journey to follow step by step. Here the 5 steps to follow plus 1 suggestion to really understand how to be Lean.
Views: 4270 Lean Lab
Pareto Chart - Where to start the Lean Manufacturing
 
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Where to start with Lean Manufacturing? The Pareto Chart is the best tool. See this video now and if you want start producing with us. https://www.patreon.com/Leanvlog Here the transcript of the video. Do you know the Pareto's law? It is an empiric law that merely states: "The 20% of the factors give the 80% of the results." What does it mean in the Lean Journey? It means that you have to address your resources where it counts. In detail: 1) You have to start the Lean Journey on the parts that pay the bill. For example, focus on the 20% of the SKU's generate 80% of the income. 2) You have to start a Total Productive Maintenance (TPM) program on the machines that set the pace. For example, focus on the 20% of the equipment that impacts the 80% of the output. 3) In a Lean Six Sigma project, you will discover the 20% of the factors influence the 80% of the desired characteristic. 4) Start mapping the biggest problems and make a Pareto chart. 5) Now you can easily see what problem is the biggest on the Pareto. It is proven that the Pareto's law applies in most of the cases. Do not start with a big program and tons of work hours and money but start by focusing on the 20% that give you 80% of the results.
Views: 2145 Lean Lab
What is Problem Solving - Tips and Rules in 8 points
 
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What is problem solving? How to set a Rapid Problem Solving with 8 points. Other Videos on www.leanvlog.com In collaboration with: Fabrizio Cireddu - Lean Manufacturing and Kaizen: https://www.linkedin.com/groups/1256067 Here the transcript of the video: What is Problem Solving. Tips & Rules: How to Implement a Rapid Problem Solving Constitution in 8 steps: In collaboration with: Lean Manufacturing and Kaizen 1) 3 No Defects: don't accept, don't produce, don't delivery 2) Andon system: operator must raise the hand in case of deviation from standards and must to be allowed to stop the line/process 3) Fix Escalation's rules from lowest level of the organization until top management 4) Fix 1 team leader for each group of operators 5) Have tracking system for escalation and open "Corrective Action Request" for repetitive issues 6) Hour by hour chart: Leader will review result to take action in case of gaps 7) Ensure containment and feedback flow 8) Daily KPI meeting: review global result with team and Fix 3 priorities to address gaps.
Views: 4818 Lean Lab
Why Lean is Wrongly Deployed
 
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Lean Lab and Fabrizio Cireddu - ASK FABRIZIO EP. 1 Download the PDF here: http://9nl.es/s3t0 ################## Here the transcript of the video. Why are the majority of Lean Initiatives wrongly deployed? Tools are only 10% of Lean transformation. 90% is culture change! More than focusing on tools, we have to focus on culture change. #A. What is the action plan to change company culture? #B. What are training, benchmarking activities, workshops that we will do to change management’s mindset? #C. How will you change your organization to support Lean Implementation? How Long Does it Take for Something to Become a Habit? 66 Days! We should Create a deployment plan divided into phases: 1. Engagement and awareness of scope and business urgency 2. Second phase of basic skill setup 3. Third phase on tools to increase awareness about the actual situation. Target is to achieve accountability, ownership, and desire to change status. ########### Contact us: Best Lean Video Selection https://www.leanvlog.com Best Lean PDF/PPT/XLS https://www.leanmanufacturingpdf.com [email protected]
Views: 1760 Lean Lab
Lean Management and Daily Accountability Morning Meeting
 
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Lean Managers have to take care of the Daily Accountability Morning Meeting. More info here: http://leanmanufacturingpdf.com/daily-morning-meeting-ebook/ Here the transcript of the video: ########################### Daily Accountability Meetings (DAM) from a Management perspective DAM is about 2 things: Implement a change and make it sustainable What is the one thing that is playing a critical part in any change implementation? #Communication Communication plays a key role in the acceptance part of the change implementation. It has to see with WHAT you want to deliver as a message, HOW you deliver that message, and WHO delivers this message and TO WHO. Let’s focus on the WHO If you want to increase your chance for successful and lasting changes, then you need to get prepared to communicate those changes. So, first make your assessment on 4 factors: 1. How much of an advocate of change are you? 2. How much trust do you develop with team members? 3. How much capable are you of building and empowering teams? 4. How well can you be a facilitator of learning?
Views: 1045 Lean Lab
7 Waste Lean
 
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Here a terrific hack to remember the 7 wastes of Lean forever. Others video on www.leanmanufacturingpdf.com If you have all 7 in your mind it will be easier any discussion on Lean Manufacturing. In this video I will give you a "Hack" to remember the 7 wastes for ever. Now I introduce you ... TIM WOOD. He is the king of the wastes. Waste 1 - Transportation Waste 2 - Inventory Waste 3 - Motion Waste 4 - Waiting Waste 5 - Overprocessing Waste 6 - Overproduction Waste 7 - Defects If you remember TIM WOOD should be easier to remember the 7 wastes. Subscribe our newsletter now for others hacks.
Views: 5849 Lean Lab
Lean Management and Lean Leader
 
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Lean Management - In this video we will give you advices to be a good Lean Leader. http://leanmanufacturingpdf.com/lean-manufacturing-video/ The 7 points for Lean Management 1) Continually Self-Evaluate. 2) Don’t Just Know How to Solve Problems; Know How to Find Them! 3) Follow Through and ask people if the solution works 4) Get the Facts by questions and data 5) First Envision Success and focus on results 6) Must Empower Excellence 7) Leadership is a Service and Not a Destination Put in place this advices and you will be a great Lean Leader!
Views: 2553 Lean Lab
Lean Service - 5 Process Challenges
 
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Lean Service is growing worldwide. There are challenges in the Lean Services. Here we treat 5 of these. www.leanmanufacturingpdf.com and www.flmlean.com Here the transcript of the video. ################### 5 Process Challenges in SERVICE The nature of service work makes it sometimes harder to identify what needs to be changed and how to fix it. Service processes are far less visible than manufacturing processes. CHALLENGES: 1. TAKE FULL ADVANTAGE OF TOOLS THAT TAKE INVISIBLE WORK INTO VISIBLE 2. TRACKING OF FLOW 3. A TRADITION OF INDIVIDUALITY 4. THE LACK OF MEANINGFUL DATA 5. PEOPLE CAN’T BE CONTROLLED LIKE MACHINES What if you could reduce customer complaints by 80%? Hire a new employee in just 30 minutes as opposed to 3 to 4 weeks? The opportunities and payoffs from an application of Lean in an office environment are enormous...
Views: 2769 Lean Lab