“Lean” has a root in “Toyota Production System” and evolved to expand the applicable target in US/Europe business. Leveraging this “Lean method”, eliminate Muda (waste) in the process flow to make it “Clear stream” so that it enables us to implement drastic “Business transformation” like Dx and increase our performance extremely.
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tarting from Industrial Engineer to apply “Toyota Production System” into manufacturing process of precision equipment, I took several roles like Business Development in Europe and Project Management for ERP deployment based on the knowledge/skill getting at Business Planning.
20 years later, I got the “Lean expert” license working in foreign medical equipment firm and apply “Lean” for Business Transformation into wider End-to-End process such as R&D, SCM and Commercial function like Sales/Marketing for 15 years.
In addition to those our company processes, I executed the “Lean consultation” to our customer’s business process of medical institution and succeeded in building the new business model so called “Solution Business" to improve their work performance drastically.
Left figure shows “5 Steps of Lean Thinking” that is Lean basic concept and its origin is “Through Customer-focused”. This may seem to be naturally, however, it tends to be difficult to think over what is the value to provide to customer eventually and how to maximize it. Because most of people are absorbed in taking care of their daily work and carrying out their tasks like a cog in a machine.
Through “Lean thinking”, we would strive to widely overlook the target process to transform and “eliminate Muda and maximize customer’s value” seeing from customer point of view. Based on this, we can break the wall between each process and work on the true Kaizen for the customer rather than being introverted.
Right picture is the symbol of eight “Lean tools”. The core part of seven mosaics in a ball is “Voice of Customer” tool which is backbone of other six tools. And, “6S” has a different character that is to prop up a ball like a pedestal.
Like this, eight tools should work in relation to each other. Furthermore, individual tool is logical/functionable and can be well applied to business transformation practically due to historical background that they were evolved in US/Europe business environment.
Left picture is the structure of “Daily Management (DM)” that is one sample of Lean activity and expresses the difference from Kaizen that some companies have good experience. At DM, it is the same with general Kaizen that KPIs (Key Performance Indicator) are visualized and PDCA procedure is implemented as a team to achieve those targets. The big difference is that upper management should join DM and make the decision there (yet, it is the general situation in Japan that they tend to give orders only, not work together with staff). Hence, both Top-down and Bottom-up approaches are integrated and people in two positions are accompanied.
In addition, it takes long time that people can develop the high Skill/Know-How required, in order to fulfill their role properly leveraging Lean tool. Therefore, iLean will join/work DM together and continue to accompany those people until they are well developed so that the target achievement is guaranteed.Consultation activities
(One day group-base lecture
with Lean adaption game)
(Individual Lecture and Preparation for 3 core tools to practically apply to real business)
(Small scope Lean Kaizen
– few weeks)
(Drastic Kaizen for wider scope
with multiple functions
– several months)
Please press “CONTACT” bottom to communicate, if you would like to learn more about Lean and/or apply it to your business improvement.
Please press “CONTACT” bottom to communicate, if you would like to learn more about Lean and/or apply it to your business improvement.