Lean principles yes to avoid "Muda". I'm not sure lean management is much different.
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1 reply by Riyadh Salih
Jan 20, 2018 12:16 PM
Riyadh Salih
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Yes, many considered Toyota Production House is a good model as it contains other methods not just elimination of waste for example Poka-Yoke which is fool proof, Jidoka and JIT and so forth.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I have the opportunity to work in Toyota with TPS which time after was named Lean by the MIT (while both are not exactly the same) and worked with Lean. As any other type of things it becomes a buzzword and you can find implementations in several domains. Key to understand to be successful is this: it belongs to quality and quality is key to define value. Quality is a strategical term to define. To define quality organizations have to define Client first and with that on hand organizations can define Value. It could be done by business taking into account that organizations can have more than one business defined as their field of action. So, you can find into the papers and books how to do what you asked but if your organization do not have all I wrote defined first then you will fail.
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1 reply by Riyadh Salih
Jan 20, 2018 12:30 PM
Riyadh Salih
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Thank you Sergio for your feedback I agree with you and I found lots of those methodologies some where or other has been used in our project management or even I tailored it in different type of maintenance programs so it is not just for production, where ever there is process there will always be way for Kaizen continuous improvement and reduce non value added activities. I also found lots of integration between all Quality Gurus like Shewhart, Deming, Juran, Crosby & Feigenbaum.
Is it purely based on the increase in process value add?
If so, then you can't consider knowledge-based processes as you will rarely get them over 50% efficiency - you'd then need to look at a manufacturing situation with minimal human interaction.
Kiron
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1 reply by Riyadh Salih
Jan 20, 2018 1:05 PM
Riyadh Salih
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Hello Kiron,
Measuring success is always a tough one specially when designing a proper KPI but in general, success is relevant to the purpose and customer satisfaction is key focus, if your organization using MBOS (management by Olympic system) then you have your four pillars of Index competition,SDA,PPO, and monthly incentive to maintain sustainability and remain in business, improving OEE ( overall equipment effectiveness) higher reliability less outage finish on time and on budget all these are success examples so the accomplishment of the aim would rely on the definition of your aim. In my question I was trying to find out which one out of the seven wastes we can reduce most in projects for example if we have no control on Transportation,over production or Inventory can we reduce motion, waiting, over processing, or minimize defects. It is little bit more complicated as for change need to have approval from CCB.
Lean principles yes to avoid "Muda". I'm not sure lean management is much different.
Yes, many considered Toyota Production House is a good model as it contains other methods not just elimination of waste for example Poka-Yoke which is fool proof, Jidoka and JIT and so forth. Saving Changes...
I have the opportunity to work in Toyota with TPS which time after was named Lean by the MIT (while both are not exactly the same) and worked with Lean. As any other type of things it becomes a buzzword and you can find implementations in several domains. Key to understand to be successful is this: it belongs to quality and quality is key to define value. Quality is a strategical term to define. To define quality organizations have to define Client first and with that on hand organizations can define Value. It could be done by business taking into account that organizations can have more than one business defined as their field of action. So, you can find into the papers and books how to do what you asked but if your organization do not have all I wrote defined first then you will fail.
Thank you Sergio for your feedback I agree with you and I found lots of those methodologies some where or other has been used in our project management or even I tailored it in different type of maintenance programs so it is not just for production, where ever there is process there will always be way for Kaizen continuous improvement and reduce non value added activities. I also found lots of integration between all Quality Gurus like Shewhart, Deming, Juran, Crosby & Feigenbaum. Saving Changes...
Is it purely based on the increase in process value add?
If so, then you can't consider knowledge-based processes as you will rarely get them over 50% efficiency - you'd then need to look at a manufacturing situation with minimal human interaction.
Kiron
Hello Kiron,
Measuring success is always a tough one specially when designing a proper KPI but in general, success is relevant to the purpose and customer satisfaction is key focus, if your organization using MBOS (management by Olympic system) then you have your four pillars of Index competition,SDA,PPO, and monthly incentive to maintain sustainability and remain in business, improving OEE ( overall equipment effectiveness) higher reliability less outage finish on time and on budget all these are success examples so the accomplishment of the aim would rely on the definition of your aim. In my question I was trying to find out which one out of the seven wastes we can reduce most in projects for example if we have no control on Transportation,over production or Inventory can we reduce motion, waiting, over processing, or minimize defects. It is little bit more complicated as for change need to have approval from CCB.
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1 reply by Kiron Bondale
Jan 20, 2018 3:35 PM
Kiron Bondale
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I think it really depends on the type of project. If it's a software development project, then following good agile delivery principles should reduce key sources of waste such as waiting (because of rapid decision making & empowerment of the team), over processing (through use of minimally sufficient documentation & MVPs), rework (through higher quality and less defects), motion (through co-location of resources), overproduction (through reduction of batches) and intellectual waste (through encouraging of generalizing specialization & team empowerment). Transportation might be the only one which doesn't resonate in this model...
Hello Kiron,
Measuring success is always a tough one specially when designing a proper KPI but in general, success is relevant to the purpose and customer satisfaction is key focus, if your organization using MBOS (management by Olympic system) then you have your four pillars of Index competition,SDA,PPO, and monthly incentive to maintain sustainability and remain in business, improving OEE ( overall equipment effectiveness) higher reliability less outage finish on time and on budget all these are success examples so the accomplishment of the aim would rely on the definition of your aim. In my question I was trying to find out which one out of the seven wastes we can reduce most in projects for example if we have no control on Transportation,over production or Inventory can we reduce motion, waiting, over processing, or minimize defects. It is little bit more complicated as for change need to have approval from CCB.
I think it really depends on the type of project. If it's a software development project, then following good agile delivery principles should reduce key sources of waste such as waiting (because of rapid decision making & empowerment of the team), over processing (through use of minimally sufficient documentation & MVPs), rework (through higher quality and less defects), motion (through co-location of resources), overproduction (through reduction of batches) and intellectual waste (through encouraging of generalizing specialization & team empowerment). Transportation might be the only one which doesn't resonate in this model...
Kiron
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1 reply by Riyadh Salih
Jan 20, 2018 4:31 PM
Riyadh Salih
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Thank you Kiron, transportation is big one unless your project near supply resources raw material or parts and same goes with final product to provide the market. Environmental legislation and regulations would be a constrain.
I think it really depends on the type of project. If it's a software development project, then following good agile delivery principles should reduce key sources of waste such as waiting (because of rapid decision making & empowerment of the team), over processing (through use of minimally sufficient documentation & MVPs), rework (through higher quality and less defects), motion (through co-location of resources), overproduction (through reduction of batches) and intellectual waste (through encouraging of generalizing specialization & team empowerment). Transportation might be the only one which doesn't resonate in this model...
Kiron
Thank you Kiron, transportation is big one unless your project near supply resources raw material or parts and same goes with final product to provide the market. Environmental legislation and regulations would be a constrain. Saving Changes...
