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Strategic
Lean and the Toyota Production System
|
Total
organizational system optimization
Comprehensive
process design to improve performance, quality and
regulatory compliance
Implement
select process improvement methods and techniques that
improve specific performance metrics
|
|
Business
Process Mapping and Optimization
|
Identify
critical processes and support functions
Validate
current practices
Eliminate
or update obsolete procedures
Eliminate
non-value adding processes
Streamline
methods and procedures
Clarify
roles and responsibilities
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Inter-department
Workflow
|
Improve
inter-department communication and coordination
Define
workflow requirements between interfacing departments
Eliminate
department silos
Focus
departments to a common goal and organizational process
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|
Performance
Management System
|
Establish
a cascade of performance metrics from Executive Management
to operations
Define
a balanced performance scorecard for Safety, Quality,
Delivery and Cost
Establish
a performance management infrastructure to routinely
monitor performance metrics and provide resources to
support operational needs
Establish
an operational structure that empowers employees to
self-manage and achieve the performance goals
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Objective
Job Performance Review System
|
Implement
objective performance appraisals that takes 10 minutes to
complete and 10 minutes to administer
Setup
a scorecard that easily links to wage adjustments and
performance bonuses
Give
frequent performance appraisals with the easy to use
method
|
|
Strategic
Planning
|
Develop
and communicate a common vision and plan to achieve
organizational success
Capitalize
on the knowledge of market threats-opportunities and
organizational strengths and weakness
Define
a coordinated focus and action plan for success
|
|
Quality
System Implementation
|
Integrate
quality and regulatory requirements to organizational
processes
Gain
process control and process compliance
Develop
a robust Quality System that continually improves to adapt
new quality and regulatory requirements
|
|
Service
and Process Control
|
Systemically
outline the quality and regulatory compliance
requirements, current system controls and contingency
plans
Strategically
streamline and implement effective systems and controls
Eliminate
non-value adding inspections and verifications
|
|
Statistical
Process Control
|
Develop
an statistical alert system for process variations and
unfavorable performance outcomes
|
|
Corrective
& Preventive Action
|
Objectively
identify root cause of service, quality and regulatory
non-conformances
Resolve
non-conformances by implementing systemic solutions
|
|
Equipment
Integration & Validation
|
Qualify
equipment installation and performance to meet purchase
expectations
Assure
integration of equipment to organizational processes
|
|
Supply
Chain and Inventory Optimization
|
Develop
a the optimal material and supply logistics
Reduce
the cost of supplies and materials
Improve
on-time delivery
Eliminate
stock-outs
Reduce
material and supply inventories
Free-up
storage locations and re-allocate for operations
|
|
Supplier
Performance Management
|
Establish
front-end supplier requirements and performance
expectations
Establish
a vendor corrective and preventive action system to
improve vendor performance
Objectively
provide vendor performance feedback
|
|
Visual
Inventory Management
|
Eliminate
material and supply stock-outs
Minimize
inventory quantities
Establish
inventory “pull” system – deliver only what was used
Enhance
ERP compliance and data accuracy
|
|
Process
Quick Changeover
|
Speed-up
machine and process setup time
Assure
consistency of changeover
|
|
The
5 Basics of Workplace Organization
|
Establish
standards of performance for maintaining an organized and
clean work environment
|
|
Team
Problem Solving
|
Swiftly
launch process improvement teams focused at improving
specific performance metrics
Empower
employees to drastically impact performance by
implementing incremental process improvements
|
