Lean

Lean Six Sigma Improve Phase Tollgate Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Improve Phase Tollgate Templates include the most common tools used in the Improve Phase. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. There are checklists and guides to ensure the Improve Phase is completed and approved before moving to the next process improvement phase. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

ABSTRACT Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Executive Overview (Case Study) include the most common tools used in the DMAIC Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

Projects combining agile methods with CMMI combine adaptability with predictability to better serve large customer needs. The introduction of Scrum at Systematic, a CMMI level 5 company, doubled productivity and cut defects by 40% compared to waterfall projects in 2006 by focusing on early testing and time to fix builds. Systematic institutionalized Scrum across all projects and used data driven tools like story process efficiency to surface product backlog impediments. This allowed them to systematically develop a strategy for a second doubling in productivity. Two teams have achieved a sustainable quadrupling of productivity compared to waterfall projects. We discuss here the strategy to bring the entire company to that level. Our experiences shows that Scrum and CMMI together bring a more powerful combination of adaptability and predictability than either one alone and suggest how other companies can combine them to achieve Toyota level performance - 4 times the productivity and ...

Lean Six Sigma Measure Phase Tollgate Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Measure Phase Tollgate Templates include the most common tools used in the Measure Phase. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. There are checklists and guides to ensure the Measure Phase is completed and approved before moving to the next process improvement phase. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

With the increasing popularity and demand for mobile applications, there has been a significant increase in the number of mobile application development projects. Highly volatile requirements of mobile applications require adaptive software development methods. The Agile approach is seen as a natural fit for mobile application and there is a need to explore various Agile methodologies for the development of mobile applications. This paper evaluates how adopting various Agile approaches improves the development of mobile applications and if they can be used in order to provide more tailor-made process improvements within an organization. A survey related to mobile application development process improvement was developed. The use of various Agile approaches for success in mobile application development were evaluated by determining the significance of the most used Agile engineering paradigms such as XP, Scrum, and Lean. The findings of the study show that these Agile methods have th...

La pratique du LEAN devient de plus en plus fréquente dans les grandes entreprises de tout secteur, IT inclus. Que peut avoir le LEAN management comme effets positifs ou négatifs sur le rendu d'une entreprise IT et son rôle dans la satisfaction employé?

Buffers are often used in Construction to prevent the negative impact of Variability and Uncertainty on projects. Inventories of materials, budget contingencies, time float, and excess of equipment capacity are examples of the type of Buffers found in construction. However, usually the design and management of Buffers is based mostly on intuition and performed informally. New production philosophies such as Lean Production, Lean Construction and Theory of Constraints allow a more systematic and rigorous approach to the Design and Management of Buffers. This paper discusses the role of production management philosophies in the Design and Management of Buffers, and how selected IT tools can support this process.  The paper also provides some guidelines for the design of Buffers in repetitive construction projects using a proposed conceptual model.

the main aim of this research project is to investigate the current lean modal exist in Electronic manufacturing small and medium firm. These projects mainly identify the success factor of the lean support to the cellular manufacturing in the medium and small electronic business set. The dissertation clearly illustrated the supportive lean model to the electronic manufacturing company that support to the capacity of high variety cellular manufacturing process

As the Software Engineering landscape continues to evolve and new paradigms are introduced, there can be a tendency for both industry and academia to enthusiastically embrace new approaches and march forward under whatever banner conventional wisdom has decided to adopt. One such banner is Lean Software Development, a paradigm that continues to see a growth in interest driven by the need for cost reductions within industry. The term lean attracts the attention of business, but precisely how it applies within software development is still being debated. In addition, its relationship to the better understood agile methodologies is also a topic for debate. Having been drawn into this research area ourselves, we present here a review of Lean Software Development and try to distil out for the reader some understanding of this somewhat undefined topic. We conclude with some thoughts on where this subject might go to from here.

Volume III of this guide may be used as an in-depth reference source for acquiring deep knowledge about many of the aspects of transitioning to lean. Lean change agents and lean implementation leaders should find this volume especially valuable in preparing their organizations for the lean transformation and in developing and implementing an enterprise level lean implementation plan. The richness and depth of the discussions in this volume should be helpful in charting a course, avoiding pitfalls, and making in-course corrections during implementation. We assume that the reader of Volume III is familiar with the history and general principles of the lean paradigm that are presented in Volume I, Executive Overview. A review of Volume II, Transition to Lean Roadmap may be helpful prior to launching into Volume III. For those readers most heavily involved in the lean transformation, all three volumes should be understood and referenced frequently.

Pembuatan Lean dan Toyota Production System (TPS) merupakan amalan atau falsafah pengurusan kualiti yang popular di kalangan pengusaha pembuatan. Tujuan utamanya adalah untuk meminimumkan pembaziran dalam pengeluaran dan memberi fokus kepada aktiviti yang mampu menambah nilai. Selain daripada mencari persamaan ataupun perbezaan, kajian ini menggabung serta merungkaikan teori pembuatan lean dan TPS. Kajian kes juga telah dijalankan, dan melibatkan temu bual di tiga syarikat yang terpilih. Pelbagai faktor yang membezakan pembuatan lean dengan TPS telah dibincangkan bagi membuktikan kedua-dua falsafah ini adalah berlainan. Keputusan perbandingan menunjukkan bahawa pembuatan lean dan TPS adalah berbeza dari segi faktor masa, prinsip, tujuan, matlamat, penjenamaan, teknik dan pelaksanaan.. Syarikat-syarikat lebih cenderung mengamalkan lima prinsip pembuatan lean dan sebahagian prinsip TPS dengan mengaplikasikan lima teknik atau konsep amalan kualiti utama iaitu 5S, Kerja Terpiawai, VSM, ...

Excerpts:
"The ‘5 whys’ technique is one of the most widely taught approaches to root-cause analysis (RCA) in healthcare. Its use is promoted by the WHO,1 the English National Health Service, [2] the Institute for Healthcare Improvement, [3] the Joint Commission [4] and many other organisations in the field of healthcare quality and safety. Like most such tools, though, its popularity is not the result of any evidence that it is effective. [5–8]"
....
"But the real problem with ‘5 whys’ is not how it is used in RCA, but rather that it so grossly oversimplifies the process of problem exploration that it should not be used at all. It forces users down a single analytical pathway for any given problem,[13] insists on a single root cause as the target for solutions [9 ,13 ,20] and assumes that the most distal link on the causal pathway (the fifth ‘why’) is inherently the most effective and efficient place to intervene."

This Transition-To-Lean Guide is intended to help your enterprise leadership navigate your enterprise’s challenging journey into the promising world of “lean.” You have opened this guide because, in some fashion, you have come to realize that your enterprise must undertake a fundamental transformation in how it sees the world, what it values, and the principles that will become its guiding lights if it is to prosper — or even survive — in this new era of “clock-speed” competition. However you may have been introduced to “lean,” you have undertaken to benefit from its implementation.

Lean is the popular philosophy in the present business management strategies. With immediate benefits from implementation of Lean in business processes, all major organizations had started deploying it. On the other hand, Health and safety management system (HSMS) has changed its facet from obligatory requirement to a Legal requirement. The Governments from across the world has increased focus on HSMS and are changing the legal regulations accordingly. In this highly regulated environment, it is required by all organizations to change its reactive approach to proactive approach. In this context, our paper reviews the Lean management, its relevance in HSMS and development of a structured framework for implementation.

The potential for an integrated supply chain to provide an alternate source of
differentiation both highlights the importance for organizations of developing a
competency in this area, and begs the question as to why it is still the domain of a
minority (Power, 2005)
As a rapidly changing supply chain management environment, it requires for open
communication, trust and recognition of the interdependence of “individual” elements
of the supply chain. Without groundwork of effective supply chain organizational
relationships aligned with human resources system in a lean centric organization, any
efforts to manage the flow of information, materials or cost flow across the supply
chain will be unsuccessful
This lean environment requires HR professionals to develop an effective
communication, well trained team management, and constant lifecycle innovation. So
configuration and operation of supply chain activities and resources provides significant potential for developing new and alternate sources of sustainable
competitive advantage

The purpose of this paper is to demonstrate how business environment and performance can be improved in an organization that used and implement Lean Six Sigma methodology and who create an organizational framework auspicious for theirs employees. Lean Six Sigma can ...

Recensie "Lean vertaald naar projecten-samen leren bouwen aan innovatievermogen" van Rudy Gort Lean, #Agile, #Scrum, #SixSigma. Recensie van het boek "Lean vertaald naar projecten-samen leren bouwen aan innovatievermogen" door Rudy Gort. Het beste lean-boek van Nederlandse bodem volgens Thijs Panneman (Operational Excellence Team Expert #AkzoNobel #EMEA). Ondergetekende is hospitalityman en heeft weinig affiniteit met techniek. In dat verband zeg en schrijf ik wel eens "Ik ben elektricien geweest, maar daar ben ik mee gestopt. Ik kon niet meer tegen de spanning;-)". Doordat mijn belangstelling vooreerst uitgaat naar mijn passie leiderschap en daarna naar dienstverlening, heb ik mij nooit erg verdiept in Six-Sigma, Agile, Scrum en Lean. Door en dankzij een ontmoeting met Jim Lippens kwam ik in het bezit van het boek "Lean vertaald naar projecten" van Rudy Gort en ben diep onder de indruk. Het boek van Gort weegt 1238 gram. Zwaarlijvig dus. Gelukkig wel licht verteerbaar en toegankelijk. In sommige recensie vergelijk ik boeken met scripties en thesis en geef die soms het predicaat "CUM LAUDE" mee. Dat doe ik ook met dit boek. Het sluit aan bij de trends en ontwikkelingen op het gebied van leiderschap, maar ook naadloos bij mijn visie dat-met name in het technisch domein-je alleen maar kunt overleven, innoveren, veranderen, verbeteren en excelleren als je projecten en programma's aanvliegt vanuit de goede P. De P van People / Personen. (dus niet vanuit de P van Projecten, Programma's Prince2). Er staat een schat aan informatie in het boek. Naast een studieboek is het vooral een handboek. Aan de orde komen o.a. terugblikken op het gedachtegoed van Henry Ford, veel voorbeelden en toelichtingen, mooie quotes, actuele en sprekende voorbeelden en-naast tientallen interviews-interessante en leerzame casus, praktijkvoorbeelden en foto's voorzien van informatie en verwijzingen. Alleen al de index telt bijna 12 pagina's. Via www.leanvertaald.nl/videotips kun je snel doorklikken naar de video's genoemd in het boek, dat bespaart het intypen van lange URL's. Voor project-en programmamanagers, voor studenten en hoogleraren is dit boek een must read! Dat is het ook voor mensen die zich bezig houden met HRM, P&O, ICT Innovatie en veranderen. Niet alleen voor mensen werkzaam in

In observational studies, habitual coffee consumption has been linked to a lower risk of type 2 diabetes. We hy-pothesized that the mechanism may be related to delayed effects on postprandial glycemia. The aim of this study is to investigate the glycemic and insulinemic effects of consumption of caffeinated and decaffeinated coffee, sweetened and unsweetened, tea and sucrose, 1 h prior to a high carbohydrate meal. On separate occasions in random order, lean young healthy subjects (n = 8) consumed a potato-based meal 1 hour after consumption of 250 mL of black coffee (COF), black coffee sweetened with 10 g of sucrose (COF+SUC), decaffeinated coffee (DECAF), black tea (TEA), 10 g sucrose (SUC) or hot water (CON). Fingerprick blood samples were taken at regular intervals over 2 h and the glucose and insulin responses quantified as area under the curve. Compared to CON, COF caused a 28% increase in postprandial glycemia (p = 0.022). In contrast, COF+SUC decreased glycemia compared with ...

If we engineered systems like we produce movies, would our enterprise and endeavors prove leaner and more agile? We daydream on the greener pastures of movie making, an industry whose signature practices were born out of necessity, to adapt to major regulatory upheavals in the 30’s Hollywood, and have since proved remarkably effective & resilient. We journey through odd ways of tackling strangely familiar problems, subtly different organizational patterns, and seemingly unreasonable, yet strikingly efficient practices. Could we gain some insights or fresh ideas, to renew and better up our own ‘complex system engineering’ practices?