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Brief about benefits of Tools

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 Click here to download the Briefing of tools at Lean Leadership Workshop

Tool Brief Benefits Recommendations
Value Stream Mapping

The equity of the value received by the customer has to be understood by the manufacturer or maker of the product and accordingly produce it. Value Stream Mapping is a Visualization Tool that creatively encompasses the holistic view of the production cycle, thereby suggesting Kaizen/

Lean six sigma

 interventions that can help improve flow and reduce lead time. The problems are taken away from the root, by identifying, reducing and eliminating the Waste from the System.

  1. Determination of Value Adding Processes.
  2. Material & Information Flow Analysis.
  3. Identification of Kaizen Blitz Projects.
  4. Indicator of Flow of the Process.
  5. Cater to Special Needs of the Value Stream.

Planning and Production Control, Marketing and Sales Team, Procurement, Purchase, Supply Chain Manager, Plant Head.

Structured Problem Solving

Problem Solving Tools are not new, but they are often misused in their application and interrelationship. Often, the solutions are surficial and based on half-truths. Different stages of problem solving take away the enthusiasm if they are scattered. SPS is a Structured Problem Solving Tool that works on the concept of ''Right Mindset'', ''Right Involvement'' & ''Right Execution''.

  1. Problems to be solved are chosen based on their impact on Business.
  2. Total time for solving any operational problem is reduced due to the structured approach.
  3. Generation of multiple solutions with projected gains as well.
  4. Involvement of all the right people in the problem solving process.
  5. Tangible and Holistic approach - emphasizes on the ''way we think''.

Supervisors, Assistant Managers, Operations Manager, Production Head, Subject Matter Experts, HR, Finance, Legal, Stores.

Lean Layout for Effective Workplace Management

To understand the dynamics of facility layout in order to develop unidirectional flow layout facilitating uninterrupted flow of material and information by eliminating process waste.  Lean Layout is not an extension of traditional layout techniques, rather a completely different paradigm. Lean Layout is the foundation of linear production systems that can undertake flexible production planning.

  1. Flow of the Material is facilitated by smooth operational set-up.
  2. Lesser Transportation Index, or Muda of Transportation and Motion is reduced.
  3. Lower losses on Material Handling, time to transfer is brought down
    .
  4. Visualization of Workspace gives Visual Control
    .
  5. Precursor to Just In Time & One Piece Flow.

Planning and Production Control, Improvement Managers, Facilities Staff, Admin, Plant Head, Material Handling, Stores.

Creating Pull for Flexibility

Creating Pull in the organization at levels and processes in order to facilitate Just in Time concept, requires a solid groundwork to eliminate sources of defects & delays and ensure smooth flow of information and material. Pull fuses flexibility of production facility along with strengthening the processes to produce only ''Value''. Understand relationships of Takt Time, Batch Size and Capacity to design better and more effective production systems.

  1. Pull enhances the Cash Flow and brings down the Working Capital.
  2. Pull creates stable Suppliers and therefore better customers are attracted.
  3. No Muda or waste of Overproduction.
  4. Improved Customer Interaction and Satisfaction.
  5. All processes run on the same pace or Takt Time, reducing the Islands of Excellence.

Planning and Production Control, Operations, Quality, Auditors, Supply Chain Staff, Vendor Management, Stores, Inventory Managers, Plant Head.

Lean Six Sigma for Quality Excellence

Lean Six Sigma is the study of variations and analytic conceptualization of the solutions to the daily problems on the shop-floor. This approach involves everyone with the analysis, formulates solutions that can be implemented fast, and then standardizes the process with close monitoring and data-collection. Lean Six Sigma is not just a combination of the two concepts, Lean and Six Sigma but a way forward towards assimilations of the best methods.

  1. Statistical approach to problem solving gives better confidence in solutions.
  2. Reduction in manufacturing overhead and quality cost.
  3. Data driven approach drives out the possibilities of opinion based deductions.
  4. Improved Supply Chain Management with control over Variation.
  5. Variations lead to defects, whereas Six Sigma can highlight the sources too with predictable accuracy.

Quality, Supervisors, Operations Team, Value Stream Managers, HR, Finance, Legal, Plant Head.

Customer Forecast Acceptance Process

The Bullwhip effect of variation in the marketing forecast can be overcome by implementing weekly rolling plan for Linear Production. Any bell curve in Dispatches leads to Non-performing Inventory in the form of WIP & FG. It provides for a framework to smoothen variations in production volumes and bring linearity of business. This is for bridging the gap between opinion and business intelligence, with hueristics in demand forecasting.

  1. Reduction in the variations caused due to inconsistent Customer Orders.
  2. Standard WIP caps the Working Costs.
  3. Inventory synchronization is in line with the Customer Orders.
  4. Market Uncertainties are dealt with more maturity.
  5. Identify the most productive Customers, apart from their volume of Orders.

Marketing and Sales, Plant Head, Operations Head, Kaizen Team, Production Planning, Procurement Managers, Dispatches.

Zero Breakdown through My Machine

Creating ownership for machines/ processes to see that there are zero breakdowns, zero leakages and zero deviations. Learning to see aesthetic, functional and performance abnormalities would empower the Workmen to raise an alarm, cure the root cause and eliminate errors. It can reduce the dependence on the external agencies for regular maintenance.

  1. Breakdowns can be prevented with predictive accuracy.
  2. Measurement of the losses due to ineffective equipment performance.
  3. People are empowered to solve the problems on their own.
  4. Mean Time to Repair goes down with dramatic impact on Productivity.
  5. Mean Time between Failures goes up with lesser interruptions in productivity.

TPM Heads, Quality Circle, Supervisors, Workers, Operators, Machine Owners, Line Staff, Assembly line Operators, Maintenance Team, Facilities Staff, Admin.

Hoshin Kanri - Policy Deployment

Hoshin Kanri is a proven framework for linking strategy with daily management. It provides a planning, implementation and review process for change management. Organizations operate on Command and Control. The tasks we perform everyday gets derailed because of daily urgencies. In an attempt to bring clarity on Roles and Responsibilities, Hoshin Kanri knits an interconnected output that augments & meets the Holistic Organizational Objectives instead of just meeting the daily tasks.

  1. Goals and Objectives are cascaded in the right proportion, to the last man in the chain.
  2. All the efforts within the Organization can be holistically aligned to the Vision.
  3. Integrates and encourages cross-functional cooperation to achieve breakthroughs.
  4. Strategic planning is systematic - the format of the plans is unified via standards.
  5. Communication of a shared strategic vision, as well as business goals, major shifts in direction, and important new initiatives

Plant Head, Unit Head, Business Head, Departmental Heads, Value Stream Managers.

 

 


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