LEAN pēdējo 50 gadu viena no veiksmīgākajām biznesa vadības stratēģijām
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1 LEAN pēdējo 50 gadu viena no veiksmīgākajām biznesa vadības stratēģijām
2 Kāpēc izvēlēties LEAN? Kā radās LEAN Kas ir LEAN "5 Kāpēc?" metode LEAN uzturēšana un pilnveidošana LEAN domāšana
3 Kāpēc izvēlēties LEAN?
4 LEAN. Kāpēc?
5 Pasaules valstu produktivitātes reitings IKP uz vienu darba stundu (USD), neņemot vērā bezdarba vai nedēļā nostrādātās stundas Avots: The Conference Board, Inc.
6 Esošā realitāte/vide
7 Uzņēmumi, kuri izmanto LEAN metodes
8 Ieguvumi no LEAN
9 Ieguvumi no LEAN KRĀJUMU daudzuma samazināšana 1993 krājumi 10 nedēļām 2001 krājumi 1 nedēļai
10 Ieguvumi no LEAN Beļģijas pasts miljoni
11 Ieguvumi no LEAN Procesora ražošanas uzsākšana pirms LEAN ieviešanas (dienās) Procesora ražošanas uzsākšana pēc LEAN ieviešanas (dienās)
12 Ieguvumi no LEAN
13 LEAN vēsture
14 LEAN vēsture F.V.Teilors - mūsdienu ražošanas organizācijas pamatlicējs In the past the man has been first; in the future the system must be first.
15 LEAN vēsture Henrijs Fords Izmainīja ražošanas industriju, ieviešot tajā plūsmas metodi jeb konveijera ražošanu
16 LEAN vēsture 1916.gadā 55% no visām automašīnām uz ASV ceļiem bija Ford T modelis.
17 LEAN vēsture
18 LEAN vēsture
19 LEAN vēsture
20 Toyota ražošanas sistēma (TPS)
21 Ieguvumi no LEAN
22 LEAN vēsture
23 LEAN vēsture
24 Kas ir LEAN?
25 Kas ir LEAN?
26 un kas nav
27 un kas nav
28 LEAN aisbergs LEAN tehnikas metodes rīki procesi pieņēmumi uzvedība rīcība domāšana ieradumi nerakstītie likumi kultūra
29 LEAN pieejas LEAN ļauj strādāt "gudrāk" izmantojot četru soļu pieeju
30 LEAN pamatprincipi
31 LEAN pamatprincipi
32 LEAN pamatprincipi
33 LEAN pamatprincipi Radīt vērtību klientam, izskaužot jebkādus zudumus VĒRTĪBA tas par ko klients ir gatavs maksāt ZUDUMI jebkura aktivitāte, kas izmanto resursus, bet nerada vērtību klientam
34 Fokusēties uz klientu vajadzību apmierināšanu
35 Fokusēties uz klientu vajadzību apmierināšanu ASV - 13% Lielbritānija - 10% Francija - 9% Itālija - 9% Vācija - 8% Nīderlande - 7% Austrālija - 12% Indija - 22% Kanāda - 12% Meksika - 11% Avots: American Express Global Customer Service Barometer
36 Tradicionālā vs LEAN pieeja "Izmaksas nepastāv, lai tās tiktu aprēķinātas. Izmaksas pastāv, lai tās tiktu samazinātas" Taiichi Ohno
37 LEAN novērst jebkādus zudumus ZUDUMI = PAPILDUS IZMAKSAS "Izvairīšanās no nevajadzīgām izmaksām ilgtermiņā nes lielāku peļņu, nekā pārdošanas apjomu palielināšana"
38 LEAN novērst jebkādus zudumus No problem is a problem Radīt vidi, kurā nebaidās atklāt problēmas Resursu jūra
39 Sastopamie zudumu veidi 7+1 Liekas kustības: kustības, kas rodas nepiemērotas darba organizācijas rezultātā Gaidīšana: piegāžu, kamēr pircējs nonāk līdz kasei utt. Pārprodukcija: tiek sagatavots vairāk nekā nepieciešams Krājumi: viss, kas pārsniedz absolūti nepieciešamo darbu izpildei Kļūdu labošana: nepieciešamība labot, pārstrādāt pieļautās kļūdas/brāķi Liekas darbības: pievienojot papildus vērtību, pakalpojumu vai produktu, kas klientam, nav vajadzīgs vai par ko viņš nav gatavs maksāt Transportēšana: materiālu pārvietošana neradot pievienoto vērtību Prasmes: ja netiek pilnībā/pilnvērtīgi izmantots darbinieku potenciāls
40 Zudumu tipi
41 Vai redzi kādu no zudumu veidiem?
42 LEAN vērtību plūsmas radīšana vērtība vērtība vērtība vērtība vērtība vērtība vērtība vērtība vērtība vērtība vērtība vērtība vērtība vērtība vērtība
43 Procesu norise
44 Vērtību plūsmas vizualizācija - kartēšana
45 LEAN vērtību plūsmas radīšana Attiecība starp lietderīgām - vērtību radošām un nelietderīgām - vērtību neradošam aktivitātēm tipiskā vērtību plūsmā Avots: C. Fiore. Lean Strategies for Product Development
46 Zudumu identificēšana darba uzdevuma procesā
47 LEAN vērtību plūsmas radīšana
48 Izskaust neelastību Neelastība prasa vairāk resursus, lai sasniegtu vēlamo. Tikai izskaužot neelastību jūs variet sniegt to, ko vēlas klients. Patērētājs "pieprasa" spēju ātri pielāgoties un veikt izmaiņas elastību.
49 Izskaust neelastību
50 Izskaust neelastību
51 Nodrošināt konsekvenci Novirze (mainīgums, dažādība) nozīmē to, ka process (produkts) nenodrošina vienu un to pašu rezultātu ikreiz, kad tas tiek "mērīts" Samazinot novirzes: uzlabojas kvalitāte samazinās izmaksas palielinās ienākumi pieaug klientu apmierinātība
52 Nodrošināt konsekvenci
53 Nodrošināt konsekvenci. SixSigma metode Metode, kā identificēt un samazināt variācijas (novirzes) un defektus Six Sigma precizitāte ir % jeb 3.4 kļūdas no miljons iespējam 6 Sigma % 5 Sigma % 4 Sigma % 3 Sigma % 2 Sigma % 1 Sigma %... jo ar 99% precizitāti (3.8 Sigma)
54 6 Sigma vs. 3.8 Sigma
55 Nodrošināt konsekvenci. SixSigma metode
56 LEAN/SixSigma Avots: Aberdeen Group
57 LEAN/SixSigma galvenie principi
58 Secinājums LEAN/SixSigma palīdz cīņā ar 3 šķēršļiem sekmīgai uzņēmējdarbībai: ZUDUMIEM darīt lietas par kuram klients nav gatavs maksāt NEELASTĪBAI nespēja pielāgoties mainīgajām klientu vēlmēm NOVIRZĒM nespēja nodrošināt pastāvīgu kvalitāti
59 5 Kāpēc? metode
60 "5 Kāpēc?" metode
61 "5 Kāpēc?" metode "5 Kāpēc?" ir jautājumus uzdodoša tehnika. Galvenais mērķis ir noteikt pamatcēloni defektam vai problēmai. Sakichi Toyoda Toyota Industries Co., Ltd. dibinātājs 5 Why metodes radītājs Izmantojot "5 Kāpēc?" tehniku atceries, ka vainīgs ir process nevis cilvēks
62 "5 Kāpēc?" metode. Vašingtona monuments Problēma Vašingtona monuments sāka drupt un sadalīties Kāpēc? Monumenta tīrīšanai tika izmantota pārāk agresīva ķīmija Kāpēc nepieciešama tik agresīva ķīmija? Lai notīrītu baložu atstātos mēslus Kāpēc ir tik daudz baložu monumenta tuvumā? Viņi barojas ar zirnekļiem, kuri lielā daudzumā atradās uz monumenta Kāpēc ir tik daudz zirnekļu uz monumenta? Zirnekļi ēd odus, un daudz odu atradās monumenta tuvumā Kāpēc ir tik daudz odu monumenta tuvumā? Viņus pievilināja monumenta apgaismojums, kurš tika ieslēgts iestājoties krēslai Risinājums Ieslēgt monumenta apgaismojumu nedaudz vēlāk
63 "5 Kāpēc?" metode. Paraugs
64 LEAN uzturēšana un pastāvīga pilnveidošanās
65 LEAN uzturēšana un pastāvīga pilnveidošanās Plāno (Plan): paredzi, ko darīsi. Šajā solī tiek novērtēts kur pašreiz atrodamies, kur mēs vēlamies būt, kāpēc tas ir svarīgi, un tiek plānots kā pārvarēt šo plaisu. Identificē potenciālos risinājumus. Dari (Do): Izmēģini risinājumus un izvērtē tos uzmanīgi. Pārbaudi (Check): Pārliecinies vai izvēlētie risinājumi atbalsta izvirzīto mērķu sasniegšanu. Pārliecinies vai komunikācija ir veikta tā, lai sasniegtu izvirzītos mērķus. Novērtē vai esi sasniedzis izvirzīto mērķi. Izpildi (Act): veic atbilstošas darbības, lai nepārtraukti uzlabotu procesu norisi un vērstu uzmanību uz preču/pakalpojumu kvalitāti. Ja nav sasniegti plānotie mērķi, darbības ir jāveic atkārtoti. Deminga aplis ir ciklisks secīgu aktivitāšu kopums (Plan, Do, Check, Act), kas izstrādāts ar mērķi vadīt nepārtrauktu procesa uzlabošanu
66 LEAN uzturēšana un pastāvīga pilnveidošanās Mērķis: pastāvīga pilnveidošanās, kā ikdienas neatņemama sastāvdaļa visā organizācijā Izaicinājumi: pastāvīgās pilnveidošanās ideja zaudē prioritāti vadības uzmanība tiek pievērsta jaunām aktivitātēm resursu samazināšana atgriešanās pie vecajiem ieradumiem
67 Pastāvīga pilnveidošanās. Toyota solījums Nothing is so good that it cannot be made better. That is why we strive for constant improvement in everything we do. It is not a motto. Or a mission statement we hang on the wall and forget about. It is simply the way we do things. We have a word for it: 'kaizen'. It means 'continuous improvement' and it is the key principle that guides us in our pursuit of total quality.
68 LEAN kā uzņēmuma iekšējā kultūra LEAN ir kultūra, ne tikai instrumentu un metožu kopums. LEAN organizācija nepārtraukti mācās un pilnveidojās. LEAN kultūra nevar pastāvēt bez: motivācijas un stimulēšanas sistēmas; apmācību un treniņu sistēmas; nepārtrauktu uzlabojumu procesiem; vadības atbalsta un priekšzīmes; respekta pret darbiniekiem darbinieku iesaistes procesu pilnveidošanā. LEAN ir kultūra, un gluži kā visas citas kultūras - kompleksa. LEAN ir nepārtraukts process, nevis galamērķis
69 LEAN domāšanas stimulēšana un attīstīšana
70 Kā attīstīt un stimulēt LEAN domāšanu Taiichi Ohno: Why not make the work easier and more interesting so that people do not have to sweat? The Toyota style is not to create results by working hard. It is a system that says there is no limit to people s creativity. People don t go to Toyota to work they go there to think
71 Kā attīstīt un stimulēt LEAN domāšanu Potenciāls iespējamajiem uzlabojumiem ir visapkārt, ir tikai jāiemācas saskatīt šīs iespējas
72 Kā attīstīt un stimulēt LEAN domāšanu Neliels uzlabojums, liela ietekme
73 Kā attīstīt un stimulēt LEAN domāšanu Neliels uzlabojums, liela ietekme
74 Kā attīstīt un stimulēt LEAN domāšanu Neliels uzlabojums, liela ietekme
75 Kā attīstīt un stimulēt LEAN domāšanu Neliels uzlabojums, liela ietekme
76 Kā attīstīt un stimulēt LEAN domāšanu Neliels uzlabojums, liela ietekme
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