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Copyright © 2003-2009 EMS Consulting Group Inc. All Rights Reserved
EMS Consulting Group Inc.
Lean Consulting and Training
Copyright © 2003-2009 EMS Consulting Group Inc. All Rights Reserved
Lean Overview
• What is Lean?
• Why do most lean programs fail?
• What is our approach to lean
transformation?
Copyright © 2003-2009 EMS Consulting Group Inc. All Rights Reserved
Introduction: What Lean Means
Taichi Ohno once said, “All we are doing is looking at the time line
from the moment the customer gives us an order to the point when
we collect the cash, and we are reducing the time line by reducing
the non-value adding wastes.”
But, he also said: “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’.”
Copyright © 2003-2009 EMS Consulting Group Inc. All Rights Reserved
Goal:
Highest Quality, Lowest Cost, Shortest Lead Time
Best Safety, High Morale
Just In Time
Right part-Right
amount-Right
Time
Jidoka
Quality at the
Source
•Line Stop
•Visual Controls
•Error Proofing
•Andon
•5 Whys
Operational Stability
Standardized Work
PM/ TPM
5S
Leveled Production
•Flow
•Takt Time
•Pull
•Quick
Changeover
Lean: Toyota Production System
Flexible, Capable,
Highly Motivated
People
Copyright © 2003-2009 EMS Consulting Group Inc. All Rights Reserved
Observations About Lean “Programs”
 Executive Management often
expresses a desire to
“implement” lean practices for
cost reduction, inventory
reduction, faster time to market,
etc.
 Initial Rapid Improvement
Events (Kaizen Events) yield
promising results.
 After a short period of time, level
of engagement decreases.
 There is a return to the status
quo before “Lean
Implementation.”
Copyright © 2003-2009 EMS Consulting Group Inc. All Rights Reserved
Why Does Lean Fail to Yield Long Term
Results?
 No Strategy and/or No method for
cascading strategy from the
boardroom to the front lines
 No Way to Tie Company Guiding
Principles to Actual Day to Day
Activities.
 No System for Daily Kaizen
(Continuous Improvement)
 No System for Daily Management
 Little or No Leadership
Engagement
 “Expert” Driven / No Front-Line
Engagement
 Focus on “Implementing Tools”
Rather than Solving Problems
Copyright © 2003-2009 EMS Consulting Group Inc. All Rights Reserved
• We provide customized lean training, coaching, and
facilitation support.
• We help our clients build the capability and continuous
improvement culture necessary for ongoing success
after we are gone through:
– Strategy Deployment
– Change Management
– Coaching and Facilitation Skills
– Value Stream Mapping and Management
– Daily Kaizen Utilizing the Improvement Kata
– A3 Problem Solving
– Lean Tools
– Six Sigma Tools
Our Approach to Lean Transformation

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Ems Consulting Group Inc

  • 1. Copyright © 2003-2009 EMS Consulting Group Inc. All Rights Reserved EMS Consulting Group Inc. Lean Consulting and Training
  • 2. Copyright © 2003-2009 EMS Consulting Group Inc. All Rights Reserved Lean Overview • What is Lean? • Why do most lean programs fail? • What is our approach to lean transformation?
  • 3. Copyright © 2003-2009 EMS Consulting Group Inc. All Rights Reserved Introduction: What Lean Means Taichi Ohno once said, “All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash, and we are reducing the time line by reducing the non-value adding wastes.” But, he also said: “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’.”
  • 4. Copyright © 2003-2009 EMS Consulting Group Inc. All Rights Reserved Goal: Highest Quality, Lowest Cost, Shortest Lead Time Best Safety, High Morale Just In Time Right part-Right amount-Right Time Jidoka Quality at the Source •Line Stop •Visual Controls •Error Proofing •Andon •5 Whys Operational Stability Standardized Work PM/ TPM 5S Leveled Production •Flow •Takt Time •Pull •Quick Changeover Lean: Toyota Production System Flexible, Capable, Highly Motivated People
  • 5. Copyright © 2003-2009 EMS Consulting Group Inc. All Rights Reserved Observations About Lean “Programs”  Executive Management often expresses a desire to “implement” lean practices for cost reduction, inventory reduction, faster time to market, etc.  Initial Rapid Improvement Events (Kaizen Events) yield promising results.  After a short period of time, level of engagement decreases.  There is a return to the status quo before “Lean Implementation.”
  • 6. Copyright © 2003-2009 EMS Consulting Group Inc. All Rights Reserved Why Does Lean Fail to Yield Long Term Results?  No Strategy and/or No method for cascading strategy from the boardroom to the front lines  No Way to Tie Company Guiding Principles to Actual Day to Day Activities.  No System for Daily Kaizen (Continuous Improvement)  No System for Daily Management  Little or No Leadership Engagement  “Expert” Driven / No Front-Line Engagement  Focus on “Implementing Tools” Rather than Solving Problems
  • 7. Copyright © 2003-2009 EMS Consulting Group Inc. All Rights Reserved • We provide customized lean training, coaching, and facilitation support. • We help our clients build the capability and continuous improvement culture necessary for ongoing success after we are gone through: – Strategy Deployment – Change Management – Coaching and Facilitation Skills – Value Stream Mapping and Management – Daily Kaizen Utilizing the Improvement Kata – A3 Problem Solving – Lean Tools – Six Sigma Tools Our Approach to Lean Transformation