#LeanTransformation

[ltslean]

What if Love followed Lean Principles? A Lean Love Story!

For more details read our article:

[learnstransformation]

The 7 Best Finance Books To Read In 2024

Ready to take charge of your financial future? Welcome to our comprehensive guide on the best finance books that will empower you to master your money and join the ranks of financially savvy individuals. In this blog, you’ll discover invaluable resources that will teach you how to manage spending, savings, debt, and investments.

Whether you’re a new leader, an aspiring executive, or someone looking to deepen your understanding of finance and business leadership, we’ve curated a selection of the best finance books, top business leadership books, and executive Lean Transformation books to help you achieve your goals. These books provide practical advice, proven strategies, and insightful knowledge to guide you towards financial empowerment and effective leadership.

Dive in and start your journey towards financial empowerment and effective leadership. Equip yourself with the knowledge and skills needed to succeed in the ever-evolving world of finance and business.

To know more visit: thttps://learntransformation.com/best-finance-books/

[operationsinsider]

„The Lean Manager: A Novel of Lean Transformation" is a book written by Michael Ballé and Freddy Ballé. Michael Ballé is a leading expert in the field of Lean Thinking and the author of several books on the subject. Freddy Ballé is a consultant and trainer in the field of Lean Thinking. The book is a novel that tells the story of a manager who is struggling to improve the performance of his department in a large manufacturing company. The manager, who is the protagonist of the story, is introduced to the principles of Lean Thinking and how to apply them to improve his department's performance. The story is divided into several chapters, each of which covers a different aspect of Lean Thinking and how it can be applied to improve the performance of an organization. Go to operationsinsider.com to read the full summary including the key takeaways of this book. Link for summaries or purchase in BIO Like❤️/Share✅/comment👇/follow👉@operationsinsider #opex #operationsinsider #wasteattack #waste TheLeanManager #LeanTransformation #LeanManagement #BusinessTransformation #OperationalExcellence #ContinuousImprovement #Efficiency #Productivity #Quality #Leadership #Management #BusinessNovel #BusinessBook #Industry4.0 #Manufacturing #ProcessImprovement #WorkplaceEfficiency #StrategicThinking #ProblemSolving #Teamwork #BusinessInnovation #ManufacturingEfficiency #LeanManufacturing #LeanThinking #LeanLeadership #BusinessStrategy #operationsmanagement (hier: Rolls Royce Goodwood) https://www.instagram.com/p/Cn_2EwRI1nQ/?igshid=NGJjMDIxMWI=

[veetechnologies]

Healthcare Consulting Services

Vee Technologies has over 22 years of experience in healthcare consulting services. We solve the industry's complexities and serve cost-effective solutions. We provide a range of services from revenue management to consulting for the healthcare sector.

Read More: https://www.veetechnologies.com/industries/strategy-and-consulting-services/healthcare-consulting.htm

[holfitpt-blog]

Thought I'd create a little intro about myself as I'm getting instafit properly this year. . Yes that's me on top of a lion in the Lincoln Arboretum living life on the edge. Step ladders we're hidden which made for a great shot 📸 😅 . I'm Steve the founder of HOL-FIT Holistic Fitness, an experienced (2006+) Lincoln based Personal Trainer who's passionate about all things health orientated... . I've been a Rugby captain of my hometown, completed the Nottingham Robin Hood Mararhon, have decades of weight training/PT experience behind me with proven client results, testimonials & transformations to back this up. I've also had to overcome a deep depression from my early 20's. The tools that enabled me to thrive and regain an optimistic outlook are the things I share now balanced physical training/recovery, nourishing/fuelling nutrition & meditation/mindfulness. . My mission in life has been to workout what us humans need for optimal health & wellbeing and to get this out into our community, empower others. . I specialise in weight loss & lean muscle gain transformations (& yes it's possible to do both), in 1-1 & 'student friendly' small group training formats. I also help clients with nutritional coaching/ tracking, postural assessments & corrective exercise. . Click like, share & follow as I'll be more active on social now and plan to release quality/useful content weekly. . Let me know a little bit about your fitness goals, journey or issues in the comments below 👇✍ or what kind of content you'd like to see from me 🙂👍 . . . . . #lincoln #lincolnuk #wearelincoln #lincolnuniversity #lincolnuni #puregymlincoln #lincolngym #personaltrainerlincoln #personaltrainer #personaltrainerlifestyle #transformationalcoaching #nutritioncoach #nutritionisthekey #weightlosscoach #fatlosscoach #weightlossadvise #weightlosstransformation #leanstrength #leantransformation #exerciseright #exerciseforlife #cleaneatingforlife #fitspo #healthmatters #posturematters #holfit #thrivelife #ecolife #funtimes😎 #optimismwins (at PureGym Lincoln) https://www.instagram.com/p/B9mWQbdh3VO/?igshid=11lmv6m3j8cg1

[leanconsultingblog]

Evaluation of lean | Phases of Lean Transformation

Lean is a way of thinking.  It is a journey that is never over.  It is a system framed in a collection of rules and principles.  Current conditions and criteria must be examined. Some of the following 10 criteria may be more important than others to consider at the different phases of lean transformation.

1. Creative Tension

Typically, tension carries a negative connotation.  It is associated with headaches and difficult circumstances.  When a company is pursuing lean, however, tension is a good thing.  In fact, the urgency for lean and its introduction into an organization is always easier when a company is struggling—when there is sufficient tension—than when it is doing well.  The real challenge is to get organizations to embrace lean in good times.

To develop tension, not stress (stress arises out of hopelessness), a company needs to develop and articulate a clear vision of the ideal state’s characteristics.  Then it must contrast that against a deep understanding of its current state and define the gap. It does not matter how well a company is performing because there is always a gap. The gap creates the tension.

For example, to instill some tension and a sense of urgency for introducing lean, a presentation was given to the senior leadership and management staff of a building materials manufacturer.  After hours of discussion, it was clear the presenter failed. The company was experiencing healthy profit margins; its market share was growing; and it was practically debt-free. It was not until the company’s ideal state was defined and its leaders witnessed choreographed plant tours to reveal the current state that they recognized the gap.   The tension was immediate and the leaders’ response was decisive.

2. Go for the Pull

If tension helps spur momentum for lean, it is best to capitalize on that momentum by engaging champions predisposed to recognize the tension.  An entire company cannot be taken on all at once. So, start where there is a “pull” for lean rather than trying to “push” it in another area. Most organizations start lean in their production areas where the effort is highly visible and likely to reap the most benefits.  However, when determining where to start, it is often best to evaluate where there is the greatest pull. Look for a champion, sponsor, or compelling business need.

As an example, a major gas and electric utility company started its lean efforts in the finance area, because that is where the champion and the pull existed.  Lean eventually spread to its power plants, service centers, and other parts of the company.

3. Leadership Involvement

There are no better champions and no better advocates for pull then a company’s leaders.  It is ideal to have senior leadership actively engaged in the lean journey, not just sitting in a seat, but also driving the vehicle.  Unfortunately, senior leadership typically delegates the responsibility of guiding the lean journey to others of lesser authority.

Even though there was a sponsor in the gas and electric utility’s ranks, it was difficult to engage senior leadership on the journey in the early stage.  To implement and institutionalize lean, activities and structures at the management level were developed. This elevated the value and results of lean to senior leaders, and today they are active and effective in leading the utility on its lean journey.

4. Business Conditions

Business performance will determine what “gear” a company is in as it moves forward in its lean journey.  If a company is in survival mode or is under extreme pressure to immediately improve performance, then leadership should focus on the immediate application of lean tools such as Kaizens, waste elimination, or Five S.  Development of a lean culture may be put on the back burner for better times. If the climate is competitive pressure and recognition of the need to improve, a company should begin with the tools but in parallel, work on changing the culture to sustain and continue the improvements.  If a company is in growing, flourishing industry that is facing little pressure, then it should work specifically on developing the lean culture and apply the tools as a manifestation of the culture.

5. Baggage

“Baggage,” refers to the bad taste left by past unsuccessful organization initiatives.  A company often overlooks this when it begins to design a lean approach. It does not make any difference if the baggage is real or perceived; it should not be ignored.  Baggage may include past corporate initiative activities that resulted in layoffs or failed to satisfy expectations. It may also encompass the “flavor-of-the-month” syndrome.  The organization’s people may be primed to “wait it out or wear it out” until the latest initiative—lean transformation—fades as well.

6. Culture

Consider the cultural makeup of a company.  “Culture,” does not refer to the “lean culture” to which a company may aspire.  Rather, it is the unique traits and characteristics of the people within the organization.   Are there particular sensitivities to consider, such as language? For example, multilingual training and development materials may need to be offered.  There also may be literacy issues. For example, at an aerospace supplier some basic lean tools were presented in expectation of significant results as the company had many ripe improvement opportunities.  After less-than-stellar results, it was realized that there was some basic reading and math deficiencies to address.

7. Resources

Ideally, a company will want the resources available to develop and dedicate certified lean specialists to business units, plants, or specific areas.  “Certified” means they are proven to have reached some specified level of proficiency as determined by the company. The importance of this is to establish a common language and a common lens for those who are driving the organization.  The specialists can act as internal consultants to teach, facilitate, and help direct lean efforts. However, competition for resources or the relative size of the company may result in the addition of lean to someone’s current responsibilities.  Regardless, resource availability or constraints must be considered when designing the approach.

8. Integration

More often that not, a company introduces lean either during or after other continuous improvement initiatives. This can cause confusion between initiatives such as lean and six sigma.  One should not replace the other; they should complement one another.

One lean implementer likes to explain lean as, “…the systems you need to fight the daily fights and manage the war. Six sigma, on the other hand, is the tool you need to storm the beach.” No matter how it is looked at, an organization must see lean as a complement to the initiatives in which it is engaged.  Lean must be perceived as the vehicle to take an organization to new heights. Successful efforts should not be negated. Lean should be used to leverage a company’s effective efforts—not replace them.

9. Measurement / Evaluation

Measurement/ evaluation systems dramatically influence organizational behaviors.  Unfortunately, the resulting behaviors often conflict with the desired behaviors of a lean initiative.  A company should carefully look at what it measures and evaluates, and who is accountable.

At a major automotive parts supplier, direct labor was the Holy Mantra : “drive out direct labor and you will be rewarded.”  The easiest way to drive out direct labor was to automate processes, so that is what the company did. After closer examination, however, the company’s leaders realized that costs actually increased because of downtime, scrap, indirect support, inventory, and other issues.  The point is not that automation does not have a place in lean: it absolutely does. The point is the measurement drove the behavior, which is not the best lean practice.

10. Vocabulary

Vocabulary may seem like an unimportant consideration, but jargon can be confusing.  Employees of organizations become increasingly confused as leadership introduces one initiative after another—the flavor of the month.  If a company has a “process excellence” initiative, the title should not be changed. Instead, it should be integrated with the rules, principles, and practices of lean.  If a lean concept is introduced, but there is already an existing word with the same meaning, keep using the same world.

[leanknowledgebase]

Eine (nicht ganz) fiktive Geschichte eines mittelständischen, steirischen Unternehmens namens Krauss GmbH & Co. KG, deren Erfolgsgeschichte jedoch auch ihre Schattenseiten hat. https://leanbase.de/publishing/leantransformation

[slidingparadigms]

Do you loose up time due to simple machine failure, which could be avoided if your plant was looked after at a level your look after your own car? TPM (total productive maintenance), it makes sense to build a system in your operations that looks after your expensive plant, but where do you start? Cross-functional team based Kaizens are an excellent platform for your people to: 1. Identify key machinery to be in Enhanced through TPM 2. Perform top to toe survey and identify immediate improvements 3. Design is simple auditing for both operators and engineers 4. Create & schedule multi-layered checks And so much more! #peterborough #workshop #personaldevelopment #innovation #humanresources #pgtip #kaizen #tpm #simulation #leanstartup #leantransformation https://www.instagram.com/p/ByHh-1EAEfJ/?igshid=y9toetc8t0xr

[isevenstepsglobal]

Deploying Lean as Strategy Can Transform Organisations Towards Success

Very few companies and their promoters see the full potential of implementing lean to transform their organisation towards world class. Most of the traditional managers even see this as manufacturing thing and delegate to some one down the line to lead.

They also believe that implementation of lean as expense and not as investment and expect immediate returns in terms of ROI and payback. This results in focussing on cost cutting rather than cost optimisation. One of the common victims from this is removal of people who are mainly shop-floor associates and value adders.  Eventually, organised resistance for Lean implementation starts which is not warranted.

Key focus on Lean implementation is to work on creating value and not on cutting costs. Also leading the way forward and not managing the day to day fire-fighting, minimal time in meetings in conference rooms and more shop-floor observations – gemba is preferred.

For the success of Lean transformation, focus should be on creating right process to give right results through aligned work force.  Looking only from results point of view and not process approach will not be effective. Having clear ownership of people from order receipt to execution is important.

Related Article– How Lean Transformation is evaluated

Most companies work on silo system of departments which will be barrier for flow.  Batch production should be gradually converted into continuous flow if not single piece flow with minimal waiting – wip between stations. The reason for presumed need for high batch sizes such as change-over time also needs focus. Minimizing spaghetti in material flow will also help in improving material flow and cost of operations through minimizing handling.

Key results from Lean implementation are as follows:

Improved customer delight and loyalty

Reduced Lead time

Improved productivity

Reduced change-over time

Reduced inventory

Increased business revenue

Improved bottom line  – EBITDA

Reduced need for investment

Better utilisation of talent

Improved cash-flow

Reduced need for inspection

Faster product development

Reduced rejections

In order for success through Lean, the leadership team has to commit themselves to key principles that will serve as foundation and base for the transformation.  Lean should be strategic thing to transform the organisation and not as one of such events. Most of the people consider strategy as a big thing or big picture or big idea and not considering Value adding as part of strategy.  By using Lean thinking to improve process, reduce lead time, improve quality, lower costs, better customer service, freeing up working capital through reduced inventory all comes under strategic initiatives.

Moving to lean helps in execute that that are important to organisation and customers faster and more economical than competitors. Lean cannot be one of the things in organisations. It must be foundational core of every thing organisation is trying to achieve.

Seven Steps Business Transformation Systems is in the field of helping organisation in their journey of excellence.  We have lead many turnaround projects as Lean consultants, TPM Consultants, TQM consultants across India and abroad. Our Head office is in Bangalore. However, we operate from Pune, Mysore, Hosur, Ahmedabad. We have worked with our customer locations far and wide such as Gurugram, Delhi, Neemrana, Pant Nagar, Calcutta, Chennai, Shimoga, Hosur, Sri Lanka, Dubai, Saudi Arabia, Visakhakapatnam,  Hyderabad, Erode etc.,

We have consultants who are specialized in deploying best in class practices and have in depth knowledge on application of various lean methodologies such as Value Stream Mapping, Kaizen, Total Productive Maintenance, Total Quality Management, Theory of constraints etc.,

We also conduct various training programmes related to Operational Excellence and Business Excellence such as Policy deployment,  Balanced Score card, Kaizen, Lean Experiential Learning, Lean Six Sigma Green Belt, Lean Six sigma black belt

We work with multiple industry sectors such as Automotives, Equipment manufacturing, defence products, pharmaceuticals, Aerospace components, high precision manufacturing, apparel to name a few.

Personal Development Programs

Basics of Business Excellence

Value Added Quality Management Systems

Total Productive Maintenance (TPM)

Lean Thinking & Lean Management

Leadership Training Programs

[ltslean]

What is Lean Strategy Deployment?

Lean Strategy Deployment is a systematic approach that aligns an organisation's strategic objectives with its daily operations to achieve its strategic goals.

Read More: https://leantransitionsolutions.com/Lean-Technology/what-is-lean-strategy-deployment

[learnstransformation]

14 Best Lean Management Books- Learn Transformation

Lean management improves a company's efficiency by maximizing its potential, managing waste, improving product quality, and fostering growth with a futuristic approach. To help students and leaders excel in lean transformation, here is a list of the best lean management books.

These books cover various aspects of lean transformation, including value maximization, skill development, and strategic implementation. Whether you are a beginner or a seasoned professional, these books offer valuable insights and practical techniques to enhance your understanding and application of lean principles.

Explore this comprehensive list to find books that will guide you through the fundamentals of lean management, provide advanced strategies, and help you develop the skills necessary for successful transformation. Dive into these resources to boost your knowledge and drive sustainable growth in your organization.

To now more visit: https://learntransformation.com/books-for-lean-transformation-leader/

[operationsinsider]

Mura, one of the three types of waste in the Toyota Production System, translates to "unevenness" or "inconsistency" in English. It refers to the irregularity in the flow of work, causing fluctuations in capacity and production. Identifying and removing Mura is essential for creating a steady work pace and optimizing resources. One of the main causes of Mura is multitasking. When team members are constantly switching between tasks, they often lose focus and efficiency, leading to unevenness in the workflow. This results in longer lead times, increased inventory, and higher costs. Another cause of Mura is overproduction. Producing more than what is needed, whether it's goods or services, creates an imbalance in the system and results in unnecessary inventory. This not only ties up valuable resources but also increases the risk of defects and rework. Read the full article and see how you can use it for your organization at operationsinsider.com Link in BIO 📚 language of lean Like❤️/Share✅/comment👇/follow👉@operationsinsider #operationsinsider #opex #waste #wasteattack #operationalexcellence #lean #leanmanagement #leantransformation #leanmanager #leanmanufacturing #operationsmanager #LeanManagement #Mura #Efficiency #ProcessImprovement #QualityControl #ContinuousImprovement #OperationalExcellence #SixSigma #WasteReduction #Productivity #SupplyChainManagement #BusinessOptimization #Manufacturing #Workflow #EliminateInefficiency #streamlineprocesses #ReduceWaste #MaximizeEfficiency #ImprovePerformance (hier: Volvo Car Gent) https://www.instagram.com/p/Cn2d2yZoPmw/?igshid=NGJjMDIxMWI=

[jeremiahgardner]

Is your company ready for an enterprise transformation? Newest podcast via @MovesTheNeedle! https://t.co/nhfJXCpBhV #LeanTransformation

Is your company ready for an enterprise transformation? Newest podcast via @MovesTheNeedle! https://t.co/nhfJXCpBhV #LeanTransformation

— Jeremiah Gardner (@JeremiahGardner) July 5, 2017

via Twitter https://twitter.com/JeremiahGardner July 05, 2017 at 01:10PM