supervisors: please often ask for input from your employees and stop taking their suggestions as a threat to your authority. If your ego is strong enough, you should be eager to get their input and realize that you cannot be everywhere at once and that each person on your team has experienced other warehouses or work spaces that you can borrow on. And, allowing the team to share in the credit is part of being a team. Don't take all of the glory for yourself and thank each person for his/her input. We are all afraid of your ego, of your taking our suggestions as a personal over-site, an affront or failure.
Great explanation. This can also apply to all production managers who manage daily line activities. All production manager is essentially a Lean Manager for their line of responsibilities.
Thank you Ganesh ! The majority of our content is in French but you can take a look at The Evolution Of Organizations in Lean management ruclips.net/video/Jlkf0wqQquQ/видео.html
Sounds like a very good means to improve. Though (being on the lower end of such a board) i see no differece with any other system. And this is why. Issues that are being adressed in these sessions, have to be corrected within a reasonable time frame, else the workfloor is going to lose intrest. (fast) And will then just produce the right data, to get rid of the 15 minutes as fast as possible. And because there is a new system every so many years (new manager again, great...) the workfloor got rather good at producing the right data. Hence dooming the system. Coming from the workfloor; If you want to increase productivety, dont bother the workfloor with nonsence, but make sure they get what they need to do their work, and that the organisation above it actual does what it is payd to do, instead of making spreadsheets. thank you :) o7
Hello Maffetommy, thanx for your feedback ;) I totally agree with you, that's why it is so important to use Gemba Walk and REALLY listent to those who you work with !
Excellence Opérationnelle.tv I think the problem with this system is that those who implement it, often do not understand what is going on on the workfloor. So if they come for the gamba walk, and we have to explain what is going on, or where the problem lies, and they look at us as if we are talking in riddels. One could state there is a language barrier. And that falls into the part where you define what is your area so to say. So, the question is, How do you ensure that what you (as a manager) are being told on those boards is actualy a; True and b; is the real problem. Having a stat that says you are 3%behind, doesnt mean anything to some one who works with it up close and because of that is unable to see the difference, and thus will not care if it is so.
This system is a model, a framework. It has nothing to do with who is implementing it. You're right, there is sometimes a language barrier, but it's part of the Gemba walk itself: the preparation, who's conducting it, and so on. This frameworks promotes the use of Gemba walks, prepared and conducted in the right way, which is a good thing
+Dagfinn Andreassen If you want to contact the author of the 5 steps, please contact us on video@excellence-operationnelle.tv! This is an EO.tv model :)
There's a difference between being "lean" and being "anorexic". Most businesses during this time are already trimmed down to the bone in terms of budget and manpower. They can't get "lean" because they're already anorexic.
Lean talks of cutting down wastes and if implemented properly and is just the contrary to what you have said. People felt the same about Toyota several years back but they kept on raising the bar, which means kept on getting lean but not anorexic.
Process efficiencies and reducing lead time are critical points for reaching success in lean manufacturing. It’s not always about reduction of manpower. However, if job elements can be moved or added to another process without increasing cycle or takt time then eliminating the job is obviously the best option.
●Das Video ist "formal" gut gemacht. ●Die übermittelte Botschaft "Inhaltlich" jedoch gefährlich. ●Zwei Beispiel: "Lean" beinhaltet, dass - z.B. konsequent funktions- durch prozess-orientiertes Denken und Handeln ersetzt wird - z.B. kontinuierlich optimiert und nicht disruptiv evolutiert wird. ●Hände weg von diesen Empfehlungen.
supervisors: please often ask for input from your employees and stop taking their suggestions as a threat to your authority. If your ego is strong enough, you should be eager to get their input and realize that you cannot be everywhere at once and that each person on your team has experienced other warehouses or work spaces that you can borrow on. And, allowing the team to share in the credit is part of being a team. Don't take all of the glory for yourself and thank each person for his/her input. We are all afraid of your ego, of your taking our suggestions as a personal over-site, an affront or failure.
Great explanation of the Lean Manager's role in a project process. A good video for those looking to understand what a Lean Manager does and why!
Heightened self-awareness is often at the core of many solutions.
These strategies are practical and would considerably improve any organization.
A very useful video, with all the ingredients for the continuous improvement. Thanks a lot for sharing.
Great video
Clear and very complete ! Well done !
Great explanation. This can also apply to all production managers who manage daily line activities. All production manager is essentially a Lean Manager for their line of responsibilities.
an amazing and an important well explained video. thank you.
Great video! Very helpful to organizations who want to venture on Lean. Thank you!
Very interesting i have been in toyota's dealership.. And this exactly how the manager Work And behave..
Very crisp & upto the point ...good refresher as well
simple and great explanation >> thanks
Hi Team ! Very good material,tks a lot for sharing with us. I "breif" lean 6 sigma,and from now on i'll follow you. Regards.
Hi Angelo ! We are so glad you appreciate it :)
Very good and great presentation. Thank you.
Thank you for your feedback ;)
Excellent video. thank you.
You are welcome ;)
Very informative. Thank you.
Thank you Ganesh ! The majority of our content is in French but you can take a look at The Evolution Of Organizations in Lean management ruclips.net/video/Jlkf0wqQquQ/видео.html
excellent information in simple way of understanding
Thank you Pushpa ! Check another video about The Evolution Of Organizations : ruclips.net/video/Jlkf0wqQquQ/видео.html
Video sensacional, recomendo a todos assistirem, vale muito a pena
Great video superb
Good clip for sharing
excellent video
Excellent videos,
Thank you Eka !
Great. Thanks.
Excellent video
Thank you Mostafa !
Sounds like a very good means to improve.
Though (being on the lower end of such a board) i see no differece with any other system. And this is why.
Issues that are being adressed in these sessions, have to be corrected within a reasonable time frame, else the workfloor is going to lose intrest. (fast)
And will then just produce the right data, to get rid of the 15 minutes as fast as possible.
And because there is a new system every so many years (new manager again, great...) the workfloor got rather good at producing the right data. Hence dooming the system.
Coming from the workfloor; If you want to increase productivety, dont bother the workfloor with nonsence, but make sure they get what they need to do their work, and that the organisation above it actual does what it is payd to do, instead of making spreadsheets.
thank you :) o7
Hello Maffetommy, thanx for your feedback ;) I totally agree with you, that's why it is so important to use Gemba Walk and REALLY listent to those who you work with !
Excellence Opérationnelle.tv I think the problem with this system is that those who implement it, often do not understand what is going on on the workfloor. So if they come for the gamba walk, and we have to explain what is going on, or where the problem lies, and they look at us as if we are talking in riddels.
One could state there is a language barrier. And that falls into the part where you define what is your area so to say.
So, the question is, How do you ensure that what you (as a manager) are being told on those boards is actualy a; True and b; is the real problem.
Having a stat that says you are 3%behind, doesnt mean anything to some one who works with it up close and because of that is unable to see the difference, and thus will not care if it is so.
This system is a model, a framework. It has nothing to do with who is implementing it. You're right, there is sometimes a language barrier, but it's part of the Gemba walk itself: the preparation, who's conducting it, and so on. This frameworks promotes the use of Gemba walks, prepared and conducted in the right way, which is a good thing
thanks
I am doing Lean Management Project for our clinic. now start doing the proposal
Good luck with your project !
great...can u share the journey
I have a doubt
Great :)
Wery informative. I`am writing on a subject - Lean Management and I Wonder where I can find thsi five steps written about - Author?
+Dagfinn Andreassen If you want to contact the author of the 5 steps, please contact us on video@excellence-operationnelle.tv! This is an EO.tv model :)
Good
We are glad you liked it :) Check the other one : The Evolution Of Organizations - Lean management ruclips.net/video/Jlkf0wqQquQ/видео.html
Cool 🤗
Thank you Kanokwan ! It's a pleasure ;)
Good simple smooth graphics but no need for music ever
There's a difference between being "lean" and being "anorexic". Most businesses during this time are already trimmed down to the bone in terms of budget and manpower. They can't get "lean" because they're already anorexic.
That's not at all what lean management is about... In fact, "lean" is quite the misnomer for the philosophy and methodology it was given for.
Lean talks of cutting down wastes and if implemented properly and is just the contrary to what you have said. People felt the same about Toyota several years back but they kept on raising the bar, which means kept on getting lean but not anorexic.
Process efficiencies and reducing lead time are critical points for reaching success in lean manufacturing. It’s not always about reduction of manpower. However, if job elements can be moved or added to another process without increasing cycle or takt time then eliminating the job is obviously the best option.
●Das Video ist "formal" gut gemacht.
●Die übermittelte Botschaft "Inhaltlich" jedoch gefährlich.
●Zwei Beispiel: "Lean" beinhaltet, dass
- z.B. konsequent funktions- durch prozess-orientiertes Denken und Handeln ersetzt wird
- z.B. kontinuierlich optimiert und nicht disruptiv evolutiert wird.
●Hände weg von diesen Empfehlungen.
Berlusconi frince
Buongiorno
WHat is this means to me?
WTF? This is not LEAN, where are the 7 causes of waste?