European Commission Support for Lean Training
T07
BASIC LEAN TRAINING
Summary
The European Commission's support for the production of this publication does not constitute an
endorsement of the contents, which reflect the views only of the authors, and the Commission
cannot be held responsible for any use which may be made of the information contained therein.
The 10 Continuous Improvement (Kaizen) Commandments:
1 – Waste (Muda) is the nr. 1 enemy.
To eliminate it, you need to get your “hands
dirty”
.
2 –
Gradual improvements made continuously are not punctual tear
.
3 –
Everybody in the company has to be involved, from the top management to the
shop floor workers.
Summary
The 10 Continuous Improvement (Kaizen) Commandments: (continued)
4 – The strategy must be cheap.
•
Increase productivity without significant investments
.
•
One should
not
invest large amounts of money in technology and consultancy.
5 –
Applies anywhere and not only for the oriental culture
.
6 –
It is based on visual management, full transparency of procedures, processes and
values making problems and waste visible to everyone.
Summary
The 10 Continuous Improvement (Kaizen) Commandments: (continued)
7 – Focus the attention on the place where value is actually created
(‘’gemba’’ in japanese = real place).
8 – Oriented towards processes.
9 -
The essential motto of organizational knowledge is
learning by doing
.
Summary
The 10 Continuous Improvement (Kaizen) Commandments: (continued)
10 – Give priority to people; believe that the main effort for improvement
must come from a new mentality and people’s work style by
Personal guidance towards quality
Team work
Creating a culture of wisdom
Elevation of the moral
Self discipline
Quality circles eg. PDCA
Practicing individual and team suggestions
Summary
What new things have you
LEARNED
about Lean?
END
Toyota production system: beyond large-scale
production
TAIICHI AUTOR OHNO
Productivity Press edition, 1988
Authors: James P. Womack, Daniel T. Jones.
Daniel Roos
LEAN FOR WORK AND LEAN FOR LIFE
Train the trainer to teach Lean skills in VET
The European Commission's endorsement does not reflect the views of authors in Lean training. The 10 Continuous Improvement Commandments highlight key principles like eliminating waste, involving everyone in the company, visual management, and prioritizing people for improvement. Learn more about Lean training and the Toyota Production System.
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Presentation Transcript
T07 BASIC LEAN TRAINING Summary The European Commission's support for the production of this publication does not constitute an endorsement of the contents, which reflect the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
Summary The 10 Continuous Improvement (Kaizen) Commandments: 1 Waste (Muda) is the nr. 1 enemy. To eliminate it, you need to get your hands dirty . 2 Gradual improvements made continuously are not punctual tear. 3 Everybody in the company has to be involved, from the top management to the shop floor workers.
Summary The 10 Continuous Improvement (Kaizen) Commandments: (continued) 4 The strategy must be cheap. Increase productivity without significant investments. One should not invest large amounts of money in technology and consultancy. 5 Applies anywhere and not only for the oriental culture. 6 It is based on visual management, full transparency of procedures, processes and values making problems and waste visible to everyone.
Summary The 10 Continuous Improvement (Kaizen) Commandments: (continued) 7 Focus the attention on the place where value is actually created ( gemba in japanese = real place). 8 Oriented towards processes. 9 - The essential motto of organizational knowledge is learning by doing.
Summary The 10 Continuous Improvement (Kaizen) Commandments: (continued) 10 Give priority to people; believe that the main effort for improvement must come from a new mentality and people s work style by Personal guidance towards quality Team work Creating a culture of wisdom Elevation of the moral Self discipline Quality circles eg. PDCA Practicing individual and team suggestions
Toyota production system: beyond large-scale production END TAIICHI AUTOR OHNO Productivity Press edition, 1988 Authors: James P. Womack, Daniel T. Jones. Daniel Roos
LEAN FOR WORK AND LEAN FOR LIFE Train the trainer to teach Lean skills in VET
