lean six sigma
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Lead Time a competitive edge | Lean Teams USA

Lead Time a competitive edge | Lean Teams USA | lean six sigma | Scoop.it
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Providing the components and solutions to lead time reduction

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Overproduction Lean Teams USA

The lean waste of overproduction is too many times identified by symptoms but it is in determining the root causes that enables the path to eliminating this problematic process waste
Robert Baird's insight:
Overproduction what are the root causes
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VSM Lean Teams USA

VSM Lean Teams USA | lean six sigma | Scoop.it
When an organization makes the decision to use the Lean tool of Value Stream Mapping (VSM) they are wanting to improve value delivered to their customers through a system. Regrettably, in many cases, the system does not improve to its potential, because the improvement focus was limited to a process step.
Robert Baird's insight:
Value Stream Mapping is a Systems Approach
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Strategy Lean Teams USA

Strategy Lean Teams USA | lean six sigma | Scoop.it
In strategy deployment leaders, look both at internal factors and external factors. Operational leaders are mostly focused on internal factors but do they look deep enough? This post looks at the needed alignment of all of internal elements.
Robert Baird's insight:
It takes a team...Strategy Deployment
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Process Lean Teams USA

Process Lean Teams USA | lean six sigma | Scoop.it
All processes have variation to deal with and sometimes the process is meeting Takt, sometimes the process takes longer than Takt, and sometimes the process is faster than Takt. This is because of process variation. Process variation can be caused by many inefficiencies including equipment failures, equipment capability, material shortages, defects, people shortage, information errors, poor communication, safety issues, etc.
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Visual Management Lean Teams

Visual Management Lean Teams | lean six sigma | Scoop.it
Visual management is more effective when inputs are measured. Inputs are actionable, in real time, as the process is running, root causes are more discoverable, and provides the leaders with an opportunity to practice Gemba STP
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Total Productive Maintenance (TPM) Training | Lean Teams USA Continuous Improvement

Total Productive Maintenance (TPM) Training | Lean Teams USA Continuous Improvement | lean six sigma | Scoop.it
This two day training program provides an understanding of TPM, implementation steps for the complete organization, the required metrics, how to sustain the efforts, and continuous improvement programs.
Robert Baird's insight:
TPM Training
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Empowerment Lean Teams USA

Empowerment Lean Teams USA | lean six sigma | Scoop.it
A transformation of the leaders to understand the benefits of empowerment, how all employees can contribute, and creating momentum towards achievement, every day.
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Value Stream Mapping Understand Measures of Cycle Time to Maximize Capacity Improvements | Lean Teams USA Continuous Improvement

Value Stream Mapping Understand Measures of Cycle Time to Maximize Capacity Improvements | Lean Teams USA Continuous Improvement | lean six sigma | Scoop.it
Value Stream Mapping requires measures of each process step cycle time. It is a key measure as it is an indicator of the process step bottleneck. The identification of the process bottleneck will determine the capacity of the complete and concerned value stream.
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Value Stream Mapping Training Lean Teams USA

Value Stream Mapping Training Lean Teams USA | lean six sigma | Scoop.it
Value Stream Mapping 2 day training workshop teaching the required Value Stream Map Concepts, related key metrics, process analysis, improvement methods, and how they fit together to continuously improve a value stream. At the end of this two day training session they will be able to facilitate the completion of the current and future/ideal state map of a product or service value stream. They will have a clear understanding of the how and why value stream maps are an integral part in the successful achievement of the overall strategic plan. Free Process analysis document available
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Knowledge sharing Lean Teams USA

Knowledge sharing Lean Teams USA | lean six sigma | Scoop.it
Knowledge management, Personal knowledge management, or Knowledge sharing started in organizations in the late 20th century. It was looked at as a key method in the achievement business objectives. Today, the methods have faded for various reasons but the benefits have not been lost by organizations continuing knowledge sharing as part of their culture.
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Visual Management Lean Teams USA

Visual Management Lean Teams USA | lean six sigma | Scoop.it
A triad of visual management, Leaders Standard Work, and Gemba Walk are necessary to start the momentum towards continuous target achievement
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Continuous Improvement Lean Teams USA

Continuous Improvement Lean Teams USA | lean six sigma | Scoop.it
Developing a continuous improvement culture can be a daunting challenge for any type of organization. Employee engagement and the continuous achievement of business results are the keys. Create momentum!
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Lean Teams USA Gemba Walks

Lean Teams USA Gemba Walks | lean six sigma | Scoop.it
Gemba walks, when supported and executed correctly, will result in increasing leadership and employee engagement, prevent lost time from poorly implemented improvement efforts, and sustain the needed momentum in removing the obstacles that get in the way of solving critical problems related to flow and customer value
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Lean Tranformation Lean Teams USA

Lean Tranformation Lean Teams USA | lean six sigma | Scoop.it
Without organizational readiness as the first steps, Lean transformations will struggle and even fail. Lean transformation success rates have been recorded in many subject books, articles, and presented testimonials within the range of 10 to 30%. Lackluster and disappointing considering Toyota started developing the philosophy and methodologies back in the 1940's.
Robert Baird's insight:
Lean Transformation is the organization ready
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LEan Teams USA PWYC

LEan Teams USA PWYC | lean six sigma | Scoop.it
There are organization types like not for profit, retail, or startup who might not want to invest in a Process Improvement Consultant to support their business needs. This might be because of limitations in their current budget or they might not have any confidence in the process of using a consultant. Lean Teams USA has started a Pay What You Can for process improvement methods and trainng.
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Process Lean Teams USA

Process Lean Teams USA | lean six sigma | Scoop.it
Most organizations, no matter the nature or size, begin their fiscal year by bringing into line operational capacity with a forecast of sales. Capital expenditures and/or adding other resources might be a part of meeting the required alignment but opportunities for maximizing current process performance should be the first prospect to investigate.
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TWI Lean Teams USA

TWI Lean Teams USA | lean six sigma | Scoop.it
Training Within Industry – Job Instruction or TWI-JI, has been a very successful job training program since 1940. The now many certified Instructors have been taught to breakdown jobs into Important Steps, Key Points, and the Reasons for those key points. The job breakdown is really the heart of the TWI-JI program. Presented here is a process that does not change what Training Within Industry has developed but it does enhance the expected results from the job breakdown process.
Robert Baird's insight:
training for business results
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Lean 5S Lean Teams USA

Lean 5S Lean Teams USA | lean six sigma | Scoop.it
This full day Lean 5S and interactive session starts with the learning of the fundamentals. This is then immediately followed up with a Gemba walk, participants and supporting leaders, to review the focused work areas. During the walk we will start the design of the system, determine elements of Sort, Straighten, Sweep, and discuss how to establish the culture. The session then goes on to demonstrate the how and why 5S work spaces address the 7 wastes and the current strategy.
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Lean Surveys by Lean Teams USA

Lean Surveys by Lean Teams USA | lean six sigma | Scoop.it
A page dedicated to Lean and Autonomous Team survey results
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Quality | Lean Teams USA Continuous Improvement

Quality | Lean Teams USA Continuous Improvement | lean six sigma | Scoop.it
Content filed under the Quality category.
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Value Stream Mapping Training Lean Teams USA

Value Stream Mapping Training Lean Teams USA | lean six sigma | Scoop.it
Value Stream Mapping 2 day training workshop teaching the required Value Stream Map Concepts, related key metrics, process analysis, improvement methods, and how they fit together to continuously improve a value stream. At the end of this two day training session they will be able to facilitate the completion of the current and future/ideal state map of a product or service value stream. They will have a clear understanding of the how and why value stream maps are an integral part in the successful achievement of the overall strategic plan. Free Process analysis document available
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Value Stream Mapping Training Lean Teams USA

Value Stream Mapping Training Lean Teams USA | lean six sigma | Scoop.it
Value Stream Mapping 2 day training workshop teaching the required Value Stream Map Concepts, related key metrics, process analysis, improvement methods, and how they fit together to continuously improve a value stream. At the end of this two day training session they will be able to facilitate the completion of the current and future/ideal state map of a product or service value stream. They will have a clear understanding of the how and why value stream maps are an integral part in the successful achievement of the overall strategic plan.
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VSM Analysis Lean Teams USA

VSM Analysis Lean Teams USA | lean six sigma | Scoop.it
One of the critical steps facing a Value Stream Mapping (VSM) Team is the process analysis step, occurring immediately after drawing the Current State Map with updated and accurate data and information
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Defined Value Lean Teams USA

Defined Value Lean Teams USA | lean six sigma | Scoop.it
In today’s fast paced markets organizations must be able to “Think Outside Their Four Walls.” Building and developing value streams for today’s customers do not start at your warehouse of raw materials and stop once loaded for delivery. Values start deep into the supply chain. Values are defined by your customers, not by manager’s sentiments. Values may even go beyond the walls of your customers and will effectually be defined by consumers.
Robert Baird's insight:
Customer defined value
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