![]() People in the organization will see where improvements can be made and work on their own improvements.Then you look at how you can set up the process so that it starts when the customer asks for it and then delivers exactly on time, when the customer wants it.These wastes become transparent through the collection of data around this and together with the people in the process the process improves step by step. By carrying out this exercise, it becomes clear where wastes are and an improved process with “flow” can be made.The process that produces this value, the so-called value stream, is then mapped out.Lean starts with determining the added value for the customer a product or service that meets certain conditions.The Japanese Taiichi Ohno is the founder and based on developments from innovations by, for example, Henry Ford and methodologies such as Business Process Redesign. Lean’s fundamentals can be traced back to Toyota Production Systems (TPS). Lean Six Sigma was developed from two methodologies: Lean and Six Sigma. Responsible for Lean Six Sigma implementation and culture change in a company. Provides coaching, mentorship, acts as a teacher and independently leads projects. Master Black Belt Works with leaders to identify gaps and select (improvement) projects.Acts as a coach, mentor, teacher and project leader for project teams. Has advanced expertise in Lean Six Sigma. Black Belt Reports directly to a Master Black Belt.Provides JIT (just-in-time) training to others. Has Lean Six Sigma expertise but in less detail than Black Belts. Green Belt Start and manage Lean Six Sigma projects.Ability to lead small improvement projects. Orange Belt Can apply the basic principles of Lean Six Sigma in a practical way.Participates in project teams and receives JIT (just-in-time) training. ![]() Passes process problems to Green & Black Belts.
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