Implications for Business - Supply Chain
Supply Chain
Oct 2017 (Boston)
Association for Manufacturing Excellence
Association for Manufacturing Excellence
Feb 23, 2018 Healthcare Systems Process Improvement Conference
- Situational Leadership - Knowing when to Lead and when to Manage
April 17, 2018 AME NE Region
- Lean System for Managing - The forgotten change management tool of sustainability.
May 19-22 2018 Orlando Fl.
IISE Annual Conference
IISE Annual Conference
- Lean System For Managing; The Glue That Holds it Together
Aug 10 2018 Portland ME. Lean Summit
- Lean System For Managing; The Glue That Holds it Together
Speaking & Workshop Schedule
From discrete parts to continuous flow, basic manufacturing to complex assembly/packaging operations and everywhere in between, our team is here to serve. Contact us today, and let’s streamline your business processes to increase prosperity and profit margins all across the board.
- Lean Healthcare
- The Six Sigma Process
- Pharmacovigilance
- Lean Compliance
- Lean Retail
- Lean Enterprise
- Lean Manufacturing
- Lean Supply Chain Management
Value Innovation Partners, Ltd. is a globally recognized operations improvement firm. We provide long-term solutions for a vast array of businesses. Our effectiveness is based upon the eight pillars of:
About VIPGroup’s Lean Manufacturing and Six Sigma Implementation Experts
The Digital Factory
Waste is any practice or behavior that adds unnecessary time, labor, materials, or other expenses to the manufacturing process. Waste results in added production costs for your business and increased prices that customers pay for a finished product or service.
1. We help your business identify waste through our comprehensive Operational Assessment, which includes:
1. We help your business identify waste through our comprehensive Operational Assessment, which includes:
- Overproduction: Are you producing more than consumers demand?
- Waiting: How much down time exists between production steps?
- Inventory: Are your supply levels and work-in-progress inventories too high or low?
- Transportation: Do you move materials efficiently?
- Over-Processing: Do you work on one product too many times?
- Motion: Do workers and equipment move between tasks efficiently?
- Defects: How much time do you spend fixing product errors?
- Workforce: Do you use your workers effectively?
- Visible performance tracking systems
- Formal timely project reviews
- Utilizing cross-functional and departmental teams that adjust the Lean Manufacturing approach and implementation plans accordingly
- Pre-determined, on-site follow up visits by VIPGroup staff
- Additional on-site training, evaluation and consultation to ensure lean manufacturing systems are maintained, and goals are met
Contact us today, and our business efficiency experts will begin assessing and implementing a program that benefits you and your customers—as well as increases your profit margin from top to bottom.
The assessment identifies inefficient practices costing your company and customers unnecessary time and money, including:
- Inventory that eclipses customer demand
- Ineffective internal and external communication
- Redundancy between departments or personnel
- Inefficient use of available space
Complex Layout
Conflicting Objectives
"Protectionist Attitude"
Barrier to Teamwork - Problem Solving
Complex Layout
Conflicting Objectives
"Protectionist Attitude"
Barrier to Teamwork - Problem Solving
across the remaining departments, divisions or value chain. Continued and new iterations of team dynamics will keep the organization engaged and looking for additional opportunities for continued process excellence and improvement.
At this point, cross-functional teams may adjust approaches and plans accordingly and continue to roll-out process implementations
Over the course of implementation, ownership is gradually transferred to site personnel who then continue to provide direction and resources.
Projects are initially owned jointly through integrated cross-functional teams with VIPGroup serving as the subject matter expert and project coach to ensure deliverables are met.
Our work is completely business-case justified and often is self-funding. We work closely with your financial personnel to develop visible performance metrics for each project making certain that your expected results are quantifiable, measurable and achievable.
This activity will highlight bottlenecks, handoffs, lead-time and where inventory. The result is a pictorial of your current processes from start to finish and all parts in-between.
Typically, there is 65% -95% non-value added activities. The key is to focus on these and either eliminate or greatly reduce them from occurring. The third principle of lean is to eliminate waste. Waste in the value stream is any activity, which the customer is not willing to pay for since it adds no value to the product or service and often times, is consuming valuable resources and generating unnecessary costs. Waste exists in all parts of the business – from the front office to the factory floor.
This effort results in redefining the current value stream to one of value adding activities and what we call "Sustaining" (SNVA) activities. Sustaining steps are defined as, non value-added activities performed for one of two reasons, required to by law or regulation or because it contributes to business effectiveness. This provides an outward focus and responsiveness to ever-changing customer needs as opposed to traditional redesigns which are inward focused and not related to customer needs.
Typically, there is 65% -95% non-value added activities. The key is to focus on these and either eliminate or greatly reduce them from occurring. The third principle of lean is to eliminate waste. Waste in the value stream is any activity, which the customer is not willing to pay for since it adds no value to the product or service and often times, is consuming valuable resources and generating unnecessary costs. Waste exists in all parts of the business – from the front office to the factory floor.
This effort results in redefining the current value stream to one of value adding activities and what we call "Sustaining" (SNVA) activities. Sustaining steps are defined as, non value-added activities performed for one of two reasons, required to by law or regulation or because it contributes to business effectiveness. This provides an outward focus and responsiveness to ever-changing customer needs as opposed to traditional redesigns which are inward focused and not related to customer needs.
Not involving the people whom will actually do the work
Not educating the ENTIRE workforce
Not having backing and continuous commitment from top management
Not understanding why you need to change
Not having a process owner of the change effort
Not have a clearly identified need and reason for change
Believing that "Your industry is too different to use these techniques"
The result is a pictorial of your current processes from start to finish and all areas in-between
In order to be successful a rigid-disciplined process must be followed Depending on "low-hanging fruit" opportunities, savings can be realized in several months and have an immediate impact to the bottom line. However, one must be committed for the long term as some change efforts can take as long as 2 years, especially those centered around changing corporate culture.
While there is no fail-safe method for a successful transformation, following a regimented approach is the best advice. When programs do fail, many of the reasons can be traced to a few common themes.
Lean is intolerant of failure, failure of suppliers, processes, people to perform, machines to operate and most important, uninspired leadership. As you streamline the value chain, disruptions to your process may occur and halt your ability to meet customer demands. While this is not desirous, it does allow you to immediately focus in on the issues and solve them. The goal is to develop a sustained and uninterrupted flow of value to the customer by effectively converting raw materials or knowledge to finished goods or services across the entire value chain.
Remember, techniques get you there, principles keep you there.
While there is no fail-safe method for a successful transformation, following a regimented approach is the best advice. When programs do fail, many of the reasons can be traced to a few common themes.
Lean is intolerant of failure, failure of suppliers, processes, people to perform, machines to operate and most important, uninspired leadership. As you streamline the value chain, disruptions to your process may occur and halt your ability to meet customer demands. While this is not desirous, it does allow you to immediately focus in on the issues and solve them. The goal is to develop a sustained and uninterrupted flow of value to the customer by effectively converting raw materials or knowledge to finished goods or services across the entire value chain.
Remember, techniques get you there, principles keep you there.
