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SBS 6S & Visual Management with Examples

Building Strategic Advantage through Enterprise Wide Simpler SimplerToolTechniquesBeliefs 1996-2006 Simpler Business System Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members OnlySBS 6S & Visual Management with Examples2 Simpler SimplerToolTechniquesBeliefs 1996-2006 Simpler Business System Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members OnlyWhat and Visual Management learn what 6-S means learn what a Visual work place is Learn what a Visual device is Learn what Visual Management is learn how to establish 6-S (basic level)Objectives:..part of the Simpler Business SystemSM3 Simpler SimplerToolTechniquesBeliefs 1996-2006 Simpler Business System Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members Only5S 6S Background Japanese factories focus: orderliness 6th S added in some US combines orderliness with safety / ergo overall intention: CLEAN, SAFE, ORDERLY4 Simpler SimplerToolTechniquesBeliefs 1996-2006 Simpler Business System Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFor the Express Use of Simpler Members OnlyEstablishing Cells establish cells first, then improve themLOWESTCOSTONE BY ONEDEFECT-FREEONDEMAND1-Piece FlowStandardWork6-SPullSystems5 Simpler SimplerToolTechniquesB

Definition of a Visual Workplace A Clear and precise outcome A Visual Workplace is: A work environment that is self-ordering, self-explaining, self regulating, and self-improving Where what is supposed to happen does happen, on time, every time, day or night… Visual Management is managing a visual workplace

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SBS 6S & Visual Management with Examples

www.ame.org

3 Simpler® Tool Beliefs Techniques © 1996-2006 Simpler Business System® 11.0 © Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVED For the Express Use of Simpler Members Only

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Crossdocking as a Supply Chain Strategy

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FUNDAMENTALS Lean Accounting and Finance

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Unlike the traditional metrics that are focused on results, most metrics in the Lean environment should focus on the process. If we focus on the process and

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"Lean" and the Toyota Production System Robert W. Hall M any companies emulate the Toyota Production System (TPS), but there's only one original — Toyota's.

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Quality Engineering and Taguchi Methods: A …

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Activity-BasedCosting: A Tool for Manufacturing Excellence ABC is a strategic weaoon in the Quest for comoetitive oosition. By Peter B.B. Turney, Ph.D.

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