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    Fujitsu Presentation 21st March 2013 PDF

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    shivam_dubey4004
    The document discusses Fujitsu's approach to lean, called Sense & Respond, which aims to create value, eliminate waste and build a culture of continuous improvement. It explains the seven principles of lean and provides an example activity to demonstrate eliminating waste and improving flow through a lean approach.

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    Fujitsu Presentation 21st March 2013 PDF

    Uploaded by

    shivam_dubey4004
    127 views16 pages
    The document discusses Fujitsu's approach to lean, called Sense & Respond, which aims to create value, eliminate waste and build a culture of continuous improvement. It explains the seven principles of lean and provides an example activity to demonstrate eliminating waste and improving flow through a lean approach.

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    Fujitsu Presentation 21st March 2013.pdf

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    The document discusses Fujitsu's approach to lean, called Sense & Respond, which aims to create value, eliminate waste and build a culture of continuous improvement. It explains the seven principles of lean and provides an example activity to demonstrate eliminating waste and improving flow through a lean approach.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    127 views16 pages

    Fujitsu Presentation 21st March 2013 PDF

    Uploaded by

    shivam_dubey4004
    The document discusses Fujitsu's approach to lean, called Sense & Respond, which aims to create value, eliminate waste and build a culture of continuous improvement. It explains the seven principles of lean and provides an example activity to demonstrate eliminating waste and improving flow through a lean approach.

    Copyright:

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    You are on page 1of 16

    Youll Lean and Ill Innovate

    Phil Cowen

    Objective
    To show you Fujitsus approach to lean demonstrated through a practical session

    Understanding Customer Value Create flow and remove waste Its all about the thinking

    Introduction to Lean
    Within Fujitsu, Lean is also referred to as Sense & Respond, originating in service desks, over time the principles have been adapted and developed so that Lean can be applied throughout the organisation.

    Sense & Respond is the method of delivery, Lean is the term for what we do; Continual service improvement.
    In the service space, Fujitsu is head and shoulders above the rest. Availability remains high and they take action to keep it high, which can be innovative.
    Andy McLean General Manager of Operations, Post Office

    What is Lean in Fujitsu?


    Lean is a way of working that creates value, eliminates waste and builds a culture of continuous improvement. It does this through engaging people and through a deep understanding of what matters to customers, supported by a set of tools. It is a journey, not a destination, during which people discover what matters to their customer and continually find better ways to deliver it. Fujitsus approach to lean is called Sense and Respond.

    Understand customer value Involve everyone Learn by doing Manage visually Measure what matters Remove waste Standardise

    Fujitsus approach to Lean is called Sense and Respond.

    Were in the Aircraft Manufacturing Business

    Game Format

    Activity

    ROUND 1

    Traditional Thinking
    8

    Comm Cell - How Well Did You Do?


    Introduction to Comm. Cell People Performance Continuous Improvement What went well? What were the most significant issues?

    The Lean Approach

    10

    Lean approach helps to deliver all three outputs

    Eliminating rework eliminates cost and improves quality Reducing waste makes things happen faster and at a lower cost

    Continuous Improvement empowers people to continually monitors and improve quality, time and cost

    Reducing defects increases quality and reduces costs Reducing waste eliminates defects and increases quality

    11

    Analysing Imbalance
    38 30 30 22 30 30

    22 16 14 15

    The process is clearly imbalanced What should be done? How much work 8 should each person have?
    F

    12

    The Eight Wastes


    Transport of materials, product, paperwork, etc., more than is necessary Over - processing...often associated with overkill, includes any form of inspection Inventoryhaving more than absolute minimum Over - production ahead of demand or over capacity

    Motionof people more than necessary to complete task

    Defects / Rework anything which leads to rework

    Waitingfor information, materials, people, equipment, etc., causing inefficient use of time

    Wasted knowledge disconnection that inhibits flow of knowledge, ideas and creativity

    13

    Activity
    Improve 5 Minutes

    Identify areas of waste in the process Think about how you can improve the flow and simplify the process Select & implement improvements and confirm them with your customer
    14

    Activity

    ROUND 2

    ELIMINATE ALL FORMS OF WASTE STREAMLINE TO CREATE FLOW


    15

    Lean principles The most dangerous kind of waste is the waste we do not recognise.
    Shigeo Shingo

    The 7 Principles

    Understand Customer Value Involve Everyone Learn by Doing Manage Visually Measure what matters Remove Waste Standardise
    If you can evidence all of these you know you have lean in your area

    If you need a new process and dont install it, you pay for it without getting it.
    Ken Stork

    Lean business benefits

    Improving End to End service

    Meeting and exceeding customer expectations

    Improving staff engagement

    Creating a demonstrable approach to Continuous Improvement

    Improving efficiency and effectiveness

    Improving organisational alignment

    Reducing Costs

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