2 ай бұрын
2 ай бұрын
7 ай бұрын
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@DougPerkins-v4w Ай бұрын
Very well done. Simple and effective.
@DougPerkins-v4w Ай бұрын
Nicely done with good examples. Looking forward to part 2.
@WijthaGayan 3 ай бұрын
thank you
@lucasdiamant 3 ай бұрын
😀
@theshowruv 4 ай бұрын
From PRAN Group ❤
@NoreenMalik-d9l 4 ай бұрын
Ok
@mobilepg1.249 5 ай бұрын
Waaching 2024. Thank you for sharing . If possible can you give more details
@emsconsultinggroup 5 ай бұрын
@@mobilepg1.249 Thanks for watching. Check out this video on FMEA kzbin.info/www/bejne/jHm6e4yagamqg5osi=Leteu8TR7oQyxbUe
@emsconsultinggroup 5 ай бұрын
To learn more, contact us at emsstrategies.com
@williamstankiewicz3313 5 ай бұрын
well done, regards, Professor Bill Stankiewicz Member of Câmara Internacional da Indústria de Transportes - CIT at The International Transportation Industry Chamber Professor LEAN 5S FORKLIFT SAFETY TRAINING/OSHA/ VR Virtual Reality Training Savannah Technical College
@mehranbarahouei2346 5 ай бұрын
Very useful 👌
@myselfqivy 9 ай бұрын
i like this video, simply and clear :)
@kinmacpherson9302 10 ай бұрын
Promo'SM
@Pedro-cj7mg 10 ай бұрын
Team based activities for Kaizen 😂 Ohno would turn in his grave ! Toyota has no written tools. To learn to improve you went on the production line and observed. Learning to Lead at Toyota is an article that much better defined how training and improvement happened at Toyota. Again LEAN was never used by Ohno. It's a western Idea to flog the tools.
@emsconsultinggroup 10 ай бұрын
Thanks! I think there is some truth in your comment. There had been an overemphasis on tools in the early days of Lean (the '90s). However, it is untrue to state that "Toyota has no written tools." Ohno invented several tools including kanban for example. Where would Toyota have been in the early days without SMED? The problem isn't the tools per se. Tools are fine, but using tools is not going to create the kind of culture change you need to be successful. How do you create an environment where people can solve problems and make improvements to their work? How do you create a "kaizen" mindset? How do we create an army of problem solvers in an organization? This is the kind of thing that we emphasize in our training, but don't be too quick to dismiss the tools, because tools are sometimes needed as countermeasures when appropropriate. A couple of other points- 1. "Team based activities for Kaizen- Ohno would turn in his grave." I can't say what Ohno would or wouldn't do; however, I can tell you that as recently as 5 years ago, Toyota's distribution center here in California was holding team kaizen events- not as their primary means of improvement, but as a means of learning. 2. "LEAN was never used by Ohno." Of course not, "Lean production" was a term originally used to describe TPS.
@LeanStrategiesInternationalLLC Жыл бұрын
Merry Christmas! 🎄
@ПавелТкаченко-я2д Жыл бұрын
wow
@beltcourse6252 Жыл бұрын
Very clear overview, thank you! If anyone wants more information on the 5 focusing steps and how to tie Focused Improvement (part of TPM/WCM methodologies) into it, this video from Tom Mentink can help. kzbin.info/www/bejne/rpC5Z2CqmbGfrJosi=78VmFDGUDN5RVB3d
@emsconsultinggroup Жыл бұрын
Even if you do 100% of your workshops in-person, the Stickies Capture feature of Miro is worth checking out. This feature will allow you to easily capture your work and save it for editing as a team later or sharing with others that might not be on-site. They can edit or just comment (based on the settings you select.)
@emsconsultinggroup Жыл бұрын
Creating Continuous Flow is one of the principles of Lean. Anyone who has tried to create flow has encountered objections and obstacles. How many of you have heard (or maybe even said) "Here's why we can't do it." The key to success is to understand that these obstacles should not be treated as reasons not to create continuous flow. They are opportunities for problem solving. Obstacles might include things like breakdowns/downtime, defects, parts shortages, etc. If you've identified these types of obstacles, that's great news! It's time to work on them. As you eliminate these obstacles, you will get closer to continuous flow.
@emsconsultinggroup Жыл бұрын
JIT (Just in Time) has been pronounced dead a few times over the past few years because of supply chain shortages, but blaming JIT demonstrates a lack of understanding. JIT (providing what is needed when it is needed in the right quantity) should be the goal at every point in a value stream, and we remove the obstacles to it through problem solving and continuous improvement. Approaches like pressuring suppliers, pushing inventory back on suppliers, and utilizing suppliers that are overseas just because they offer the lowest part cost are not "JIT" or Lean. These are shortcuts to lower inventory and seemingly lower cost, but they aren't sustainable.
@emsconsultinggroup Жыл бұрын
Our emsstrategies site is temporarily down. Visit emsconsultinggroup.com/trainingservices.html for more information on our training.
@emsconsultinggroup Жыл бұрын
We've seen a lot of discussion lately about KPI's (Key Performance Indicators) and their ineffectiveness. Why do KPI programs often fail? Most KPI's are pushed down from the top without any input from those working on the processes being measured. Using Lean Strategy Deployment (Hoshin Kanri), there should be alignment of goals and metrics throughout the organization. Consensus / Buy-in is critical, and there is a process known as Catchball that we use to gain consensus. Don't throw out the idea of KPI's, but make sure that the KPI's are aligned throughout the organization and that you gain buy-in.
@emsconsultinggroup Жыл бұрын
Why should managers go on Gemba Walks? The idea is to go see, ask why, show respect, and provide support. In this video, an executive manager begins coaching a middle Manager by understanding his current thinking and approach. In next week's video she will take him on a Gemba walk and demonstrate the right behavior and approach.
@emsconsultinggroup Жыл бұрын
Have you ever taken a gemba walk? Or, have you been the "victim" of a bad gemba walk attempt? Gemba is a Japanese word meaning "actual place." This is where the work happens. Leaders should be going to the gemba on a regular basis, and a gemba walk is an opportunity to go see, ask why, and show respect. Leaders need to engage the front line employees. Front line employees are truly the secret to real kaizen. In today's video, we watch a manager take a gemba walk and do it the wrong way. Then, we see how it should be done.
@emsconsultinggroup Жыл бұрын
One of the biggest mistakes organizations can make when trying to become Lean is forcing improvements from the top down. We've seen this approach taken over and over again, but we have never seen it work for long. Things inevitably return to the previous "normal." If you want improvements to stick, the people doing the work need to develop and own the improvements. This is what "Respect for People" is about.
@emsconsultinggroup Жыл бұрын
Layoff announcements have been in the news quite a bit lately, but are layoffs really beneficial to the organization? Do they save money even in the short term? When layoffs are announced to cut costs and satisfy Wall Street in the short term, they often have a long term detrimental effect, despite an initial boost in stock price. When a company undergoes a Lean Transformation, it includes a transformation of culture. Layoffs are one way to completely reverse the gains made. In today's video we show you what happens when layoffs become policy and what happens when the executive team resists the urge to layoff and persists with a long term vision. Have you had any experience with layoffs? Was it a company that claimed to be Lean?
@Thelonelywolf634 2 жыл бұрын
ty
@jamaicaigot9335 2 жыл бұрын
Loved this video! are you on audea? most of my audio is consumed there and would appreciate the audio version of your content on that platform.
@emsconsultinggroup 2 жыл бұрын
Thanks for watching/listening. We will definitely consider having an audio version of our talks, particularly if we do a longer series in the future.
@Beber77499 2 жыл бұрын
Bonjour, merci pour la video. Avec quel outil vous faites ces animations svp ? merci
@emsconsultinggroup 2 жыл бұрын
Thanks for watching. We use vyond: vyond com
@normie2022 2 жыл бұрын
👌 Pᵣₒmₒˢᵐ
@tawatchainomany8205 2 жыл бұрын
What pull systems? 🤔🤔🤔
@kamilkowalski4216 3 жыл бұрын
I cannot find the video about leveling the workload in general that you have mentioned at the beggining. The previous video is about DOE and VSM
@emsconsultinggroup 3 жыл бұрын
Thanks for commenting. We linked the original video in the description to this video. Here is the original video on Leveling: kzbin.info/www/bejne/q6GUoYZ9mJWZqbM
@streeter7777 4 жыл бұрын
When was catchball created?
@emsconsultinggroup 4 жыл бұрын
Hoshin Kanri/Strategy Deployment dates back to post WW2 Japan (approx 70 years ago). I believe catchball was part of this early on.
@streeter7777 4 жыл бұрын
E
@pawangadgil61 7 жыл бұрын
Great information.
@QualityHUBIndia 7 жыл бұрын
Hi All. watch videos on Quality, lean, Six Sigma on my channel "Quality HUB India'
@stetsongray1975 7 жыл бұрын
The Matrix is real
@omarytorres 8 жыл бұрын
Thank you! Very nice and simple explanatation
@user-hb6vc9ye9k 8 жыл бұрын
that guy without neck kinda high the whole convo
@johnkim8160 8 жыл бұрын
Video is a great posting and definition of F.M.E.A.! It made it easier for me to remember the basics of it!
@narutouzumaki1299 9 жыл бұрын
whats that guys name tho
@xdeathbringerr220 9 жыл бұрын
wtf whats that girls name? for research purposes
@KaiserX 9 жыл бұрын
10/10 would bang
@mithuncox3885 9 жыл бұрын
+Dickert Lardfart haha yh she's hot af