1, Build up a Lean team
2. Select a pilot product line or workshop for Lean improvement.
3. Value stream analysis to identify problems, clarify improvement directions, make plans and carry out kaizen actions
4. Create continuous flow to improve both productivity and quality stabilities and prepare for the establishment of a “pull” system
5. Make materials flow, improve planning system, build up the Lean logistics system within the factory and realize production under
the “pull” system.
6. Create leveling production and spread it in related product families or even in the whole factory. Promote corresponding Lean
systems and tools to form all-win leveling production within all value streams.
B. Product Development:
In order to promote product development efficiency to make the whole process lean and come up with products that fit with lean
manufacturing mode, we extend Lean from operations to product development, to improve an enterprise’s performance both
directly and indirectly. Using Toyota Product Development System as the prototype, we help our clients to have effective application
of improvement systems and methods in both Lean operations and Lean product development.
Typical mode and procedure:
1. Build up a Lean product development team.
2. Select a pilot product development process.
3. Re-define the customer value.
4. Product development process VSM, find waste points and problems, clarify improvement directions, make plans and carry out
kaizen actions.
5. Level the product development process and eliminate wastes along the process; related work include:
a. Introduction and implementation of “front loading” concept.
b. Product development standardization, including standardization of design, process and engineering skills.
6. Introduce “chief engineer” system.
7. Improve organization structure and find the balance between functional departments and cross-function projects based on the
characteristics of the client’s organization.
8. Improve the engineer training system
9. Involve suppliers at the early phase of product development process
10. Improve internal training mechanism and the cultural atmosphere.
11. Others.
C. Service:
More and more enterprises are trying to implement Lean beyond manufacturing, and LEI in the U.S. has accordingly introduced
MTS, which is the Value Stream Mapping exclusively for service and management processes. We will utilize quite a few Lean
systems, methods and tools that have already been implemented in Lean manufacturing, but they will be modified based on the
real situation in the client’s organization.
Typical mode and procedure:
1. Build up a lean team
2. Select a pilot improvement service process
3. Map to see, find problems, clarify kaizen directions, make plans and carry out kaizen actions.
4. Eliminate waste and improve process.
5. Level service process to improve throughput and quality stabilities.
6. Promote and spread lean process in wider fields.
7. Lean tools include: 5S, visual management, standardized work, leveling works, etc.
D. Supply Chain Management/Supplier Development
Coming soon…
E. Lean Logistics:
Lean Journey Facilitation: Phase 1 Lean Assessment, Planning for Implementation, Pilot Region Identification and launch, Logistics Strategy Deployment, Lean Readiness Checklist, and A3 Thinking
Logistics Engineering: Multi-Plant Integration, JIT/Pull, Inbound&outbound Network Design (domestic and international), Process Reengineering, Inventory Management, Vender Management, Reverse Logistics/Returns, Contingency Planning, Part Level Order Management/Visibility
Network Optimization: Route Designs, Routing Guides, Lean Freight Audits, Resource Utilization, Transportation Management, and Returnable Packaging Management
Transportation Management (all modes): Partner Selection, Contract Negotiation, Brokerage, Private Equipment Mgt., Backhauls, Direct-to-Store, Track & Trace/In-Transit Visibility
Logistics Facilities: Site Location Selection, Material Handling (i.e. sequencing and kitting), Flow and Layout, and Warehousing
Facility Management: Pick/Pack, Subassembly, Cross-Docking, DC Management, Selection, VMI, Fulfillment, Sequencing, Kitting, Flow and Layout Design, Technology
Clients Judgement
“As a result of the…professional logistics consultation afterwards, Air Mobility Command had the internal capacity to conduct Kaizen Events that resulted in Lead Time reductions of over 60%.” - David Maxwell, Capt from the US Air Force
“We are confident that you will continue your role as the leading practitioner of the lean supply chain and logistics and will continue as an essential participant within our global lean network.” - Jim Womack, Lean Enterprise Institute
Carl Zeiss Vision realized cost reduction of 19% actual total labor, 63% overtime, and 11% total operating expenses.
“Your company’s commitment to problem solving is obvious… You continue to highlight problems…in the daily PDCA calls and you ensure that the root cause is identified and resolved.” - Joel Zeller, Polaris Industries
“With this level of commitment to continuous improvement I am confident that we will be able to face any issues that arise together.”- Berry Gilleon, Tracker Marine Group
“Your company’s commitment to problem solving in a robust data driven fashion is something that we have witnesses first hand. This is a competitive weapon… “- Richard Holland, Amana Refrigeration & Whirlpool
