Lean Simulation Game & Lean Thinking. How to increase involvement of leaders and production staff in thinking Lean? Let us help you: Get them all to undergo a good training and coaching on Lean Thinking first, and then play a game… a Lean Simulation Game! By offering a lot of fun, the game provides participants with understanding of why we need Lean and how to improve the way we work, we think and we behave. It entirely reflects real life production conditions and teaches the common “Lean” language... A must-have item in every Lean organization!

1. © Lean & Mean Consulting. All rights reserved. 2015
01/ 16
World-Class Standards of Operational Excellence
Lean Thinking
Lean Culture & Philosophy
Including Lean Simulation Game: Creating LEAN
Factory

2. 2
„Lean Factory” Simulation Game
 This is the best way of implementing a LEAN Philosophy and
Culture.
 This is a universal game, entirely reflecting real life
production conditions.
 By offering a lot of fun, the simulation includes such
processes like planning, manufacturing process, changeovers,
materials flows, warehouse, shipping, supplier & customer
issues, etc.
 The primary objective of the game is to lead a seamless
transformation from a traditionally managed company to a
LEAN factory.
 As a result of developing solutions for improvement and
implementing LEAN techniques, participants will be directed
towards the main goals of the game: achieving a 100%
customer satisfaction and making the company “rightsized”
to obtain operational profitability
Lean Simulation Game

3. 3
What is Lean?
• Value stream is a primary work unit
• Focused on improving process performance
• Clear view of end state
• Wide range of Lean techniques and tools are
commonly available
• Continuous improvement approach and
developing capable leaders
• Lean is a management philosophy based on the
Toyota Production System (TPS)
• Eliminate everything that does not add value
(waste/MUDA) from the customer’s point of view
Objective
Focus &
scope
Approach &
tools

4. 4
Source: World motor vehicle manufacturer. World ranking of manufactures 2010, OICA, August 2011
Source: Automotive News Data Centre, Global Insight (January 2007), DataStream, McKinsey research.
•Ford and Toyota: two companies both starting around 100 years ago
•Toyota in the 50ies was much smaller than Ford
•Toyota has now considerably passed Ford in sales and in terms of market cap
• The key driver of that has been the Toyota Production System
TPS …
… is not a copy of mass production
… is by definition and history as much
about flexibility as about productivity
… can therefore be used also for low-
volume, high-end-strategies
Key idea of TPS: Systematic elimination
of non-value adding activities
Toyota has achieved dramatic results with their
implementation of the Toyota Production System

5. 5
Introduction to Lean Thinking
WHY DO WE NEED LEAN?

6. 6
Introduction to Lean Thinking
(1) DELIVERY TO CUSTOMER(S)
BELOW EXPECTATIONS

7. 7
Introduction to Lean Thinking
(2) PROCESSES NOT OPERATING
AT
COST EFFECTIVE RATES

8. 8
Introduction to Lean Thinking
(3) EVER INCREASING PRESSURE
FROM CUSTOMERS TO
REDUCE COSTS

9. Traditional Thinking
• Large batches
• Low unit costs
• Work at full capacity
• Tight Schedules
• High WIP inventories
• High level of specialization
• Long cycle times
Lean Thinking
• Reasonable batches
• Total system cost
• Work at necessary capacity
• Flexible schedules
• Low WIP inventories
• Cross-training
• Short cycle times

10. 10
Lean Thinking
LEAN THINKING
Why do it?
• It’s the best way to provide our customers
SUPERIOR SERVICE at the LEAST POSSIBLE COST
• It’s the best way to get EVERYONE involved so that
YOU can improve your job and work design

11. 11
Lean Thinking
Lean thinking constitutes a HUGE paradigm shift !

12. 12
Lean Thinking
Definition:
A set of assumptions, concepts, values, and
practices that constitutes a way of viewing
reality for the community that shares them.
What is a Paradigm???

13. 13
Lean Thinking
Lean Thinking is ...
• A passionate belief that there’s always
a simpler, better way!
• A continuous drive to identify and
eliminate waste (MUDA)!

14. Introduction to Lean Philosophy
Module. 01
The
of LEAN

15. 15
The DNA of Lean
• Originally, Toyota based its production on:
 Henry Ford’s manufacturing system
 Division of labor
 Integrated supply chain
What is the origin of LEAN?
Toyota Production System

16. 16
The DNA of Lean
• Taiichi Ohno visited the U.S. in 1956
 impressed with self service supermarkets
 customers pulled from the shelves (Kanban)
• 1970’s oil crisis forced remainder auto makers to adopt
• Since then, used in wide array of industry
What is the origin of LEAN?

17. 17
The DNA of Lean
The Four Rules of
The Toyota Production System
Rule 1 - All work shall be highly specified as to content,
sequence, timing and outcome.
Rule 2 - Every customer-supplier connection must be
direct with unambiguous communication methods.
Rule 3 - The pathway for every product and service
must be simple and direct.
Rule 4 - Any improvements must be made in accordance
with the scientific method.

18. 18
The DNA of Lean
The Vision of LEAN
• Lean companies seem to share a common theme
• Employees have a clear vision of the ideal
production system
• This vision motivates them to make improvements
beyond what is needed.

19. 19© Lean & Mean Consulting. All rights reserved. 2016