"THE RIGHT PART OR SERVICE, AT THE RIGHT TIME, AND IN THE RIGHT AMOUNT"

Lean Enterprise is the production of goods and services without waste.  The process of understanding "waste" began with the scientific management philosophy introduced by Fredrick Taylor and continued with motion economy and process charting.   These basic methods allowed for capturing "the best" way to manufacture a product or execute a service, or simply to perform flawlessly without waste which was translated into standardized work practice.  Henry Ford (in the 1920s) was concerned about this very issue of waste.  Ford discussed his thoughts in his book titled "Today and Tomorrow."  The process of identifying and categorizing wastes into the seven most prominent forms (which has now grown to eight  'the waste of resources') was introduced by Toyota Motor Manufacturing, which has become the standard for all industries. 

During this time of continual improvement within the manufacturing arena it became clear that the entire business process was suffering from these inherent forms of wastes. The complete process of service, information, and manufacturing improvement became known as  Lean Enterprise.   OP•EX Direct Results implements five keys specifically dealing with lean enterprise methods of improvement and incorporates them into the OP-EX System. 

The Operating Excellence system works to establish a "Lean Enterprise" by focusing on Value, Flow, Pull, and Perfection.

DIRECT FLOW

A pull system focuses on creating a link between the flow of resources by replenishing only what has been consumed. This creates an environment of production precision, where low inventories are maintained through visual management (kanban/supermarkets) and trigger systems (kanban cards/andon).  This key aids in adjusting and balancing the flow of resources quickly, while helping to eliminate non-value added waste and establishing heijunka.

QUICK CHANGEOVER (SMED)

Manufacturing Industry

Quick Changeover is the amount of time taken to change a machine within the operation flow, from the last piece produced, to the first good piece of the next production lot.  This quick changeover method is also known as SMED, or single minute exchange of die.

Service Industry

This same quick changeover method is applied in the service industry and defined as the last step within a process flow to the next first step in a distinctly different process flow.  The difference is, no machine flow-through constraint exists, but there is a change to the process flow-through.  This method is known as QSC, or quick step change.

TOTAL PRODUCTIVE MAINTENANCE (RELIABILITY)

A systematic approach utilizing all employees through the implementation of team based activities which achieve maximum equipment effectiveness by focusing on the reduction or elimination of the six big losses inherent with any machine to process relationship.  Reducing or eliminating these losses, will bring the equipment that is critical to production or service to a state of excellence.  This level of excellence is known as complete reliability, defined as "suitable, fit, dependable...giving the same results on successive trials".

LEAN KAIZEN BREAKTHROUGH

The process of promoting rapid positive change through focused team based activity!  Kaizen literally means Kai (change) zen (good/positive), Kaizen= (Positive Change).  The method to drive positive change or continual improvement is best executed through employee involvement at the source.  OP•EX Direct Results inc. has a proven kaizen method that engages the most experienced and knowledgeable people who are closest to the service rendered or product produced. The team is given the ability to focus through bias for action empowerment and a mandate to use creativity before capital. 

This mentality to make positive change take place within a short period of time creates breakthrough in any process plagued with non-value added waste.

★ For details concerning Lean Training and Certifications see Top Talent or OP•EX Academy