Lean Transformation Case Study
•Download as PPSX, PDF•
1 like•523 views
The document discusses lean transformation and success. It outlines the goals of companies as revenue, profit, and cash flow. It then discusses lean concepts like Heijunka, Jidoka, TPM, flow, poka-yoke and various other lean tools. It shows how implementing these lean concepts through a pull system and standardization can increase profit from 3% to 10% by reducing costs like direct material costs, supply chain costs, and transformation costs. Finally, it discusses the business philosophy of continuous improvement through challenging oneself, genchi gembutsu, kaizen and teamwork to meet customer expectations.
Lean Transformation Case Study
- 1. Lean transformation and the success Lutfi Apiliogulları, General Manager Lutfi.apiliogullari@gmail.com ( 0 532 253 43 36)
- 2. The Goal What is the goal of the companies ? 1-Revenue 2-Profit 3-Cash Flow Lutfi Apiliogullari , GM 0 532 253 43 36 lutfi.apiliogullari@gmail.com
- 3. The Goal The House of VITO The Strategy of VITO LEAN Organization The right suppliers Heijunka Jidoka TPM Operational Excellence Flow Poka&Yoke QRS The best people SMED QAN P&L PULL PDCA Perf.Mng World Class opr.systems KAIZEN & TRAINING Performance based management Standard 5S Visual Mngmt. Value Stream Mapping Cont. Imprmnt & Development Programs Lutfi Apiliogullari , GM 0 532 253 43 36 lutfi.apiliogullari@gmail.com
- 4. The Goal SUPPLIERs IRENA IRENA IRENA SUPPLIERs SUPPLIER GROUP CUSTOMER PO PO PO RAW Material Supplier Finished Goods Customer Supermarket Supermarket Supermarket Demand Lutfi Apiliogullari , GM 0 532 253 43 36 lutfi.apiliogullari@gmail.com
- 5. End to End Pull System SUPPLIERs IRENA IRENA IRENA SUPPLIERs SUPPLIER GROUP CUSTOMER PO PO PO RAW Material Supplier Finished Goods Customer Supermarket Supermarket Supermarket Demand Immediate Response Immediate Response Shorter LEAD Time Shorter LEAD Time Min Level Min Level Lutfi Apiliogullari , GM 0 532 253 43 36 lutfi.apiliogullari@gmail.com
- 6. End to End Pull System SUPPLIERs IRENA IRENA IRENA SUPPLIERs SUPPLIER GROUP CUSTOMER PO PO PO RAW Material Supplier Finished Goods Customer Supermarket Supermarket Supermarket Demand Immediate Response Immediate Response ☞ Shortest Lead time between customer order Time shipment Shorter LEAD Time Shorter LEAD and Min Level Min Level ☞ Standardized stock level and increased stock turn Lutfi Apiliogullari , GM 0 532 253 43 36 lutfi.apiliogullari@gmail.com
- 7. The Story and its effect REVENUE DMC : Direct Material Cost 100% Best in class and limited number of suppliers. PROFIT 100% 97% PROFIT SG&A 90% MSCC : Material Supply Chain Cost SG&A 90% TC End to End pull system implemented, stock cost reduced / cash 83% flow increased 81% TC MSCC 76% DMC MSCC 76% TC : Transformation Cost DMC 73% KAIZEN culture and standardization in al area of business. LEAN OPERATIONS. Waste elimination. SG&A : Service & General Adm. Cost Research & 4P PROFIT BEFORE AFTER Profit increased from 3% to 10% Lutfi Apiliogullari , GM 0 532 253 43 36 lutfi.apiliogullari@gmail.com
- 8. The Goal Business Philosophy Customers Expectations Challenge Quality Contunial Genchi Gembutsu Imrovement Golden Triangles KAIZEN of customer expectations Team Works People Mutual trust & Flexibility Competiveness respect We CHALLENGE ourselves to build the highest quality products at the lowest cost thru GENCHI GENBUTSUthe process by doing KAIZEN with TEAM WORK and mutually TRUST and RESPECT with all parties in order to meet our Customers Expectations. Lutfi Apiliogullari , GM 0 532 253 43 36 lutfi.apiliogullari@gmail.com
- 9. The Goal The difference between AIM and DREAM is ; Dream requires good sleep to see it, AIM requires SLEEPLESS nights and efforts to fulfil it. THANK YOU Lutfi Apiliogullari , GM 0 532 253 43 36 lutfi.apiliogullari@gmail.com
Editor's Notes
- Sirketlearn am