Leading Lean SMTA Chapter Meeting

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CONFIDENTIAL<strong>Leading</strong> ChangeCell FocusGoalsInformationCellOperatorsSkills MaterialsEngineeringSCM - BuyerOps ManagementVisual ToolsProcesses40
<strong>Leading</strong> ChangeCell Culture• Everything should be structured around the cell.This is where all value is created.• The cell must have easy access to everythingrequired in order to add value.• This arrangement will result in sustainableimprovements over time.CONFIDENTIAL41
Page 1 and 2: Leading LeanSMTA Chapter MeetingMay
Page 3: Introduction• WELCOME Everyone•
Page 6 and 7: Why Go Lean?MotivationCONFIDENTIAL6
Page 8 and 9: MotivationEMS IndustryDecline of El
Page 10 and 11: MotivationUnderstanding LeanWhat?
Page 12 and 13: What Can We Expect?“If a company
Page 14 and 15: ExpectationsEffort• The speed at
Page 16 and 17: ExpectationsStagesStage 4: Linked c
Page 18 and 19: ExpectationsTrainingToolVSMCell Des
Page 20 and 21: ExpectationsSummary• Lean is not
Page 23 and 24: Harnessing LeanBreakthroughsWIPFloo
Page 26 and 27: Harnessing LeanStrategy DeploymentW
Page 28 and 29: Harnessing LeanProcessLink to Daily
Page 30 and 31: Key PlayersSponsorRole• Understan
Page 32 and 33: Key PlayersCoachRole• Facilitate
Page 34 and 35: Key PlayersSustaining ResultsStrate
Page 37 and 38: Leading ChangeGembaLeaders should g
Page 39: Leading ChangeLead by Example• Ke
Page 43 and 44: Leading ChangePitfalls• Lack of t
Page 45: Any Further Questions?• For Futur

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