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Related:  Lean Six Sigma

Layout Planning - Lean Sigma Supply Chain The process of arranging a work space for a factory or office is often done informally. The people working in the area all have opinions about who should be where or what equipment goes here or there. Here’s a better way, Richard Muther’s Simplified Systematic Layout Planning: Chart the RelationshipsEstablish Space RequirementsDiagram Activity RelationshipsDraw Space RelationshipsEvaluate Alternative ArrangementsDetail the Selected Layout Plan Let’s dig in … To chart the relationships make a list of each activity involved on a relationship chart and code and score the interaction between pairs as so : A – Absolutely necessary = 16E – Especially important = 8I – Important = 4O – Okay = 1U – Unimportant = 0X – Undesirable = -80 Here’s the current map. Here’s a rearrangement. Here’s the math…

Top Agile and Scrum Tools - Which One Is Best? There are many different types of Agile tools out there. Some are free, some are paid, some are going by the new business model called “Freemium” in which you get a distilled version of the software but to get all the awesome features and scaleability you have to pay. So which Agile tools are out there? Which Scrum tools are the best for your business? Which Agile project management tools are the best for your client? [[If you’d like us to review your product, tool, or book, let us know.]] *Looking for the best Kanban tools? Acunote: Agile Agenda: Agile Bench: *AGILE SCOUT REVIEWED Agile Buddy: Agile Fant: *Open Source Agile Log: Agile Manager: *AGILE SCOUT REVIEWED! Agile Soup: *AGILE SCOUT REVIEWED! Agile Task: *AGILE SCOUT REVIEWED! Agile Tracking Tool: *Open Source AgileWrap: *AGILESCOUT REVIEWED! Agile Zen: [On our Kanban page] Agilo for Trac: Agilo For Scrum: Airgile: Agile Cockpit: Axosoft: Banana Scrum: Boarrd: *AGILE SCOUT REVIEWED! Base Camp: Binfire: *AGILE SCOUT REVIEWED!

Networks, Crowds, and Markets: A Book by David Easley and Jon Kleinberg In recent years there has been a growing public fascination with the complex "connectedness" of modern society. This connectedness is found in many incarnations: in the rapid growth of the Internet and the Web, in the ease with which global communication now takes place, and in the ability of news and information as well as epidemics and financial crises to spread around the world with surprising speed and intensity. These are phenomena that involve networks, incentives, and the aggregate behavior of groups of people; they are based on the links that connect us and the ways in which each of our decisions can have subtle consequences for the outcomes of everyone else. Networks, Crowds, and Markets combines different scientific perspectives in its approach to understanding networks and behavior. The book is based on an inter-disciplinary course that we teach at Cornell. You can download a complete pre-publication draft of Networks, Crowds, and Markets here.

Kanban Calculation - Lean Sigma Supply Chain “That’s not the formula I use” was the start of the debate. So looking at a few reference books and searching the web here’s what I’ve come up with. How can something so simple have so many variations? Let us count the ways … 1. Where: DD = Daily demand (units)LT = Replenishment leadtime (days)SS = Statistically calculated safety stock (units)SQRT = Square rootTB = Time bucket of the safety stock data points (days)KB = Quantity per kanban (units)EPEI = Supplier’s replenishment interval (days) #KB = Number of KanbansDD = Daily DemandLT = Lead TimeSS = Safety StockKBS = Kanban Size 3. 4. 5. # Kanban = ((AD * RT) + (SF * SD))/SCQ AD = average period demandRT = replenishment time (in the same time bucket as AD)SF = the Z factor, typically 1.645 for 95%SD = demand standard deviationSCQ = the standard container quantity 6. # Kanban = (average demand during lead time + safety stock) / container quantity 7. 8. The one I use is #5. More calculations here, and here.

Makes agencies agile : easyBacklog Searching for Superman – why CI/Lean initiatives often fail (Part 2) « theleansubmariner Failure is not an option… but most of the time it is assured One common set of factors that can affect success or failure for a Continuous Improvement/Lean Initiative is the recruitment, selection process, and use of a CI/Lean leader. Leadership at all levels has an impact on every initiative but this becomes more critical during a cultural change initiative like CI/Lean. Selecting the wrong CI/Lean leader can set the organization up for failure. Worse yet, a poor start can actually make it harder for the next time when it is even more important for success. From Part 1, its not hard to imagine the scene in HR when the company decides to move forward with its CI/Lean Program. “Lois, get in here and bring your stenography pad” “Yes Chief, what’s up?” Chomping on his unlit cigar “Lois, the big office has ordered us to find a Lean Leader. “Alright Chief, I’ll get on it right away”. In the end, she went back to the Chief and said “Chief, we need Superlean-man”. “Jimmy Wholesome? Flat Leanly a.

The Bug Genie ~ Friendly issue tracking Best Lean Books to Get you Started It can be a bit bewildering trying to work out where to start with lean. One good way to get an understanding of what lean is all about and to get a few ideas that you can apply in your business yourself is by reading about it. However there are now literally hundreds of books on the subject, and not all of them are particularly useful. Based on our experience at TXM, here are some of the best books to get you started on understanding lean and the Toyota Production System (TPS) General Introduction Two books stand out if you are looking to get an understanding of what lean is all about. “Lean Thinking”, by James P Womack and Daniel T Jones is still an excellent overview of Lean. The Toyota Way, by Jeffrey Liker. If you are time poor, then an excellent articles from the Harvard Business Review can provide you with a quick overview of lean and TPS. How to Implement Lean Manufacturing Once you understand the principles of lean, you will want to try it out. Lean Leadership Specific Lean Tools

Méthode des six chapeaux Un article de Wikipédia, l'encyclopédie libre. Pour cela, chaque participant prend un « chapeau » d'une couleur particulière, lui assignant ou lui reconnaissant un rôle. Ce chapeau peut changer durant la réunion. Il peut aussi être identique à celui d'autres participants. La méthode[modifier | modifier le code] Quand il s'agit d'utiliser la méthode lors d'une réunion, le principe est de faire l’effort d’endosser tous les modes de pensée à tour de rôle (ou de les reconnaître chez les autres intervenants). Ce système crée un climat de discussion cordial et créatif et facilite la contribution de chacun. Cette méthode centralise l’énergie créatrice de l’équipe, rarement sollicitée. Quand il s'agit d'un management personnel, l'effort se porte sur le changement successif des modes de pensée. Les différents chapeaux[modifier | modifier le code] Chapeau blancLa neutralité : lorsqu’il porte le chapeau blanc, le penseur énonce des faits purement et simplement.