You're leading a Lean project. How can you ensure cost reduction without sacrificing product quality?

Reducing Process Cost without compromising on Product Quality involves: 1) Start with VSM for identification of improvements 2) Deploy Gemba Walks along 3) Deploy Lean tools especially Kaizen 4) Seek out and search for inventory Super Markets (apply JIT) these are always cost reducer. 5) Engage unannounced Quality Checks during process.

What I find very important when implementing cost reduction initiatives is to consider the cost of poor-quality vs cost of good quality. You may find that if you eliminate a certain process it will result in reduction of running costs, however this cost may reappear (and much greater) as poor-quality costs in the form of, as an example, rework (as internal failure) or loss of customers (external failure). So always consider the cost of poor quality when considering a reduction in any component of "good quality costs" such as reducing training expenses, inspection process, calibration costs, etc...

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Redu??o ou otimiza??o de custos é fundamental para qualquer empresa que queira crescer ou subexistir. Porém essa redu??o n?o poder ser feita à revelia. Uma análise de risco deve ser conduzida para certificar que a mudan?a estará sob controle.

Once you define what the goal or target is of the project, determine what is value added vs. non value added. Focus on removing or reducing the non value added. TIMWOOD. Transportaiont, Inventory, Motion, Overproduction, Over processing, Defects. Focuson coneecting and improving flow between the value added steps of the process.

I prefer Material and Information flow over VSM. This helps prevent scope creep and allows for exploring simple activity, connections and flows. Then you are able to highlight pain points and get to the task of “what problem are we solving”

Process have a high impact on cost of the product over long term.Always do a value stream mapping to map the processes.try to eliminate Non value adding processes from the list.

Fazer o levantamento da necessidade e do fluxo é primordial para o desenvolvimento do projeto de melhoria contínua, desta forma pode ser pontuado com maior assertividade os pontos críticos.

Nope...don't bother with VSM; it's non value added. Go to the process and start making the work better for team members through kaizen. Then go to the next and the next and the next. Eventually, you can connect the improved processes together. Go. See. Kaizen.

Focus on Quality at the Source: Error Proofing: Implement poka-yoke to prevent defects from occurring. Standardized Work: Create clear and consistent work procedures to reduce variation. Visual Management: Use visual controls to make problems visible and facilitate quick action.

Incremental change is good - only as long as it is accompanied by incremental quantifiable improvement. Be sure to balance the 'quick wins' vs 'big wins' and adjust resources accordingly. It's best to have both.

Small changes always need to be aligned with the overall quality culture of the company, whit the long-term goals and the vision of the company. And the key to Kaizen being successful is within the member of the company and their compromise.

During the Kaizen, in addition to the improvements generated by the brainstorm, it is important to install pokayoke, mechanical or software, the verification of the functionality of these pokayoke must be checked from time to time to ensure their functionality and also to check if there is no "jump" in the system.

é muito importante criar manuais dos processos para atingir velocidade e padr?es excelência mapeamento e manual dos processos, quando você faz isso com sucesso, você padroniza os processos e gera uma redu??o de custos e otimiza??o de tempo significativa eliminando trabalhos sem agrega??o de valor, retrabalhos, etc.). é importante pensar no seus clientes n?o só como um pagador de servi?os, é importante pensar com a cabe?a de cliente e como você gostaria de receber seus resultados, ou seja, a empatia também deve existir no mundo dos negócios.

Key Point: standardized work is based on engagement and getting the wisdom from people doing the value added work (i.e. team members). However, standardized work is not a 'democratic process'...it has to be PROVEN to be the best current way we know how to do something in terms of safety, quality, output and cost. You can't spontaneously change standardized work on a whim.

Optimize Processes: Cycle Time Reduction: Streamline processes to minimize lead time. One-Piece Flow: Where possible, move units through the process in single units to reduce inventory and waiting time. Pull System: Implement a pull system to avoid overproduction and ensure just-in-time delivery.

Após o mapeamento de processos é possível estabelecer padr?es com melhores resultados, com isso a padroniza??o do trabalho através de POP (Processo Operacional Padr?o) e IT (Instru??o de Trabalho) nos auxilia na redu??o de custos e melhora da qualidade.

Standardization is very valuable at the time to reduce cost, but this process must be study and proved. Standard process leads to standard measurements to achieve goals and make improvements. One must be certain of choosing the proper process and establish the proper procedure which need to be understand by all the related parties.

The preparation of standardized work on a production line must follow the operations originally mentioned in its Pfmea. The Standardized Work must contain, "WHAT" the operator must do, "HOW" he must perform the activities (including photos to facilitate understanding) and "WHY" it must be done that way (include the difficulties that will occur if the standardized work is not followed). It is important to highlight some important information, such as: - the critical and significant characteristics in each Operation - the points that can generate contamination - which PPE to use. Training focused on the process is very important so that everyone works in the same way, regardless of customs.

The team is your most valuable asset. Surround yourself with people who possess the right knowledge to make data-based decisions to best benefit the goal.

I have said for years, "If you want to know how to improve something, ask the people who live it every day." How do you know? Start off with a Gemba walk. Seeing the operations, talking to people, that's what makes a difference. Oh, and make sure you follow up and communication action, or if needed inaction - and why. One of the most frustrating things for people is to ask for input and then do nothing about it (at least based on what they see/do not see). Close the loop.

Empowerment and awareness are vital into the lean process. Make the people your best ally for Lean improvement. That is one of the reasons is very recommended to have Gemba walks often. You learn how a process is going and contribute to the feeling of belonging. Make sure you listen to your employees there are the one that make the growth.

KPIs are critical. As you may have heard before, "You can't change what you don't measure." This is most certainly true. And be sure to monitor your costs AND quality. Cost out is good. Quality out is not.

KPIs are critical, but one must decide which ones are the proper one, which one really reflect what you want to measure. Is often seen in companies a lot of KPIs that are obsolete without the proper meaning. And the important question is, what we do with those results? Make the wheel of improvement run!

I find this premise ignorant. When you implement lean manufacturing properly, quality improves and you are more efficient and the work environment is safer and people like working there and you satisfy your customers and... It isn't a trade off. You study deeply, understand the system, engage the work force, and make it flow.

Lean has never been about cost reduction, it is about compressing the timeline between order receipt and cash receipt for delivered goods or services. Lean is about speed. When you do that successfully, cost reduction is an inevitable by-product of velocity (eliminated non-value adding work, etc). Your customers don’t care about your cost reductions (unless you are passing those savings on to them).

It is assumed by default that lean initiatives to cut down cost should not impact quality but there are many cases which result in degradation . Now the concept of acceptable quality come into play, one should ensure that the changes in the process should not degrade below the AQL limits as the benefits percieved gets offset by the cost of poor quality. To do that the value stream mapping should be performed by subject expert and lean leader must involve all the stakeholders at the initial stage so as to understand the over all impact of changes on the quality. The failure of lean initiatives in general is due to the lack of buy in from all parties involved in the process and musnt be ignored before implementation.

If you are using standardized work as a method for control, you have badly missed the mark. Standardized work is the best method to build quality products, centered on human movement, considering safety, quality, output and cost. It is meant to HELP people and create a foundation for improvement, NOT control.

(Here’s what to consider) Ensuring cost reduction while maintaining product quality in a Lean project involves: Value Stream Mapping: Identify and eliminate waste in processes to streamline operations. Continuous Improvement: Implement a culture of continuous improvement (Kaizen) to optimize efficiency. Quality at the Source: Empower employees to identify and fix issues before they escalate. Supplier Collaboration: Work closely with suppliers to ensure high-quality materials at lower costs.