Some define it as inferior operating cost or abridged inventory while others define it in terms of augmented competence or better quality. The procedure of development in a group often includes management setting one of these goals, employees making changes in their areas to achieve it, then management setting a new goal.
There are eight principles that we will use:
1: Design lean value streams
As we essential to design on paper an end-to-end lean value stream movement, preliminary from the time we obtain an order or appeal for service from the customer until the time we deliver it.
2: Make lean value streams movement
Need to take the design from paper to the real world of our operation and implement a self-healing value stream that creates Operational Excellence.
3: Make flow pictorial
4: Generate customary work for flow
Once created a good pictorial lean flow that lets employees see how the flow should normally work, the next step is to smear the idea of standard work to that flow.
5: Brand irregular flow visual
In Working Excellence, as we need each worker to see when or before irregular flow occur.
6: Create standard work for abnormal flow
However staffs have been trained how to regulate the flow to maintain it, finally, the flow will break down.
7: Have employees in the flow improve the flow
When it’s turned over the distribution of product—the part that brings value to the customer—to the employees who work in the flow, we need to uphold and recover a level of presentation using some established continuous improvement tools.
8: Achieve Offense Activities
As we say the Operational Excellence is about business growth.