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LEAN CONCEPTS

 

This page last updated on 10 Feb 2010.  All Rights Reserved, 2006.07.03.

CONSULTING
8 ROLES WE PLAY
OUR CONSULTING TOOLBOX
OUR MODUS OPERANDI

INNOVATION MANAGEMENT
PRODUCT DEVELOPMENT
CIP vs. INNOVATION
LEAN CONCEPTS IMPLEMENTATION
CASES

PROJECT MANAGEMENT
5 PHASES
9 KNOWLEDGE AREAS

GENERAL

MAINTENANCE MANAGEMENT
MAINTENANCE DEVELOPMENT
MAINTENANCE MODELS
BENCHMARKING
METHODS TO OPTIMIZE
INTERNATIONAL STANDARDS

CHANGE MANAGEMENT
WHY CHANGE?
5 PHASES OF CHANGE
BEHAVIORS AND BELIEVES
4 CHARACTERS
CHANGE CONSIDERATIONS
HOW TO CHANGE

KNOWLEDGE  MANAGEMENT
LEARNING SYSTEMS
LEARNER TYPES
LEARNING METHODS
LEARNING ASSESSMENTS
SOCIAL ANALYSIS
IMPLEMENTATION

ABOUT.....
WHO WE ARE
OUR VISION
OUR MISSION

OUR STRATEGY
OUR CONSULTANTS
OUR POLICY

 

 

With Lean Manufacturing Concepts we focus our efforts to make a difference, changing; improving, encouraging, guiding, counselling people who are and want to continuously grow.   We will focus on a Total Lean Implementing, at all levels in your organization, the following:

  1. Identifying waste by investigating the 7 Muda areas, setting up a plan of action to reduce waste and profit from existing waste.
  2. Applying 5S techniques, KaiKaKu, Poke Yoke, Jidoka.
  3. Reducing inventory and WIP by looking at potential KANBAN opportunities, Just In Time (JIT) principals.
  4. Using Value Stream Mapping techniques to obtain an overall view of your operation and process, the interaction of information and product flow, establishing your current state and strategizing your future state.  A valuable tool to be used in establishing your future strategy.
  5. Initiating TQM and TPM principals to aid the total integration of Lean.
  6. Human Error Prevention techniques by applying Poka Yoke principals.
  7. Re- Engineering principals to optimize your operation or process.
  8. Continuous Improvement Process, CIP = KAIZEN, Plan Do Check Act workshops and brainstorming sessions and Tools.  Innovations & the Continuous Improvement Process (CIP), a Japanese term also known as Kaizen, is driven by everybody. Kaizen is a continuous process of Plan/Do/Check/Act. Your input depends on the rate of improvement and innovation. Innovation wears off (1), as technology changes frequently & your competitors develop new techniques. Sometimes it is better to re-design or re-engineer in order to take a quantum leap (2). It is therefore ideal to combine and integrate innovation, CIP and re-engineering. Innovation on its own will only bring you organization to a walking pace.
  9. Simultaneous Engineering principals are where the concept development, product planning and development do not occur one after another but partially overlap.  Where Concurrent Integrated Manufacturing (CIM) can reduce the Time To Market.  That means, for example, that the planning of a product starts before the concept has even been fully developed.
    It is important that everyone involved sits down before the concept development and discusses the consecutive processes. By doing this, fewer corrections and queries occur later. Click here so view the differences between sequential planning and simultaneous engineering.  Click here to see how it revolutionized the automotive industry.
  10. Application of the 7 Quality Problem Techniques not only to identify Lean opportunities, but also to Change things around.

Lean concepts can be applied throughout your organization, from conceptual product design to the final shipping stage and all other connecting systems and process.

 


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Lean Maintenance
Optimize your organization;  apply your lean maintenance strategy.
Lean Innovation
Sustain your organization development by integrate Lean and Innovation.
Quality Function Deployment:
A unique tool to integrate customer specifications and requirements, when developing a new product."

Statistical Process Control:
Unique techniques to assure sustainable and continuous quality and reliability."

Value Stream Mapping:
A unique graphical tool to integrate Product and Information flow, Door to Door."