1.value Workbook - 2019

7/14/2019
Symbios
Consulting Group
Egypt - UAE -
USA
Who Are We? 1999
• Symbios Consulting Group is a global

Operational Excellence consulting Symbios
company, originally formed in the United 2018
Consulting, UK
Kingdom. 2005
• Six years after its formation, the Egyptian
branch was added. Today Symbios
Consulting Group includes branches in the Symbios
Solutions, USA Symbios
United Arab Emirates, the Kingdom of
Saudi Arabia, and the United States of Consulting,
America. Egypt
2015
• Furthermore, Symbios Consulting holds a
long history of successful partnerships 2009
with various Operational Excellence
Japanese, South African, European, Symbios
American, and Middle Eastern Consulting, Symbios
organizations around the world. UAE Consulting, UK
1
7/14/2019
Symbios Consulting & Partners: Egypt, KSA, UAE & USA
Symbios Consulting Offices
Symbios Solutions Offices
Success Partner
DISCOVERING
new limits through 3
PEOPLE and VALUES
Our Mission
Cost
Speed Quality Productivity

Improvement
Customer Satisfaction Growth
2
7/14/2019
Our Vision
The only way of discovering the limits of the

possible is to venture a little way past them into
the impossible
- Arthur C. Clarke 5
The Symbios Consulting Team

• Our core fulltime Training & Deployment Consultants in Egypt, KSA, UAE, and the USA are:
 1 Lean Six Sigma Master Black Belt & SCOR Consultant  3 Lean Six Sigma Black Belt Consultants
 1 Lean Six Sigma Master Black Belt Consultant  1 Lean Supply Chain Consultant
 1 Process Automation Consultant
• In addition, Symbios cooperates with Key International and Local Associates, who may be invited
upon request, to bring state-of-the-art best practices to our clients’ organizations.
3
7/14/2019
Symbios Team
• Shereen Mosallam • Hossam Sabbour • Niveen Demerdash • Mohamed Hassan • Mohamed Adel Maged Galal
• Shaimaa ElBorie • Eman Ibrahim • Ahmed Hashem • Bassem Hussein Iman Ahmed • Abdelhamid Ahmed
DISCOVERING
PEOPLE and VALUES
Symbios Consulting Group’s Partners

“Egypt, KSA, UAE, and the USA”
Our Partners:
 PDI Japan (member of 20 keys – PPORF
55 partners worldwide)
 ODI – South Africa
 Supply Chain Council- USA
 eKnowtion- Europe
 Institute of Business forecasting IBF
 Ladders Consulting
 Council for Six Sigma Certification
 OPEx Academy For Certification
4
7/14/2019
International Associate Consultants
Dean Sexton , UK Douglas Kent, USA Dr. Jaine, USA Gert , South Africa
Johan Benadi, South Africa Robert Hierl, Germany Yohi Kobayashi, Japan Dr. Tariq Abdelhamid, USA
DISCOVERING
PEOPLE and VALUES
Our Operational Excellence Deployment Clients
10
10
5
7/14/2019
Symbios Consulting
Started in 1999 in the UK with deep emphasis on implementation
of the Lean Systems and 6 Sigma Strategies and Deployment
Models. Symbios consulting Egypt was established in August 2005
to serve the Egyptian & Middle Eastern markets. All the founders
were ex-Multi-National-experienced employees who bring with
them the knowledge of production systems’ design, supply chain
configuration, as well as business excellence development models.
We are a Training and Consulting company dedicated to the

growth and execution of :
 Value based orientation to achievable and stretching
operational strategies
 Knowledge transfer capabilities to build internal client
expertise
 Technology tools to support client team leaders
 Deep skill implementation expertise to augment client team
leaders
11
11
Symbios Consulting
Symbios focus on economic profit gains and a sustained
growth through the following streams:-
 Six Sigma Services
 Lean Services
 Supply Chain Services
 Training Services that range from operators to top
management
Although originally directed at the manufacturing industry,

with the emerging demands in other sectors our Symbios
team have successfully implemented their services within
several Service sectors such as Banking, Construction,
Healthcare, and Retail…etc.
12
12
6
7/14/2019
Symbios formed in the

1999 UK by a team from
AlliedSignal and Ford
Motor Company
2000
2001
2002
2003
2004
13
13
2005
2006
2007
2008
2009
2010
2011
14
14
7
7/14/2019
2012
2013
2014
2015
2016
2017
2018 15
15
2019
16
16
8
7/14/2019
The 20 Keys System is Implemented in 36 Countries
17
17
Hokkaido: Toyo Agriculture Machine, Anzai Manufacturing,

Practical Program of Revolutions in Factories Maruha Nichiro Kitanippon (Kushiro, Soya, Mori,
Furano Tokachi), Maruha Nichiro (Yubari),
20 Key Clients in Japan as of November 2016 Nichiro Ham (Sapporo, Tokachi), Toyo Printing
Akita: Ohu YKK Ap Akita Precision, Shinagawa Gosei, TKK

Yamagata: Maruzen Foods, Akiyama Ironworker, Hokushin Carpentry, Maruha
Nichiro (Shirataka, Oe), Thuchiya Foods, Kaneshime Marine Products Aomori: Maruha Nichiro Kitanippon (Aomori), Aaru
Iwate: Morioka Seiko Instruments, Kyoritsu Medical,
Miwa Look, Ninohe Tokei Kogyo,
Hyogo: Kosmek, Ogawa Foods Industrial (Himeji), Fukushin Factory, Thono Seiki, Sanwa Dress
Sankyo Mold, Okura Yusoki, Miyagi: Maruha Nichiro (Ishinomaki), SII Microparts,
Thuna Electro nica, Arata Kogyosho, Kahoku YKK Ap, Motoyama Eng, Works,
Nippon Nozzle, Eguchi Diecast, Be-Pro Print, Maruha Nichiro (Sendai),
Niigata: MAX, Nippo Denshi, Otani, Sealex (Tohoku)
Kanbishi, Nakahashi Seisakusho, Chiyoda Sethubi, Nichiro Sunfoods,
Kagotani, Himeji Rika, Fukushima: Kahoku YKK (Iwaki), Towa Metal,
Yamanashi: Konica Minolta Packaging (Koufu), Fuji Xerox Fukushima, Sukagawa Seiki,
Nakata Kogei, Kishimoto Ironworker, Izumi (Yamanashi), Ichimura Manufactory
Neriki, Nishi Nippon Medical, Hokubu Communucation & Industrial
Nagano: Tohatsu Marine, Nagano Aichi Electric,
Sansei Foods, Sealex (Hyogo) Suzuki
Okayama: Mori Machinery, Kamo Fiber, Ishikawa: UHT, Kaga Textile, Ibaraki: Okura Yusoki (Tokyo), Hitachi Chemical, Tanaka Print
Kohhoku Printing (Okayama,Osafune) Shiga: NEC (Mizuguchi), Nike (Shiga), Tochigi: Nastec, Fuji Xelox Tochigi, Sanyo Electric (Tochigi),
Shimane: Mitsubishi Agricultural Machinery, Nitto Denko Corporation (Toyohashi), Daishin Electrical Industry, Maruha Nichiro (Utsunomiya, Kasei),
(14 Connection) Kohoku Kogyo, Miyagawa Kasei Industry, Takizawa Ham, Takizawa Ham (Nishikata)
Hiroshima: Miyagawa Kasei Industry (hiroshima), Sumikei Kakou, Sanyo Electric (Shiga) Gunma: Sanyo Electric (Tokyo), Sanyu Electric Industrial (Gunma),
Maruha Nichiro (Hiroshima), Nakazawa Industry, Maruha Nichiro (Gunma)
Mitsubishi Heavy Industries, Saitama:Royal Electric, Marukyu, Nitto Denko (Kanto), Akai (Saitama),
The Sailor Pen Fuji Polymertech, Sanyo Electric (Fukiage)
Yamaguchi: Maruha Nichiro (Shimonoseki), Chiba: Seiko Instruments, Nozaki Glass, Shida Canning,
Hayashikane Sangyo Keiyo Country Club, Chosei Mold, Yamaichi Electronics (sakura)
Fukuoka: Mitsubishi Electric (Fukuoka),
Kumamoto: Ogawa Foods Industrial (Kyushu),
Maruha Nichiro Kyusyu
Saga: Takata (Kyusyu) Tokyo: Tohatsu, Aida Chemical Industries, Sanshodo Print, Izumi, Mizukami Print,
(Tokyo, Tama) Yamaichi Electronics, Konica Minolta Packaging,
Bunshodo Print, Taiyodo Envelopes Sealex (Tokyo), Kawase Print, Seriart Print
Kanagawa: Toyo Electronics (Yokohama, Sagami), Nichiro (kurihama), Nakatani Shoko,
Sanno Ceramic, Tivolian, ABS, Yokohama Ruber, Nike (Sagamihara), Hoko,
Toyo Engineering Works
Shizuoka: NTN (Iwata), GC (Gotenba), Aprise Printing

Aichi: Nitto Denko (Toyohashi), Fuji Polymer, Tanabe Pneumatic Machinery,
Meito Sngyo, Yamazak Mazak, Kyokuto Kaihatu Kogyo
Mie: Nitto Denko (Kameyama), Fuji Electric, Prima Meat Packers (Mie),
Hitachi Valve
Kyoto: Sanyo Home Technical
Tokushima: Shikoku Kakoki, Showa Mold & Engineering Osaka: Sanyo Electric (Yodogawa), Sanyo Electric Personal Communication,
Kagawa: Teiryo Sangyo (Marugame), SBF Print Teiryo Sangyo
Ehime: Prima Meat Packers (Shikoku) 18
18
9
7/14/2019
Practical Program of Revolutions in Factories

20 Key Clients in the Middle East
Egypt - Port Said:

Egypt - Borg El Arab: Kapci Coatings
Sakr Food
Egypt - EL Sadat City: Kuwait:

Ceramic Prima Americana Foods - Bakery
Egypt - Quesna:
Egypt Foods
Kingdom of Saudi Arabia:
Egypt – 6th of October City: Americana Foods – Cake,
Edita Foods, AMS Baeshen & Co – Rabea Tea
Rich Bake
Egypt - 10th of Ramadan:
Oriental Weavers International,
Egypt - Obour City: Olympic DEA,
Mo’men Foods, Edita Foods
Ceramica Royal
19
19
COST REDUCTION REQUESTS PROFIT SQUEEZE

Operational
$ %
Cost
%
% % %
% %
% %
Customers Time
Business
Old Equation: New Equation:
Cost+ Profit Margin = Price Market Price - Desired Profit = Target Cost
20
20
10
7/14/2019
Typical Cost Structure of Any Business

Margin
Cannot protect
1. Product or Service design, specifications, business against:
Hidden and requirements
Costs 2. Procedure or Process design
(management)
3. Transactional process accuracy
Total cost of
True Operational
product or
Pricing pressure from customers
service
Margin erosion
Cost
All present a risk to Increased risk taking

short and long-term Minimized capital investments
Loss of new business
sustainability
Loss of existing business
Business viability risk!
21
21
Can you see all Opportunities in your business?
22
22
11
7/14/2019
Ten Cost Reduction Opportunities

Lean Production Cost Reduction Total Supply Chain Cost
Reduction
Overhead Cost Reduction
Digitalization Cost Reduction
RPA Cost Reduction
Product Line Rationalization

Cost Reduction
“Make or Buy” / “Hire or
Outsource” Decision
Cost Reduction by Design

Quality Cost Reduction
Standardization Cost Reduction
23
23
VoA Voice of Actual Process

Essential 5
Voices for Lean VoB Voice of Business
6s
VoC Voice of Customer
VoD
Voice of Data
VoE
Voice of Employee
24
24
12
7/14/2019
“ Costs do not exist to be

calculated.
Costs exist to be reduced."
Taiichi Ohno
25
25
Our Services
26
26
13
7/14/2019
Symbios Consulting Work on Two Main Themes

Capability Building Consulting or Deployment
 Supply Chain • Cost Reduction
 Lean & 6 Sigma Improvement • Lean, Six Sigma, and 20 Keys
 Gemba Training • Supply Chain
 Customized Training Programs • Loss Analysis
 Soft Skills • Total Productive Maintenance
 Management Training • Company True North and KPI’s

 Learning Management System • Standard Operating Procedures & Service Level Agreements
 Study Missions • Digitalization
• Robotic Process Automation
27
27
Symbios Consulting: Six Sigma Trainings
All Symbios Consulting Six Sigma and

Lean Six Sigma trainings are
accredited from the
COUNCIL FOR SIX SIGMA

CERTIFICATION
28
28
14
7/14/2019
Symbios Consulting: Lean Trainings
All Symbios Consulting Lean

trainings are accredited from the
OPEx Academy For

Certification - Canada
29
29
R - Roles
Course Instructors :-
• Mohamed Ahmed
• 01068829394
30
30
15
7/14/2019
Lean Green
Belt
Introduction
31
Contents
• Contents Slide 2
• Principle #1 Value To the Customer (VTC) Slide 3
• Modules
1. SPACER Slide 34
2. Lean ‫ﻣﺎ ھو‬ Slide 46
3. Intro to VSM Slide 90
4. Intro to Continuous Flow Slide 98
5. Intro to Pull & Perfection Slide 107
6. Lean Model & NUMMI Slide 116
7. T-Shirt Simulation Slide 124
8. Lean & Six Sigma Slide 128
9. Project Charter & VTC Slide 138
10. Lean GB Presentation Slide 173
11. Belbin Team Roles Slide 175
12. Summary Slide 187
13. Quiz (practice) Slide 193
32
16
7/14/2019
Principle 1 “Value To the Customer”

‫ اﻟﻘﯾﻣﺔ اﻟﻣﺿﺎﻓﺔ ﻟﻠﻌﻣﯾل‬:‫اﻟﻣﺑدأ اﻻول‬
2. Value
1. VTC
Stream
People
Objectives: :‫اﻻھداف‬
– To ensure that the needs of the customer

are included and represented in the
project
Replicate Profit 3. Flow – ‫ﻟﻠﺗﺄﻛد ﻣن ﺗﻠﺑﯾﺔ اﺣﺗﯾﺎﺟﺎت اﻟﻌﻣﯾل ﻓﻰ اﻟﻣﺷروع‬
Tools: :‫اﻻدوات‬
– Project Charter ‫ﻋﻘد اﻟﻣﺷروع‬
5. Perfection 4. Pull – VOC ‫ﺻوت اﻟﻌﻣﯾل‬
33
Lean Green
Belt
SPACER
34
17
7/14/2019
S – SAFETY
‫اﻻﻣﺎن‬
• Fire Exits and Alarms ‫ﻣﺧﺎرج اﻟﺣرﯾق و اﻻﻧذار‬

• Power cords, flipcharts --> watch for trip hazards ‫ﻛﺎﺑﻼت اﻟﻛﮭرﺑﺎء – اﺣﺗرس ﻣن اﻟوﻗوع‬
• Others?
35
C – Code of Conduct
• Start on time.
• Return from lunch and breaks on time.
• Avoid smoking during the sessions / indoors
• Please ask plenty of questions. If we cannot answer them we will note
them down and provide answers as soon as possible.
• No side discussions.
• Switch off laptops & mobile phones.
• Don’t jump ahead in the course notes. They are provided for reference
and for taking notes.
• Enjoy the training / workshop.
36
36
18
7/14/2019
P – PURPOSE
‫اﻟﮭدف‬
1. Become competent in the concepts, tools and methodology of Lean Manufacturing

lean ‫ﻓﮭم ادوات و ﻣﺑﺎدىء ال‬
2. Be able to apply the tools and techniques to application projects

‫اﻟﻘدرة ﻋﻠﻰ ﺗطﺑﯾق ھذه اﻻدوات ﻓﻲ اﻟﻣﺷﺎرﯾﻊ اﻟﻌﻣﻠﯾﺔ‬
3. Cascade the use of the tools and techniques into the organisation.
‫ﻧﺷر واﺳﺗﺧدام ھذه اﻻدوات ﻓﻰ اﻟﺷرﻛﺔ‬
37
A - Agenda
Lean Green Belt
Day 1 Day 2 Day 3 Day 4 Day 5
9:00
Day 1 Review & Day 2 Review & Day 3 Review & Day 4 Review &
SPACER
9:30 Feedback Feedback Feedback Feedback
10:00
Manufacturing Physics &
10:30
VOC & Takt Time
11:00 What is Lean? 5S & Visualization ISPC
11:30 Project Charter
Learning to See
12:00
12:30
Lunch
13:00
13:30 Belbin Team
Igrafix Demo
14:00 What is Lean? Assessment Random Activity
14:30 Sampling & Standard Cell Design
Work
15:00 Drug Game
What is 6 Sigma? Detailed Process
Sim. Round 1
15:30 Mapping & Line
16:00 Balancing
JIT Ergonomics
16:30 T-Shirt Simulation
Batch & Queue
17:00
38
19
7/14/2019
A - Agenda
Lean Green Belt
Day 6 Day 7 Day 8 Day 9 Day 10
9:00 Day 7 Review & Day 8 Review &
Day 5 Review & Feedback Day 6 Review & Feedback
9:30 Feedback Feedback
10:00
10:30 Error Proofing
Inventory GEMBA Day
11:00 TPM The 7 Quality Tools
Management
11:30 RTY
12:00 OEE The 8D Report

12:30
Lunch
13:00
13:30 Projects
14:00 QCO The 7 Quality Tools
14:30 Kanban
15:00 Future State
GEMBA Day
15:30
16:00 Drug Game Hoshin Planning
16:30 Simulation Round 2 Project Review
17:00
39
E - Expectations
Your Our Expectations

Expectations from You During &
from this After this
Workshop Workshop
40
40
20
7/14/2019
E – Expectations
‫اﻟﺗوﻗﻌﺎت‬
What are your expectations of this Programme?

‫ﻣﺎ ھﻰ ﺗوﻗﻌﺎﺗك ﻣن ھذا اﻟﺗدرﯾب؟‬
•______________________________________________
•______________________________________________
•______________________________________________
•______________________________________________
•______________________________________________
•______________________________________________
•______________________________________________
•______________________________________________
•______________________________________________
•______________________________________________
•______________________________________________
41
E – Our Expectations
‫ﺗوﻗﻌﺎﺗﻧﺎ‬
• Commitment to code of conduct ‫اﻻﻟﺗزام ﺑﺎﻟﻘواﻋد‬
• Certification criteria: ‫ﻣﻌﺎﯾﯾر ﻣﻧﺢ اﻟﺷﮭﺎدة‬

• Attendance ‫اﻟﺣﺿور‬
• Exam ‫اﻻﻣﺗﺣﺎن‬
• Project ‫اﻟﻣﺷروع‬
• Course feedback (evaluation) ‫ﺗﻘﯾﯾم ﻣﺣﺗوى اﻟﻣﺣﺎﺿرة‬
42
21
7/14/2019
R – ROLES ‫اﻻدوار‬
Facilitators
‫اﻟﻣﺣﺎﺿرﯾن‬
•Mohamed Hassan :
43
Notes
 Please change seating orientation
 There are more information on www.lean.org
 If you need more references or books, let us know.
 There will be morning review, be prepared
44
22
7/14/2019
SPACER
Safety Have we honoured your commitment

o S ‫اﻻﻣﺎن‬ to Safety and community? ‫ھل ﻗﻣﻧﺎ ﺑﺎﯾﺿﺎح ﺧطوات اﻷﻣﺎن اﻷﺳﺎﺳﯾﺔ؟‬
Purpose Have we committed to achieve specific

o P ‫اﻻھداف‬ And measurable outcomes?
‫ھل وﺿﻌﻧﺎ أھداف ﻣﻌﻘوﻟﺔ وﯾﻣﻛن ﻗﯾﺎﺳﮭﺎ‬
Will our agenda lead us to the agreed upon

Agenda outcomes?
o A ‫اﺟﻧدة‬ Does it end with assigning action items and
developing a tentative agenda for the next meeting?
‫ھل ﺗﺳﺎﻋد اﻷﺟﻧدة اﻟﻣﻘﺗرﺣﺔ ﻓﻰ اﻟوﺻول إﻟﻰ أھداﻓﻧﺎ‬
Code of Does it assure we treat each other with respect?

‫ھل ﺗﺿﻣن ﺗﻌﺎﻣﻠﻧﺎ ﺑﺎﺣﺗرام؟‬
Conduct Does it need to be changed to deal with problems at a
o C ‫اﻟﻘواﻋد‬ previous meeting?
Do we know how we will deal with "violations"?
‫ھل ﺗﺣﺗﺎج إﻟﻰ ﺗﻐﯾﯾرھﺎ ﻟﺗﻔﺎدى‬
‫ﻣﺷﺎﻛل ﻓﻰ ﺗدارﯾب ﺳﺎﺑﻘﺔ؟‬
‫اﻻﺳﺎﺳﯾﺔ‬ ‫ھل ﻧﻌرف ﻛﯾف ﻧﺗﻌﺎﻣل ﻣﻊ أى ﻛﺳر ﻓﻰ اﻟﻘواﻋد‬
Does the purpose and agenda address all

o E Expectations
expectations? ‫ھل ﺗﺗﻣﺎﺷﻰ اﻷھداف واﻷﺟﻧدة ﻣﻊ ﺟﻣﯾﻊ اﻟﺗوﻗﻌﺎت‬
Roles and Have we assigned required roles?
Responsibilities Are we clear on responsibilities of each role? ‫ھل ﺗم ﺗﺣدﯾد اﻷدوار واﻟﻣﺳﺋوﻟﯾﺎت اﻟﻣطﻠوﺑﺔ؟‬
o R ‫اﻻدوار و اﻟﻣﺳﺋوﻟﯾﺎت‬ Have we reviewed action items from the last meeting?
Have we dealt with failure to meet commitments?
‫ھل ﺗم اﻟﺗﻌﺎﻣل ﻣﻊ اﻟﺧطوات اﻟﺗﻧﻔﯾذﯾﺔ اﻟﻣﺗﻔق ﻋﻠﯾﮭﺎ ﻓﻰ‬
‫اﻹﺟﺗﻣﺎع اﻟﺳﺎﺑق؟‬
4 ‫ھل ﺗﻌﺎﻣﻠﻧﺎ ﻣﻊ اﺧطﺎؤﻧﺎ ﻓﯨﺎﻹﻟﺗزام ﺑﻣﺎ ﺗﻘرر ﺳﺎﺑﻘﺎً؟‬
5
45
Lean Green
Belt
What is Lean
Lean ? ‫ﻣﺎھو‬
& Seven Wastes
46
23
7/14/2019
Objectives ‫اﻻھداف‬
• To gain an understanding of Lean history

• Understand today’s environment
• Identify areas were Lean Enterprises support
• Gain an insight into the key principles of lean
• Broaden your understanding of these principles
‫ وﺗﺎرﯾﺦ ﻧﺷﺄﺗﮫ‬Lean ‫• ﻓﮭم ﻣﺎ ھو ال‬

‫• ﻓﮭم طﺑﯾﻌﺔ ﻣﻧﺎخ اﻟﻌﻣل اﻟﯾوﻣﻰ‬
Lean‫• ﺗﻌرﯾف اﻷﻗﺳﺎم اﻟﺗﻲ ﯾدﻋﻣﮭﺎ ﻣﺷروع ال‬
‫• اﻛﺗﺳﺎب ﻣﻌرﻓﺔ اﻟﻣﺑﺎدئ اﻟرﺋﯾﺳﯾﺔ‬
‫• اﻻﺳﺗﯾﻌﺎب اﻟﺟﯾد ﻟﮭذه اﻟﻣﺑﺎدئ‬
47
What is “Lean” ? ‫؟‬Lean ‫ﻣﺎ ھو ال‬
• Lean : The part of meat that consists principally of lean muscle ( fat-
free)
‫ﻗطﻌﺔ اﻟﻠﺣم اﻟﺧﺎﻟﯾﺔ ﻣن اﻟدھون‬
• Lean Thinking is an approach that aims to get rid of all the wastes
(fats that burden the system.
‫ ﯾﮭدف اﻟﻰ اﻟﺗﺧﻠص ﻣن ﺟﻣﯾﻊ اﻧواع اﻟﻔواﻗد‬lean‫ﻓﻛر ال‬
48
24
7/14/2019
Lean Thinking
• Presenting the customer the perfect value
In terms of price, quality, delivery, conformity with the changing demands
‫• ﺗﻘدﯾم أﻋﻠﻰ ﻗﯾﻣﺔ ﻟﻠﻌﻣﯾل ﻓﻲ ﺻورة ﺳﻌر وﺟودة وﺗورﯾد وﻣطﺎﺑﻘﺔ ﻟﻠﻣواﺻﻔﺎت؛ ﺣﺗﻰ ﻓﻲ ﺣﺎﻟﺔ ﺗﻐﯾﯾر‬
‫طﻠﺑﺎت اﻟﻌﻣﯾل‬
• Value creating processes

– design (concept to launch)
– production (order to delivery)
– service (during product life cycle)
• Waste-free lean processes
49
So what is “Lean” ?
‫؟‬Lean ‫ﻣﺎ ھو ال‬
Lean Enterprise :
Its goal is to produce what is needed when it is needed, utilizing the
minimum amount of materials, equipment, labor, and space.
‫ ﯾﻛون ﻟﮫ ھدف ان ﯾﻧﺗﺞ ﻣﺎ ھو ﻣطﻠوب ﻓﻰ اﻟﻣﯾﻌﺎد اﻟﻣطﻠوب ﺑﺎﻓﺿل اﺳﺗﻔﺎدة ﻣن اﻟﺧﺎﻣﺎت‬:lean ‫ﻣﺷروع ﺑﻔﻛر‬
‫واﻟﻌﻣﺎﻟﺔ واﻟﻣﻌدات و اﻟﻣﺳﺎﺣﺎت اﻟﻣﺗﺎﺣﺔ‬
- This is accomplished using lean techniques such as pull systems and
operations/process flow improvements.
‫ﻣﺛل ”اﻟﺳﺣب“ وﻋﻣل ”ﺗدﻓق“ ﻟﻠﻌﻣﻠﯾﺎت‬lean ‫ ﯾﺗم ذﻟك ﺑﺎﺳﺗﺧدام ﺗﻘﻧﯾﺎت‬-
50
25
7/14/2019
Where did it all start?

Phase 4:Lean Enterprise
Product
volume  High variety
Phase 3: Current mass  Small batch sizes
 Low PPM quality
 Engaged workforce
 Increasing variety
 Reduced costs
 Common Parts
 Variable quality
 Increasing customer pressure
 Un-competitive
Phase 2: Early Mass 1920 -1970
 Interchangeable parts Phase 1: Craft 1900’s

 Division of labor - Taylor
 Made to customer specification
 High volume assembly lines - Ford
 Custom manufacturing
 Low variety - Ford
 Variable quality
 Labor dissatisfaction
 Low inventory
 High cost
 Specialist markets
Mixed Models
The evolutionary phases of manufacturing
51
‫ﻣن أﯾن ﻧﺑدأ ؟‬

:‫ ﻓﻰ اﻟﺷرﻛﺔ‬Lean ‫ اﻻﻧﺗﺎج ﺑﺎﺳﺗﺧدام ال‬:‫اﻟﻣرﺣﻠﺔ اﻟراﺑﻌﺔ‬
Product
volume
‫ اﻟﻣرﺣﻠﺔ اﻟﺣﺎﻟﯾﺔ‬:‫اﻟﻣرﺣﻠﺔ اﻟﺛﺎﻟﺛﺔ‬
‫ زﯾﺎدة ﻋدد اﻟﺗﺷﻛﯾﻼت‬ ‫ ﺗﺷﻛﯾﻼت ﻛﺛﯾرة‬
‫ اﻻﺟزاء ﻣﺷﺗرﻛﺔ‬ (PPM ‫ ﺟودة ﻋﺎﻟﯾﺔ )ﻋدد اﻟﻌﯾوب ﻓﻰ اﻟﻣﻠﯾون ﻗﻠﯾل ﺟدا‬
‫ ﺟودة ﻣﺗﻐﯾرة‬ ‫ ﻋﻣﺎﻟﺔ ﻣﺗراﺑطﺔ‬
‫ ﺿﻐط ﻣﺗزاﯾد ﻣن اﻟﻌﻣﯾل‬ ‫ أﺳﻌﺎر ﻣﻧﺧﻔﺿﺔ‬
‫ﻏﯾر ﻣﻧﺎﻓس‬
(1970 – 1920 ‫ )ﺻﻧﺎﻋﺔ ﻛﻣﯾﺔ‬:‫اﻟﻣرﺣﻠﺔ اﻟﺛﺎﻧﯾﺔ‬

‫ أﺟزاء ﻣﻣﻛن أن ﺗﺳﺗﺧدم ﻓﻰ أﻛﺛر ﻣن ﻣﻧﺗﺞ‬
(1900 ‫ )ﺻﻧﺎﻋﺔ ﯾدوﯾﺔ‬:‫اﻟﻣرﺣﻠﺔ اﻻوﻟﻰ‬
‫ ﺗﻘﺳﯾم اﻟﻌﻣﺎل‬
‫ ﺧطوط ﺗﺟﻣﯾﻊ ذات ﻗدرة اﻧﺗﺎﺟﯾﺔ ﻋﺎﻟﯾﺔ‬
‫ اﻟﺗﺻﻧﯾﻊ ﺣﺳت اﻟطﻠب‬
‫ ﻋدم وﺟود ﻧﺷﻛﯾﻼت ﻛﺛﯾرة‬
‫ ﺟودة ﻣﺗﻐﯾرة‬
‫ﻋدم رﺿﺎء اﻟﻌﺎﻣﻠﯾﯾن‬
‫ ﻧﺳﺑﺔ اﻟﻣﺧزون ﻗﻠﯾﻠﺔ‬
‫ أﺳﻌﺎر ﻣرﺗﻔﻌﺔ‬
‫ أﺳواق ﻣﺗﺧﺻﺻﺔ‬
Mixed Models
‫ﻣراﺣل ﺗطور اﻟﺻﻧﺎﻋﺔ‬
52
26
7/14/2019
The production systems

Time
Big country,
big needs, big
Time and Motion Interchangeability production
F.Taylor E.Whitney
1900
Small country,
diverse
1915 Ford Mass Production System needs, flexible
production
Jidoka Just-in-time
1935 S.Toyoda K.Toyoda
1945 Toyota Production System
Oil Crisis Oil Crisis

1973 US demand smaller cars, Market Japanese industry recognises TPS and
share losses dissemination begins
1983 NUMMI Globalisation
1995 MIT Study – Lean Dissemination Strong yen and renewed cost reductions
begins
United States Japan
53
‫أﻧظﻣﺔ اﻻﻧﺗﺎج‬
Time
,‫ﺑﻠد ﻛﺑﯾرة‬
Time and Motion Interchangeability ‫اﺣﺗﯾﺎﺟﺎت‬
F.Taylor E.Whitney ‫ اﻧﺗﺎج‬,‫ﻛﺑﯾرة‬
1900 ‫ﻛﺑﯾر‬
,‫ﺑﻠد ﺻﻐﯾرة‬
,‫اﺣﺗﯾﺎﺟﺎت ﻣﺧﺗﻠﻔﺔ‬
1915 (‫طرﯾﻘﺔ اﻻﻧﺗﺎج )ﻧظﺎم ﻓورد() اﻻﻧﺗﺎج ﺑﺎﻟﻛﻣﯾﺔ‬ ‫اﻧﺗﺎج ﻣرن‬
Jidoka Just-in-time
1935 S.Toyoda K.Toyoda
1945 (‫طرﯾﻘﺔ اﻻﻧﺗﺎج )ﻧظﺎم ﺗوﯾوﺗﺎ‬
‫ﻛﺎرﺛﺔ اﻟﺑﻧرول ادت اﻟﻰ زﯾﺎدة اﺣﺗﯾﺎج اﻟوﻻﯾﺎت‬ ‫ﻛﺎرﺛﺔ اﻟﺑﻧرول‬

1973 ‫ ﻣﻣﺎ ادى اﻟﻰ ﺗﻘﻠص‬,‫اﻟﻣﺗﺣدة ﻟﻠﺳﯾﺎرات اﻟﺻﻐﯾرة‬ ‫ و ﯾﺑدأ‬TPS ‫اﻟﺻﻧﺎﻋﺔ اﻟﯾﺎﺑﺎﻧﯾﺔ ﺗﻛﺗﺷف ﻓﺎﻋﻠﯾﺔ ال‬
‫ﻓﻰ ﺣﺻﺔ اﻟﺳوق‬ ‫اﻻﻧﺗﺷﺎر‬
1983 NUMMI (‫)ﻣﺷروع ﻗوﻣﻰ‬ Globalisation
1995 MIT Study – Lean Dissemination Strong yen and renewed cost reductions
begins
United States Japan
54
27
7/14/2019
Mass Production
1 ‫اﻟﻌﻣﻠﯾﺔ‬ A B
B B
B B
B B
2 ‫اﻟﻌﻣﻠﯾﺔ‬ A+B
WITH SMALLER LOTS
1 ‫اﻟﻌﻣﻠﯾﺔ‬ A B A B A B A B
2 ‫اﻟﻌﻣﻠﯾﺔ‬ A+B A+B A+B A+B
55
Problems With Mass Production ‫اﻟﻣﺷﺎﻛل اﻟﻣوﺟودة ﻣﻊ اﻹﻧﺗﺎج‬

‫اﻟﻛﻣﻲ‬
Long delivery times .‫وﻗت طوﯾل ﻟﻠﺗﺳﻠﯾﻣﺎت‬
Weakness in responding to customer demands ‫ﺿﻌف ﻓﻲ ﺗﻠﺑﯾﺔ طﻠﺑﺎت اﻟﻌﻣﯾل‬
Increase in inventories .‫زﯾﺎدة اﻟﻣﺧزون‬
Decrease in quality .‫ﺗﻘﻠﯾل ﻓﻲ اﻟﺟودة‬
Increase in non value adding activities ‫زﯾﺎدة ﻓﻲ اﻟﻌﻣﻠﯾﺎت اﻟﺗﻲ ﻟﯾس ﻟﮭﺎ ﻗﯾﻣﺔ ﻣﺿﺎﻓﺔ‬
Work becoming more complex everyday .‫اﻟﻌﻣل ﯾزداد ﺗﻌﻘﯾدا ﻛل ﯾوم‬
Increasing hierarchy and bureaucracy ‫ﯾزﯾد ﻣن اﻟﺗﺳﻠﺳل اﻟوظﯾﻔﻲ و اﻟﺑﯾروﻗراطﯾﺔ‬
Additional costs .‫ﺗﻛﻠﻔﺔ إﺿﺎﻓﯾﺔ‬
Difficulty in adapting to variations .‫ﺻﻌوﺑﺔ ﻓﻲ ﺿﺑط اﻟﻣﺗﻐﯾرات‬
Long term planning necessity .‫ﺿرورة وﺟود ﺗﺧطﯾط ﻟﻣدة طوﯾﻠﺔ‬
More capital reqirement .‫ﯾﺗطﻠب رأس ﻣﺎل أﻛﺛر‬
56
28
‫‪7/14/2019‬‬
‫اﻻﻧﺗﺎج اﻟﻛﻣﻲ‬
‫ﻣﺳﺗوى اﻟﻣﺧزون‬ ‫اﻣدادات‬

‫‪ /‬اﻟﻣﻌﯾب‬ ‫اﻟﺧﺎﻣﺎت‬
‫اﻻﺻﻼح‬
‫اﻷﻋطﺎل‬
‫اﻟﺗﺟﮭﯾز‬
‫اﻟﺗﺧطﯾط‬
‫اﻟﻘدرة‬ ‫اﻟﻌﻣﺎﻟﺔ‬
‫اﻻﻧﺗﺎﺟﯾﺔ‬
‫اﻟﺻﺧور)اﻟﻣﺷﺎﻛل( ﺗﻛون داﺋﻣﺎ ً ﻣﺧﺗﺑﺋﺔ ﺗﺣت اﻟﺳطﺢ‬
‫‪14 July 2019‬‬ ‫‪57‬‬
‫‪57‬‬
‫‪The Toyota Production System‬‬

‫ﻧظﺎم إﻧﺗﺎج ﺗوﯾوﺗﺎ‬
‫ُﯾﺑﻧﻰ ھذا اﻟﻧظﺎم ﻋﻠﻰ ﻓﻠﺳﻔﺗﯾن أﺳﺎﺳﯾﺗﯾن ‪Based on two main philosophies:‬‬
‫‪1.‬‬ ‫‪Respect for people (Creating worker teams to determine the best way to accomplish a‬‬
‫)‪production goal‬‬
‫إﺣﺗرام اﻵﺧرﯾن )ﺗﻛوﯾن اﻟﻔرق ھو اﻷﺳﺎس ﻟﺗﺣﻘﯾق أھداف اﻹﻧﺗﺎج‪.‬‬ ‫•‬
‫‪2.‬‬ ‫‪Continuous elimination of waste to maximise flow‬‬
‫إزاﻟﺔ اﻟﻔواﻓد ﺑﺎﺳﺗﻣرار ﺣﺗﻰ ﺗﺳﮭل ﻋﻣﻠﯾﺔ اﻟﺗدﻓق‪.‬‬ ‫•‬
‫‪58‬‬
‫‪29‬‬
7/14/2019
Toyota Production System (TPS)

6 stages of TPS implementation
continuous synchronous level continuous

stability pull system
flow production production improvement
5S SMED Zero breakdowns Visual signs Launch Benchmark

M/C capability layout changes component
Standard material shortage learning institutes
review (6 scheduling system
Operations sigma) prodn. capacity devices
sheets for each systems
takt time
TPM TPM roll-out stage WIP/kanban
cultural initiatives
single-piece flow elemental times levels/areas build to order -
process maps
design marked customer demand
Poke-yoke re-balance
TPM plans label material
reviewed & supply visit
problem solving schedule routes
modified
process FMEA Andon boards supplier reviews evaluate against
sponsor for each base
tool management
supplier WIP mgmt system
review system
buffer levels
59
The 5 Lean Principles

‫ ﻣﺑﺎدىء ﻟل‬5‫ال‬Lean
1. Specify value from the perspective of the customer
C u s to m e r
N ee ds
‫ﻣﺎ ھﻰ اﻟﻘﯾﻣﺔ اﻟﺗﻰ ﺗﻘدم ﻟﻠﻌﻣﯾل؟‬

D o w e u n d e r s ta n d
W h a t c a n th e y P roc es s
ha ve C a p a b ilit y
2. Identify and understand the value stream

‫ ﺑداﯾﺔ ﻣن‬-‫ﺗﻌرﯾف و ﻓﮭم ﺧرﯾطﺔ اﻟﺗدﻓق )ﻣﻧظور ﻋﺎم ﻋﻠﻰ اﻟﺧطوات و اﻻﻧﺷطﺔ اﻟﺗﻰ ﺗدﺧل ﻓﻰ ﻋﻣﻠﯾﺔ اﻟﺗﺻﻧﯾﻊ‬
(‫طﻠب اﻟﻌﻣﯾل ﺣﺗﻰ ارﺳﺎل اﻟطﻠب ﻟﻠﻌﻣﯾل‬
3. Make that value flow
(‫اﺟﻌل ھذه اﻟﻘﯾﻣﺔ ﺗﺗدﻓق )اﻟﻣطﻠوب( )ﺗدﻓق ﺳﮭل ﺧﻼل اﻟﻌﻣﻠﯾﺎت و اﻻﻧﺷطﺔ اﻟﻣﺧﺗﻠﻔﺔ ﻓﻰ اﻻﻧﺗﺎج و اﻟﻣؤﺳﺳﺔ‬
4. Pull value according to customer demand
‫ﺳﺣب اﻟﻘﯾﻣﺔ )اﻟﻣطﻠوﺑﺔ( ﺗﺑﻌﺎ ﻟطﻠب اﻟﻌﻣﯾل‬
5. Pursue perfection
‫اﻟﺳﻌﻰ ﻟﻠوﺻول ﻟﻸﻓﺿل داﺋﻣﺎ‬
The Five Lean Principles
60
30
‫‪7/14/2019‬‬
‫اﻟﻘﯾﻣﺔ ‪1. Value‬‬

‫‪Benefit presented to the customer‬‬ ‫اﻟﻔواﺋد اﻟﻣﻘدﻣﺔ ﻟﻠﻌﻣﯾل‪.‬‬
‫ﻓﻛر ال‪Lean‬ﺗوﻟد ﻣن ”اﻟﻘﯾﻣﺔ“‪• Lean thinking originates from “ value “ .‬‬
‫‪• Value is created by the producer‬‬ ‫اﻟﻘﯾﻣﺔ ﺗﺧﻠق أو ﺗﺑﺗﻛر ﺑواﺳطﺔ اﻟﻌﻣﯾل‪.‬‬
‫اﻟﻘﯾﻣﺔ ﯾﻣﻛن أن ﺗﻌرف ﻓﻘط ﻋن طرﯾق اﻟﻌﻣﯾل‪• Value can only be defined by the customer .‬‬
‫‪Definition of Value‬‬ ‫ﺗﻌرﯾف اﻟﻘﯾﻣﺔ‪.‬‬

‫‪Value is :‬‬ ‫اﻟﻘﯾﻣﺔ ھﻲ‪:‬‬
‫•‬ ‫اﻟﻣﻧﺗﺞ و‪/‬أو اﻟﺧدﻣﺔ ﺗﻛون ﻟﮭﺎ ﻣواﺻﻔﺎت ‪Product and/or service with definite specifications‬‬
‫ﻣﻌرﻓﺔ‪.‬‬
‫•‬ ‫وھﻲ اﻟﺗﻲ ﯾﻛون اﻟﻌﻣﯾل ﻋﻠﻰ إﺳﺗﻌداد ﻟدﻓﻊ اﻻﻣوال ﻟﮭﺎ ‪for which the customer is ready to pay for,‬‬
‫•‬ ‫واﻟﺗﻲ ﺗﻘﺎﺑل ﻣﺗطﻠﺑﺎت اﻟﻌﻣﯾل ﻓﻲ اﻟوﻗت ‪and that meets the customer’s requirements in a given period of time,‬‬
‫اﻟﻣطﻠوب‪.‬‬
‫•‬ ‫‪with a definite price.‬‬ ‫و ﺗﻛون ﺑﺳﻌر ﻣﺣدد‪.‬‬
‫‪61‬‬
‫اﻟﻘﯾﻣﮫ واﻟﻔﺎﻗد‬
‫‪ 3‬أﻧواع ﻣن اﻷﻧﺷطﺔ ﻓﻰ ﺗدﻓق اﻟﻌﻣﻠﯾﺎت‬
‫‪ -‬اﻟﻘﯾﻣﺔ اﻟﻣﺿﺎﻓﺔ‬
‫ﺗﻐﯾر ﺣﺎﻟﺔ اﻟﻣﺎدة اﻟﺧﺎم إﻟﻰ ﻣﻧﺗﺞ ﻋﻠﻰ ﺣﺳب طﻠب اﻟﻌﻣﯾل‪.‬‬
‫‪ -‬اﻟﻘﯾﻣﺔ اﻟﻐﯾرﻣﺿﺎﻓﺔ اﻟﺿرورﯾﺔ‪.‬‬

‫ﺗﻐﯾﯾر اﻻﺳطﻣﺑﺎت – اﻟﺿﺑط ‪ -‬اﺣﺿﺎر و إرﺟﺎع اﻟﻌدة‪.‬‬
‫‪ -‬اﻟﻘﯾﻣﺔ اﻟﻐﯾر ﻣﺿﺎﻓﺔ‪.‬‬

‫اﻹﻧﺗظﺎر‪ -‬اﻟﻌد – اﻟﺗﺧزﯾن – اﻟﻣﻌﯾب ‪ -‬اﻹﺻﻼح‬
‫اﻟﻘﯾﻣﺔ اﻟﻣﺿﺎﻓﺔ‬
‫اﻟﻔﺎﻗد‬
‫اﻟﻔﻘد اﻟذي ﯾﺻﻌب ﺗﺟﻧﺑﮫ‬
‫‪62‬‬
‫‪31‬‬
7/14/2019
Value and Waste

3 Types of Activities in a Value Stream:
• Value Adding
• Transformation of raw material to product according to the customers’ demands
• Necessary Non-Value Adding
• Die change, adjustment, get/drop tool
• Non-Value Adding
• waiting, counting, sorting, defect, rework
Value adding
Waste ( Muda )
Unavoidable waste
( Incidental work )
63
The Causes of Waste ‫أﺳﺑﺎب اﻟﻔﻘد‬

• Lack of Leadership .‫ﻧﻘص اﻟﻘﯾﺎدة‬
• Poor working methods .‫ﺿﻌف طرق اﻟﻌﻣل‬
• Long changeovers .‫وﻗت طوﯾل ﻓﻲ اﻟﺗﻐﯾﯾر‬
• Poor process and process control.‫ﺿﻌف اﻟﻌﻣﻠﯾﺎت و ﺿﻌف اﻟﺗﺣﻛم ﻓﯾﮭﺎ‬
• Lack of training .‫ﻧﻘص ﻓﻲ اﻟﺗدرﯾب‬
• Insufficient maintenance .‫ﺻﯾﺎﻧﺔ ﻏﯾر ﻛﺎﻓﯾﺔ‬
• Distances between processes .‫اﻟﻣﺳﺎﻓﺎت ﻣﺎ ﺑﯾن اﻟﻌﻣﻠﯾﺎت‬
Who is responsible for the above wastes and who can fix them?
‫ﻣن اﻟﻣﺳؤول ﻋن اﻟﻔواﻗد اﻟﺳﺎﺑﻘﺔ و ﻣن ﯾﻣﻛن إﺻﻼﺣﮭﺎ؟‬
64
32
7/14/2019
Seven Deadly Wastes (Muda)

• Identify and eliminate all sources
The Seven Deadly Sins.. of waste within processes
‫أﻧواع اﻟﻔﻘد اﻟﺳﺑﻊ اﻟﻣﻣﯾﺗﺔ‬
• Leading to productivity gains and
1. Defects ‫ اﻟﻣﻌﯾب‬ competitive advantage
2. Over production ‫ اﻻﻧﺗﺎج اﻟزاﺋد‬

3. Transportations ‫ اﻟﻣواﺻﻼت‬
4. Waiting ‫ اﻻﻧﺗظﺎر‬ ‫ﺣدد وأزل ﺟﻣﯾﻊ أﻧواع اﻟﻔﻘد ﻓﻰ اﻟﻌﻣﻠﯾﺎت‬ •
5. Inventory ‫ اﻟﻣﺧزون‬ ‫و ﺗؤدى اﻟﻰ اﻻﻧﺗﺎﺟﯾﺔ و ﻣﯾزة ﺗﻧﺎﻓﺳﯾﺔ‬ •
6 Motion ‫ اﻟﺣرﻛﺔ‬
7. Processing ‫ اﻟﻌﻣﻠﯾﺔ اﻟزاﺋدة‬
65
1. Defects
‫اﻟﻣﻌﯾب‬
 Any manufactured product which does not meet customer requirements after the normal process, is
waste.
‫أى ﻣﻧﺗﺞ ﻻ ﯾﺗواﻓﻰ ﻣﻊ ﻣﺗطﻠﺑﺎت اﻟﻌﻣﯾل ﺑﻌد اﻟﻌﻣﻠﯾﺔ اﻻﻧﺗﺎﺟﯾﺔ )اﻟطﺑﯾﻌﯾﺔ( ﺗﻌﺗﺑر ﻓﺎﻗد‬
 Poor process discipline, inadequate training, poor design of facilities and equipment, poor levels of
process stability & capability, careless handling of material, can all contribute to this form of waste.
‫ ﺟﻣﯾﻌﮭﺎ‬,‫ وﻋدم اﻻھﺗﻣﺎم ﺑﻣﻧﺎوﻟﺔ اﻟﺧﺎﻣﺎت‬,‫ وﻋدم ﻗدرة اﻟﻌﻣﻠﯾﺔ اﻻﻧﺗﺎﺟﯾﺔ وﺛﺑﺎﺗﮭﺎ‬,‫ ﻧظﺎم ﺿﻌﯾف ﻟﻠﻣﻛن‬,‫ وﻋدم وﺟود ﺗدرﯾب‬,‫ ﺿﻌف ﻣﻧﮭﺟﯾﺔ اﻟﻌﻣﻠﯾﺔ اﻻﻧﺗﺎﺟﯾﺔ‬
.‫ﺗؤدى اﻟﻰ اﻟﻔﻘد‬
 Rework is often viewed as a lesser “evil” but time spent reworking defective parts means the loss of
further good parts from the process.
.‫ اﻹﺻﻼح ﯾﻌﺗﺑر ”ﺷر“ ﺻﻐﯾر أو ﻋدﯾم اﻷھﻣﯾﺔ وﻟﻛن ﯾﺟب اﻟﻧظر إﻟﻰ اﻟوﻗت اﻟﺿﺎﺋﻊ اﻟذي ﻛﺎن ﯾﻣﻛن اﻻﺳﺗﻔﺎدة ﻣﻧﮫ ﻓﻲ إﻧﺗﺎج ﻣﻧﺗﺟﺎت ﺳﻠﯾﻣﺔ‬
 All management and operators must adopt the view that defects are not inevitable, they can and must
be avoided.
.‫ﯾﺟب ﻋﻠﻰ اﻹدارة واﻟﻌﻣﺎل اﻟﻧظر إﻟﻰ اﻹﺻﻼح ﻋﻠﻰ أﻧﮭﺎ ﺿﺎرة وﯾﺟب ﺗﺟﻧﺑﮭﺎ‬
66
33
7/14/2019
2. Over Production
‫اﻻﻧﺗﺎج اﻟزاﺋد‬
 Over production occurs when product is manufactured in excess of customer demand or in advance of
customer demand.
‫اﻻﻧﺗﺎج اﻟزاﺋد ﯾﺣدث ﻋﻧدﻣﺎ ﯾﺗم اﻟﺗﺻﻧﯾﻊ زﯾﺎدة ﻋن ﻣﺗطﻠﺑﺎت اﻟﻌﻣﯾل‬
 Over production : --:‫اﻟزاﺋد‬ ‫اﻻﻧﺗﺎج‬

- Uses resources unnecessarily ‫اﺳﺗﺧدام ﻣﺻﺎدر ﻏﯾر ﺿرورﯾﺔ‬-
(people, material and machines) (‫ و ﻣﻛن‬,‫ ﺧﺎﻣﺎت‬,‫)ﻣوظﻔﯾن‬
- Creates unnecessary inventory ‫ ﻋﻣل ﻣﺧزون زاﺋد‬-
- Contributes to other forms of waste ‫ اﻟﻣﺳﺎھﻣﺔ ﻓﻰ ﺧﻠق ﺻور اﺧرى ﻟﻠﻔﻘد‬-
 Machine maintenance and improvement
activity cannot take place whilst machines
and operators are overproducing
. ‫ﻋﻣﻠﯾﺎت اﻟﺻﯾﺎﻧﺔ ﻟن ﺗﻧﻔذ ﻓﻲ ھذه اﻟﺣﺎﻟﺔ‬
67
3. Transportation
‫اﻟﻧﻘل‬
 The transportation of material or parts adds no value but requires :-
:‫ ﻧﻘل اﻟﺧﺎﻣﺎت او اﻻﺟزاء ﯾﻌﺗﺑر ﻗﯾﻣﺔ ﻏﯾر ﻣﺿﺎﻓﺔ و ﻟﻛن ﯾﺗطﻠب‬
- extra resources (in terms of people material and equipment) ‫ ﻣﺻﺎدر أﻛﺛر )ﻋﻣﺎﻟﺔ و‬-
(‫ﺧﺎﻣﺎت و اﺟﮭزة‬
- management ‫ اﻻدارة‬-
- temporary storage locations. ‫ اﻣﺎﻛن ﺗﺧزﯾن ﻣؤﻗت‬-

 The more a part is handled the more likely it is to be damaged.
‫ ﻛﻠﻣﺎ ﺗﻌرَ ض اﻟﻣﻧﺗﺞ ﻟﻠﺿرر أﻛﺛر‬,‫ﻛﻠﻣﺎ اﻛﺛرﻧﺎ ﻣن اﻟﻧﻘل‬
 Transportation of material leads to increased inventory and delays elsewhere in the
manufacturing process.
‫ﻧﻘل اﻟﺧﺎﻣﺎت ﯾؤدى اﻟﻰ زﯾﺎدة اﻟﻣﺧزون و ﺗﺄﺧﯾر ﻓﻰ اﻟﻌﻣﻠﯾﺔ اﻻﻧﺗﺎﺟﯾﺔ‬
68
34
7/14/2019
4. Waiting
‫اﻹﻧﺗظﺎر‬
 Waiting occurs when either material or operators wait for machines to complete cycles of work.
.‫ اﻻﻧﺗظﺎر ﯾﺣدث ﻋﻧدﻣﺎ ﯾﺗم اﻧﺗظﺎر اﻟﺧﺎﻣﺎت او اﻧﺗظﺎر اﻟﻣوظف ﻻﺗﻣﺎم اﻟﻌﻣل‬
 Modern machines generally do not require associates to watch them whilst in automatic operation.
(‫ اﻟﻣﻛن اﻟﺣدﯾث ﻻ ﯾﺣﺗﺎج اﻟﻰ ﻣراﻗﺑﺔ )ﻋﻣﻠﯾﺔ اﺗوﻣﺎﺗﯾﻛﯾﺔ‬
 Utilise waiting time by combining operations, carrying out sub-assembly operations, quality checks,
feeding material to colleagues etc.
‫ ﻓﺣص اﻟﺟودة و ﺗﻐذﯾﺔ اﻟﺧﺎﻣﺎت‬,‫ ﯾﻣﻛن ﺗﻘﻠﯾل وﻗت اﻻﻧﺗظﺎر ﻣﺛﻼً ﻋن طرﯾق دﻣﺞ اﻟﻌﻣﻠﯾﺎت اﻻﺳﺎﺳﯾﺔ و اﻟﻔرﻋﯾﺔ‬
 Call for help if you have to wait for material or machine breakdowns.
.‫ إﺳﺗدﻋﺎء اﻟﻣﺳﺎﻋد ﻓﻰ ﺣﺎﻟﺔ اﻧﺗظﺎر ﺧﺎﻣﺎت او ﻋطل ﺑﺎﻟﻣﺎﻛﯾﻧﺔ‬
 Any waiting time in an assignment means there is a need to improve the process and review the work
balance.
‫اى ﻋﻣﻠﯾﺔ اﻧﺗظﺎر ﯾﻌﻧﻰ اﻧﮫ ﯾﻠزم ﻋﻣل ﻋﻣﻠﯾﺔ ﺗﺣﺳﯾن و اﻋﺎدة اﻟﻧظر ﻓﻰ ﺗوزﯾﻊ اﻟﻌﻣل‬ 
69
5. Inventory
‫اﻟﻣﺧزون‬
 Inventory is any quantities of parts or material held within the system which are not being worked
on. ‫اﻟﻣﺧزون ھو اى ﻛﻣﯾﺔ ﻣن اﻻﺟزاء او اﻟﺧﺎﻣﺎت ﻻ ﺗﺳﺗﺧدم‬
 Covers for unresponsive and unreliable processes ‫ﯾﺧﻔﻲ ﻣﺳﺎوىء اﻟﻌﻣﻠﯾﺎت اﻹﻧﺗﺎﺟﯾﺔ‬
 Increases lead time. ‫زﯾﺎدة وﻗت اﻟﺗوﺻﯾل‬
 Longer to introduce engineering changes and improvements.
.‫ ﺗﺄﺧر وﻗت اﻟوﺻول ﻋﻧد ﺣدوث اى ﺗﻐﯾر ھﻧدﺳﻲ او ﻋﻣﻠﯾﺔ ﺗﺣﺳﯾن‬
 Takes up floor space, requires management, ties up cash. ‫ﺗﺗطﻠب ﻣﺳﺎﺣﺔ و ادارة و ﺗﻛﻠﻔﺔ‬
 FIFO becomes difficult, material can become obsolete.
‫ و ﺗﻌرض اﻟﻣﺧزون ﻟﻠﺗﻘﺎدم‬,‫ ﺧروج – أول( ﻟﻠﺧﺎﻣﺎت‬-‫ ﺻﻌوﯾﺔ )دﺧول – أول‬
 Product can become damaged or contaminated. ‫اﻣﻛﺎﻧﯾﺔ ﺗﻌرض اﻟﻣﻧﺗﺞ ﻟﻠﺗﻠف‬
70
35
7/14/2019
6. Motion
‫اﻟﺣرﻛﺔ‬
 Any motion by operators or machines when carrying out cycles of work which does not add value is waste.
 Even the best processes require some motion by operators or machines which does not strictly add value - this is
also waste, but is referred to as “incidental motion”.
‫اى ﺣرﻛﺔ ﻣن ﺧﻼل اﻟﻣوظف او اﻟﻣﻛن ﻋﻧد اﺗﻣﺎم ﻋﻣﻠﯾﺔ اﻧﺗﺎﺟﯾﺔ ﺗﻌﺗﺑر ﻓﺎﻗد‬ 
 Incidental motion is that which is necessary within the current process design, such as taking parts from a pallet,
loading & unloading, machine start, etc.
.‫ﺣﺗﻰ ﻓﻰ أﺣﺳن اﻟﻌﻣﻠﯾﺎت اﻟﺗﻲ ﺗﺗطﻠب ﺑﻌض اﻟﺣرﻛﺔ ﺑواﺳطﺔ اﻻﺷﺧﺎص او اﻟﻣﻛن ﺣﯾث ﺗﻌﺗﺑر ھذه اﻟﺣرﻛﺔ ﻓﺎﻗد وﻟﻛن ﺗﻌﺗﺑرھذه ﺣﺎﻻت اﻟﺿرورﯾﺔ‬ 
 Any other motion, such as walking, reaching, lifting and lowering is total waste.
 All motion must be minimized. ‫ﺣرﻛﺔ ﺿرورﯾﺔ اﺛﻧﺎء اﻟﻌﻣل ﻣﺛل اﺧذ أﺟزاء ﻣن اﻟﺑﺎﻟﯾﺗﺎت و اﻟﺗﺣﻣﯾل و اﻹﻧزال ﺑداﯾﺔ ﺗﺷﻐﯾل اﻟﻣﻛن‬ 
‫ ﺗﻌﺗﺑر ﻓﺎﻗد‬,‫ إﻧزال‬,‫ اﻟرﻓﻊ‬,‫ اﻟﺑﺣث‬,‫اى ﺣرﻛﺔ اﺧرى ﻣﺛل اﻟﺳﯾر‬ 
‫ﻻﺑد ﻣن ﺗﻘﻠﯾل اﻟﺣرﻛﺔ‬ 
71
7. Over Processing
‫اﻟﻌﻣﻠﯾﺔ اﻟزاﺋدة‬
 Where resource or effort is applied to a product or process that adds cost but no value for the customer.
‫ھو اﻟﻣﺟﮭود أو اﻟﻌﻣل اﻟﻣﺳﺗﺧدم ﻓﻰ اﻟﻣﻧﺗﺞ و ﯾﺿﯾف ﺗﻛﻠﻔﺔ وﻻ ﯾﺿﯾف ﻗﯾﻣﺔ ﻟﻠﻌﻣﯾل‬
 All product characteristics should have customer derived specifications and acceptance criteria.
‫أى ﻣﻧﺗﺞ ﯾﺟب ان ﯾﻛون ﻟﮫ ﻣواﺻﻔﺎت ﻣن ﻗﺑل اﻟﻌﻣﯾل‬
 All process equipment should be specified to be capable of consistently satisfying customer
requirements - not substantially exceeding them.
‫ﺟﻣﯾﻊ اﻻﺟﮭزة اﻟﻣﺳﺗﺧدﻣﺔ ﻻﺑد ان ﺗﺣدد إﻣﻛﺎﻧﯾﺔ إﺳﺗﻣرارﯾﺔ ﻓﻰ إرﺿﺎء ﻣﺗطﻠﺑﺎت اﻟﻌﻣﯾل‬
 Any process with subjective acceptance criteria should
have pictorial standards displayed line side.
‫ ﯾﺟب أن ﺗﺣﺗوي ﻋﻠﻰ ﻣواﺻﻔﺎت ﻣرﺋﯾﺔ ﺗﺳﺎﻋد ﻋﻠﻰ‬,‫أي ﻋﻣﻠﯾﺔ ﻗﺎﺋﻣﺔ ﻋﻠﻰ ﻣﻌﺎﯾﯾر ﻗﺑول أو رﻓض ﺗﻘدﯾرﯾﺔ‬ 
.‫اﻟﺣﻛم ﺑﺻورة ﺻﺣﯾﺣﺔ‬ 
72
36
7/14/2019
Recognise your enemy
• Who is the enemy?

‫ﻣن ھو اﻟﻌدو؟‬ •
- All forms of waste whether it be a manufacturing or administrative
(‫ ﺟﻣﯾﻊ أﺷﻛﺎل اﻟﻔﻘد )ﺳواء اﻻﻧﺗﺎج أو اﻷدارة‬-
• How does he conceal himself?
- In the “Hidden Factory”
73
Toast KAIZEN video
74
74
37
7/14/2019
7 Wastes in Transactional Processes

1. DEFECTS
‫ ﻓواﻗد ﻓﻲ اﻟﻌﻣﻠﯾﺎت اﻹدارﯾﺔ‬7 ‫ال‬ ‫ اﻟﻌﯾوب‬.1
Data / info errors/missing ‫ﻣﻌﻠوﻣﺎت ﺧﺎطﺋﺔ أو ﻏﯾر ﻛﺎﻣﻠﺔ‬
2. OVER PRODUCTION ‫ اﻻﻧﺗﺎج اﻟزاﺋد‬.2
Too many fields to complete, too much info required ‫ﻛﺛﯾر ﻣن اﻟﻣﻌﻠوﻣﺎت ﯾﺟب اﺳﻧﻛﻣﺎﻟﮭﺎ او ﻛﺛﯾر ﻣن اﻟﻣﻌﻠوﻣﺎت اﻟﻣطﻠوﯾﺔ‬
3. TRANSPORTATION ‫ اﻟﻧﻘل‬.3
Where the info moves to electronically and manually ‫ﻧﻘل اﻟﻣﻌﻠوﻣﺔ اﻟﻛﺗروﻧﯾﺎ او ﯾدوى‬
4. WAITING ‫ اﻻﻧﺗظﺎر‬.4
Backlogs, skill shortages taking time to enter data/info ‫ﻧﻘص اﻟﺧﺑرة اﻟذى ﯾﺟﻌل ادﺧﺎل اﻟﻣﻌﻠوﻣﺎت ﯾﺳﺗﻐرق وﻗﺗﺎ‬
5. INVENTORY ‫ اﻟﻣﺧزون‬.5
Physical files, change notices, inventory policy ‫ ﻧظﺎم اﻟﺗﺧزﯾن‬,‫ ﺗﻐﯾر اﻟﻣﻼﺣظﺎت‬,‫اﻟﻣﻠﻔﺎت‬
6. MOTION ‫ اﻟﺣرﻛﺔ‬.6
Too many screens, files, keystrokes, too many approvals required ‫ اﻟﻣراﺟﻌﺔ اﻟﻛﺛﯾرة‬,‫طﻠب اﻟﻛﺛﯾر ﻣن اﻟﻣواﻓﻘﺎت‬
7. PROCESSING ‫ اﻟﻌﻣﻠﯾﺎت اﻟزاﺋدة‬.7
Irrelevant info required, too many boxes on the forms ‫ﻣﻌﻠوﻣﺎت ﻏﯾر ﻣﻧطﻘﯾﺔ ﻣطﻠوﯾﺔ‬
75
Waste - DOTWIMP
 Defects Incorrect data entry, incorrect part number

 Over production Unnecessary reports, data reconciliation,
printed and electronic copies
 Transportations Moving documents around offices/depts
 Waiting Various approval signatures, processing
orders in batches
 Inventory Waiting to process customers in common
queues, waiting to process common transactions
 Motion Numerous data entry fields, recording data in
different depts
 Processing Too many approvals
76
38
7/14/2019
Terminology
1. Value Added (VA) step ‫ﺧطوة ﺑﮭﺎ ﻗﯾﻣﺔ ﻣﺿﺎﻓﺔ‬
An operation which transforms the product in a way that is meaningful to the customer – the
customer would be prepared to pay for.
‫اﻟﻌﻣﻠﯾﺔ اﻟﺗﻰ ﺗﺣول اﻟﻣﻧﺗﺞ ﺑطرﯾﻘﺔ ذات ﻣﻌﻧﻰ ﻟﻠﻌﻣﯾل ﺣﯾث ﯾﻛون اﻟﻌﻣﯾل ﻋﻠﻰ اﺳﺗﻌداد ﺗﺎم ﻟﻠدﻓﻊ‬
2. Non Value Added (NVA) step ‫ﺧطوة ﻟﯾﺳت ﻟﮭﺎ ﻗﯾﻣﺔ‬.
An operation which transforms the product in a way that is meaningless to the customer –
the customer would not be prepared to pay for.
‫اﻟﻌﻣﻠﯾﺔ اﻟﺗﻰ ﺗﺣول اﻟﻣﻧﺗﺞ ﺑطرﯾﻘﺔ ذات ﻣﻌﻧﻰ ﻟﻠﻌﻣﯾل ﺣﯾث ﯾﻛون اﻟﻌﻣﯾل ﻏﯾر ﻣﺳﺗﻌد ﻟﻠدﻓﻊ‬
3. Necessary Non Value Added (NNVA) step ‫ﺧطوة ﻟﯾﺳت ﻟﮭﺎ ﻗﯾﻣﺔ و ﻟﻛن ﺿرورﯾﺔ‬
An operation which helps to transform the product in a way that is meaningless to the
customer –
the customer would not be prepared to pay for. The process design dictates that you
need to perform this operation in order to generate a Value Added operation
‫اﻟﻌﻣﻠﯾﺔ اﻟﺗﻰ ﺗﺣول اﻟﻣﻧﺗﺞ ﺑطرﯾﻘﺔ ﺑﻼ ﻣﻌﻧﻰ ﻟﻠﻌﻣﯾل ﺣﯾث ﯾﻛون اﻟﻌﻣﯾل ﻏﯾر ﻣﺳﺗﻌد ﻟﻠدﻓﻊ‬
77
Exercise
In teams , imagine the going on holiday experience and reflect upon the 5 Lean principles and 7
Deadly Wastes.
1. Identify what is important to you (principle 1)

2. Describe how the holiday company provide the service to you (principle 2, 3, 4)
3. Describe the sources of waste and where they could be eliminated to improve your holiday
experience (principle 5).
4. You have 45 minutes to complete and present back to the forum.
78
39
7/14/2019
Holiday Analogy
1. Call travel company to make a booking
2. Receive tickets by mail
3. Call taxi company to make the booking
4. Wait for the taxi
5. Load luggage (08.00am GMT)
6. Drive to the airport (3 ¼ hrs), arriving 2 hours before scheduled flight time
7. Unload luggage
8. Wait in currency exchange queue
9. Wait in check in line
10. Wait in security
11. Wait in customs
12. Wait in departure lounge
13. Wait in boarding line
14. Wait in aeroplane (2 ½ hr delay) Total Travel Time = 13 hours
15. Taxi to runway Time actually going somewhere = 7 hours
16. Fly to Destination (3 hrs) (54% of total)
17. Wait in aeroplane (Taxi and de-boarding)
18. Wait in baggage claim
Queuing and Wait Time = 6 hours
19. Wait in immigration Number of lines = 10
20. Wait in customs Number of times luggage was picked and put
21. Load luggage to bus
down = 7
22. Wait in bus
23. Travel in bus to destination Number of inspections = 8
24. Unload luggage and carry to room
25. Wait to check in room (9pm GMT)
79
Holiday Analogy
‫اﻻﺗﺻﺎل ﺑﺎﻟﺷرﻛﺔ ﻟﻠﺣﺟز‬ .1
‫وﺻول اﻟﺗذاﻛر ﺑﺎﻟﺑرﯾد‬ .2
‫اﻻﺗﺻﺎل ﺑﺎﻟﺗﺎﻛﺳﻰ ﻟﻠﺣﺟز‬ .3
‫اﻧﺗظﺎر اﻟﺗﺎﻛﺳﻰ‬ .4
(‫ ص‬8:00) ‫ﺗﺣﻣﯾل اﻟﺷﻧط‬ .5
‫اﻟذھﺎب ﻟﻠﻣطﺎر و اﻟوﺻول ﻗﺑل اﻟﻣوﻋد ﺑﺳﺎﻋﺗﯾن‬ .6
‫اﻧزال اﻟﺷﻧط‬ .7
‫اﻻﻧﺗظﺎر ﻟﺗﻐﯾر اﻟﻌﻣﻠﺔ‬ .8
‫اﻻﻧﺗظﺎر ﻓﻰ ﺻف اﻟﺟوزات‬ .9
‫اﻻﻧﺗظﺎر ﻓﻰ اﻻﻣن‬ .10
‫اﻻﻧﺗظﺎر ﻓﻰ اﻟﺟﻣﺎرك‬ .11
‫اﻻﻧﺗظﺎر ﻓﻰ ﺻﺎﻟﺔ اﻟﻣﻐﺎدرة‬ .12
‫اﻻﻧﺗظﺎر ﻟرﻛوب اﻟطﺎﺋرة‬ .13
(‫اﻻﻧﺗظﺎر ﻓﻰ اﻟطﺎﺋرة )اﻟﺗﺄﺧﯾر ﺳﺎﻋﺗﯾن و ﻧﺻف‬ .14
‫ ﺳﺎﻋﺔ‬13 = ‫ﻣﺟﻣوع ﺳﺎﻋﺎت اﻟطﯾران‬ ‫ﺗﺎﻛﺳﻰ ﻟﻠﻣﻛﺎن اﻟطﺎﺋرة‬ .15
(‫ ﻣن اﻟﻣﺟﻣوع‬%54) ‫ ﺳﺎﻋﺎت‬7 = ‫اﻟوﻗت ﻟﻠذھﺎب ﻻى ﻣﻛﺎن‬ ‫ ﺳﺎﻋﺎت‬3 ‫اﻻﻗﻼع و اﻟﺳﻔر ﻓﻰ‬ .16
‫ ﺳﺎﻋﺎت‬6 = ‫وﻗت اﻻﻧﺗظﺎر‬ (‫اﻻﻧﺗظﺎر ﻓﻰ اﻟطﺎﺋرة )ﺗﺎﻛﺳﻰ و دﺧزل اﻟﻣطﺎر‬ .17
10 = ‫ﻋدد اﻟﺻﻔوف‬ ‫اﻻﻧﺗظﺎر ﻟﻠﺷﻧط‬ .18
‫اﻻﻧﺗظﺎر ﻓﻰ ﻗﺳم اﻟﮭﺟرة‬ .19
7 = ‫ﻋدد ﻣرات ﻧﻘل اﻟﺷﻧط‬ ‫اﻻﻧﺗظﺎر ﻓﻰ اﻟﺟﻣﺎرك‬ .20
8 = ‫ﻋدد ﻣرات اﻟﻔﺣص‬ ‫وﺿﻊ اﻟﺷﻧط ﻓﻰ اﻻﺗوﺑﯾس‬ .21
‫اﻻﻧﺗظﺎر ﻓﻰ اﻻﺗوﺑﯾس‬ .22
‫اﻟﺳﻔر ﻓﻰ اﻻﺗوﺑﯾس‬ .23
‫اﻧزال اﻟﺷﻧط و اﻟدﺧول ﻟﻠﻔﻧدق‬ .24
‫اﻻﻧﺗظﺎر ﻷﺧذ اﻟﻐرﻓﺔ‬ .25
80
40
7/14/2019
Holiday Analogy
1. Call travel company to make a booking
2. Receive tickets by mail
3. Call taxi company to make the booking
4. Wait for the taxi
5. Load luggage (08.00am GMT)
6. Drive to the airport (3 ¼ hrs), arriving 2 hours before scheduled flight time
7. Unload luggage
8. Wait in currency exchange queue
9. Wait in check in line
10. Wait in security
11. Wait in customs
12. Wait in departure lounge
13. Wait in boarding line
14. Wait in aeroplane (2 ½ hr delay)
15. Taxi to runway What I value (getting to my holiday
16. Fly to Destination (3 hrs)
17. Wait in aeroplane (Taxi and de-boarding)
destination in the fastest time) is being
18. Wait in baggage claim blocked
19. Wait in immigration
20. Wait in customs
21. Load luggage to bus
22. Wait in bus
23. Travel in bus to destination
24. Unload luggage and carry to room
25. Wait to check in room (9pm GMT)
81
Holiday Analogy
‫اﻻﺗﺻﺎل ﺑﺎﻟﺷرﻛﺔ ﻟﻠﺣﺟز‬ .1
‫وﺻول اﻟﺗذاﻛر ﺑﺎﻟﺑرﯾد‬ .2
‫اﻻﺗﺻﺎل ﺑﺎﻟﺗﺎﻛﺳﻰ ﻟﻠﺣﺟز‬ .3
‫اﻧﺗظﺎر اﻟﺗﺎﻛﺳﻰ‬ .4
(‫ ص‬8:00) ‫ﺗﺣﻣﯾل اﻟﺷﻧط‬ .5
‫اﻟذھﺎب ﻟﻠﻣطﺎر و اﻟوﺻول ﻗﺑل اﻟﻣوﻋد ﺑﺳﺎﻋﺗﯾن‬ .6
‫اﻧزال اﻟﺷﻧط‬ .7
‫اﻻﻧﺗظﺎر ﻟﺗﻐﯾر اﻟﻌﻣﻠﺔ‬ .8
‫اﻻﻧﺗظﺎر ﻓﻰ ﺻف اﻟﺟوزات‬ .9
‫اﻻﻧﺗظﺎر ﻓﻰ اﻻﻣن‬ .10
‫اﻻﻧﺗظﺎر ﻓﻰ ﺻﺎﻟﺔ اﻟﻣﻐﺎدرة‬ .12
‫اﻻﻧﺗظﺎر ﻟرﻛوب اﻟطﺎﺋرة‬ .13
(‫اﻻﻧﺗظﺎر ﻓﻰ اﻟطﺎﺋرة )اﻟﺗﺄﺧﯾر ﺳﺎﻋﺗﯾن و ﻧﺻف‬ .14
‫ﺗﺎﻛﺳﻰ ﻟﻠﻣﻛﺎن اﻟطﺎﺋرة‬ .15
What I value (getting to my holiday ‫ ﺳﺎﻋﺎت‬3 ‫اﻻﻗﻼع و اﻟﺳﻔر ﻓﻰ‬ .16
destination in the fastest time) is being (‫اﻻﻧﺗظﺎر ﻓﻰ اﻟطﺎﺋرة )ﺗﺎﻛﺳﻰ و دﺧزل اﻟﻣطﺎر‬ .17
blocked ‫اﻻﻧﺗظﺎر ﻟﻠﺷﻧط‬ .18
‫اﻻﻧﺗظﺎر ﻓﻰ ﻗﺳم اﻟﮭﺟرة‬ .19
‫وﺿﻊ اﻟﺷﻧط ﻓﻰ اﻻﺗوﺑﯾس‬ .21
‫اﻻﻧﺗظﺎر ﻓﻰ اﻻﺗوﺑﯾس‬ .22
‫اﻟﺳﻔر ﻓﻰ اﻻﺗوﺑﯾس‬ .23
‫اﻧزال اﻟﺷﻧط و اﻟدﺧول ﻟﻠﻔﻧدق‬ .24
‫اﻻﻧﺗظﺎر ﻷﺧذ اﻟﻐرﻓﺔ‬ .25
82
41
‫‪7/14/2019‬‬
‫ﻣﺎ ھﻰ اﻟﻌﻣﻠﯾﺎت ذات اﻟﻘﯾﻣﺔ اﻟﻣﺿﺎﻓﺔ؟‬

‫ﺛﻧﻰ اﻟﺧﺎﻣﺎت‬ ‫ﻗطﻊ اﻟﺧﺎﻣﺎت‬ ‫ﻋﻣل ﺛﻘب‬ ‫ﻋﻣل ﺗدوﯾر ﻟﻠﺛﻘب‬ ‫وﺿﻊ‬
‫اﻟﺿﻌط‬ ‫اﻟﻠﺣﺎم‬ ‫اﻟﻠﺻق‬ ‫ﺣﺷر‬ ‫ﺗﻌرﯾف اﻟﻣﻧﺗﺞ‬
‫اﻟدھﺎن‬ ‫اﻟﻣﻌﺎﻟﺟﺔ‬ ‫اﻟﺗﻐﻠﯾف‬ ‫وﺿﻊ و ﺿﺑط‬
‫‪83‬‬
‫ﻣﺎ ھﻰ اﻟﻌﻣﻠﯾﺎت ذات ﻧﺻف ﻗﯾﻣﺔ ﻣﺿﺎﻓﺔ؟‬
‫وﺿﻊ و ﺿﺑط‬
‫اﻟﺗﻘﺎط‬
‫ﻣﺳـــــك‬
‫دق‬
‫وﺿﻊ ﺟﺎﻧب ﺑﺟﺎﻧب‬
‫‪84‬‬
‫‪42‬‬
‫‪7/14/2019‬‬
‫ﻣﺎ ھﻰ اﻟﻌﻣﻠﯾﺎت اﻟﺗﻰ ﺑدون ﻗﯾﻣﺔ ﻣﺿﺎﻓﺔ؟‬

‫ﻗﻠب و ﻟف‬ ‫ﻟف‬
‫اﻟﺳﯾر‬ ‫اﻟﻧﻘل‬ ‫اﻻﻧﺗظﺎر‬
‫وﺿﻊ اﺷﯾﺎء‬ ‫اﻟﺗﺟﻣﯾﻊ ﺑﺣﺎﺳﺎﺳﯾﺔ‬ ‫اﻟﺣﺷر‬

‫دﻗﯾﻘﺔ‬ ‫ﺑﺣﺎﺳﺎﺳﯾﺔ‬
‫اﻟرﺑط‬
‫ﺑﺣﺎﺳﺎﺳﯾﺔ‬
‫ﺿﺑط اﻟﺳﻠوك ﺑﺣﺎﺳﺎﺳﯾﺔ‬

‫‪85‬‬

‫اﻋﺎدة اﻟﻌﻣل‬ ‫اﻟﺗﺣوﯾل‬ ‫اﻋﺎدة اﻟﺗﻐﻠﯾف‬ ‫ﻧﻘل ﻣن ﯾد‬ ‫اﻋﺎدة ﺗﺣﻣﯾل‬
‫ﻻﺧرى‬
‫اﻋﺎدة ﺗوزﯾﻊ‬
‫وﺿﻊ‬ ‫ارﺳﺎل‬ ‫اﻋﺎدة اﻷﺷﯾﺎء‬
‫زق‬
‫ﺳﺣب‬ ‫ﺿﻐط‬ ‫ﺗﻧزﯾل‬

‫رﻓﻊ‬ ‫ﻧﻘل‬
‫‪86‬‬
‫‪43‬‬
‫‪7/14/2019‬‬

‫ﻋد‬ ‫ﺗرﺗﯾب‬ ‫ﻗﯾﺎس‬
‫ﺑﺣث‬
‫ﺗﺟدﯾد‬
‫اﺧﺗﯾﺎر‬ ‫ازاﺣﺔ‬ ‫اﻟﺗﻘﺎط‬ ‫ﺧﻠﻊ‬

‫ﺗﻘﺳﯾم‬
‫‪87‬‬

‫ﻓك اﻟرﺑط‬ ‫ﺗﻧظﯾف‬ ‫ﺿﺑط‬ ‫ﺗوﺻﯾل‬
‫ﻣراﻗﺑﺔ‬
‫ﺗرك‬
‫اﻻﻏراض‬
‫ﺗﺄﺧﯾر‬
‫ﺗوﻗف‬
‫ﻓﺣص‬ ‫ﺗراﻛم‬
‫‪88‬‬
‫‪44‬‬
7/14/2019
‫ ﺗدرﯾب‬Exercise
• Split into teams. ‫ﺗﻧﻘﺳم اﻟﻰ ﻣﺟﻣوﻋﺗﯾن‬
• Take 20 minutes to think of where the majority of the waste is in your business.
‫ دﻗﯾﻘﺔ ﻧﻔﻛر ﻓﻰ اﻧواع اﻟﻔواﻗد اﻟرﺋﯾﺳﯾﺔ اﻟﺗﻰ ﺗواﺟﮫ اﻋﻣﺎﻟﻧﺎ‬20 ‫ﻟﻣدة‬
• Take a further 10 minutes to identify why that waste exists.

‫ دﻗﺎﺋق اﺧرى ﻟﻠﺗﻔﻛﯾر ﻓﻰ اﺳﺑﺎب ھذه اﻟﻔواﻗد‬10 ‫ﻟﻣدة‬
• Prepare a 5 minute presentation back to the group on the: -

Where ‫ دﻗﺎﺋق ﻧﺟﮭز ﻧﺗﺎﺋﺞ اﻟﺗﻔﻛﯾر‬5 ‫ﻟﻣدة‬
Call Centre
Operations
Purchase
Strategy
Sales
D Invoicing procedure has excessive manual intervention

O
The layout does not allow process flow
T
What W Why
I Demand planning process has to much variation
M Customer care activities are not consolidated
P
89
Lean Green
Belt
Value Stream Map
90
45
7/14/2019
2. Value Stream
‫ﺗدﻓق اﻟﻘﯾﻣﺔ‬
Represents the 3 critical management tasks a specific product ( goods and / or services )
should pass through :
.‫ ﻣﮭﺎم أﺳﺎﺳﯾﺔ واﻟﺗﻲ ﯾﺟب أن ﯾﻣر ﺑﮭﺎ اﻟﻣﻧﺗﺞ‬3 ‫ﺗﻣﺛل‬
• Problem Solving : Starting with concept, continuing with detailed design and engineering
and ending with the launch of production
.‫ ﺣﯾث ﯾﺑدأ اﻟﻣﻧﺗﺞ ﺑﻔﻛرة ﻣروراً ﺑﺎﻟﺗﺻﻣﯾم وﻧﮭﺎﯾﺔ ﺑﺑداﯾﺔ اﻹﻧﺗﺎج‬:‫• ﺑداﯾﺔ ﻣن اﻟﻔﻛرة إﻟﻰ اﻹﻧﺗﺎج‬
• Information Management : Starting with order, continuing with detailed scheduling and
ending with delivery to the customer
.‫ ﺗﺑدأ ﻣن أﻣراﻟﺗورﯾد ﻣروراً ﺑﺎﻟﺗﺧطﯾط وﻧﮭﺎﯾﺔ ﺑﺎﻟﺗورﯾد ﻟﻠﻌﻣﯾل‬:‫• ﺗدﻓق اﻟﻣﻌﻠوﻣﺎت‬
• Physical Transformation : Starting with raw material, continuing with production and
ending with the realization of the final product.
ً
.‫وﻧﮭﺎﯾﺔ ﺑﺎﻟﻣﻧﺗﺞ اﻟﺗﺎم‬ ‫ ﺑداﯾﺔ ﻣن اﻟﺧﺎﻣﻠت ﻣروراً ﺑﻌﻣﻠﯾﺎت اﻹﻧﺗﺎج‬:‫• ﺗدﻓق اﻟﻣﻧﺗﺞ‬
91
2. Value Stream
Lots of companies‫ﻣﺟﻣوﻋﺔ اﻟﺷرﻛﺎت‬

One Plant ‫ﻣﺻﻧﻊ واﺣد‬
Process Process Process Process

‫اﻟﻌﻣﻠﯾﺔ‬ ‫اﻟﻌﻣﻠﯾﺔ‬ ‫اﻟﻌﻣﻠﯾﺔ‬ ‫اﻟﻌﻣﻠﯾﺔ‬
92
46
7/14/2019
Model ‫ﻧﻣوذج‬
R&D Planning Production Distribution Sales
R&D Planning Production Distribution Sales
Lead Time
93
The GOAL ‫اﻟﮭدف‬
design production delivery
Lead Time
Value Adding Activity Waste (Muda)

‫اﻧﺷطﺔ ذات ﻗﯾﻣﺔ ﻣﺿﺎﻓﺔ‬ ‫ﻓﺎﻗد‬
To Decrease Lead time ‫ﺗﻘﻠﯾل وﻗت اﻟﺗورﯾد‬
To Increase Value Added Time % ‫زﯾﺎدة اﻟوﻗت ذو اﻟﻘﯾﻣﺔ اﻟﻣﺿﺎﻓﺔ‬
94
47
7/14/2019
Manufacturing Lead time

‫وﻗـــــت اﻟﺗﺻﻧﯾــــﻊ‬
A typical manufacturing company
‫ﻣﺛﺎل ﻟﺷرﻛﺔ ﻣﺻﻧﻌﺔ‬
Time
99 % 1% ‫اﻟوﻗت‬
Improvement results with traditional methods
‫اﻟﺗﺣﺳﯾن ﺑﻌد اﺳﺗﺧدام اﻟطرق اﻻﻋﺗﯾﺎدﯾﺔ‬
Time
99.5 % 0.5 % ‫اﻟوﻗت‬
Lean Manufacturing Approach
Value Added
Lean ‫اﺳﺗﺧدام طرﯾﻘﺔ اﻟﺗﻔﻛﯾر ﺑﺎل‬
‫وﻗت ﻟﮫ ﻗﯾﻣﺔ‬
Waste (Muda)
Time ‫وﻗت ﺿﺎﺋﻊ‬
90 % 10 % ‫اﻟوﻗت‬
95
The GOAL ‫اﻟﮭدف‬

When we decrease the lead time by eliminating wastes: ‫ﻋﻧدﻣﺎ ﻧﻘﻠل وﻗت اﻹﻧﺗظﺎر ﺑﺈزاﻟﺔ‬
:‫اﻟﻔواﻗد‬
• Financial gains by freeing up resources .‫ﻣﻛﺎﺳب ﻣﺎﻟﯾﺔ وذﻟك ﺑﺗوﻓﯾر ﺑﻌض اﻟﻣوارد‬
• Producing according to real demand instead of forecasts ‫اﻹﻧﺗﺎج ﯾﺻﺑﺢ ﻋﻠﻰ ﺣﺳب طﻠﺑﺎت ﻣؤﻛدة و ﻟﯾس‬
.‫ﺗوﻗﻌﺎت‬
• Providing customer satisfaction .‫ﺗﻣﻛﻧﻧﺎ ﻣن إرﺿﺎء اﻟﻌﻣﯾل‬
• Providing traceability of quality .‫ﺗﻣﻛﻧﻧﺎ ﻣن ﻣﻼﺣﻘﺔ او اﻗﺗﻔﺎء أﺛر ﺟودة اﻟﻣﻧﺗﺞ‬
• Reducing unnecessary part inventories .‫ﺗﻘﻠل اﻷﻗﺳﺎم اﻟﻐﯾر ﺿرورﯾﺔ ﻣن اﻟﻣﺧﺎزن‬
• Reducing the risk of being outdated .‫ﺗﻘﻠل ﻣن ﺧطر اﻟﺧروج ﻋن وﻗت اﻟﺻﻼﺣﯾﺔ‬
• Reducing fluctuation due to promotions .‫ﺗﻘﻠل اﻟﺗﻐﯾرات ﻧﺗﯾﺟﺔ اﻟﻌروض اﻟﺗﺳوﯾﻘﯾﺔ‬
96
48
7/14/2019
Value Stream Map .‫ﺧرﯾطﺔ ﺗدﻓق اﻟﻘﯾﻣﺔ‬

F a x E m a il
I n te r n a l S A L E S o R D E R C u s to m e r
P u r c h a s in g O rd e r
P la n n i n g
P r o c e s s in g
S u p p l ie r C u s to m e r
S e rv i c e
C u s to m e r D e m a n d :
7 5 0 0 p ie c e s p e r M o n th
( T a k t T im e1 1 6 s e c o n d s )
C o m p o n e n ts &
W IP
E x tr u s i o n
1 6 m o n th s
C le a n in g fo r Q u a lit y
R a w M a te r ia l s M o u ld i n g
E x tr u s i o n hub S a m p le Q u a l it P a c k in g
W a re h o u s e D r ill UV T IP P r in t Ass P o lis h + W a re h o u s e W a re h o u s e
y D o u b le and
co m p o n e n Q u a lit y
Pack S te r li z a tio
4 ts
4 4 4 4 4 4 n
2 4 4
T o ta l C / T = 3 m i n u te s 6 d a y s T o ta l C / T = 0 . 1 h o u r s
T o ta l C / T = 1 2 h o u r s N V A = 1 m in u t e s T o t a l C / T = 1 8 m in u t e s T o ta l C / T = 6 . 1 h r s . 4 4 4
4
N V A = 1 2 h o u rs 6 days N V A = 6 h o u rs
66
1 2 h rs . 3 8 7 2 h rs . 0 .0 5 h rs. h rs . 6 . 1 h rs . L e a d T im e = 3 9 5 6 h r s .
2 m in s . 18 6 m in s . P r o c e s s in g T im e = 2 6 m in s .
m in s . P C E = 0 .0 1 1 %
•High Inventory and WIP is made

.‫ﻣﺧزون ﻋﺎﻟﻲ وﻣﺧزون ﺑﯾن اﻟﻣراﺣل ﺗم ﺗﺻﻧﯾﻌﮫ‬
•Push production system
‫إﻧﺗﺎج ﺑطرﯾﻘﺔ اﻟدﻓﻊ و ﻟﯾس اﻟﺳﺣب‬
•Inventory and WIP time traps leads to very high lead time (almost 12 months
.‫ ﺷﮭر‬12 ‫زﯾﺎدة اﻟﻣﺧزون ﯾزﯾد ﻣن زﻣن إﻧﺗظﺎر اﻟﻘﯾﻣﺔ ”اﻷﻣوال“ ﺑﺣواﻟﻲ‬
97
Lean Green
Belt
Continous Flow
98
49
7/14/2019
3. Continous Flow .‫اﻟﺗدﻓق اﻟﻣﺳﺗﻣر‬

Produce one - deliver one without waiting ‫إﻧﺗﺞ واﺣدة و ﺳﻠم واﺣدة ﺑدون‬
.‫إﻧﺗظﺎر‬
• By performing the real value creating steps consecutively, transform the raw material into a
product and deliver it to the end user ‫ﺑﺈداء اﻟﻘﯾﻣﺔ اﻟﺣﻘﯾﻘﯾ ِﺔ َﺗ ْﺧﻠقُ اﻟﺧطواتَ ﻣﺗواﻟﯾﺔ ﻟﺗﺣوﯾل اﻟﻣﺎدة اﻟﺧﺎ َم إﻟﻰ ُﻣﻧ َﺗﺞ‬
.‫وﯾﺗﺳﻠّ ُﻣﮫ اﻟﻣﺳﺗﺧدم اﻟﻧﮭﺎﺋﻲ‬
• Perfect every step (KAIZEN) .“‫اﻟﺗﺣﺳﯾن اﻟﻣﺳﺗﻣر ”ﻣﺛﺎﻟﯾﺔ ﻛل ﺧطوة‬
• Capable .‫ – ﻗﺎدرة‬right every time ) .‫ﺳﻠﯾم ﻛل ﻣرة‬
• Available .‫ – ﻣﺗﺎﺣﺔ‬always available (TPM) ‫داﺋﻣﺎ ﻣﺗﺎﺣﺔ )اﻟﺻﯾﺎﻧﺔ اﻟوﻗﺎﺋﯾﺔ‬
.(‫اﻟﺷﺎﻣﻠﺔ‬
‫ – اﻟﻣروﻧﺔ ﻋﻧد اﻟﻣﻘﯾﺎس اﻟﻣطﻠوب‬flexible and at the desired scale ( LEAN ) .‫ﻣﻼﺋم‬Appropriate •
.(LEAN)
99
ONE PIECE FLOW MARKER GAME
Round 1
Round 2
Round 3
100
50
7/14/2019
Marker Game Results
Round 1 Round 2 Round 3

A Number of Operators
B Lead Time for first piece
C Lead Time for the 5 pieces
D Cycle time for each station
E Number of Produced Units
D/C PCE
E / (A*C) Productivity (units/number of
operators*Lead time)
101
One Piece Flow

Batch and Push Manufacturing
All processes are 1 minute, 3 consecutive processes and lot size ( batch ) of 10
B B B B B C C
B B B B C C
Process A: 10 minutes Process B: 10 minutes Process C: 10 minutes
Lead Time : for the whole lot 30 ++ minutes
Continous Flow
“produce one, B C
Lead Time: 12 minutes
deliver one”
3 min. 12 min.
102
102
51
7/14/2019
Example : Mass Production
Semi
Material Cut to finished
Lathe Welding
Warehouse length product
assembly
Finished Parts
Goods Semi Finished Product Warehouse Warehouse
Warehouse
Packaging Painted Parts Storage Touch up Final

Assembly
Painting
103
‫ اﻻﻧﺗﺎج ﺑﺎﻟﻛﻣﯾﺔ‬:‫ﻣﺛﺎل‬
‫ﻗطﻊ ﺑﻧﺎء ﻋﻠﻰ‬ ‫ﺗﺟﻣﯾﻊ اﻟﻣﻧﺗﺞ‬

‫ﻣﺧزن اﻟﺧﺎﻣﺎت‬ ‫ﺧراطﺔ‬ ‫ﻟﺣﺎم‬ ‫اﻟﻧﺻف ﻣﺻﻧﻊ‬
‫اﻟطول‬
‫ﻣﺧزن اﻟﻣﻧﺗﺞ‬ ‫ﻣﺧرن اﻷﺟزاء‬

‫ﻣﺧزن اﻟﻣﻧﺗﺞ اﻟﻧﺻف ﻣﺻﻧﻊ‬
‫اﻟﻧﮭﺎﺋﻰ‬
‫ﺗﻌﺑﺋﺔ‬ ‫ﻣﺧزن اﻷﺟزاء اﻟﻣدھوﻧﺔ‬ Touch up ‫ﺗﺟﻣﯾﻊ ﻧﮭﺎﺋﻰ‬
‫اﻟدھﺎن‬
104
52
7/14/2019
Example : Flow Production
Incomin
Space gained
g
Product A Cell for new
Parts products
Warehou P
se A
Product B Cell
I Gains :
N 50% decrease in workforce,
Finished
Goods Product C Cell T
45% decrease in space
Warehou I
se 94% decrease in lead time
N
Product D Cell G
105
‫ ﺗدﻓق اﻟﻣﻧﺗﺞ‬:‫ﻣﺛﺎل‬
‫ﻣﻛﺎن ﺗم اﻛﺗﺳﺎﺑﮫ‬
(‫اﻧﺗﺎج ﻣﻧﺗﺞ )أ‬ ‫ﻗﺳم‬ ‫ﻟﻠﻣﻧﺗﺟﺎت اﻟﺟدﯾدة‬
‫دﺧول‬ ‫اﻟدھﺎن‬
‫اﻟﺧﺎﻣﺎت‬
(‫اﻧﺗﺎج ﻣﻧﺗﺞ )ب‬
:‫اﻟﻣﻛﺎﺳب‬
‫ ﺗﻘﻠﯾل اﻟﻌﻣﺎل‬%50 •
‫ﺧروج اﻟﻣﻧﺗﺞ‬ (‫اﻧﺗﺎج ﻣﻧﺗﺞ )ج‬
‫ ﺗﻘﻠﯾل اﻟﻣﺳﺎﺣﺔ‬%45 •
‫ ﺗﻘﻠﯾل اﻟوﻗت‬%94 •
(‫اﻧﺗﺎج ﻣﻧﺗﺞ )د‬
106
53
7/14/2019
Lean Green
Belt
Pull & Perfection
107
4. Pull .‫اﻟﺳﺣب‬
All steps demand from the previous ‫ﻛل اﻟﺧطوات ﺗطﻠب ﻣﻣﺎ‬
.‫ﯾﺳﺑﻘﮭﺎ‬
• Producing what the next process (customer) demands, at the desired quantity
( not more / not less ) and at the desired time ( not sooner or later ). ‫ﺗﻧﺗﺞ ھذه‬
، (‫ وﺑﻧﺎء ﻋﻠﻰ اﻟﻛﻣﯾﺔ اﻟﻣطﻠوﺑﺔ )ﻻ أﻛﺛر وﻻ أﻗل‬، (‫اﻟﻌﻣﻠﯾﺔ ﻣﺎ ﯾطﻠب ﻣﻧﮭﺎ ﻣن اﻟﻌﻣﻠﯾﺔ اﻟﺗﺎﻟﯾﺔ )اﻟﻌﻣﯾل ﻟﮭﺎ‬
.(‫واﻟﻣطﻠوب ﻓﻲ اﻟوﻗت )وﻟﯾس آﺟﻼ أو ﻋﺎﺟﻼ‬
• Following all steps backwards starting from the end customer’s demand ‫ﺗﺗﺑﻊ‬
.‫اﻟﻌﻣﻠﯾﯾﺎت ﺗﺳﻠﺳﻼ ﻣن اﻟراﺟﻊ ﺣﺗﻰ طﻠب اﻟﻌﻣﯾل‬
• A simple way to put production under control ‫اﺳﮭل طرﯾﻘﺔ ﻟوﺿﻊ اﻹﻧﺗﺎج ﺗﺣت‬
.‫اﻟﻣراﻗﺑﺔ‬
108
54
7/14/2019
Pull System
Value should flow, at the time,
for the products,
and at the speed,
demanded by the customer.
I demand I need one I need one

I need one more more
one now more
Here
you are Here
Here Here you are
you are you are
RAW MATERIAL
CUSTOMER
109
Benefits of Pull Systems .‫ﻓواﺋد ﻧظﺎم اﻟﺳﺣب‬

• Resources are only allocated to products that are demanded ‫اﻟﻣوارد ﺗﺳﺗﺧدم ﻓﻘط ﻟﻠﻣﻧﺗﺟﺎت اﻟﺗﻲ‬
.‫ﻟﮭﺎ طﻠﺑﺎت ﻣؤﻛدة‬
• No inventories are formed on the value chain ‫ﻻ ﯾوﺟد اي ﻣﺧزون ﺗﻛون ﻓﻲ ﺳﻠﺳﻠﺔ‬
.‫اﻟﻘﯾﻣﺔ‬
• Financial turnover ( cash flow ) speeds up .‫دورة رأس اﻟﻣﺎل ﺗزداد ﺳرﻋﺔ‬
• Regulates the value stream according to the customer ‫ﺗﺿﺑط ﺗدﻓق اﻟﻘﯾﻣﺔ ﺑﻧﺎءا ﻋﻠﻰ طﻠب‬
.‫اﻟﻌﻣﯾل‬
• Problems like ; Obsolete finished goods inventory at hand; rework or scrapping of
products due to design changes; discount campaigns for undemanded products, do
not arise. ‫ اﻟﻣﺧزون اﻟﻧﮭﺎﺋﻲ ﻣﻧﺗﮭﻲ اﻟﻘﯾﻣﺔ واﻋﻣﺎل اﻹﺻﻼح و اﻟﺗﺧرﯾد وأﯾﺿﺎ اﻟﻐﺿطرار ﻟﻌﻣل ﺗﺧﻔﯾﺿﺎت أو‬:‫اﻟﻣﺷﺎﻛل ﻣﺛل‬
.‫دﻋﺎﯾﺔ ﻟﻠﺑﯾﻊ ﺗﻧﺗﮭﻲ‬
110
55
7/14/2019
LEAN ‫ اﻟﺗدﻓق ال‬Lean Flow

... What if a machine breaks down?‫ﻣﺎذا ﻟو ﺗﻌطﻠت اﻟﻣﺎﻛﯾﻧﺔ؟‬
... What if there are defective parts among the products ? ‫ﻣﺎذا ﻟو ﺗم إﻧﺗﺎج أﺟزاء ﻣﻌﯾﺑﺔ‬
... What if the deliveries are late? ‫ﻣﺎذا ﻟو ﺗﺄﺧرت اﻟﺗﺳﻠﯾﻣﺎت؟‬
Dealer ‫اﻟﺗﺎﺟر‬
Welding.‫اﻟﻠﺣﺎم‬
Assembly ‫اﻟﺗﺟﻣﯾﻊ‬
Main Distributor .‫اﻟﻣوزع اﻟرﺋﯾﺳﻲ‬

Painting .‫اﻟدھﺎن‬
Stamping .‫اﻟﺗﺷﻛﯾل‬
Tier 2 Supplier .‫اﻟﻣورد اﻟﺗﺎﻟﻲ‬
Tier 1 Supplier ‫اﻟﻣورد اﻷول‬
ALL STOP !! !!‫ﻛل ﺷﻲء ﯾﺗوﻗف‬
111
Perfection .‫اﻟﻣﺛﺎﻟﯾﺔ‬
Perfection ( Ideal State )
‫اﻟﻣﺛﺎﻟﯾﺔ )اﻟﺣﺎﻟﺔ اﻟﻣﺛﺎﻟﯾﺔ‬
Future State
‫اﻟﺣﺎﻟﺔ اﻟﻣﺳﺗﻘﺑﻠﯾﺔ‬
Current State
‫اﻟﺣﺎﻟﺔ اﻟﺣﺎﻟﯾﺔ‬
Original State
.‫اﻟﺣﺎﻟﺔ اﻷﺻﻠﯾﺔ‬
112
112
56
7/14/2019
Principles of Lean Thinking – Summary

Lean ‫ ﻣﺑﺎدئ اﻟﺗﻔﻛﯾر ﺑطرﯾﻘﺔ‬-‫اﻟﺧﻼﺻﺔ‬
1. VALUE .‫ اﻟﻘﯾﻣﺔ‬: Specify value for the product ‫ﺣدد اﻟﻘﯾم ﻟﻠﻣﻧﺗﺞ‬
2. VALUE STREAM .‫ ﺗدﻓق اﻟﻘﯾﻣﺔ‬: Identify the value stream for every product family ‫ﻋرف‬
.‫ﻣﺧطط ﺗدﻓق اﻟﻘﯾﻣﺔ ﻟﻛل ﻋﺎﺋﻠﺔ‬
3. FLOW .‫ اﻟﺗدﻓق‬: Make the identified value flow .‫أﺟﻌل اﻟﻘﯾﻣﺔ اﻟﻣﻌرﻓﺔ ﺗﺗدﻓق‬
4. PULL .‫ اﻟﺳﺣب‬: Make the customer pull the value ‫إﺟﻌل اﻟﻌﻣﯾل ھو ﻣن ﯾﺳﺣب‬
.‫اﻟﻘﯾﻣﺔ‬
5. PERFECTION .‫ اﻟﻣﺛﺎﻟﯾﺔ‬: Manage towards perfection ‫وﺟﮫ إدارﻧك ﻧﺣو‬
.‫اﻟﻣﺛﺎﻟﯾﺔ‬
To avoid focusing solely on the technics ,

always repeat the principles !‫ داﺋﻣﺎ اﻋد اﻟﻣﺑﺎدئ‬,‫ﻟﺗﺟﻧب اﻟﺗرﻛﯾز ﻋﻠﻰ اﻟﺗﻘﻧﯾﺎت‬
113
Paradigm (mindset) shift

Traditional Lean
• Adequate quality • Zero defects
• Don’ let the production stop • Don’t let the breakdown happen again
• Everything’s all right • Continous improvement
• GOAL: Production quantity • GOAL: Customer satisfaction
• Inventory is waste
• Inventory is safety
• Low volume high variety
• High volume low variety
• Value stream responsibility
• Functional responsibility • Being multidirectional
• Being unidirectional • Lean organization
• Hierarchial organization
114
57
‫‪7/14/2019‬‬
‫‪Paradigm (mindset) shift‬‬

‫ﺗﻐﯾﯾر اﻟﻔﻛر‬
‫اﻟﻔﻛر اﻟﺗﻘﻠﯾدي‬ ‫ﻓﻛر ‪Lean‬‬
‫ﺟودة ﻣﻧﺎﺳﺑﺔ •‬ ‫ﻻ أﺧطﺎء •‬
‫ﻻ ﺗوﻗف اﻹﻧﺗﺎج •‬ ‫ﻻ ﺗدع اﻟﻌطل ﯾﺣدث ﻣرة أﺧرى •‬
‫ﻛل ﺷﻲء ﺗﻣﺎم •‬ ‫اﻟﺗﺣﺳﯾن اﻟﻣﺳﺗﻣر •‬
‫اﻟﮭدف‪ :‬ﻛﻣﯾﺔ اﻹﻧﺗﺎج •‬ ‫اﻟﮭدف‪ :‬رﺿﺎء اﻟﻌﻣﯾل •‬
‫اﻟﻣﺧزون ھو اﻷﻣﺎن •‬ ‫اﻟﻣﺧزون ﻋﺑﺎرة ﻋن ﻓﺎﻗد •‬
‫ﻛﻣﯾﺔ ﻛﺑﯾرة وﺗﺷﻛﯾﻼت ﻗﻠﯾﻠﺔ •‬ ‫ﻛﻣﯾﺔ ﻗﻠﯾﻠﺔ وﺗﺷﻛﯾﻼت ﻛﺛﯾرة •‬
‫اﻟﻣﺳﺋوﻟﯾﺔ ﺗﻌﺗﻣد ﻋﻠﻰ اﻟوظﯾﻔﺔ •‬ ‫اﻟﻣﺳﺋوﻟﯾﺔ ﺗﻌﺗﻣد ﻋﻠﻰ ”ﺗدﻓق اﻟﻘﯾﻣﺔ“ •‬
‫أﺣﺎدي اﻹﺗﺟﺎه •‬ ‫ﻣﺗﻌدد اﻹﺗﺟﺎه •‬
‫ﻣؤﺳﺳﺔ ﺗﻌﺗﻣد ﻋﻠﻰ ھﯾﻛل ﺛﺎﺑت •‬ ‫ﻣؤﺳﺳﺔ ﺗﻌﺗﻣد ﻋﻠﻰ ﻓﻛر ‪• Lean‬‬
‫‪115‬‬
‫‪Lean Green‬‬
‫‪Belt‬‬
‫& ‪Lean Model‬‬
‫‪NUMMI‬‬
‫‪116‬‬
‫‪58‬‬
7/14/2019
Universality ‫اﻟﻌﺎﻟﻣﯾﺔ‬
NUMMI PLANT IS A JOINT VENTURE BETWEEN GENERAL MOTORS and TOYOTA. NUMMI IS
BEING MANAGED BY JAPANESE MANAGERS and OPERATED BY AMERICAN WORKERS IN THE
USA.
General Motors Framingham, USA versus Toyota Takaoka, JAPAN

versus NUMMI Fremont, USA 1987
General
Toyota NUMMI
Motors
 Assembly Hours per Car 31 16 19

 Assembly Defects per 100 Cars 130 45 45
 Assembly Space per Car 0,75 0,45 0,65
 Inventories of Parts ( Average ) 2 weeks 2 hours 2 days
 Space used for Rework 15% none 7%
 Absenteeism 15% none 1,5%
Source : IMVP World Assembly Plant Survey, 1989
117
The goal: be a perfect company

‫ ﺷرﻛﺔ ﻋظﯾﻣﺔ‬:‫اﻟﮭدف‬
• Zero accident, zero defects, zero stops!

‫ ﻻ ﺗوﻗﻔﺎت‬,‫ ﻻ ﻣﻌﯾب‬,‫• ﻻ ﺣوادث‬
118
59
7/14/2019
Overall Business Model

Leadershıp
Vision, Mission, Strategy
Executive and departmental Dashboard (KPI’s)
Product Planning, Product Design, Quality Planning
HR Management
Customers
Quality
Suppliers
at the
Process Source Marketing
Control
Value Lean
Stream Quality Sales
& Manufactur Control
Management Delivery
Standardization ıng Quality
System Assurance
Data warehousing & data mining

Teamwork
Stability, Process Improvement & Standardization
Total Rigorous
Visual Quick Health
The 6 S Environment Preventive problem SPC
controls
maintenance
Changeover solving 1
& Safety
1
119
Lean Manufacturing Technıques

JIT VALUE STREAM MAPPING
6S
TPM ONE PIECE FLOW
KANBAN HEIJUNKA
SMED
KAIZEN
POKA YOKE JIDOKA
DOE TAKT
QFD VA/VE SHOJINKA
“The key to lean is in the thinking and not just in the tools”
James Womack
120
60
‫‪7/14/2019‬‬
‫أدوات ﻋﻣل ﺑطرﯾﻘﺔ ال ‪Lean‬‬

‫اﻻﻧﺗﺎج ﻓﻰ اﻟﺣﺎل‬
‫‪6S‬‬ ‫ﺧرﯾطﺔ اﻟﺗدﻓق‬
‫اﻟﺻﯾﺎﻧﺔ اﻟﻣﺗﻛﺎﻣﻠﺔ‬ ‫اﻻﻧﺗﺎج ﺑﻣرور ﻗطﻌﺔ واﺣدة‬
‫ﻓﻰ ﺧط اﻻﻧﺗﺎج‬
‫ﻛﺎﻧﺑﺎن )اﻟﺗﺣﻛم ﻓﻰ اﻟﺧﺎﻣﺎت(‬ ‫طرﯾﻘﺔ ﺳﮭوﻟﺔ اﻻﻧﺗﺎج‬
‫اﻟﺗﻐﯾر ﺑﺳرﻋﺔ‬
‫ﻛﺎﯾزن‬
‫ﻣﻧﻊ اﻻﺧطﺎء‬ ‫‪JIDOKA‬‬
‫ﻣﻌدل ﺳﺣب اﻟﻌﻣﯾل‬

‫‪VA/VE‬‬
‫ﻣﻔﺗﺎح ال ‪ Lean‬ﻓﻰ اﻟﺗﻔﻛﯾر و ﻟﯾس اﻷدوات‬
‫‪121‬‬
‫‪Critical Success Factors‬اﻟﻌواﻣل اﻟﺣرﺟﺔ ”اﻟﻣؤﺛرة“ ﻓﻲ اﻟﻧﺟﺎح‬
‫‪122‬‬
‫‪61‬‬
7/14/2019
Summary
5 Lean Principles are applicable in all environments
7 deadly wastes exists everywhere and are often justified in the name of
business culture
There are many tools that can be used to eliminate waste
The change management aspects of lean cannot be underestimated
123
Lean Green
Belt
T Shirt Simulation
124
62
7/14/2019
T-Shirt Simulation
• Calculate total time for 5 shirts and time per shirt
• Round 1:
• 4 per team
• Only one T-shirt at a time is folded (by maxim
• Total order required 5 shirts
• One recorder
• One to write down steps and timing of each step
• Highlight waste
• 5 minutes to discuss and enhance process
• Round 2:
• Same as round one and compare timing
• Round 3:
• instructor shows suggested solution
125
T-Shirt Simulation
Team 1 Team 1 Team 2 Team 2

Round 1 Round 2 Round 1 Round 2
Time per one T-Shirt
Total time
How many accepted
Value add steps / total steps
126
63
7/14/2019
Simulation Round 1
127
127
Lean Green
Belt
Lean & Six Sigma
128
64
7/14/2019
A short history of 6s
1970 1980 1990 2000
 Motorola spending up to 20% of

revenues correcting poor quality.
 This translated into $900 million per  Soft stuff meets

year. the hard stuff
 A Motorola study concluded that if a  AlliedSignal and GE replicate

product was manufactured error-free, it success and deploy corporate
rarely failed during early use by the wide
consumer.
 Service/Non Manufacturing
 GE 6s success gaining a lot of applications
publicity – The Jack Welch
Effect  Design for Lean Six Sigma
129
Companies adopting 6s include
130
65
7/14/2019
As part of their Operations Strategy
Operations Strategy
Speed to Shortest Lead Highest

Lowest Cost
Market Time Quality
Sales, Inventory
Concurrent
& Operations Pull Systems APQP
Engrg . Teams
Planning
System Elimination of
Class “A” ERP 5S Workplace
Deployment Variation
Product
Business Continuous Manufacturing
Introduction
Solutions Improvement Controls
New Product Supply Chain Corrective

Standardisation
Development Improvement Action
Concurrent Global Supply Lean Six Sigma

Engineering Chain Mgmt. Enterprise Quality
Hoshin Planning
131
3 Ơ Versus six Ơ
Customer Specs
before
0 100 200 300 400 500 600 700 800 900 1000
after
132
66
7/14/2019
Objectives
‫اﻻھداف‬
1. Provide a brief comparison between Lean and 6s
6 sigma‫ و‬Lean ‫ﻋﻘد ﻣﻘﺎرﻧﺔ ﻣﻔﺻﻠﺔ ﺑﯾن‬
2. Illustrate the comparisons between 6s and EFQM

EFQM ‫و‬6 sigma ‫ﺗوﺿﯾﺢ اﻟﻣﻘﺎرﻧﺎت ﺑﯾن‬
3. Provide a Lean 6s framework.

6 sigma ‫ و‬Lean ‫وﺿﻊ اطﺎر ﻟﻛل ﻣن‬
133
Lean Six Sigma Basketball Analogy - How

 Assume making the ball in the net is meeting customer expectations and thus hopefully generating
revenue
Use Six Sigma to Use Lean to

- Improve Effectiveness - Improve Efficiency
- Reduce variability so that the ball goes into the net - Reduce the number of steps in the process so that you get
ALL the time - More balls in the net in the same amount of time as
- Ensure that the ball goes into the net ALL the time before
regardless of the shooter, the ball, the net shape or - Less effort/shooter then perhaps need less shooters
height - More balls in the net with less shooters
- Accuracy, Reduce Defects, Quality !! - Timeliness, Reduce NVA Steps, Quantity!!
134
67
‫‪7/14/2019‬‬
‫‪Lean Six Sigma Basketball Analogy - How‬‬

‫‪ ‬ﺗﺧﯾل أن إﺻﺎﺑﺔ اﻟﻛرة ﻓﻲ اﻟﺷﺑﻛﺔ ھﻲ رﺿﺎء اﻟﻌﻣﯾل وﻣن ﺧﻼل ذﻟك ﺳﻧﻛﺳب اﻷرﺑﺎح‬
‫إﺳﺗﺧدام ‪6 Sigma‬ﯾؤدي إﻟﻰ‬ ‫إﺳﺗﺧدام ‪ Lean‬ﯾؤدي إﻟﻰ‪:‬‬

‫‪ -‬ﺗﺣﺳﯾن اﻟﻔﺎﻋﻠﯾﺔ‬ ‫‪ -‬ﺗﺣﺳﯾن اﻻﻟﻛﻔﺎءة‪.‬‬
‫‪ -‬ﺗﻘﻠﯾل اﻟﺣﯾود وﺑذﻟك ﺗدﺧل اﻟﻛرة ﻓﻲ اﻟﺳﻠﺔ ﻛل ﻣرة‬ ‫‪ -‬ﺗﻘﻠﯾل ﻋدد اﻟﺧطوات ﻓﻲ اﻟﻌﻣﻠﯾﺔ ﯾؤدي إﻟﻰ‪:‬‬
‫‪ -‬ﺗﺿﻣن أن اﻟﻛرة ﺗدﺧل اﻟﺷﺑﻛﺔ ﺑﻐض اﻟﻧظر ﻋن اﻟﻼﻋب أو ﺷﻛل اﻟﺷﺑﻛﺔ او‬
‫ارﺗﻔﺎﻋﮭﺎ‪.‬‬ ‫‪ -‬ﻋدد إﺻﺎﺑﺎت أﻛﺛر ﻓﻲ ﻧﻔس اﻟزﻣن اﻟﻣﺣدد ﺳﺎﺑﻘﺎ ً‬
‫‪ -‬اﻟدﻗﺔ و ﺗﻘﻠﯾل اﻟﻣﻌﯾب ”اﻟﺟودة“‬ ‫‪ -‬ﻣﺟﮭود أﻗل ﻣﻣﺎ ﯾؤدي إﻟﻰ اﻹﺣﺗﯾﺎج إﻟﻰ ﻋدد أﻗل ﻣن اﻟﻼﻋﺑﯾن‬
‫‪ -‬ﻋدد إﺻﺎﺑﺎت أﻛﺛر ﺑﺄﻓل ﻋدد ﻣن اﻻﻋﺑﯾن‬
‫‪ -‬ﺗﻧﻔﯾذ اﻟﻌﻣل ﻓﻲ اﻟوﻗت اﻟﻣﻧﺎﺳب ”اﻟﻛﻣﯾﺔ“‬
‫‪135‬‬
‫?‪Where is the common ground‬‬

‫اﯾن اﻟﻧﻘﺎط اﻟﻣﺷﺗرﻛﺔ؟‬
‫‪Lean‬‬ ‫‪Six Sigma‬‬
‫•‬ ‫‪Waste elimination‬‬ ‫•‬ ‫‪Variation reduction‬‬
‫إزاﻟﺔ اﻟﻔواﻗد‬ ‫•‬ ‫ﺗﻘﻠﯾل اﻟﺗﻐﯾرات‬ ‫•‬
‫•‬ ‫‪Work concentration‬‬ ‫•‬ ‫‪Scrap / rework elimination‬‬
‫اﻟﺗرﻛﯾز ﻓﻰ اﻟﻌﻣل‬ ‫•‬ ‫ھﺎﻟك \ﺗﻘﻠﯾل ﻓﺎﻗد‬ ‫•‬
‫•‬ ‫‪Flow‬‬ ‫اﻟﺗدﻓق‬ ‫•‬ ‫‪Process control‬‬
‫•‬ ‫اﻟﺳﺣب ‪At the pull of the customer‬‬ ‫ﺗﺣﻛم ﻓﻰ اﻟﻌﻣﻠﯾﺎت‬ ‫•‬
‫ﻣن اﻟﻌﻣﯾل‬
‫‪Speed‬‬ ‫‪+‬‬ ‫‪Accuracy‬‬

‫اﻟﺳرﻋﺔ‬ ‫‪+‬‬ ‫اﻟدﻗﺔ‬
‫‪136‬‬
‫‪68‬‬
7/14/2019
Summary
1. Lean and 6s are very supportive approaches to strategic improvement
‫ ھم ﻣﺑﺎدىء داﺋﻣﺔ ﺟدا ﻻﺳﺗﯾراﺗﺟﯾﺎت اﻟﺗطوﯾر‬Lean&6 sigma
2. Lean and 6s both need careful change management strategies and high performing teams,
‫ﻛﻼھﻣﺎ ﯾﺣﺗﺎج ﻻﺳﺗراﺗﺟﯾﺎت ادارة ﻟﻠﺗﻐﯾر ﺑﻌﻧﺎﯾﺔ وﻓرق اداء ﻋﺎﻟﻲ‬
• analogy: Lean & Six Sigma is a car and the team is the fuel. Put them together and you can go
faster to your selected destination
‫ﻣﺛﺎل ﻛﻼھﻣﺎ اﻟﺳﯾﺎرة واﻟﻔرق ھم اﻟوﻗود ﺿﻌﮭم ﻣﻌﺎ وﺳوف ﺗﺻل ﺳرﯾﻌﺎ ﻟﮭدﻓك‬
3. Lean and 6s both build upon previous initiative weaknesses

‫ﻛﻼھﻣﺎ ﯾﺑﻧﺎن ﻋﻠﻰ ﻣﺑﺎدرات اﻟﺿﻌف اﻟﺳﺎﺑﻘﺔ‬
137
Lean Green
Belt
Project Charter &
VTC
138
69
7/14/2019
Objectives
‫اﻻھداف‬
• Understand the importance of the project charter.
‫• ﺗوﺿﯾﺢ أھﻣﯾﺔ وﺛﯾﻘﺔ اﻟﻣﺷروع‬
• Understand how to complete a project charter.

‫• ﺗوﺿﯾﺢ ﻛﯾف ﻧﻛﻣل وﺛﯾﻘﺔ اﻟﻣﺷروع‬
• Understand the key elements of a charter and how they link together.
‫• ﺗوﺿﯾﺢ اﻟﻌﻧﺎﺻر اﻟﻌﺎﻣﺔ ﻟﻠﻣﺧطط وﻛﯾف ﯾرﺗﺑطون‬
139
Principle 1 “Value To the Customer”
Objectives:
2. Value
1. VTC
Stream
 To ensure the needs of the customer is
People
included and represented in the project
Replicate Profit 3. Flow Tools:

 Project Charter
– VOC
5. Perfection 4. Pull
140
70
7/14/2019
Exercise
‫ﻣﺛﺎل‬
• Split into teams of around 4 people per team.
‫ اﻓراد‬4 ‫• ﻧﻘﺳم اﻟﻔرﯾﯾن اﻟﻰ‬
• Create three lists on flipcharts. ‫ ﻛﺎﻻﺗﻰ‬flipchart ‫اﻋداد‬
• List 1 – ‘Reasons for success’ of successful projects within your organisation.

‫• اﻟﻌﻧوان اﻻول أﺳﺑﺎب اﻟﻧﺟﺎح ﻟﻠﻣﺷﺎرﯾﻊ ﻓﻰ ﺷرﻛﺗك‬
• List 2 – ‘Reasons for failure’ of unsuccessful projects within your organisation.
‫ أﺳﺑﺎب ﻓﺷل اﻟﻣﺷﺎرﯾﻊ‬: ‫• اﻟﺛﺎﻧﻰ‬
• List 3 – ‘What have you learnt’ from both successful and unsuccessful projects to ensure you have a higher
probability of success next time
‫ ﻣﺎذا ﺗﻌﻠﻣت ﻣن ھذة اﻻﺳﺑﺎب‬:‫• اﻟﺛﺎﻟث‬
• 25 minutes to complete and be prepared to discuss in detail for 15 minutes.
‫ دﻗﯾﻘﺔ‬15 ‫ دﻗﯾﻘﺔ ﻟﺗﻛﻣﻠﮭﺎ وﺗﻌرض وﺗﺗﻧﺎﻗش ﻓﻰ‬20 ‫• اﻣﺎﻣك‬
141
Project Charter
‫ﻣﺧطط اﻟﻣﺷروع‬
• Is a vital control document ‫وﺛﯾﻘﺔ ﺗﺣ ُﻛم ھﺎﻣﺔ‬
• Defines the business case & identifies business impact in measurable terms
‫ﺗﻌرف ﻋﻠﻰ اﻟﻣﺷروع وﺗﺄﺛﯾره ﻋﻠﻰ اﻟﻌﻣل ﻓﻰ ﻗﺎﻟب ﻗﯾﺎﺳﻲ‬
• Selects and defines the measure of success of a project
‫ﺗﺧﺗﺎر وﺗﻌرف ﻣﻘﺎﯾﯾس اﻟﻧﺟﺎح ﻟﻠﻣﺷروع‬
• Defines the scope & objectives of a project ‫ﺗﻌرف ﻧطﺎق وأھداف اﻟﻣﺷروع‬
• Achieves mission consensus & avoids mission creep
‫ﺗؤدي اﻟﻰ اﻟﻣﮭﺎم وﺗؤدي اﻟﻰ ﺗﻔﺎدى إھﻣﺎﻟﮭﺎ‬
• Provides a clear definition of accountability & authority ‫ﺗوﺿﯾﺢ اﻟﻣﺳﺋوﻟﯾﺔ‬
• Provides a clear definition of team roles & responsibilities ‫ﺗﺣدد اﻻدوار واﻟﻣﺳﺋوﻟﯾﺎت‬
• Allows the organisation to assign resources & compare cost to benefits
‫ﺗﺳﻣﺢ ﻟﻠﻣؤﺳﺳﺔ أن ﺗﺧﺻص اﻟﻣوارد وﺗﻘﺎرن اﻟﺗﻛﺎﻟﯾف‬
• Defines clear milestones in the life of a project. ‫ﺗوﺿﯾﺢ اﻟﺧطوات ﻟﻠﻣﺷروع‬
• Provides the ‘contract’ of accountability for team members, sponsors, site leaders and site champions. ‫ﺗﻌزز‬
‫اﻟﻣﺳﺋوﻟﯾﺎت ﻷﻋﺿﺎء اﻟﻔرق واﻟراﻋﻲ واﻟﻘﺎدة‬
142
71
7/14/2019
What is a Lean Project?

‫ﻣﺧطط اﻟﻣﺷروع‬
• Projects are problems or opportunities with one goal, scheduled for completion by a specific time within budget.
‫اﻟﻣﺷﺎرﯾﻊ ﻣﺷﺎﻛل او ﻓرص ﺑﮭدف ﻣﺣدد ﯾﺗم ﺗﺧطﯾطﮫ ﻟﻼﺗﻣﺎم ﻓﻰ وﻗت وﻣﯾزاﻧﯾﺔ ﻣﺣدودة‬
• Lean projects should tackle problems for which the solution is not known.
‫ ﯾﮭﺎﺟم اﻟﻣﺷﺎﻛل اﻟﺗﻰ ﻻﯾﻌرف ﻟﮭﺎ ﺣل‬lean ‫ﻣﺷﺎرﯾﻊ‬
• lean projects should have a positive impact on the bottom line of the business or customer satisfaction or both.
‫ﻣﺷﺎرﯾﻊ ﻟﮭﺎ دور اﯾﺟﺎﺑﻰ ﻋﻠﻰ ﻣﺳﺗوى اﻟﻘﺎﻋدة ﻟﻠﻌﻣل أو إرﺿﺎء اﻟﻌﻣﯾل او ﻛﻼھﻣﺎ‬
• Successful Lean projects should move the organisation closer to it’s strategic goals.
‫اﻟﻣﺷﺎرﯾﻊ اﻟﻧﺎﺟﺣﺔ ﺗﻘﺗرب اﻟﺷرﻛﺔ ﻣن اﻻھداف اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻟﮭﺎ‬
• Lean projects should improve a processes value add activities.
:‫ﺗﺣﺳن أداء وﻗﯾﻣﺔ اﻟﻌﻣﻠﯾﺎت اﻟﻔﻌﺎﻟﺔ‬
1. Solution not known ‫اﻟﺣل ﻏﯾر ﻣﻌروف‬
2. Team needed to fix problem ‫اﻟﻔرﯾق ﯾﺣﺗﺎج اﻟﻰ ﺣل اﻟﻣﺷﻛﻠﺔ‬
3. Tools needed to fix the problem ‫اﻻدوات ﻣطﻠوﺑﺔ ﻟﺣل اﻟﻣﺷﻛﻠﺔ‬
4. The customer will benefit ‫اﻟﻌﻣﯾل ﯾﺳﺗﻔﯾد‬
5. The business will benefit ‫اﻟﺷرﻛﺔ ﺗﺳﺗﻔﯾد‬
“There is no such thing as a big problem – they are just lots of small problems”!
‫ﻻﯾوﺟد ﻣﺷﻛﻠﺔ ﻛﺑﯾرة – ھم ﻣﺟﻣوﻋﺔ ﻣن اﻟﻣﺷﺎﻛل اﻟﺿﻌﯾرة‬
143
Project Objective
‫اھداف اﻟﻣﺷروع‬
• A clear and specific objective is essential.
‫• ھدف واﺿﺢ وﻣﺣدد ھو ﺷﻲء ھﺎم‬
• When an organisation is beginning the Lean journey the success of the first few projects is
essential.
‫ ﺿرورى ان ﺗﻧﺟﺢ اﻟﻣﺷﺎرﯾﻊ اﻻوﻟﻰ‬lean ‫• ﻋﻧدﻣﺎ ﻧﺑدأ ﻣؤﺳﺳﺔ ﺗطﺑق ﻣﺑﺎدى‬
• Lean is like a fly wheel – difficult to start but when it is up to speed it is difficult to stop.
‫ ﺻﻌب دوراﻧﮭﺎ ﻓﻰ اﻟﺑداﯾﺔ ﻟﻛن ﻋﻧدﻣﺎ ﺗدور ﺻﻌب إﯾﻘﺎﻓﮭﺎ‬.‫ ﻣﺛل اﻟﺣداﻓﺔ‬Lean •
• Must state Primary and Secondary (Counter) Metrics
‫• ﻻﺑد ﻣن وﺿﻊ ﻣﺧططﺎت أوﻟﯾﺔ وﺛﺎﻧوﯾﺔ‬
144
72
7/14/2019
Project Objective
• As a guide the objective should take the form : ‫اﻟﮭدف ﯾﺟب ان ﯾﻛون‬
• To (reduce / increase / improve) _METRIC 1_ from ? to ? without (reducing / increasing) _METRIC 2_

from ?
‫ ؟‬2 ‫زﯾﺎدة( اﻟﻣؤﺷر‬/‫ ﻣن؟ إﻟﻰ؟ ﺑدون )ﺗﻘﻠﯾل‬1 ‫ﺗﻘﻠﯾل( اﻟﻣؤﺷر‬/‫ﺗﺣﺳﯾن‬/‫• )زﯾﺎدة‬
• Metric 1, the one that drives the project is the Primary Metric
‫ ھﻰ اﻟﺗﻰ ﺗﻘود اﻟﻣﺷروع‬:1 ‫• اﻟﻣؤﺷر‬
• Metric 2, is one that must not deteriorate as a result of the project teams focus on the primary metric.
Metric 2 is the Secondary (or Counter) Metric.
1 ‫اﻟﺗﻲ ﻻ ﯾﺟب أن ﺗﺗﺄﺛر ﻋﻧد اﻟﻌﻣل ﻓﻲ اﻟﻣؤﺷر‬1 ‫ ﺛﺎﻧوﯾﺔ اﻟﻣؤﺷر‬:2 ‫• اﻟﻣؤﺷر‬
• The Charter may be produced before these metrics have been measured robustly (no noise present in the
data).
‫• وﺛﯾﻘﺔ اﻟﻣﺷروع ﯾﻣﻛن إﺻدارھﺎ ﻗﺑل ﻗﯾﺎس اﻟﻣؤﺷرات ﺑﺷﻛل دﻗﯾق‬
• Notice that the word ‘implement’ or similar word should NEVER appear as an objective – Why?
“‫• ﯾﺟب ﻣﻼﺣظﺔ ان ﻛﻠﻣﺔ ”ﺗﻧﻔﯾذ“ أو ﻣﺎ ﯾﺷﺑﮭﺎ ﻻ ﺗذﻛر إطﻼﻗﺎ ً ﻓﻲ ”اﻟﮭدف‬
145
Making Goals “SMART”

•
“SMART” ‫وﺿﻊ اﻻھداف‬
Assure common understanding of the project chosen by writing a problem statement and objective which are:
‫ﺿﻣﺎن ﻓﮭم واﺣد ﻟﻠﻣﺷروع ﺑﻛﺗﺎﺑﺔ اﻟﮭدف ﺑﺎﻟﻣواﺻﻔﺎت اﻟﺗﺎﻟﯾﺔ‬ •
Specific ‫ﻣﺣدد‬
Measurable (From present level to target level) ‫ﯾﻣﻛن ﻗﯾﺎﺳﮫ‬
Aggressive yet Achievable ‫ﻣﺑﺎﺷر ﻟﻛن ﯾﻣﻛن اﻟوﺻول اﻟﯾﮫ‬
Relevant to the Team and Business ‫ﻟﮫ ﺻﻠﺔ ﺑﺎﻟﻔرﯾق واﻟﻌﻣل‬
Time Bounded ً ‫ﻣﺟدول زﻣﻧﯾﺎ‬
146
73
7/14/2019
Example Objectives
‫اﻣﺛﻠﺔ ﻋﻠﻰ اھداف‬
1. Reduce Lead-Time ‫ﺗﻘﻠﯾل ﻓﺗرة اﻟﺗﺻﻧﯾﻊ‬
2. Reduce amount of time taken in the changeover process

‫ﺗﻘﻠﯾل اﻟوﻗت اﻟﻣﺳﺗﮭﻠك ﻓﻰ ﻋﻣﻠﯾﺔ اﻟﺗﻐﯾﯾر‬
3. Implement a new method of completing an invoice
‫ﺗﻧﻔﯾذ طرﯾﻘﺔ ﺟدﯾدة ﻹﻛﻣﺎل ﻓﺎﺗورة‬
4. Install laser cutter to improve cut blanks capacity
‫ﺗرﻛﯾب ﻣﻘص ﻟﯾزر ﻟﺗطوﯾر ﻗطﻊ اﻟﻣﻧﺗﺟﺎت‬
Could you improve these objectives?

‫ھل ﺗﺳﺗطﯾﻊ ﺗطوﯾر ھذه اﻻھداف؟‬
Are these objectives SMART?
SMART ‫ھل ھذه اﻻھداف‬
147
Example Objectives
1. Reduce the amount of scrap castings produced on line 2 from 17% to 1% while maintaining, as a
minimum, average output of 230 castings per hour.
2. Reduce acid used in cleaning process from 3 gallons per hour to 2 gallons per hour without
increasing out of spec parts from process from 0.3%
3. Reduce the average time to complete a standard invoice from 45 minutes to 15 minutes without
increasing the average cost of completing the invoice from £10.50
4. Improve number of blanks cut right first time from 88% to 99% without reducing on time
delivery performance from 98%
Could you improve these objectives?
Are these objectives SMART?
148
74
7/14/2019
Completing the Charter

‫اﺗﻣﺎم اﻟوﺛﯾﻘﺔ‬
1. The Project Title should be called
something meaningful to the
business – A code number could be
added to the title for filing purposes.
2. The Project Leader will be the Green

or Black belt that is responsible for
project delivery.
3. The Site is where the project will be

done – Important for large multi site
organisations.
149

‫ ﯾﺟب أن ﯾﻛون ﻟﮫ ﻣدﻟول وﻋﻼﻗﺔ‬:‫ ﻋﻧوان اﻟﻣﺷروع‬.1
.‫ ﯾﻣﻛن اﺳﺗﺧدام ﻛود أﯾﺿﺎ ً ﻟﺳﮭوﻟﺔ ﺗوﺛﯾﻘﮫ‬.‫ﺑﺎﻟﻌﻣل‬
‫ھو اﻟﻣﺳﺋول ﻋن إﺗﻣﺎﻣﮫ وﯾﺟب أن‬:‫ ﻗﺎﺋد اﻟﻣﺷروع‬.2

.‫ﯾﻛون ﺣﺎﺻﻼً ﻋﻠﻰ اﻟﺣزام اﻷﺧﺿر أو اﻷﺳود‬
‫ ﻣﻌرﻓﺔ ﻣوﻗﻊ اﻟﺷروع ﻣﮭم ﺧﺎﺻﺔ‬:‫ ﻣوﻗﻊ اﻟﻣﺷروع‬.3

.‫ﻟﻠﺷرﻛﺎت اﻟﻛﺑﯾرة اﻟﺗﻲ ﻟﮫ ﻣﺻﺎﻧﻊ ﻗﻲ اﻣﺎﻛن ﻣﺗﻌددة‬
150
75
7/14/2019

1. The Start Date will be the date that the project is
due to start – When there are several possible
projects available then projects will be
prioritised and the start date determined.
2. The Completion Date will be the date that the

project is expected to be completed by i.e. the
date the project has transitioned out of being a
project into being business as usual owned by
the process owner. These typically are 90 and 180
days for Green Belt and Black Belt project
respectively.
3. The Objective is an explicit, brief and

unambiguous statement about what the project
target is.
151

‫ﯾﺟب ﺗﺣدﯾد ﻣﯾﻌﺎد ﺑدء اﻟﻣﺷروع وﻋﻧد وﺟود‬:‫ ﺗﺎرﯾﺦ ﺑداﯾﺔ اﻟﻣﺷروع‬.1
‫ﻋدة ﻣﺷﺎرﯾﻊ ﯾﺟب ﺗرﺗﯾﺑﮭﺎ ﺣﺳب أوﻟوﯾﺗﮭﺎ وأھﻣﯾﺗﮭﺎ ﺛم ﯾﺗم ﺗﺣدﯾد‬
.‫ﻣواﻋﯾد ﺑدء اﻟﻣﺷﺎرﯾﻊ‬
‫ وھو ﺗﺎرﯾﺦ اﻹﻧﺗﮭﺎء ﻣن اﻟﻣﺷروع واﻟﻣﺣدد‬:‫ ﺗﺎرﯾﺦ إﺗﻣﺎم اﻟﻣﺷروع‬.2

‫ ﯾوم ﻣﺷﺎرﯾﻊ اﻟﺣزام‬180‫ ﯾوم ﻟﻣﺷﺎرﯾﻊ اﻟﺣزام اﻷﺧﺿر و‬90 ‫ﻟﮫ‬
.‫اﻷﺳود‬
‫ وھو ﺗوﺿﯾﺢ ﻣﺧﺗﺻر ودﻗﯾق ﻋن اﻟﮭدف اﻟذي ﻣن‬:‫ ھدف اﻟﻣﺷروع‬.3

.‫اﺟﻠﮫ ﺗم ﻋﻣل اﻟﻣﺷروع‬
152
76
7/14/2019

1. The Team Members are those core
and support members who will
implement the project.
‫اﻋﺿﺎء اﻟﻔرﯾق ھم ﺟوھر ودﻋم اﻟﻣﺷروع‬
.‫اﻟذﯾن ﯾﻌﻣﻠون ﻋﻠﻰ ﺗﻧﻔﯾذه‬
153
Choosing the Team

‫اﺧﺗﯾﺎر اﻟﻔرﯾق‬
• Team members are responsible for delivering the project. ‫ھم اﻟﻣﺳﺋوﻟﯾن ﻋن إﺗﻣﺎم‬
‫اﻟﻣﺷروع‬
• It is advisable that team members should include people that perform the process that is the subject
of the project.
• ‫ﻣن اﻷﻓﺿل أن ﯾﻛون اﻋﺿﺎء اﻟﻔرﯾق ﻣن اﻷﺷﺧﺎص اﻟﻣﺳﺋوﻟﯾن ﻋن اﻟﻌﻣﻠﯾﺎت اﻟﺗﻲ ﯾﺗﺿﻣﻧﮭﺎ اﻟﻣﺷروع‬
• The team should be a manageable size of around 4 to 5 core team members.
.‫ اﻓراد ﺣﺗﻰ ﯾﺗم إدارﺗﮫ ﺑﺻورة ﻓﻌﺎﻟﺔ‬5-4 ‫ﻣن اﻷﻓﺿل أن ﯾﻛون ﻋدد أﻋﺿﺎء اﻟﻔﯾق ﻣﻧﯾﺗﻛون ﻣن‬
• Specialist team members can be drafted in as and when needed. ‫اﻋﺿﺎء اﻟﻔرﯾق اﻟﻣﺗﺧﺻﺻﯾن ﯾﻣﻛن اﺿﺎﻓﮭم ﻋﻧد‬
‫اﻟﺣﺎﺟﺔ‬
• Team members should be confident that the objective of the project is achievable.
‫أﻋﺿﺎء اﻟﻔرﯾق ﯾﺟب ﯾﺛﻘوا ﺑﺄن اﻟﮭدف ﯾﻣﻛن ﺗﺣﻘﯾﻘﮫ‬
• Team members should be able to work cooperatively with other members.
‫ﯾﺟب أن ﯾﺗﻌﺎﻣل أﻋﺿﺎء اﻟﻔرﯾق ﺑروح اﻟﺗﻌﺎون‬
• Team members should be willing to put 3 to 4 hours effort per week into data collection and team
meetings.
‫ ﺳﺎﻋﺎت إﺿﺎﻓﯾﺔ ﻛل اﺳﺑوع ﻟﺟﻣﻊ اﻟﺑﯾﺎﻧﺎت واﻻﺟﺗﻣﺎﻋﺎت‬4 -3 ‫ﯾﺟب ان ﯾﺳﺗﻌدوا ﻷن ﯾﻌﻣﻠواﻣن‬
• A team member should not walk away from the project if things get tough – they should seriously
consider whether they are prepared to enter in to the contract which is the
project charter.‫ﯾﺟب ﻋﻠﻰ ﻋﺿو اﻟﻔرﯾق أﻻ ﯾﺑﺗﻌد ﻋن ﻣوﺿوع اﻟﻣﺷروع إذا ﻗﺎﺑﻠﺗﮫ ﻣﺷﻛﻠﺔ وﻋﻠﯾﮫ ان ﯾﻌﻣل ﻣﻊ ﺑﺎﻗﻲ أﻋﺿﺎء اﻟﻔرﯾق ﻟﺗﺣﻘﯾق‬
‫وﺛﯾﻘﺔ اﻟﻣﺷروع‬
154
77
7/14/2019

• The Project Description must contain some vital
information:-
:‫وﺻف اﻟﻣﺷروع ﯾﺟب ان ﯾﺣﺗوى ﻣﮭﻣﺔ ﻛﺎﻟﺗﺎﻟﻲ‬
• Scope ‫ﻧطﺎق اﻟﻣﺷروع‬
• Problem Statement
• In addition it must not contain non vital information:-

‫ﯾﺟب اﻻ ﯾﺣﺗوى‬
• Solution description ‫وﺻف اﻟﺣل‬
• How the solution will be achieved
‫ﻛﯾف ﺳﻧﺻل ﻟﻠﺣل‬
155
• The Project Description must contain some vital

information:-
‫وﺻف اﻟﻣﺷروع ﯾﺟب ان ﯾﺣﺗوى‬
• Scope ‫ﻧطﺎق اﻟﻣﺷروع‬
• Problem Statement
• (‫ﺟﻣﻠﺔ اﻟﻣﺷﻛﻠﺔ )اﻟﻣﺣرك ﻟﻠﻣﺷروع‬
• In addition it must not contain non vital information:-

‫ﯾﺟب اﻻ ﯾﺣﺗوى‬
• Solution description ‫وﺻف اﻟﺣل‬
• How the solution will be achieved
‫ﻛﯾف ﺳﻧﺻل ﻟﻠﺣل‬
156
78
7/14/2019
Problem Description
‫وﺻف اﻟﻣﺷﻛﻠﺔ‬
• This needs to be articulated in a simple ‘what is wrong with what’ construct.
‫ﯾﺟب ان ﺗﻛﺗب ”ﻣﺎ اﻟﺧطﺎ ﻓﻰ ﻣﺎ ” ﻗم ﺑﻧﺎﺋﮭﺎ‬
• Excessive order entry time for product family A in business unit X. ‫ﻣواﻋﯾد ادﺧﺎل ﻣﺗﻌددة ﻟﻘﺎﺑﻠﯾﺔ‬
‫اﻟﻣﻧﺗﺞ‬
• Capacity loss on machine X in cell 1‫ﻓﻘد ﻓﻰ اﻟطﺎﻗﺔ اﻻﻧﺗﺎﺟﯾﺔ ﻟﻣﺎﻛﯾﻧﺔ‬
• Using this problem description construct will provide a clear, concise and simple problem
description.
‫اﺳﺗﺧدام ﺟﻣﻠﺔ اﻟﻣﺷﻛﻠﺔ ﺳوف ﯾوﺿﺢ وﯾؤدى اﻟﻰ ﺗﻣﺎﺳك وﺗﺑﺳﯾط اﻟﻣﺷﻛﻠﺔ‬
• This will facilitate a well structured project scope.
‫ﺳوف ﯾﺳﮭل رؤﯾﺔ ﻧطﺎق اﻟﻣﺷروع‬
157
Scope
‫ﻧطﺎق اﻟﻣﺷروع‬
• Setting the scope for a project can be difficult.
‫اﺣﯾﺎﻧﺎ ﯾﻛون ﺻﻌب‬
• The process that is to be improved will have rational boundaries.
‫اﻟﻌﻣﻠﯾﺔ اﻟﺗﻰ ﯾﺗم ﺗطوﯾرھﺎ ﺳوف ﯾﻛون ﻟﮭﺎ ﺣدود‬
• Process mapping techniques will help to determine the project scope.
‫ﺗﺧطﯾط اﻟﻌﻣﻠﯾﺎت ﺳوف ﯾﺳﺎﻋد ﻋﻠﻰ ﺗﻘدﯾر ﻧطﺎق اﻟﻣﺷروع‬
• The scope should not be allowed to ‘creep’ during a project.
‫اﻟﻧطﺎق ﯾﺟب ان ﯾﺻل واﺿﺣﺎ اﺛﻧﺎء اﻟﻌﻣل ﺑﺎﻟﻣﺷروع ﻻ ﯾﺻﯾﺑﮫ اﻟﺗﻣدد‬
• ‘Creep’ is where a project begins to expand beyond its initial brief into areas that had not previously been
considered important.
‫اﻟﺗﻣدد ھو اﺗﺳﺎع ﻧﻘﺎط اﻟﺑﺣث و اﻟﻌﻣل اﺛﻧﺎء اداء اﻟﻣﺷروع ﻟﯾﺷﺗت اﻓراد اﻟﻌﻣل اذا ﻟم ﯾﺣدد ﺟﯾدا‬
• This can be avoided by writing clear objective statement and to focus on the real goal of the project.
‫ﻣﻣﻛن ﻛﻔﺎءة ﺑﺻﯾﺎﻏﺔ واﺿﺣﺔ دﻗﯾﻘﺔ ﻟﺟﻣﻠﺔ اﻟﮭدف واﻟﻣرﻛز ﻟﻠﻣﺷروع‬
158
79
7/14/2019
• The Customer Impact must be written in terms that translate

their needs into a measurable benefit to them.
• Do not confuse this with the benefit to the business and do
not be write in unquantifiable terms.
‫اﻟﺛﺎﺛﯾر ﻋﻠﻰ اﻟﻌﻣﯾل ﯾﺟب اﺣﺗﯾﺎﺟﺎﺗﮫ ﻻﯾﺗداﺧل ﻣﻊ ﻣزاﯾﺎ اﻟﻌﻣل وﯾﺟب ان ﯾﻛون ﻗﺎﺑل ﻟﻠﻘﯾﺎس اﻣﺛﻠﺔ‬
‫”ﻻﺗﻛﺗب ﻣﺛل ﺗطوﯾر رﺿﺎءاﻟﻌﻣﯾل“او اداء ﺗﺳﻠﯾم اﻓﺿل ﯾﺟب ان ﯾﻘﺎس‬
• Typical examples of how not to describe the customer
impact include ‘improved satisfaction’ or ‘better delivery
performance’.
• Better examples are ‘Improve the average satisfaction

rating’ or ‘Delivery to the customer will be above 98% on
time’
‫ ﻓﻰ ﻣﯾﻌﺎد‬%98 ‫اﻣﺛﻠﺔ اﻓﺿل ”ﺗطوﯾر ﻣﺗوﺳط اداء اﻟرﺿﺎء“ اداء اﻟﺗﺳﻠﯾم ﺳﯾﺻﺑﺢ اﻋﻠﻰ ﻣن‬
“‫اﻟﻣﺣدد‬
159
Customer Impact
‫اﻟﺗﺎﺛﯾر ﻋﻠﻰ اﻟﻌﻣﯾل‬
• The final paying customer should always be considered when projects are
selected.
‫اﻟﻌﻣﯾل اﻟﻧﮭﺎﺋﻰ ﯾﺟب ان ﯾوﺿﺢ ﻋﻧد اﺧﺗﯾﺎر اﻟﻣﺷروع‬
• Concentrating on bottom line savings alone sends the wrong message to

employees and customers.
‫اﻟﺗرﻛﯾز ﻋﻠﻰ اﻟﺗوﻓﯾر ﻋﻠﻰ اﻟﻘﺎﻋدة ﻓﻘط ﯾﻌطﻰ اﻧطﺑﺎع ﺷﺊ ﻟﻠﻌﺎﻣﻠﯾن واﻟﻌﻣﻼء‬
• You cannot shrink the business to greatness at the end of the day the top
line is the bottom line!
‫ﯾﺟب ان ﻻ ﺗﺑﺎﻟﻎ ﻓﻰ اﻟﺗوﻗﻌﺎت‬-‫ﻟن ﺗﺣول اﻟﻣﺷروع ﻻﻋظم اﺣواﻟﮫ ﺑﻧﮭﺎﯾﺔ اﻟﻣﺷروع‬
160
80
7/14/2019

• The Business Impact must relate to the key metrics
(Primary) and must be able to be seen at the Customer.
‫اﻟﺗﺎﺛﯾر ﻋﻠﻰ اﻟﻌﻣل ﯾﺟب ان ﯾرﺗﺑط ﺑﺎﻟﻣؤﺷر اﻻوﻟﯾﺔ وﯾﺟب ان ﯾرى ﻋﻧد اﻟﻌﻣﯾل‬
• There needs to be a line of sight between the metrics, the
business impact and the customer impact.
“‫اﺣﺗﺎﺟﺎت اﻻﺷﺗراك ﺑﯾن اﻟﻣﺻﻔوﻓﺗﯾن و“اﻟﻌﻣل اﻟﻌﻣﯾل‬
• Business Impact must focus on 1 or 2 critical performance
indicators not a shopping list and must be visible to the
financial performance of the company
‫اﻟﺗﺎﺛﯾر ﻋﻠﻰ اﻟﻌﻣل ﯾرﻛز ﻋﻠﻰ اداء ﻣن ﻣؤﺷرات وادوات ﻟﯾس اﻛﺛر وﯾﺟب ان ﯾؤﺛر ﻋﻠﻰ اﻟﻔﺎﻗد‬
‫اﻟﻣﺎدى ﻟﻠﺷرﻛﺔ‬
161
Business Impact
‫اﻟﺗﺎﺛﯾر ﻋﻠﻰ اﻟﻌﻣل‬
• Managing expectations is critical such that perception of success and failure are not blurred.
‫ادارة اﻟﺗوﻗﻌﺎت ھﺎم ﻻﻧﮫ ﯾوﺿﺢ اﻟﻧﺗﺎﺋﺞ وﻧﻘﺎط اﻟﻧﺟﺎح واﻟﻔﺷل‬
• Having transparent and critical business metric (s) is vital. These must be evident to the financial
tracking / performance of the company.
‫ ﺗؤدى اﻟﻰ ﺗﺎﺛﯾر ﻣﺎﻟﻰ واداء اﻓﺿل ﻟﻠﺷرﻛﺔ‬-‫وﺿﻊ رؤى واﺿﺣﺔ ﺷﺊ ھﺎم‬
• Any impact to the business needs to focus on two levels of achievement: - ‫ان ﺗﺎﺛﯾرات ﻻﺣﺗﺎﺟﺎت اﻟﻌﻣل ان ﯾرﻛز‬
‫ﻋﻠﻰ ﻣﺳﺗوﯾﯾن‬
• Objective - The minimum expectation of the project team.
‫اﻗل ﺗوﻗﻌﺎت ﻣن اﻟﻔرﯾق‬ :‫• اﻟﮭدف‬
• Stretch Target - The maximum desire of the project team.
‫ اﻗﺻﻰ ﺗوﻗﻌﺎت ﻣن ﻓرﯾق اﻟﻌﻣل‬: ‫• اﻟﮭدف اﻟﻣﺗد‬
• Project Teams should keep a laser like focus on Stretch Targets such that any ‘miss’ will ensure the
objective is still met (Under Promise and Over Achieve)
(‫• ﯾﺟب ان ﺗرﻛز ﻋﻠﻰ اﻟﮭدف اﻟﻣﻣﺗد ﻻﺣﺗﻣﺎل اى ﺗﺎﺛﯾر ﺳوف ﯾﺧﻔض اﻟﻧﺗﺎﺋﺞ ﺣﺗﻰ اﻟﮭدف ذاﺗﮫ )اﻗل ﺗوﻗﻌﺎت‬
162
81
7/14/2019
• Key Metrics (Primary and Secondary) need a baseline (a

measure of the current state of the business).
‫اﻟﻣﺻﻔوﻓﺎت اﻻوﻟﯾﺔواﻟﺛﺎﻧوﯾﺔ ﺗﺣﺗﺎج ﻟﻘﯾﺎس اﻟوﺿﻊ اﻟﺣﺎﻟﻰ‬
• This will often be developed by the Project Team as the
data can have numerous sources of noise before it can
be trusted.
‫ﯾﺗم ﺗطوﯾرھﺎ ﺑواﺳطﺔ ﻓرﯾق اﻟﻌﻣل ﺣﺗﻰ ﺗﺗﻼﻗﻰ اى ﻣؤﺛرات ﻋﻠﻰ دﻗﺔ اﻟﺑﯾﺎﻧﺎت‬
• As we said before, the focus should be on stretch
targets yet the charter will reflect the objective (the
minimum performance expectation)
‫ﯾﺟب ان ﺗرﻛز ﻋﻠﻰ اﻟﮭدف اﻟﻣﺗد ﺣﺗﻰ ﻻ ﺗﻘل ﺷﻰ ﻋن اﻟﮭدف‬
(‫)اﻗل ﺗوﻗﻌﺎت‬
163
Baseline & Targets

‫اﻟﻘﺎﻋدة واﻟﺑﯾﺎﻧﺎت‬
• Baseline data provided by other sources can have numerous sources of ‘noise’, the validity of the data
should be confirmed.
‫ﺑﯾﺎﻧﺎت اﻟﻘﺎﻋدة اﺣﯾﺎﻧﺎ ﺗﺣﺗوى ﻋﻠﻰ ﻣؤﺛرات ﯾﺟب ان ﺗدرس ﺻﻼﺣﯾﺗﮭﺎ اوﻻ‬
• It is the responsibility of the Project team to use data that they can ‘stand by’ and trust.
‫• ھذة ﻣﺳﺋوﻟﯾﺎت ﻓرﯾق اﻟﻣﺷروع ﻻﺳﺗﺧدام ﺑﯾﺎﻧﺎت ﻣوﺛوﻗﺔ‬
• Project Teams can have blank fields in the charter pending the completion of the initial baseline. In
addition, some aspects of the charter can be updated based upon new and reliable baseline data.
‫ﯾﻣﻛن ان ﺗظل ﺑﻌض اﻟﻧﻘﺎط ﻏﯾر ﻣوﺿﺣﺔ ﺣﺗﻰ اﻛﺗﻣﺎل اﻟﻣرﺣﻠﺔ اﻻوﻟﻰ )اﻟﻘﺎﻋدة(ﺛم ﻧﺳﺗﻛﻣل ﺳرﯾﻌﺎ ﺑﻣﺟرد وﺿوح اﻟروﯾﺔ‬
• With baseline data it is important to create ‘a single version of the truth’ so the team can move onwards
quickly without continual refinement and revisiting of baseline data.
‫ﯾﺟب ان ﺗﺗواﺟد ﺑﯾﺎﻧﺎت ﻣوﺛوﻗﺔ ﻟﻠﻌﻣل ﻋﻠﻰ ﻗﺎﻋدة ﺻﺣﯾﺣﺔ ﻻﺳﺗﻛﻣﺎل اﻟﻣﺷروع‬
164
82
7/14/2019
• Before too much time and effort i.e. cost is put into the
project it is important that the charter be ‘signed off’.
‫ﯾﺟب ان ﺗدﻓﻊ اﻟﺗﻛﺎﻟﯾف ﻗﺑل اى ﻣﺟﮭود ﻣﺳﺗﮭﻠك او وﻗت اﻟﺗوﻗﯾﻊ ﻋﻠﻰ اﻟﻣﺧطط‬
• The act of ‘signing off’ is a statement by the leadership that
the project is worthwhile and that resources will be made
available.
‫اﻟﺗوﻗﯾﻊ ﯾﺗم ﺑواﺳطﺔ اﻟﻣﺷروع ﻟﺿﻣﺎن ﺗﺧﻔﯾض ﺧﮭد اﻟﻣﺷروع‬
• The charter is not complete until it is signed by the Sponsor,
Champion=, Team Leader and the Finance representative.
‫اﻟﻣﺧطط ﻻ ﯾﺗم اﻻ ﺑﺎﻟﺗوﻗﯾﻊ ﻣن اﻟراﻋﻰ وﻗﺎﺋد اﻟﻔرﯾق و اﻟﻣﻣﺛل اﻟﺣﺎﻟﻰ ﻟﮫ‬
165
Charter Sign Off

‫ﺗوﻗﯾﻊ اﻟﻣﺧطط‬
• The signing of a charter forces some moral obligation and contract between the project team,
sponsor, champion and finance team.
‫ﺗوﻗﯾﻊ اﻟﻣﺧطط ﯾوﻟد اﻟﺗزام اﺧﻼﻗﻰ وﻋﻘد ﺑﯾن اﻟطرﻓﯾن‬
• Finance need to be involved in all aspects of the project (preparation, chartering and
completion) to ensure the team spend their efforts focusing on delivery rather than justifying
the savings.
‫اﻟﺟﺎﻧب اﻟﺗﻣوﯾﻠﻰ ﻻﺑد ان ﯾدرج ﻓﻰ ﺟﻣﯾﻊ اﻟﻣراﺣل ﺣﺗﻰ اﻧﺗﮭﺎء اﻟﻣﺷروع ﻟﺿﻣﺎن ان اﻟﻔرﯾق ﯾﺳﺗﮭﻠك ﻣﺟﮭوده ﻓﻰ اﻟﺗرﻛﯾز ﻋﻠﻰ اﻟﺗﺳﻠﯾم اﻟﻣﻔﯾد‬
‫ﻟﺗﺣﻘﯾق ﻓﺎﻗد‬
166
83
7/14/2019
Role of the Champion

‫دور ﻗﺎﺋد اﻟﻣﺷروع‬
• In smaller organisations the
Champion and Sponsor may be the Champions (TEAM COACH) ‫اﻟﻘﺎﺋد‬
same person.
‫ﻓﻰ اﻟﻣؤﺳﺳﺎت اﻟﺻﻐﯾرة اﺣﯾﺎﻧﺎ ﯾﻛون ھو اﻟراﻋﻰ ذاﺗﮫ‬ 1. Report to Leadership ‫ﯾﻣﺛل اﻟﻘﯾﺎدة‬
• The Champion should have at least 2. Full Time Availability ‫ﻣﺗﺎح طوال اﻟوﻗت‬
an understanding of what Lean is. 3. Responsible for project success
‫اﻻﺳﺎﺳﯾﺔ‬LEAN ‫ﯾﺟب ان ﯾﻌﻧﻰ ﻣﺎ ھﻰ ﻣﺑﺎدى‬ ‫ﻣﺳﺋوﻟﯾﺗﮫ ﻧﺟﺎح اﻣﺷروع‬
• The Champion should ensure that 4. Resource allocation ‫ﯾﺧﺻص اﻟﻣوارد‬
all projects have a clear line of sight 5. Project prioritisation ‫وﺿﻊ اوﻟﯾﺎت اﻟﻣﺷروع‬
to company strategies. 6. Support leadership ‫ﯾدﻋم اﻟﻘﯾﺎدة‬
‫ان ﯾﺗم ﺗوازن اھداف اﻟﻣﺷروع ﻋﻠﻰ اھداف اﻟﺷرﻛﺔ‬
• The Champion has the
responsibility for project success
‫ﯾﺗﺣﻣل ﻣﺳﺋوﻟﯾﺔ اﻟﻧﺟﺎح ﻟﻠﻣﺷروع‬
• And regularly review project
progress with sponsors.
‫وﯾﺗﺎﺑﻊ ﺑﺎﺳﺗﻣرار اداء اﻟﻣﺷروع‬
167
Charter Sign Off

‫ﺗوﻗﯾﻊ اﻟﻣﺧطط‬
• The signing of a charter forces some moral obligation and contract between the project team,
sponsor, champion and finance team.
‫ﺗوﻗﯾﻊ اﻟﻣﺧطط ﯾوﻟد اﻟﺗزام اﺧﻼﻗﻰ وﻋﻘد ﺑﯾن اﻟطرﻓﯾن‬
• Finance need to be involved in all aspects of the project (preparation, chartering and
completion) to ensure the team spend their efforts focusing on delivery rather than justifying
the savings.
‫اﻟﺟﺎﻧب اﻟﺗﻣوﯾﻠﻰ ﻻﺑد ان ﯾدرج ﻓﻰ ﺟﻣﯾﻊ اﻟﻣراﺣل ﺣﺗﻰ اﻧﺗﮭﺎء اﻟﻣﺷروع ﻟﺿﻣﺎن ان اﻟﻔرﯾق ﯾﺳﺗﮭﻠك ﻣﺟﮭوده ﻓﻰ اﻟﺗرﻛﯾز ﻋﻠﻰ اﻟﺗﺳﻠﯾم اﻟﻣﻔﯾد‬
‫ﻟﺗﺣﻘﯾق ﻓﺎﻗد‬
168
84
7/14/2019
Charter Extract
‫اﺧراج اﻟﻣﺧطط‬
Project Description Primary Metric (s) Counter Metric (s)
Analyse and automate the quote process
Quote Lead time Quote rework costs
‫وﺻف اﻟﻣﺷروع‬
‫اﻟﻣؤﺷر اﻻوﻟﻰ‬ ‫اﻟﻣؤﺷر اﻟﺛﺎﻧوﯾﺔ‬

Project Objectives
Speed up the quote process
Core Support Customer Impact Business Impact

Person A
Person L
Person B Improved customer service levels
Person M Avoid additional recruitment
Person C
Person N
Person D Increased growth
Person O
Person E ‫اﻟﺗﺎﺛﯾر ﻋﻠﻰ اﻟﻌﻣﺑل‬
Person P
Person F opportunities
‫اﻟﻔرﯾق‬ ‫دﻋم ﻣن‬
‫ﺗﺎﺛﯾر ﻋﻠﻰ اﻟﻌﻣل‬
What is wrong with this charter extract?
169
Charter Extract
Project Description Primary Metric (s) Counter Metric (s)
The current lead times for enquiry from the customer to issuing a quote is excessive for
all 3 types of quotes (a, b and c). This is leading to the potential need to recruit an Process time from receiving an Number of re-works
additional full time estimator to keep up with the current demand for quotations. enquiry through to customer to quotations and the time taken
receipt. in doing the re-work.
Measured in Minutes
Measured in rework units
Project Objectives Transaction cost from receiving an enquiry Measured in rework time
Reduce the process time (lead time) for enquiry to quote for type a quotes from 545 through to customer receipt Measured in rework costs
minutes to 15 minutes Measured in £
Reduce process costs from for quote type a from £13.5k pa to £2k pa. Negate need to
hire another estimator.
Customer Impact Business Impact

Core Support
Lean 6 Sigma Champion #1 Lean 6 Sigma Champion #2 Reduce process time from 84
Reduce lead times from
Sales Director Other Field Sales Reps minutes to 5 minutes
545 to 15 minutes.
Estimator Finance Director
Sales Administrator Engineering Reduce transaction cost from
Field Sales Rep £13.5k per annum to £2K pa.
Mike Fitter
Avoid additional recruitment
The logic must flow through the charter!

‫ﻻﺑد ﻣن اﻟﺗﺳﻠﺳل اﻟﻣﻧطﻘﻰ‬
170
85
7/14/2019
Exercise
• Split into teams of 3 to 4 delegates
• Think of a project from your company
• Fill in the charter Template
171
Summary
• Often data collection is required before the charter can be completed.

‫• ﻻﺑد ﻣن ﺟﻣﻊ اﻟﺑﯾﺎﻧﺎت اﻟﻣطﻠوﺑﺔ ﻗﺑل اﺳﺗﻛﻣﺎل اﻟﻣﺧطط‬
• During the data collection the conclusion that the problem is not as big as first thought may be reached.
‫اﻟﻣﺷﻛﻠﺔ ﺗﺑدو اﻗل ﻣﻣﺎ ﻛﺎﻧت‬. ‫• ﺧﻼل ﺟﻣﻊ اﻟﺑﯾﺎﻧﺎت‬
• If the project is found to be of less value and priority than other projects then it should be put on hold.
‫• اذا وﺟد ﻣﺷروع اﻗل اھﻣﯾﺔ ﻣن اﻻﺧرﯾن ﯾﻣﻛن ﺗﺎﺟﯾﻠﮫ‬
• The charter therefore has many important benefits.
‫• اﻟﻣﺧطط ﻟﮫ ﻣزاﯾﺎ ھﺎﻣﮫ وﻋدﯾدة‬
172
86
7/14/2019
Lean Green
Belt
Lean GB Presentation
(English)
173
How can we see success?
+ + =
Professional Leadership Great

Teams
Consultant & Management Business
support Results
174
87
7/14/2019
Lean Green
Belt
Belbin Team Roles
‫ﺑﻧﺎء ﻋﻠﻰ‬
ً ‫” أدوار اﻟﻔرﯾق‬
“‫ﻗﺎﻋدة ﺑﻠﺑﯾن‬
175
Team Roles – The Belbin Model

‫ ﺑﻠﺑﯾن ﻣودﯾل‬- ‫دور اﻟﻔرﯾق‬
Dr Meredith Belbin has studied team dynamics for many years
and developed the widely accepted Belbin team Model
‫ﻣردﯾث ﺑﻠﺑﯾن ﺑﻌﻣل دراﺳﺔ ﻟﻠﻔرﯾق اﻟدﯾﻧﺎﻣﯾﻛﻰ ﻟﻌدة ﺳﻧوات وﺗم ﺗطوﯾره ﺑﻣودﯾل‬.‫ﻗﺎم د‬
‫ﺗم ﺗﺳﻣﯾﺗﮫ ﺑﻣودﯾل ﺑﻠﺑﯾن‬
• Plant
• Resource Investigator
• Coordinator
• Monitor Evaluator
• Shaper
• Team Worker
• Implementer
• Completer
• Specialist
176
88
7/14/2019
Belbin video
177
177
Plant ‫ﻣﻔﻛر‬
A person who tends to
• Be serious-minded & individualistic.

‫ﺷﺧﺻﯾﺔ ﺟﺎدة وﻣﺗﻔردة‬
• Be genius, imaginative and creative. ‫ذﻛﻲ‬
‫وﻣﺑدع وﺧﻼق‬
• Solve difficult problems.
‫ﯾﺣل اﻟﻣﺷﺎﻛل اﻟﺻﻌﺑﺔ‬ •
• Tends not to disregard practical details ‫ﯾﻣﯾل اﻟﻰ‬
‫ﻋدم اﻟدﺧول ﻓﻰ اﻟﺗﻔﺎﺻﯾل‬
• Have ineffective communication.
‫ﻣﮭﺎرة اﻻﺗﺻﺎل ﻏﯾر ﻓﻌﺎﻟﺔ‬
178
89
7/14/2019
Resource Investigator
‫ﺑﺎﺣث ﻋن اﻟﻣﺻﺎدر‬
A person who tends to - • Introduce ideas and developments of
external origin.
.‫ﺗطوﯾرات اﻟﻣﺻﺎدر اﻟﺧﺎرﺟﯾﺔ‬-‫ﺗﻘدﯾم اﻓﻛﺎر‬ •
• Contacts other individuals or groups of
own volition.
‫اﻻﺗﺻﺎل ﺑﺎﻷﻓراد واﻟﻣﺟﻣوﻋﺎت اﻻﺧرى ﺑﻣلء إرادﺗﮫ‬ •
• Engages in negotiation-type activities.
.‫ﯾﺷﺗرك ﻓﻰ اﻟﻣﻧﺎﻗﺷﺎت‬ •
• Can be over optimistic and can quickly
lose interest once initial enthusiasm has
passed
‫ﯾﻣﻛن ان ﯾﻛون ﻣﺗﻔﺎﺋل ﺟدا وﺳرﯾﻌﺎ ﻣﺎ ﯾﻔﻘد اﻻھﺗﻣﺎم ﻋﻧدﻣﺎ ﯾﻘل ﺣﻣﺎﺳﮫ‬ •
179
Coordinator / chairman (‫)اﻟﻣﻧﺳق‬

A person who tends to –
• Clarify the goals and objectives of the group.
‫ﺗوﺿﯾﺢ اﻷھداف ﻟﻠﻣﺟﻣوﻋﺎت‬ •
• Selects the problems on which decisions have to be made, and
establishing their priorities
‫اﺧﺗﯾﺎر اﻟﻣﺷﺎﻛل واﺗﺧﺎذ اﻟﻘرار و وﺿﻊ اﻻوﻟوﯾﺎت‬ •
• Helps establish roles, responsibilities and work boundaries
within the group.
‫اﻟﻣﺳﺎﻋدة ﻓﻰ وﺿﻊ اﻟﻣﺳﺋوﻟﯾﺔ وﺣدود اﻟﻌﻣل ﺑداﺧل اﻟﻣﺟﻣوﻋﺎت‬ •
• Sums up the feelings and achievements of the group, and
articulating group verdicts.
‫ﯾﺟﻣﻊ اﻟﻧﺗﺎﺋﺞ اﻟﻣﺣﻘﻘﺔ ﻟﻠﻔرﯾق وﯾوﺣد ﻗرارت اﻟﻣﺟﻣوﻋﺎت اواﻟﻧﺗﺎﺋﺞ‬ •
• Can be seen as being manipulative and often delegates work
load
.‫ﯾﻣﻛن أن ﺗراه ﯾﻧﺎور وأﯾﺿﺎ ﯾﻣﻛن أن ﯾوﻛل أﺣد ﻣﻛﺎﻧﮫ‬ •
180
90
7/14/2019
Monitor Evaluator
‫اﻟﻣﻘﯾم‬
ِ
A person who tends to -
• Analyze problems and situations.
‫ﯾﺣﻠل اﻟﻣواﻗف واﻟﻣﺷﺎﻛل‬ •
• Interprets complex written material and
clarifying obscurities.
‫ﯾﻔﺳر و ﯾوﺿﺢ اﻷﺷﯾﺎء اﻟﻐﺎﻣﺿﺔ‬ •
• Assesses the judgments and contributions
of others.
‫ﺗﻘﯾﯾم أﺣﻛﺎم وﻣﺳﺎھﻣﺎت اﻻﺧرﯾن‬ •
• Can lack drive to influence others and can
often be overcritical
‫ﻻﯾﻣﻛﻧﮫ اﻟﺗﺄﺛﯾر ﻋﻠﻰ اﻻﺧرﯾن وﻋﺎدة ﻣﻐﺎﻟﻰ ﻓﻰ رأﯾﮫ‬ •
181
Shaper
َ ‫اﻟﻣ‬
‫ﺷﻛل‬
1. Shape roles, boundaries, responsibilities, A person who tends to -
tasks and objectives.
‫ﯾﺣدد اﻷدوار واﻟﻣﺳﺋوﻟﯾﺎت واﻷﻋﻣﺎل واﻷھداف‬ •
2. Finds or seeks to nurture group
discussion
‫ﯾﻣﯾل اﻟﻰ اﺛراء ﻣﻧﺎﻗﺷﺔ اﻟﻣﺟﻣوﻋﺔ‬ •
2. Pushes the group towards agreement on
policy, action and towards making
decisions.
‫ﯾﺿﻐط ﻋﻠﻰ اﻟﻔرﯾق ﻟﻠوﺻول ﻟﻼﺗﻔﺎق ﻋﻠﻰ اﻟﺳﯾﺎﺳﺔ ﻻﺗﺧﺎذ اﻟﻘرار‬ •
4. Can provoke others and thinks nothing of
hurting other peoples feelings
‫ﯾﺳﺗﻔذ اﻻﺧرﯾن وﻗد ﯾﺗﺳﺑب ﻓﻲ ﺟرح ﻣﺷﺎﻋرھم‬ •
182
91
7/14/2019
Team worker/ Team facilitator

‫ﻋﺿو ﻓرﯾق‬
• Give personal support and help to others.
‫ﯾﻌطﻰ ﻣﺳﺎﻋدة ﺷﺧﺻﯾﺔ ودﻋم ﻟﻼﺧرﯾن‬ •
• Builds upon or seconding a member's ideas or
suggestions.
‫ﯾﺑﻧﻲ ﻋﻠﻰ اﻓﻛﺎر اﻻﺧرﯾن او اﻗﺗراﺣﺗﮭم‬ •
• Draws the reticent within the group into
discussion.
‫ﯾدﺧل اﻻﺧرﯾن )اﻟﺻﺎﻣﺗﯾن( ﻓﻰ ﻣﻧﺎﻗﺷﺔ اﻟﻣﺟﻣوﻋﺔ‬ •
• Takes steps to avert (prevent )or overcome
disruption of the team
‫ﯾﺎﺧذ ﺧطوات ﻟﻣﻧﻊ اى ﻣﻌوﻗﺎت أﺛﻧﺎء اﻟﻣﻧﺎﻗﺷﺔ‬ •
• Tends to be indecisive and can be easily
influenced
‫ﯾﻣﯾل اﻟﻰ ان ﯾﻛون ﻏﯾر ﺣﺎﺳم وﯾﻣﻛن اﻟﺗﺎﺛﯾر ﻋﻠﯾﮫ ﺑﺳﮭوﻟﺔ‬ •
183
183
Implementer/ Team Organizer

‫اﻟﻣﻧﻔذ‬
• Transforms talk and ideas into practical
steps.
.‫• ﯾﺣول اﻻﻓﻛﺎر اﻟﻰ أﻓﻌﺎل‬
• Often considering what is feasible.
.‫• داﺋم اﻻﻋﺗﺑﺎر ﺑﻣﺎ ھو ﯾﻣﻛن ﺗﺣﻘﯾﻘﮫ‬
• Trims suggestions to make them fit into
agreed plans and established systems.
‫• ﺗﻘﯾﯾم اﻹاﻗﺗراﺣﺎت ووﺿﻌﮭﺎ ﻓﻰ إطﺎر زﻣﻧﻲ ﻣﺗﻔق ﻋﻠﯾﮫ وﻓﻲ‬
.‫إطﺎرﻧظﺎم اﻟﻌﻣل‬
• Somewhat inflexible and can often be slow
to respond to new suggestions
‫• ﺑﻌض اﻷﺣﯾﺎن ﻏﯾر ﻣرن وﻏﺎﻟﺑﺎ ً ﻣﺎ ﯾﻛون ﺑطﯾﺋﺎ ً اﻻﺳﺗﺟﺎﺑﺔ ﻟﻠﻘرارت‬
‫اﻟﺟدﯾدة‬
184
92
7/14/2019
Completer/ Finisher
‫ اﻟﻣﻧﺟز‬- ‫اﻟﻣﺗﻣم‬
A person who tends to • Emphasis the need for task completion, meeting
- schedules and generally promoting a sense of
urgency.
.‫ﯾؤﻛد ﻋﻠﻰ أھﻣﯾﺔ إﺗﻣﺎم اﻟﻌﻣل ووﺿﻊ ﺟداول اﻻﺟﺗﻣﺎﻋﺎت وﻣﻌطﯾﺎ ً أھﻣﯾﺔ ﻗﺻوى ﻟﺗﻧﻔﯾذ ﺗﻠك اﻷﻋﻣﺎل‬ •
• Looks for and spots errors, omissions and
oversights.
.‫ﯾﻛﺷف ﻋن اﻻﺧطﺎء واﻟﻼﻣﺑﺎﻻة واﻟﺳﮭو‬ •
• Galvanises others into activity.
‫ﯾﺣﻔز اﻻﺧرﯾن ﻟﻼﺷﺗراك ﻓﻰ اﻟﻌﻣل‬ •
• Inclined to worry unnecessarily
‫ﻣﮭﯾﺊ ﻟﻠﻘﻠق ﺑدون ﺳﺑب‬ •
• Reluctant to delegate
‫ﻣﻘﺎوم ﻟﺗﻔوﯾض اﻵﺧرﯾن‬ •
• Can be a nit picker
‫ﯾﻣﻛن ان ﯾﻛﺷف ﻋن اﺧطﺎء ﺻﻐﯾرة‬ •
185
185
Specialist
‫اﻟﻣﺗﺧﺻص‬
• Be single minded, self starter, A person who tends to -
dedicated
‫ﯾﺑدأ ﻟوﺣده‬-‫ﺷﺧص ﻟﮫ ﺗﻔﻛﯾر ﻣﺳﺗﻘل‬ •
• Provides skills and knowledge in
rare supply
‫ﻟدﯾﮫ ﻣﮭﺎرات وﻣﻌرﻓﺔ ﻓﻰ وظﺎﺋف ﻣﻌﯾﻧﺔ ﻧﺎدرة‬ •
• Contributes well on a narrow front
‫ﯾﺷﺎرك ﺑﺄھﻣﯾﺔ ﻓﻰ اﻻھداف اﻟﻣﮭﻣﺔ اﻟﺗﻰ ﺗؤﺛر ﻓﻰ اﻟﻣﻧظﻣﺔ‬ •
• Can often overlook the bigger picture
‫ﯾﺳﺗطﯾﻊ ان ﯾرى اﻟﺻورة ﺑﺷﻛل ﺷﺎﻣل‬ •
186
93
7/14/2019
Lean Green
Belt
Summary
187
Team Conflicts
‫ﺗﺿﺎرب اﻟﻔرﯾق‬
Innovator
Resource
Shaper
Investigator
Evaluator
Organiser
Team
Finisher Worker
Chair
188
94
7/14/2019
Team Role Affinity

‫اﻟﻌﻼﻗﺎت ﺑﯾن أدوار اﻟﻔرﯾق‬
Innovator
Shaper Resource
Investigator
Evaluator
Organiser
Team
Finisher Worker
Chair
189
Belbin's Team Roles
190
95
7/14/2019
What is Lean
‫ﻣﺎ ھو‬
‫ ؟‬lean
191
Project Charter
192
96
7/14/2019
Lean Green
Belt
Quiz
193
Value in the Eyes of the Customer Expectations

• Who is my Customer ?
‫ﻣن ھو اﻟﻌﻣﯾل؟‬
• What matters ? (CTQ - Critical to Quality) ?
‫ﻣﺎ ھو اﻟﻣﮭم – ﻣؤﺛر ﻋﻠﻰ اﻟﺟودة؟‬
• What’s the Scope ?
‫ﻣﺎ ھو ﻧطﺎق اﻟﻣﺷروع؟‬
What Time Trap am I trying to Reduce ?
‫ﻣﺎ ھو اﻟﺟدول اﻟزﻣﻧﻰ اﻟذى ﺗﺣﺎول ﺗﻘﻠﯾﻠﮫ؟‬
By how much (Realistic/Appropriate Goal) ?
(‫ﺑواﺳطﺔ ﻣﺎذا ؟)اﻻھداف اﻟواﻗﻌﯾﺔ‬
• What’s the current Cost of loss of flow ?
‫ﻣﺎ ھو اﻟﻔﺎﻗد اﻟﻣﺎﻟﻰ اﻟﺣﺎﻟﻰ؟‬
(What Benefits will we get by improving flow ?)
‫ﻣﺎ ھو اﻟﻔﺎﻗد اﻟﻣﺎﻟﻰ اﻟذى ﺗﺗوﻗﻌﮫ ﺑﻌد ﺗطوﯾر اﻟﺗدﻓق؟‬
194
97
7/14/2019
Value in Eyes of the Customer Phase Checklist

If you can respond ‘yes’ to each statement below, you are off to a good start with your project, and you
are ready to move into the next phase
For our project we have…….. ‫اذا ﺟﺎوﺑت ﺑﻧﻌم ﻧﻧﺗﻘل ﻟﻠﻣﺳﺗوى اﻟﺗﺎﻟﻰ‬
• Confirmed that our project is a worthwhile improvement priority and
is supported by the business leadership.
‫• ھل اﻟﻣﺷروع ﯾﺎﺧذ اوﻟوﯾﺔ اﻟﺗطوﯾر وﯾدﻋم ﻣن اﻟﻘﯾﺎدة؟‬ YES NO
• Established the potential impact of our project on customers, profits
and its relationship to the business strategies. YES NO
‫• ھل ﺗﺎﺛﯾر اﻟﻣﺷروع ﻋﻠﻰ اﻻرﺑﺎح ﻣرﺗﺑط ﺑﺎﺳﺗراﺗﺟﯾﺎت اﻟﻌﻣل‬
• Composed and agreed a definition of the problem.
YES NO
‫• ﺗم اﻟﺗﻛوﯾن واﻟﻣواﻓﻘﺔ ﻋﻠﻰ اﻟﻣﺷﻛﻠﺔ‬
• Prepared and had signed off by the project Sponsor, Champion and
YES NO
Finance Leader a Project Charter.
‫• ﺗم اﻟﺗوﻗﯾﻊ ﻋﻠﻰ اﻟﻣﺷروع‬ YES NO
• Identified the primary metrics.
‫• ﺗم ﺗﻌرﯾف اﻟﻣﺻﻔوﻓﺎت‬
• Completed the initial process map and the detailed process map YES NO
relating to the scope of the project.
‫• اﻧﺗﮭت ﻣن ﺧرﯾطﺔ اﻟﻌﻣﻠﯾﺎت و اﻟﺧرﯾطﺔ اﻟﺗﻔﺻﯾﻠﯾﺔ اﻟﻣﺗﺻﻠﺔ ﺑﻧطﺎق اﻟﻣﺷروع‬
195
Review Questions
1. What is lean manufacturing? (making to customer demand whilst utilising as little resource as
possible in man, machine & material
(‫؟ اﻟﺗﺻﻧﯾﻊ ﺑﻧﺎء طﻠب اﻟﻌﻣﯾل ﺑﯾﻧﻣﺎ ﺗﺣﻘق اﻗل اﺳﺗﮭﻼك ﻟﻠﻣوارد)اﻓراد ﻣﺎﻛﯾﻧﺎت ﺧﺎﻣﺎت‬lean ‫ﻣﺎ ھو اﻟﺗﺻﻧﯾﻊ ﺑطرﯾﻘﺔ‬
2. What are the 5 lean principles (VVFPP)

‫ﻣﺎ ھﻰ اﻟﻣﺑﺎدئ اﻟﺧﻣﺳﺔ؟‬
3. What are the are the 7 deadly wastes

‫ﻣﺎ ھﻰ اﻟﻔواﻗد اﻟﺳﺑﻌﺔ؟‬
4. Is Lean manufacturing about getting rid of people?

‫ ﯾﮭﺗم ﺑﺎﻟﺗﺧﻠص ﻣن اﻻﻓراد؟‬lean ‫ھل‬
196
98
7/14/2019
Project Charter Review Questions

1. (True/False) Once a project charter is written, when should it be changed.
2. (True/False) The project description should specify the proposed solution to the
problem.
3. (True/False) The charter objective should have data on just one key metric, not all of
them.
4. (True/False) The business results section requires buy-in from the company finance
department.
5. (True/False) To maintain objectivity, the team members section should name people by
job position only.
6. (True/False) The project scope section uses information from an is/is not analysis to
determine project boundaries.
7. (True/False) Short-term benefits to external customers should not be documented in the
charter – only long-term results matter.
8. (True/False) The project schedule should give planned completion dates for each
project phase.
9. (True/False) Lean projects typically have high capital spend requirements.
197
‫اﺳﺋﻠﺔ ﻣراﺟﻌﺔ ﻣﺧطط اﻟﻣﺷروع‬
‫ ﺑﻣﺟرد ﻛﺗﺎﺑﺔ اﻟﻣﺷروع ﻣن ﯾﻣﻛن ﺗﻐﯾﯾره‬:‫ﺻﺢ او ﺧطﺎ‬ .1

‫ وﺻف اﻟﻣﺷروع ﯾﺟب ان ﯾﺣدد اﻟﺣل اﻟﻣﻘﺗرح‬:‫ﺻﺢ او ﺧطﺎ‬ .2
‫ ھدف اﻟﻣﺧطط ان ﯾﺣﺗوى اﻟﺑﯾﺎﻧﺎت‬:‫ﺻﺢ او ﺧطﺎ‬ .3
‫ ھدف اﻟﻣﺷروع ﯾﺟب اﻟﻣواﻓﻘﺔ ﻋﻠﯾﺔ ﻣن اﻟﻘﺳم اﻟﻣﺎﻟﻰ‬:‫ﺻﺢ او ﺧطﺎ‬ .4
‫ ﯾﺟب ﺗﻌرﯾف اﻻﻓراد ﺑﺎﻟوظﯾﻔﺔ ﻓﻘط‬:‫ﺻﺢ او ﺧطﺎ‬ .5
‫ ﻗﺳم ﻣرﻛز اﻟﻣﺷروع ﯾﺳﺗﺧدم ﻣﻌﻠوﻣﺎت ﻣن اﻟواﻗﻊ ﻟﺗﺣدﯾد ﺣدود اﻟﻣﺷروع‬:‫ﺻﺢ او ﺧطﺎ‬ .6
‫ ﻣزاﯾﺎ ﻗﺻﯾرة اﻟﻣدى ﻟﻠﻌﻣﯾل ﯾﺟب اﻻ ﺗوﺛق ﺑﺎﻟﻣﺧطط اﻟﻣدى اﻟطوﯾل ﻓﻘط‬:‫ﺻﺢ او ﺧطﺎ‬ .7
‫ ﺟدول اﻟﻣﺷروع ﯾﺟب ان ﯾﻌطﻰ ﻣواﻋﯾد ﻧﮭﺎﯾﺔ اﻟﻣﺷروع ﻟﻛل ﻣرﺣﻠﺔ ﺑﺎﻟﻣﺷروع‬:‫ﺻﺢ او ﺧطﺎ‬ .8
‫ ﺗﺗطﻠب راس ﻣﺎل ﻛﺑﯾر‬lean ‫ ﻣﺷﺎرﯾﻊ‬:‫ﺻﺢ او ﺧطﺎ‬ .9
198
99

1.value Workbook - 2019

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

1.value Workbook - 2019

Uploaded by

Copyright:

Available Formats

7/14/2019

Who Are We? 1999

• Symbios Consulting Group is a global

Symbios Consulting & Partners: Egypt, KSA, UAE & USA

Symbios Consulting Offices

Symbios Solutions Offices

Speed Quality Productivity

Customer Satisfaction Growth

The only way of discovering the limits of the

The Symbios Consulting Team

Symbios Consulting Group’s Partners

International Associate Consultants

Our Operational Excellence Deployment Clients

We are a Training and Consulting company dedicated to the

Although originally directed at the manufacturing industry,

Symbios formed in the

The 20 Keys System is Implemented in 36 Countries

Hokkaido: Toyo Agriculture Machine, Anzai Manufacturing,

Akita: Ohu YKK Ap Akita Precision, Shinagawa Gosei, TKK

Shizuoka: NTN (Iwata), GC (Gotenba), Aprise Printing

Practical Program of Revolutions in Factories

Egypt - Port Said:

Egypt - EL Sadat City: Kuwait:

COST REDUCTION REQUESTS PROFIT SQUEEZE

Typical Cost Structure of Any Business

All present a risk to Increased risk taking

Can you see all Opportunities in your business?

Ten Cost Reduction Opportunities

Product Line Rationalization

Cost Reduction by Design

VoA Voice of Actual Process

“ Costs do not exist to be

Symbios Consulting Work on Two Main Themes

 Supply Chain • Cost Reduction

 Lean & 6 Sigma Improvement • Lean, Six Sigma, and 20 Keys

 Gemba Training • Supply Chain

 Customized Training Programs • Loss Analysis

 Soft Skills • Total Productive Maintenance

 Management Training • Company True North and KPI’s

Symbios Consulting: Six Sigma Trainings

All Symbios Consulting Six Sigma and

COUNCIL FOR SIX SIGMA

Symbios Consulting: Lean Trainings

All Symbios Consulting Lean

OPEx Academy For

• Principle #1 Value To the Customer (VTC) Slide 3

Principle 1 “Value To the Customer”

– To ensure that the needs of the customer

• Fire Exits and Alarms ‫ﻣﺧﺎرج اﻟﺣرﯾق و اﻻﻧذار‬

1. Become competent in the concepts, tools and methodology of Lean Manufacturing

2. Be able to apply the tools and techniques to application projects

12:00 OEE The 8D Report

Your Our Expectations

What are your expectations of this Programme?

• Commitment to code of conduct ‫اﻻﻟﺗزام ﺑﺎﻟﻘواﻋد‬

• Certification criteria: ‫ﻣﻌﺎﯾﯾر ﻣﻧﺢ اﻟﺷﮭﺎدة‬

• Course feedback (evaluation) ‫ﺗﻘﯾﯾم ﻣﺣﺗوى اﻟﻣﺣﺎﺿرة‬

 Please change seating orientation

 There are more information on www.lean.org

 If you need more references or books, let us know.

 There will be morning review, be prepared

Safety Have we honoured your commitment