| Deployment of Lean: |
We at ImpTek believe that, a client organization will benefit only if the principles we
preach are deployed practically and physically on the production floor or the areas of operation.
Extensive trainings are a waste of time and effort and the return on investment is always ambiguous.
- End to End lead time between 50 to 60 percent of Industry average
- Inventory turns greater than 24 times a year
- Productivity up by minimum of 2% every quarter
- Profit growth rate of 2 to 4 times of industry average
- Excellent responsiveness to market requirement
- Time to market for new products less than half of Industrial average.
|
| At this juncture, ImpTek rolls out its exclusive deployment philosophy based on the time-tested,
proven and well known Kaizen approach. Kaizen is a Japanese word that stands for improvement and can also
be understood as continuous improvement. In other words it is 'bias for action' philosophy
|
| The ImpTek kaizen strategy:
|
|
| A typical Lean deployment assignment starts with a Value Stream mapping exercise, which is nothing but
a comprehensive on-site Business transformation assessment of the value chain under consideration. Normally,
it is a one week activity but can vary according to the size of the company and the complexity of the value
stream. The first stage of value stream mapping is establishing the Current state map, which is a depiction
of both material and information flow, through the value chain with all allied operational and systemic parameters.
Once this is done, a future state map is created considering the business goals of the organization and the interests
of various stake holders. At the last phase of this exercise, the gap between the current state and future state
are identified and the same are converted into Kaizen Projects.
|
| ImpTek rolls out a structured five day charter for a Kaizen event, at the end of which
tangible physical results are assured.
|
| We very well understand that the business
complexities and needs vary from company
to company and industry to industry. Hence we have modeled specialized
Kaizen events to cater to various industrial segments like Manufacturing,
Process, Service, Retail, and IT/ITES. We also offer these
as customized solutions based on the needs
of the individual organization and
sensibilities.
|
|
 |
|
| Lean for Manufacturing: |
For an organization which is into discrete manufacturing, the transformation is
basically done by fine tuning the production operations to the takt time. This is
achieved by removing bottle necks in the value chain through various Kaizen events,
which are prominently shop floor based manufacturing Kaizen events, and primarily
focused on achieving Just in time and in line with Jidoka principles. The basic
motive behind these events are to remove waste and then to create flow. There are
structured events available to address the typical nightmares of any factory manager
like Huge set-up time, Change over times and small volume but high margin products.
The typical events can range from simple 5S events for proper house keeping through
medium scale events like set-up reduction events to complicated events like production
smoothing and product and process planning. In nutshell the stages in the chain that are
not delivering to the takt time are identified and worked upon to improve the operational
conditions. |
| Also Lean techniques like production-smoothing and production planning helps you in achieving
enough flexibility and agility to take any challenge on volumes and product mix from the market head-on
even at a short lead time. Lean also provides tools and techniques for product quality improvement which
are packaged as Quality Kaizens. |
| Going forward, the ImpTek Lean tool kit provides you a set of non manufacturing tools,
to improve the working conditions in the manufacturing area which will ultimately reduce the
lead time and fatigue of the people and thereby increasing the productivity and morale. Some
examples of this tool kit, which is called Line Kaizens, are efforts to improve the ergonomic
conditions in a line, measures for increased visibility, easy access to parts etc. |
| When it comes to a process oriented manufacturing or continuous manufacturing, the theme
changes and the fine tuning is done to takt rate rather than takt time. |
| Transactional Kaizen events also come handy in quite a number of circumstances where
transactional processes from Finance and accounting, HR, Supply chain and other Non- manufacturing
functions are involved. |
| Specialized Kaizen events for energy savings which is unique offering from ImpTek is another
opportunity for our clients to make substantial savings using Lean, which normally go un-noticed. |
|
|
| Lean Enterprise – The future where you would like to be.. |
| Once you set your own house in order, to reap more benefits, you need to expand the scope of your value chain.
Take the value chain out of the four walls of your premises, by including your customers and suppliers into it.
The ideal way is to demonstrate your achievements and capabilities to them and prompt them to become lean. You will
get the full benefits of you being Lean only when your suppliers and customers are also behaving in the same manner.
ImpTek has a proven and systematic set of Lean based supplier development tools |
The major characteristics of a responsible Lean enterprise can be laid sown as follows:
- Inventory turns of minimum 36 times or more a year
- Capable to deliver any product mix in every delivery pitch
- End to end lead time less than 50% of Industry average
- Productivity going up by a minimum of 2% every quarter
- Profits grow at the double the rate of turnover growth
- Time from concept to market for new products less than half of industry average
- 100% uptime for equipments
- Production totally freed up from the clutches of forecasting and made more realistic
based on real time customer demand
|
| How to get there? |
| As is the case in any major improvement initiative, the success of Lean implementation depends
on the commitment of the Top management. The first and the foremost step is to identify a full time
value stream manager and a team to work with him/her. Lean implementation has to be taken as a Leading
from the front initiative, where by the top management will demonstrate the commitment through their
actions. The next important step is the value stream mapping. You need to identify the appropriate and
right product family for this exercise. During the VSM process care need to be taken to ensure that,
the data collected are real and all corners are covered. While taking up Kaizen projects, you need to
make sure that, you start with the core line function operation than a supporting function. Making the
right implementation plan and scheduling the events without affecting the production are also pivotal
for a successful lean deployment. Sustaining the gains are as important as achieving them and hence you
need to ensure that the people concerned are trained to the appropriate levels. |
| Above all we need to understand the sensibilities of the people around and take them into confidence.
The barriers of attitude are the toughest to overcome and this can be achieved only through a systematic
change management approach. A lean deployment will become fully successful and bear the real fruits only if
seen as a cultural initiative. Hence a structured culture change initiative need to be in place which goes
hand in hand with the Lean implementation.
|
| A successful business model. |
| A successful business model is one that keeps all the major stake holders of your business namely your customers,
your employees, your business partners and your share holders smiling and making considerable healthy profits.
Hence ImpTek rolls out a consulting model that perfectly aligns the objectives of Lean to the expectations of your
stake holders, there by making you a profitable enterprise. |
| Stake-Holders' Expectation Matrix |
| CUSTOMER |
Quality |
Price |
Delivery |
| EMPLOYEE |
Safety |
Remuneration |
Pride |
| BUSINESS PARTNER |
Long term interest |
Payments |
Good will |
| SHARE HOLDER |
Profits |
R O I |
On time pay backs |
|
| The ImpTek Business-Consulting Model. |
| From the expectation matrix, try improvising the green boxes and you will understand
that the rest of them will automatically fall in place. In the current market, where prices
are squeezed day by day, the only way to cope-up is by reducing your cost of operation.
Hence or we strongly recommend that, your operational parameters that you monitor should be |
| Quality |
Cost |
| Delivery |
Safety |
|
| Hence we recommend that Lean (and for that reason, any break through initiative that you undertake)
should be monitored and the results be measured using the above or their direct derivatives as the yard
sticks. We call this as the ‘Q-C-D-S’ matrix and our Unique Business consulting model aligns the classical
lean deployment philosophy to this.
|
 |
|
This Sate of the art model will definitely take you to new heights in business with high profits,
which should be used for strategic growth.
|
|
|
