In today's fast paced world, speed and agility of process is a critical factor that enables quick delivery to customers. Lean is a business approach based on the fundamental goal of eliminating waste and maximizing flow.

A Lean Organization is one that fully understands, communicates, implements, and sustains lean concepts seamlessly throughout all operational and functional areas.

The lean process is one in which all members of a company are involved and obsessed about eliminating waste.

The 5 Principles of Lean

• Define Value
  From the customer perspective capture the voice of customer for delivering delightful experience.
• Value Stream Mapping
  Diagnose the pulse of the process through data based detailed analysis from the prospective of customer.
• Continuous Flow
  Ensuring a seam less progress of value adding activities for delivering a symphony of service or product delivery.
• Pull Production
  Ensuring flexibility and responsiveness to ever changing need of customers.
• Strive for Perfection
  Proactively be on your stride to create ‘Next – mark’ performance.

 
Lean as a methodology helps companies –

• Diagnose the “Value Stream”.
• Eliminate ‘Waste’ from process resulting in to
• Faster and responsive delivery.
• Create opportunities for top line enhancement.
• Making offering cost competitive.
• Involve everyone and create a culture of passion for perfection.

Combining Lean with Six Sigma can be especially powerful. Six Sigma focuses on defect reduction whereas Lean focuses on speed of delivery. Used together, these two methodologies help companies improve their processes critical to customer satisfaction.
  The Lean Method – Lean Roadmap and SCORE Events
BMGI Deploys Lean using the Lean Roadmap. The improvements that need to be brought about for moving to desired state of “value stream” are Kaizen (change for the good) Events. BMGI uses its proprietary SCORE™ Methodology for demystifying the deployment of Kaizen in the Lean journey.

Lean: Critical Areas of Application Transactional

• Making system more efficient (Application of Waste Reduction)
• Reduction in Purchase Order Processing Time
• Reduction in Invoice Processing Time
• Reduction in LT of training of new resource
• Reduction in IT call resolution time
• Reduction in Delay in Dispatch
• Reduction in Procurement Lead Time
• Reduction in Tanker/ Truck loading time
• Minimizing Over-time
• Minimizing Recruitment Cycle Time

Giving Best Experience (Application of Queuing Principles)

• Minimizing response time at entry by Security
• Minimizing response time of IT Help Desk
• Minimizing waiting time in Canteen/ Cafeteria

Lean: Critical Areas of Application Transactional
Making system more reliable (Application of ‘Resource Reliability Enhancement’)

• Enhancing MTBF of Equipments
• Enhancing Availability of Equipments
• Minimizing Short-stop / trip of equipments

Making system perform better than ever (Application of ‘Self Maintenance’)

• Enhancing Throughput
• Minimizing Off-spec production

Making system more responsive (Application of ‘Pull’)

• Creating a ‘Pull’ with Recruitment source, Materials Suppliers
• Availability of correct material / spare on right time
• Appropriate Recruitment in correct quantity
• Need-based training
• Flexibility
• Need-based availability of resources
• Flexibility of Human Resources Capability
• Resource Consolidation

Lean: Critical Areas of Application in Transactional
Making system more Streamlined (Application of ‘Flow’)

• Creating a Balance in Flow between dependent functions
• Resource Optimization
• Minimize Handoffs / stages of approval
• Lead Time Reduction
• Inventory reduction
• Minimizing local controls
• Lead Time Reduction

Lean: Critical Areas of Application Transactional

• Making system more efficient (Application of Waste Reduction)
• Reduction in Purchase Order Processing Time
• Reduction in Invoice Processing Time
• Reduction in LT of training of new resource
• Reduction in IT call resolution time
• Reduction in Delay in Dispatch
• Reduction in Procurement Lead Time
• Reduction in Tanker/ Truck loading time
• Minimizing Over-time
• Minimizing Recruitment Cycle Time

Giving Best Experience (Application of Queuing Principles)

• Minimizing response time at entry by Security
• Minimizing response time of IT Help Desk
• Minimizing waiting time in Canteen/ Cafeteria

?? What Is SCORE™ ??
SCORE™ : is our technique to demystify kaizen.
S	(SELECT) the process to be worked on
C	(CLARIFY) the problem or objective
O	(ORGANIZE) the team and train theme
R	(RUN) the event
E	(EVALUATE) the results

BMGI deploys Lean through a series of Consulting and Training interventions. Our consulting and training interventions are described in Our Services.
BMGI also offers Open Enrollment and In-house courses on Lean. The Lean courses are designed for both the transactional and manufacturing environments. Find out more –

• Lean for Manufacturing Environment
• Lean for Transactional Environment

For details on open enrolment courses see the upcoming Events
  Trimming waste, maximizing margins
Lean and Lean Six Sigma are a set of methods companies can apply to any manufacturing, transactional or service process to reduce waste, eliminate non-value-added actions and cut time.

Lean methods have a rich and proven history that began in the automobile industry at Ford in the 1920s in a rudimentary way, and at Toyota in the 1950s in a more advanced way. Combining Lean with Six Sigma can produce a program that brings both short-term results - through the power of Lean - and long-term change through the power of Six Sigma. It is for this reason many companies are turning to a combined Lean and Six Sigma effort.

BMGI's combined Lean and Six Sigma programs are designed to incorporate the best of both methodologies, but Lean continues to have its own unique principles, tools, and even practitioners.

Lean Principles Value: What the customer is willing to pay for. Value Stream: Actions that add value to a product or process. Flow: The continuous movement of product, favoring single-piece flow and work cells versus production lines. Pull: Replacing only material that is used and eliminating excessive inventory. Continuous Improvement: A relentless elimination of waste on a never-ending basis.

Who Uses Lean and Lean Six Sigma? A great number of companies have implemented Lean principles and techniques, including Alcoa, Boeing and Lockheed Martin in the manufacturing sector. Transactional and service companies have also applied Lean and Lean Six Sigma with success, benefiting from its time-saving, waste-removing and efficiency-gaining ways. More examples of big-name companies that have employed Lean thinking and principles are Dell in optimizing demand-driven flow, eBay in bringing products and consumers together in real time and Microsoft in compressing its software development cycle. Healthcare concerns are implementing Lean too as they streamline the processes involved in patient care.

Why Lean Six Sigma? Companies typically use Lean to make immediate operational improvements as a direct output of "Kaizen events." BMGI uses a methodology called SCORE to run Kaizen events, which typically yield benefits sooner than other methods, primarily because SCORE keeps the Kaizen team together day after day until the needed Lean improvements are made. Companies can see results from SCORE Kaizen events immediately, often within a single week. Kaizen events also uncover a list of improvement opportunities for ongoing attention with Lean tools, or process improvement tools like Six Sigma and Design for Six Sigma.

Some Lean Tools Value Stream Mapping The 5S System The 7 Wastes Set-up Reduction - Fast Changeover Total productive Maintenance Cellular/Flow Manufacturing Toyota Production System Poke Yoke (Mistake Proofing)

  In the context of Total Performance Excellence (TPE), Lean principles and tools are most effectively employed when your intent is to make key, subordinate and enabling processes function as waste-free as possible. It is easiest for companies to undertake Lean after they have solidified their strategic direction, put a process architecture into place and aligned the business around that architecture.
  For more information about BMGI's Lean and Lean Six Sigma programs please contact us.