There are many tools in the Lean Enterprise philosophy that can be implemented separately or as a package depending on our client requirements. Some info can be finding here. For more information please contact us.

VSM:

Value stream mapping is a visual tool to help understand the current value stream - in very simplified terms it is a “Process Map with Data”.
It allows people to easily understand where waste exists in the process and provides a basis for prioritizing improvement efforts.
It gives process improvement teams a visual tool for representing their improvement ideas, so they are better able to communicate with people inside and outside the organization.
It is a key foundational Lean tool for improving processes.

Value Stream Mapping is a visualization tool used to analyze the flow of resources, and information required to bring a product or a service to a customer. It helps removing non-value added steps, and compressing the client’s processes for greater efficiency. Through the Value Stream Mapping process, organizations learn where they need to focus their attention, and which Lean Solutions will be required to improve the overall value stream.
The first step in the Value Stream Mapping process is to separate products into product families. The second step is to create a Current State Map: a visual representation of existing product and information flows. This is going to be use as a start for the improvements. Lean Principles are applied to the Current State Map to create a Future State. Then an Implementation Plan is created to schedule the actions that have to be done to achieve the Future State.

When the Future State is achieved it becomes the Current State, and the process is repeated. By repeating this process every 6 to 12 months, the Lean journey is more manageable and quantifiable continuous improvement occurs.

Kaizen Events:

Focused short term projects to introduce rapid change into the organization. It comprises training, defining the problem or goal, documenting the current state, brainstorming and developing a future state, implementation, developing a follow-up plan, and presenting results. It will result in reduced process, improved cycle time, increased capacity, and improved service level.

Kaizen is often translated in the West as ongoing, continuous improvement. In contrast to the usual emphasis on revolutionary, innovative change on an occasional basis, Kaizen looks for uninterrupted, ongoing incremental change. In other words, there is always room for improvement and continuously trying to become better.

In practice, Kaizen can be implemented in corporations by improving every aspect of a business process in a step-by-step approach, while gradually developing employee skills through training and increased involvement. Principales in Kaizen implementation are:

Human resources are the most important company asset.
Processes must evolve by gradual improvement rather than radical changes.
Improvement must be based on statistical/quantitative evaluation of process performance.

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5S

5 S’s is a method or visual program for the process of creating workplace cleanliness and organization including visual signals. The 5-S process includes five steps:

Sort: Organize and separate needed from unneeded.
Straighten: Arrange and identify for ease of use.
Shine: Clean and look for ways to keep it clean.
Standardize: Maintain and monitor the first 3 S’s.
Sustain: Discipline, stick to the rules and maintain motivation.

By eliminating the unnecessary, establishing a place for what remains, and cleaning up remaining equipment, tools, and storage devices, clutter is reduced and needed items are readily found. Visual management involves the use of visual cues (e.g. road traffic signs and signals) to assure things happen and improve documentation.

Benefits of the 5 Ss Method

Improve safety and communication.
Reduce space requirements.
Increase compliance with processes and procedures.
Boost morale by creating a pleasant workplace.
Reduce time wasted looking for tools and equipment.

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Setup Reduction

Setup reduction is the process of reducing changeover time. Since setup activities add no marketable form, fit, or function to the product, they are by definition non-value adding. The tool for tackling setup time is the Four-Step Rapid Setup method. The principle of this method is to eliminate anything that interrupts or hinders productivity. The following steps provide a high level description of the Four-Step Rapid Setup method:

1. Identify and tabulate any process/activity that fits into one or more of the following categories:

Activity that delays the start of value-added work.
Activity that causes interruptions to value-added work.
Activity where it is similar or identical to another task in the process.

2. Review if any of the interruptive/delaying tasks can be offloaded. The main focus here is to move preparatory work outside of the main process flow so that information or material ends up waiting for you, not the other way around. The goal is to quickly complete value-added work without any non-value-added activity.

3. Streamline or automate any interruptive/delaying tasks that cannot be offloaded.

4. Stables the process using statistical control: The setup is not complete until the output of the process is “within specification” and under statistical control, meaning the amount of variation in lead time is within predictable limits of +/- 3 sigma.

Benefits of Setup Reduction:

Reduce lead time, resulting in improved delivery.
Improve documentation of setup processes, leading to improved processes.
Decreased inventory and costs, while increasing capacity.

Poke Yoke:

Design of a process such that you can’t move on without being correct.
A3: It is a one page report designed for problem solving. It comprises problem definition, root cause analysis, and kaizen or improvement.

TPM: Total Productive Maintenance is a methodology designed to ensure that every piece of equipment is always available for use without breakdown through regular servicing and prediction failure. This result in uninterrupted process flow and shorter cycle times.

Visual Plan: Methodology for communicating critical information to the process, allowing for accurate and efficient information conveyance. It enables sharing and putting into practice in a simple way the strategy of the organization.

Workout: Is a methodology where an area that needs to be improved is identified, and people from all sides of the process are bring together and put to work in teams to identify a better method to execute the process. Work is done outside of the normal work environment where ideas are discussed and recommendations are developed, quickly accepted by management and put into practice to achieve the desired result.

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