Lean & Continuous Improvement

LEAN is about creating value for the customer, eliminating waste and preventing non-value adding activities. Focus is put on creating an improvement culture through:

  • Continuous Improvement: Continuously striving to become better
  • Involve employees and support them in working with new tools and understand the change process
  • Continuously measure performance to ensure that you work in the right direction and that you reach the goals
With our long held expertise working with complex industries as well as large and small companies, we have been able to improve our clients’ internal processes. AN GROUP is always present from start to finish to facilitate top and middle management in working with new approaches that will optimize their business.
Lean manufacturing1

The 8 types of waste are fundamental to understanding Lean. Waste in production should be reduced as much as possible. Our experienced consultants have helped our clients identify waste that has been the root cause to their challenges and enabled them to become a value adding organization.

LEAN is used as a means to achieving business goals and consists of several tools that can support this. Our consultants have succeeded in providing excellent results for our clients, as we not only use stand-alone tools or methods. Our approach is based on combining different aspects such as working with LEAN in relation to management, culture and performance measurements. In this way, we help rectify those areas that are not working efficiently and facilitate the change process where it is needed.

Lean toolbox

5 Why's

To solve problems and find the core cause you can use 5x why. The tool is to ask the question "why" 5 times, to identify the cause of the respective problem or challenge you are facing. The reason for using this method is that it is wasteful to introduce the quick and easier solutions to the problems, as they most often cause the same problems to arise again as one solves a problem before identifying the root cause.

Valuestream Mapping

This tool is used to follow a product through the value stream, which provides an overview of process times compared to the throughput time. It makes it possible to see where improvements can be made in the process, as the current situation is mapped and compared with a mapping of the future situation.

6s

This tool is used to eliminate waste.
Sort: Remove all unnecessary items. The focus is on identifying the necessary tools to perform the work - for example, a pen can be a tool.
Set in order: Focuses on organizing the necessary elements in a way that makes them easy to use and contributes to overall workplace efficiency.
Shine: Make sure there are no workplace barriers that affect the workflow.
Standardize: Implement a standard.
Sustain: Maintain the standard. If one experiences difficulties in establishing a standard and/or maintaining it, one must avoid going back to old habits.
Safety: A clean and organized workplace promotes the safety of all employees.

A3 Problem Solving

This is a method in which the problem, analysis and the corrective action as well as the action plan and follow-up are collected on a piece of A3 paper. The idea is to simplify the problem solving and thus make it quick and affordable for production teams to use in daily life.

Fishbone

A cause and effect diagram is also known as a “fishbone” diagram. It can help identify possible root causes for a problem that might not otherwise be considered and in sorting ideas into useful categories. The problem or effect is displayed at the head or mouth of the fish. Possible contributing causes are listed on the smaller “bones” under various cause categories. The diagram can therefore be a valuable tool for team members improve their operations.

PDCA

PDCA is short for Plan, Do, Check, Act. The method essentially involves working after continuous improvement. PDCA consists of four phases, where you start by planning how the task should be carried out.
Then you implement (do) the plan in question with the focus on getting tested whether it has been the right action. To be able to identify if you are on the right track, you check if the solution works as desired, compared to the measurement points. If not, go back to P and use these insights as learning points. If that works, you go on to A. Act is therefore about maintaining the solution with the help of a standard where you at the same time inform and train the stakeholders involved.