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    Lean Startup: The Ultimate Guide to Business Innovation. Adopt the Lean Startup Method and Learn Profitable Entrepreneurial Management Strategies to Build Successful Companies.
    Lean Startup: The Ultimate Guide to Business Innovation. Adopt the Lean Startup Method and Learn Profitable Entrepreneurial Management Strategies to Build Successful Companies.
    Lean Startup: The Ultimate Guide to Business Innovation. Adopt the Lean Startup Method and Learn Profitable Entrepreneurial Management Strategies to Build Successful Companies.
    Ebook147 pages2 hours

    Lean Startup: The Ultimate Guide to Business Innovation. Adopt the Lean Startup Method and Learn Profitable Entrepreneurial Management Strategies to Build Successful Companies.

    By Daniel Stevens

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    About this ebook

    Do you want to learn optimize your business in term of resources, costs and profits? Are you looking for a way to manage any professional or personal work effectively and efficiently ?

     

    Stop wasting your precious time and become more productive without paying for expensive consultancy or guru courses.

     

    This is what you will find in this fantastic Book:

    1. What is lean Manufactoring
    2. How to start and grow your business with Lean
    3. What are the benefits

    ... and that's not all!

    • Six Sigma vs Lean
    • What is niche marketing and why do you need it
    • What are the biggest obstacle of implementation

    ...and much more!

     

    Take advantage of this Guide!

     

    What are you waiting for? Press the Buy-Now button and get started!

    LanguageEnglish
    PublisherDaniel Stevens
    Release dateJul 8, 2021
    ISBN9798201476045
    Lean Startup: The Ultimate Guide to Business Innovation. Adopt the Lean Startup Method and Learn Profitable Entrepreneurial Management Strategies to Build Successful Companies.

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      Book preview

      Lean Startup - Daniel Stevens

      Chapter 1 what is Lean manufacturing?

      Lean manufacturing is an approach that concentrates on reducing waste while increasing productivity in industrial processes. Anything that buyers do not think provides value and are unwilling to pay for is considered waste. Reduced lead times, lower operational costs, and higher product quality are some of the benefits of lean manufacturing.

      Lean manufacturing, often known as lean production or just lean, is a method that businesses may use in a variety of industries. Intel, John Deere, Toyota, and Nike are just a few of the well-known firms that utilize lean. The method is build on the Toyota Production System, which is still utilized by Toyota and a slew of other companies. A lean manufacturing system might help companies that utilize enterprise resource planning (ERP).

      Continual improvement or Kaizen, is one of the ideas that underpin lean manufacturing.

      BASED ON AN MIT RESEARCH on the future of the car outlined by Toyota's lean production method, the Machine That Changed the World was published in 1990 and introduced lean manufacturing to the Western world. Since then, lean principles have had a significant impact on manufacturing ideas across the world and industries other than manufacturing, such as healthcare, software development, and service industries.

      Lean manufacturing is based on five concepts.

      Lean Thinking: Banish Waste and Create Wealth in Your Corporation, a widely recognized book published in 1996, outlined five lean concepts that many in the industry refer to as core principles. Value, the value stream, flow, pull, and perfection are the five elements. These are now the foundations for implementing lean.

      1. Determine value from the customer's point of view. The producer creates value, but the client is the one who defines it. Therefore, companies need to know how much value their customers place on their products and services, so they can figure out how much money they're willing to spend.

      The firm must try to remove waste and costs from its business operations in order to provide the best pricing to the client while still making the most profit for the company.

      2. Create a value stream map. This approach entails documenting and evaluating the flow of information or materials necessary to generate a given product or service in order to discover waste and improvement opportunities. From raw materials to disposal, the whole lifespan of a product is covered by value stream mapping.

      Companies must look for waste at every level of the process. Everything that does not provide value should be removed. As part of this effort, lean thinking suggests supply chain alignment.

      3. Establish a flow. Remove functional roadblocks and look for methods to shorten lead times. This helps to ensure that everything runs well from the time an order is placed to the time it is delivered. The reduction of waste relies heavily on flow. Lean manufacturing is based on avoiding pauses in the manufacturing process and enabling a synchronized and integrated collection of operations in which activities flow in a continuous stream.

      4. Put in place a pull system. This implies that you only take on new projects when there is a need for them. Instead of using a push system, lean manufacturing employs a pull system.

      Manufacturing resource planning (MRP) systems employ push systems. Inventory needs are forecasted in advance via a push system, and the product is created to satisfy that prediction. Forecasts, on the other hand, are frequently incorrect, resulting in inventory fluctuations between too much and not enough and schedule disruptions and poor customer service.

      In contrast to MRP, Lean manufacturing is based on a pull system, in which nothing is purchased or manufactured unless there is a need. Pull is based on communication and adaptability.

      5. Strive towards excellence through Kaizen, or continuous process improvement. Lean manufacturing is based on the idea of aiming for excellence all of the time, which involves identifying the fundamental causes of quality problems and ferreting out and removing waste across the value chain.

      The eight lean production wastes

      The Toyota Production System identified seven wastes, or processes and resources, as not adding value to the consumer. These are the seven wastes:

      • Transportation that is needless;

      • Surplus inventory;

      • People, equipment, or machines moving around in circles;

      • waiting, whether it's for people or for idle machinery;

      • An overabundance of a product;

      • over-processing or investing more time on a product than a client requires, such as designs that necessitate high-tech machinery for features that aren't required; and

      • Flaws that need time and money to repair.

      Many lean practitioners point to an eighth waste: wasted skill and innovation, which was not initially included in the Toyota Production System.

      There are seven lean manufacturing tools and ideas to consider.

      Lean manufacturing necessitates a never-ending quest to eliminate anything that does not add value to a product, i.e. waste. This necessitates continual improvement, which is essential to lean manufacturing.

      Lean also relies on the following essential principles and processes:

      • Heijunka: a method of production leveling or smoothing that aims to maintain a continuous flow of work by delivering work to the plant at the desired pace and eliminating disruptions.

      • 5S: A collection of techniques for arranging workplaces in order to produce efficient, productive, and safe working environments that save time and effort. The 5S method stresses cleanliness and order.

      • Kanban: a signal for streamlining operations and ensuring just-in-time delivery. Physical signals, such as a tag or an empty container, can be conveyed physically or electronically through a system.

      • Jidoka: A process for identifying abnormalities, pausing work until they can be addressed, fixing the problem, and then researching the fundamental cause.

      • Andon: A visual assistance that warns employees to a problem, such as a flashing light.

      • Poka-yoke: A mechanism that protects against human error, such as an indicator light that turns on if a required step is skipped, a sign that appears when a bolt has been tightened the correct number of times, or a system that prevents the next step from being taken until the previous steps have been completed.

      • Cycle time: The time it takes to make a part or finish a procedure.

      Six Sigma vs. Lean

      Six Sigma is a data -driven management technique, similar to lean, that aims to improve quality by monitoring the number of faults in a process and removing them until the process has as few flaws as feasible.

      Both lean and Six Sigma are aimed at reducing waste. However, because they target the fundamental cause of waste in distinct ways, the two take different methods.

      In its most basic form, where lean believes waste is created by extra procedures, processes, and features that a customer does not feel add value and will not pay for, Six Sigma believes waste is generated by process variance. Nonetheless, the two techniques are complementary and have been merged to become Lean Six Sigma, a data-driven strategy.

      TREND 1: LEAN IS CHANGING IN ORDER TO MEET THE CHALLENGES OF RAPID CHANGE.

      Ongoing change, such as the continual development of markets or organizational goals, the effect of the digital economy, and evolving consumer or client preferences, requirements, demographics, culture, and diversity, are undoubtedly affecting your business or

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