It is not only about tools and techniques, but also about strengthening your own manufacturing philosophy and practices. We strengthen common management principle into a new set of leadership commitments to a new way of thinking - Customer Focus and Value Stream Management.
It's about clarity of purpose and goals and getting teams involved throughout the lean journey. Every project is customized from the roadmap, deployment plan, and implementation.
Our consulting services have the following components:
Mission statements – To provide the best value services to our customers with innovative 'more ways than one' means to generate revenue.
Our training takes into account critical elements of your organization's strategic objectives. We formulate the scope and objective of each training with sensitivity to the culture and maturity of the organization with lean practices.
We are mindful of unnecessary and wasteful activities of running every process through lean six sigma. Knowing where to focus can make all the difference between success and failure.
Our VSM+ tool is designed as an upfront diagnostic X-ray that scans the enterprise and maps its primary processes, including those not normally scrutinized in the value stream management, to identify the biggest opportunities to reduce cost and increase revenue.
To find wastes across the organization we treat the business as a complex wide array of internal processes.
We scan the other primary or non-primary processes to identify related wastes in the support business areas for the purpose of generating additional revenue.
Use singly or in powerful combination, APBTS lean and cost-cutting services help businesses, big and small, become truly competitive.
Operational excellence in Lean System extends value creation to the entire enterprise, from the front office, to engineering, to the factory floor that dramatically improves cost effectiveness in manufacturing. Flow is not as visible in product development as manufacturing so care must be given to eliminate knowledge loss that could come from handovers.
We provide assistance to organization that is looking to extend operational excellence in product design. We will introduce lean thinking in product development and the methods that can be implemented at the level of an individual designer, or a product development team. The lean product development focuses on the principles and practical Lean design tools and an integrated approach to achieving the highest possible product value at the lowest achievable manufacturing cost.
From capturing the voice of the customer, concept of value engineering and analysis, to attacking direct costs during design we present an opportunity to see design of products in a fundamentally different way. Understanding how why it is important to understand both the need driver and if your projects are deemed short or long compared to market changes and have a product development approach that addresses the situation. More focus should be put on creating more and more reusable knowledge or preventing loss that comes from handovers. With complex products risks of rework loops exist and the later they come the more costly they become.
Set-based concurrent engineering approach runs multiple design options for subsystems and aggressively remove the weakest solutions with enough data to do so. During set-based design we will strive to capture knowledge with A3s or trade-off curves or limit curves or A3s.
The principles and practices of lean systems have been used successfully by hundreds of health care organizations in many countries to improve many different care processes and outcomes. Lean principles have been proven to aid healthcare delivery processes increasing speed and quality.
We strongly enforce the concept of lean mindful of the critical elements of your own unique healthcare operations and process improvement needs.
Our approach is a simple, yet powerful to achieving significant improvements. We work to focus on understanding what adds value to your patients, physicians, and other customers and deliver that value as efficiently and with care.
Benefits of Lean in healthcare operations:
Among the Lean tools that we implement with great success.
A CASE FOR IMPROVEMENT
Current acute care processes are plagued with waits, delays, and diversions. Patient safety, hospital revenue, staff satisfaction, and patient satisfaction are all negatively impacted when patients, information, and materials do not move through hospitals in a timely and efficient way. System-level changes are required to solve the issues of flow. Looking upstream and downstream from "problem" hospital units is essential to make changes that will result in hospital-wide improvements.
An American Hospital Association (AHA) survey showed the average patient waiting time for transfer from an Emergency Department to an acute or critical care bed is 3.2 hours.
We keep it simple! We deliver more!