 |
|
|
|
|
SLIM-IT is Kaufman Global's tactical approach and primary implementation methodology.
Each ring represents an element (Structure, LDMS, Metrics and Mentoring, Tools, Teamwork, Training and Technology)
which aggressively attacks the wastes that derail so many initiatives and creates a culture of continuous, sustainable improvement.
|
|
|
|
|
|
SLIM-IT is Kaufman Global's implementation backbone. Nearly every implementation we undertake is
supported by this proven methodology. In practice, these methods and processes form a comprehensive
approach few other resources can equal.
Key Elements
Structure
The procedures, expectations, actions, leadership accountabilities and management direction that enable and guide
an organization's efforts, particularly those that involve efforts to create innovative, new or improved systems,
processes, results and/or behaviors.
LDMS®
Lean Daily Management System is a set of procedures and processes that operates to enable small, intact work groups in
all areas to focus on and continuously improve their day-to-day work processes (Kaizen).
Mentoring
The continuous, day-to-day, hands-on coaching and guidance of the workforce by leadership and content experts at the
micro-process, hands-on level. The coaching must continue for a sufficient period to establish new habits, expectations
and behaviors.
Metrics
The macro and micro-process measurements that enable small work groups to assess progress on a day-to-day level and enable
leadership to direct its coaching efforts.
Teamwork
The synergy created by a group of employees that works together with insight and enthusiasm to maintain, create or improve
processes. Teamwork is often discussed and occasionally encountered, but is seldom fully realized in traditional
organizations.
Tools
Standardized methods and procedures for addressing recognized issues, processes and problems. Tools are usually great in
number but rarely applied uniformly and consistently across functional lines.
Technology
Specialized knowledge of technical issues and processes that receives a great deal of attention but is often used
inappropriately and/or inefficiently, due to political and functional conflicts and/or the organization's failure to
take advantage of low-tech methods first.
Training
An essential element in capability transfer and organizational development.
|
|
|
|
|
|
|
