Lean - An Introduction to Lean Management (PowerPoint PPTX Slide Deck)
PowerPoint (PPTX) 155 Slides
$59.50
Developed by a Senior Executive and Operational Excellence Coach with experience at organizations including NOKIA, MICROVENTION, and MAGELLAN, this presentation covers an introduction to Lean Management Thinking, Methods, and Tools.
This product (Lean - An Introduction to Lean Management) is a 155-slide PPT PowerPoint presentation slide deck (PPTX), which you can download immediately upon purchase.
The Lean – An Introduction to Lean Management Training Module includes:
1. MS PowerPoint Presentation including 155 slides covering
• History of Lean Management,
• The Five Lean Principles,
• The Seven Lean Wastes,
• Introduction to Lean Standard Work,
• Introduction to 5S Visual Workplace Organization,
• Introduction to Value Stream Mapping (VSM),
• Introduction to Kanban Scheduling Systems,
• Introduction to Quick Changeovers (SMED),
• Introduction to Total Productive Maintenance (TPM),
• Introduction to Mistake-Proofing (Poka-Yoke), and
• Introduction to Kaizen Events.
"After you have downloaded the training material, you can change any part of the training material and remove all logos and references to Operational Excellence Consulting. You can share the material with your colleagues and clients, and re-use it as you need. The only restriction is that you cannot publicly re-distribute, sell, rent or license the material as though it is your own. Thank you."
Lean Management is not just a methodology; it's a culture shift. This training module dives deep into the practical benefits of Lean, such as enhancing customer service by delivering exactly what customers want, when they want it. It also focuses on boosting productivity through improved throughput and value-added per person, while simultaneously reducing defects and customer complaints. The module emphasizes employee ownership, leading to higher morale and participation, and highlights the importance of reducing lead times and improving stock turns to free up capital.
The PPT also provides a historical perspective, tracing the origins of Lean Management back to James Womack's seminal work in 1990. It explains the evolution of Lean Manufacturing and its application in various industries. The module breaks down the three types of activities—value-added, non-value-added, and business non-value-added—providing a clear framework for identifying and eliminating waste. This comprehensive guide is designed to equip your team with the tools and knowledge needed to implement Lean principles effectively, driving substantial improvements in operational efficiency and customer satisfaction.
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Source: Best Practices in Lean, Lean Management, Lean Thinking, Lean Management/Enterprise PowerPoint Slides: Lean - An Introduction to Lean Management PowerPoint (PPTX) Presentation Slide Deck, Operational Excellence Consulting LLC
This PPT slide titled "Introduction to Lean Management – The House of Lean" outlines key components of Lean management principles. At the top, it features "Lean Enterprise," indicating a framework for organizations aiming to enhance efficiency and reduce waste. Below this, various methodologies and tools are presented, each contributing to the overarching goal of Lean management.
The first row includes "Quick Changeover," "Kanban," and "Total Productive Maintenance." These elements focus on optimizing processes, improving inventory management, and ensuring equipment reliability. Following this, "Value Stream Mapping" and "Mistake-Proofing" are highlighted, emphasizing the importance of visualizing workflows and preventing errors in operations.
The middle section introduces "5S Visual Workplace Organization," which pertains to workplace organization and standardization, and "The Seven Wastes," a critical concept in Lean that identifies areas of inefficiency. "Standard Work" and "The Five Lean Principles" further reinforce the need for consistency and adherence to fundamental Lean concepts.
At the bottom, "Performance Management & Balanced Scorecards" indicates a focus on measuring outcomes and aligning organizational objectives with performance metrics. This comprehensive approach ensures that Lean practices are not only implemented, but also monitored for effectiveness.
Overall, the slide serves as a foundational overview for organizations looking to adopt Lean management practices. It encapsulates essential tools and principles that can drive operational excellence and foster a culture of continuous improvement.
This PPT slide presents a detailed overview of value stream mapping, specifically focusing on Kaizen events, also referred to as “bursts.” It outlines the flow of materials and information from the raw material supplier to the customer, emphasizing critical processes involved in production and shipping.
Starting from the top, the slide indicates a six-week forecast that drives production planning and scheduling. It highlights the importance of Kanban scheduling, which is crucial for managing inventory and ensuring timely production. The segment labeled "Cutting" shows key metrics such as cycle time (C.T.), changeover (C.O.), and uptime, which are essential for assessing operational efficiency. Notably, the cutting process has a cycle time of 1.5 seconds and a 75% uptime, indicating areas for potential improvement.
Moving to the "Printing" section, the slide notes a cycle time of 2.5 seconds with a 95% uptime, suggesting a highly efficient process. However, the changeover time of 65 minutes indicates a bottleneck that may require focused Kaizen efforts to reduce. The "Binding" process follows, with its own metrics, including a cycle time of 4.0 seconds and a 55% uptime, further illustrating the need for continuous improvement in this area.
The slide concludes with the shipping process, which has a cycle time of 2.0 days. The overall flow is designed to meet customer demands, with a daily order of 7,500 pieces, split between red and green items. This structured approach to value stream mapping highlights the interconnectedness of various processes and the importance of ongoing improvements to enhance efficiency and responsiveness to customer needs.
This PPT slide presents an overview of the 5 core principles of Lean Management, which are essential for organizations aiming to enhance efficiency and value delivery. Each principle is clearly defined, providing a structured approach to understanding Lean methodologies.
The first principle, "Define Value," emphasizes the importance of identifying what constitutes value from the customer's perspective. This foundational step ensures that all subsequent actions align with customer needs, fostering a customer-centric approach.
Next, "Map Value Stream" involves a thorough analysis of the processes involved in delivering a product or service. This principle encourages organizations to scrutinize each step, identifying non-value-adding activities or wastes. The goal is to streamline operations by eliminating unnecessary steps, thereby enhancing overall efficiency.
"Create Flow" focuses on ensuring that the process of delivering products or services is smooth and uninterrupted. By optimizing the flow, organizations can reduce delays and improve responsiveness, which is critical in today’s fast-paced market.
The principle of "Establish Pull" introduces a system where production is based on actual demand rather than forecasts. This approach minimizes excess inventory and aligns production with customer needs, leading to more efficient resource utilization.
Lastly, "Pursuit Perfection" underscores the continuous improvement mindset inherent in Lean Management. Organizations are encouraged to strive for perfection by systematically reducing the number of steps and the time required to deliver value, fostering a culture of ongoing enhancement.
Overall, this slide serves as a concise introduction to Lean principles, providing a framework that can significantly impact operational effectiveness and customer satisfaction. Understanding and implementing these principles can lead to substantial improvements in organizational performance.
This PPT slide outlines a structured approach to implementing Quick Changeover, commonly referred to as SMED (Single-Minute Exchange of Die). This methodology is crucial for organizations aiming to enhance operational efficiency by minimizing downtime during equipment changeovers.
The process begins with the first step, which is to observe the current methodology. This foundational step is essential for understanding existing practices and identifying areas for improvement. Following this, the second step involves separating internal and external activities. This distinction is vital as it allows teams to focus on what can be done while the machine is still running versus what requires a complete stop.
The third step emphasizes converting internal activities into external ones. This transformation is key to reducing the time machines are idle. The fourth step involves streamlining the remaining internal activities, ensuring that any necessary tasks are completed as efficiently as possible.
Steps 5 and 6 focus on refining the process further. Streamlining external activities ensures that all possible efficiencies are realized, while documenting the new procedure solidifies the changes made and provides a reference for future operations.
The final part of the slide introduces a decision point: assessing whether the results are satisfactory. If the outcomes meet expectations, the process concludes. If not, the cycle restarts with a call to "Do it all Again!" This iterative approach fosters continuous improvement, encouraging teams to refine their processes until optimal performance is achieved.
Overall, this slide serves as a practical guide for organizations looking to implement SMED, emphasizing observation, separation, conversion, and continuous evaluation as key components of the changeover process.
This PPT slide presents a focused overview of Lean Management, emphasizing its primary objective: the reduction of end-to-end lead time in processes. This is articulated clearly in the highlighted section, which states that the key aim of Lean Management is to streamline operations by minimizing the time it takes for an item to move through the entire value stream, from initiation to completion.
Lead Time (LT) is defined as the average duration required for one item to traverse the complete process. This definition is fundamental for understanding how Lean principles can be applied to enhance efficiency. By concentrating on lead time, organizations can identify bottlenecks and inefficiencies within their processes, ultimately leading to improved operational performance.
The visual elements, such as the clock icon, reinforce the concept of time management, which is central to Lean methodologies. This slide serves as an introduction to the broader principles of Lean, suggesting that a focus on lead time can lead to significant improvements in workflow and productivity.
For potential customers, this slide highlights the importance of Lean Management in achieving operational excellence. It suggests that by adopting Lean principles, organizations can not only reduce lead times, but also enhance overall process efficiency. This is particularly relevant in today’s fast-paced business environment, where speed and efficiency are critical to maintaining a competitive edge. Understanding and implementing these concepts can lead to substantial benefits in resource utilization and customer satisfaction.
Total Productive Maintenance (TPM) is a comprehensive approach that emphasizes the importance of involving all employees in maintenance activities. This PPT slide outlines the 4 critical phases of TPM, which are essential for enhancing operational efficiency and minimizing equipment downtime.
The first phase, Breakdown Maintenance, focuses on addressing equipment failures after they occur. This reactive approach is necessary, but can lead to significant productivity losses. The second phase, Preventive Maintenance, shifts the focus to scheduled maintenance tasks aimed at preventing breakdowns before they happen. This proactive strategy helps in reducing unexpected failures and prolonging equipment life.
Next is Productive Maintenance, which integrates maintenance tasks into daily operations, fostering a culture where all employees take responsibility for the upkeep of equipment. This phase encourages collaboration across departments, leading to improved performance and reduced operational disruptions.
The final phase, represented by the TPM arrow, encapsulates the overall philosophy of Total Productive Maintenance, which is about creating a culture of continuous improvement and total participation. The definition provided on the slide reinforces this concept, highlighting that TPM is not just about maintenance, but about engaging everyone in the process to achieve optimal performance.
Understanding these phases is crucial for organizations aiming to enhance their maintenance strategies. Adopting TPM can lead to significant improvements in productivity, operational efficiency, and employee engagement. This slide serves as a foundational overview for leaders looking to implement or refine their maintenance practices.
This PPT slide titled "Value Stream Mapping – The Building Blocks" outlines a structured approach to understanding and optimizing processes within an organization. It presents a flowchart that highlights key components essential for effective value stream mapping.
At the top, the slide emphasizes the importance of customer requirements, which serve as the foundation for all subsequent activities. This is followed by supplier requirements, indicating that collaboration with suppliers is crucial for meeting customer expectations. The slide suggests a timeline for forecasting, with a six-week lead time for top priorities, ensuring that planning aligns with customer demand.
The second component focuses on material, illustrating the flow of materials through the process. It highlights critical metrics such as cycle time and lead time, which are essential for assessing efficiency. The visual representation of these metrics allows for quick identification of bottlenecks or delays.
Information flow is another key element depicted in the slide. It connects various components, indicating that effective communication is vital for seamless operations. This aspect emphasizes the need for real-time data sharing among teams to enhance decision-making.
Process data is also a significant focus, showcasing the importance of tracking performance metrics. This data informs continuous improvement efforts and helps identify areas for optimization.
Lastly, the slide addresses the timeline and metrics, underscoring the necessity of monitoring progress against established benchmarks. This holistic view of value stream mapping provides a comprehensive framework for organizations aiming to streamline operations and enhance overall performance. The insights presented here can guide strategic initiatives aimed at operational excellence.
This PPT slide outlines the implementation process for Lean Standard Work, presenting a structured flow of steps designed to enhance operational efficiency. It begins with the identification of a product or part, which sets the foundation for subsequent activities. The next step involves identifying the relevant processes or process steps, followed by a detailed analysis of cycle times for each process element. This analysis is crucial for understanding the time requirements associated with each task.
Creating a Standard Work Process Study Sheet is a pivotal action in this framework. This document serves as a reference point for standardizing procedures, ensuring consistency across operations. Following this, the slide emphasizes the importance of identifying and implementing opportunities for work balancing, which helps in optimizing resource allocation and minimizing bottlenecks.
Determining takt time is another key element, as it aligns production pace with customer demand. The process continues with the creation of a Standard Work Chart and a Standard Work Process Capacity Sheet, which provide visual and quantitative insights into workflow and capacity management.
The slide also highlights the significance of identifying changeover reduction opportunities and kanban implementation, both of which are essential for enhancing flexibility and responsiveness in operations. Finally, the determination of standard work-in-process inventory rounds out the process, ensuring that inventory levels are managed effectively to support lean principles.
Overall, this slide serves as a comprehensive guide for organizations looking to implement Lean Standard Work, providing a clear roadmap for enhancing efficiency and productivity.
This PPT slide presents a visual representation of a Kanban system, specifically highlighting the Kanban or Heijunka board. This tool is crucial for managing inventory and production schedules in a lean manufacturing environment. The board is divided into sections that correspond to different part numbers, with color-coded indicators that communicate urgency levels for scheduling production.
The red, yellow, and green color scheme serves as a visual cue for prioritization. Red indicates that production must be scheduled immediately, signaling critical shortages or urgent demand. Yellow suggests that scheduling should occur as soon as possible, reflecting a need for timely action, but with slightly less urgency. Green indicates that production can be scheduled as time allows, representing a more flexible approach to inventory management.
Two key scenarios are illustrated with arrows and explanatory text. One scenario shows empty containers at the supplier process,, but sufficient inventory at the customer process, indicating that production can afford to wait. This suggests a balanced inventory level that allows for flexibility in scheduling. The other scenario depicts empty containers at the supplier process and insufficient inventory at the customer process, which necessitates immediate production. This highlights the importance of maintaining a steady flow of materials to avoid disruptions in the supply chain.
Overall, the slide effectively conveys the operational dynamics of a Kanban system, emphasizing the importance of visual management in optimizing production schedules and inventory levels. Understanding these principles can lead to improved efficiency and responsiveness in manufacturing processes.
This PPT slide outlines the implementation process for the 5S Visual Workplace Organization methodology, a structured approach aimed at enhancing workplace efficiency and organization. It consists of 6 distinct steps, each contributing to a comprehensive framework for operational excellence.
Step 1 emphasizes the establishment of a dedicated 5S organization, which is crucial for driving the initiative forward. This foundational step sets the stage for subsequent actions. Step 2 focuses on creating a detailed implementation plan, ensuring that all stakeholders are aligned and aware of their roles.
In Step 3, the creation of campaign materials is highlighted, which serves to communicate the 5S principles effectively across the organization. This is followed by Step 4, which involves in-house education on the 5S methodology, fostering a culture of continuous improvement and engagement among employees.
The core of the implementation is encapsulated in Step 5, where the actual 5S practices—Sort, Set-in-Order, Shine, Standardize, and Sustain—are introduced. Each of these practices plays a vital role in maintaining an organized and efficient workspace. The visual representation indicates a cyclical nature, suggesting that these steps are not merely linear, but rather iterative, encouraging ongoing refinement and adherence to the 5S principles.
Finally, Step 6 involves evaluation, scoring, and follow-up, which are critical for assessing the effectiveness of the implementation and ensuring sustained improvements over time. This structured approach not only enhances operational efficiency, but also promotes a culture of accountability and continuous improvement within the organization.
This PPT slide presents a detailed example of a Lean Standard Work Chart, specifically focusing on the process of deburring and stamping within a washing machine and quality control work station. The chart outlines various work elements, including the tasks performed by operators and the flow of work in the production line.
Key components include the identification of work elements, which are numbered and categorized by operation. Each task is associated with a specific machine, such as the washing and sanding machines, and includes a visual representation of the workflow. The chart also highlights the concept of Work-In-Process (WIP), indicating a WIP count of 7, which reflects the number of units currently being processed.
The accompanying text provides insights into the operational improvements achieved through standard work practices. It notes that operator loading was optimized based on takt time, allowing compliance with customer demand without incurring overtime costs. Additionally, some tasks were reallocated to enhance efficiency, such as transferring certain work elements to a previous work station. This restructuring has led to the automation of manual operations, reducing unnecessary movements and thus eliminating waste.
The slide serves as a practical guide for organizations looking to implement Lean principles. It illustrates how standard work can streamline operations, improve productivity, and ultimately enhance quality control. The visual and textual elements work together to convey a clear understanding of how Lean methodologies can be applied in real-world scenarios, making it a valuable resource for decision-makers considering operational excellence initiatives.
This PPT slide outlines the basic flow of a Kanban system, which is a visual management tool used to optimize processes. It is structured into 4 distinct phases, each illustrating the interaction between the "Customer" and "Supplier" processes.
In Phase 1, the customer initiates the process by moving an empty container along with a "Withdrawal" card to the supplier. This action signals the need for replenishment. Phase 2 follows, where the customer places a "Production" card on the Kanban board, indicating that a full container is required. The supplier then replaces the "Withdrawal" card with the empty container, ensuring that the system is updated.
Phase 3 shows the next step where the customer moves the full container back to their area, again using the "Withdrawal" card to maintain visibility of inventory levels. Finally, in Phase 4, the supplier produces new items and attaches the "Production" card to the full container, completing the cycle.
This visual representation emphasizes the importance of maintaining a smooth flow of materials and information between the customer and supplier. The Kanban system effectively reduces waste by ensuring that production is driven by actual demand rather than forecasts. Understanding this process is crucial for organizations looking to implement lean management principles. The slide serves as a foundational overview for those unfamiliar with Kanban, providing a clear pathway to grasp its operational significance.
This PPT slide provides a concise overview of Kaizen events, emphasizing their role in fostering continuous and incremental improvements within organizations. The term "Kaizen" is broken down into 2 components: "Kai," meaning to take apart and put back together, and "Zen," which translates to thinking about it. This duality underscores the philosophy of systematic analysis and thoughtful implementation of changes.
A key point highlighted is the time frame for these events, which should not exceed 3 to 5 days, excluding preparation. This brevity is crucial as it encourages focused efforts and quick wins, making it easier for teams to engage and see immediate results. The slide offers practical examples of Kaizen applications, such as reducing equipment setup time, enhancing order management processes, and minimizing motion waste in specific work areas. These examples illustrate the versatility of Kaizen in addressing various operational challenges.
Additionally, the slide notes that Kaizen events are also referred to as "Point Kaizen" and "Process Kaizen," indicating different scopes of application within the organization. The quote from John A. Young, CEO of Hewlett Packard, reinforces the philosophy by stating that "Kaizen is the opposite of complacency," which serves as a motivational reminder for organizations to continually strive for improvement and avoid stagnation.
Overall, this slide serves as a foundational introduction to Kaizen events, positioning them as essential tools for organizations aiming to enhance efficiency and effectiveness through structured, short-term initiatives.
This PPT slide presents a Lean Standard Work Chart, illustrating a process flow for a washing machine and quality control station. It outlines various operational elements involved in the deburring and stamping process. The chart is structured to show the sequence of tasks, including the specific work elements and the associated operators.
Key components include the Work Element column, which lists tasks like "Deburring & Stamping," "Washing Machine," and "Quality Control." Each task is numbered and includes details such as the number of operators required and the cycle time for each operation. The chart highlights the concept of Work-In-Process (WIP), indicated as 13, which reflects the number of units being processed at any given time.
Visual indicators, such as arrows and symbols, illustrate the flow of work and the movement of operators between tasks. For instance, the "Walking" elements denote the time spent moving between the washing machine and quality control, emphasizing the importance of minimizing unnecessary movement to enhance efficiency.
The section labeled "Before Standard Work" suggests that this chart serves as a baseline for understanding current processes before implementing improvements. It implies that by analyzing this flow, organizations can identify bottlenecks and areas for enhancement.
Overall, this slide serves as a practical example of how to document and analyze work processes in a Lean environment. It provides insights into operational efficiency and highlights the importance of standardizing work to achieve better performance outcomes.
This PPT slide outlines a structured approach to Process Risk Analysis and Mistake-Proofing, emphasizing a ten-step methodology. It integrates various analytical tools such as Process Failure Mode and Effects Analysis, Root Cause Analysis, and Poka-Yoke principles. This comprehensive framework is designed to enhance process reliability and minimize errors through a collaborative team-driven approach.
The initial steps focus on developing a Process Variables Map and a Cause & Effects Matrix. These tools help identify critical process elements and their interrelationships, laying a foundation for deeper analysis. Following this, the process involves determining potential failure modes and their effects, which is crucial for understanding where risks may arise.
The slide then transitions to listing current process controls and performing a risk analysis. This is essential for assessing existing safeguards and identifying gaps that may lead to failures. The subsequent steps involve developing and implementing mistake-proofing solutions, which are practical measures aimed at preventing errors before they occur.
Finally, the establishment of a Process Control Plan ensures that the improvements made are sustainable over time. This systematic approach not only addresses immediate risks, but also fosters a culture of continuous improvement. Organizations looking to enhance their operational efficiency and reduce errors will find this methodology particularly valuable. It provides a clear roadmap for identifying vulnerabilities and implementing effective solutions, ultimately leading to more robust processes.
This PPT slide outlines the 5 distinct phases of a Kaizen event, a structured approach aimed at continuous improvement within an organization. Each phase is clearly delineated, providing a step-by-step framework for teams to follow.
Phase 1 focuses on team briefing. This initial stage emphasizes the importance of understanding the project charter, the anticipated business impact, current challenges, existing standard procedures, and the tools and techniques to be utilized. It sets the groundwork for effective collaboration and alignment among team members.
In Phase 2, project-specific training is conducted. This phase involves measuring and analyzing the current work processes to identify weaknesses and quick wins. Teams are encouraged to formulate improvement plans based on their findings. This analytical approach ensures that the subsequent steps are grounded in data and real-world observations.
Phase 3 is about simulation and finalizing improvements. Here, teams simulate the proposed changes, implement them, and evaluate their effectiveness. This phase is critical as it allows for adjustments before full-scale implementation, minimizing potential disruptions.
Phase 4 involves establishing a new standard process. Teams operate using this new process and finalize it, ensuring that all necessary controls are in place. This phase is about embedding the improvements into the organizational fabric.
Finally, Phase 5 is centered on presenting results, agreeing on next steps, and celebrating achievements. This phase not only reinforces the value of the improvements made, but also fosters a culture of recognition and motivation among team members.
Overall, the slide serves as a practical guide for organizations looking to implement Kaizen events effectively.
This PPT slide outlines a structured approach to implementing Total Productive Maintenance (TPM), divided into 2 primary phases: Preparation and Kick-Off & Launch.
In the Preparation phase, 5 key steps are highlighted. The first step involves formulating a comprehensive Master Deployment Plan for TPM, which serves as a foundational blueprint for the initiative. Establishing basic TPM objectives and quantifiable goals follows, ensuring that the organization has clear targets to measure progress. The third step emphasizes the importance of a formal decision and announcement regarding TPM implementation, led by the senior leadership team. This step is crucial for securing buy-in and demonstrating commitment from the top. Next, creating an organizational support structure is essential for facilitating the implementation process. Finally, launching a communication plan and campaign to introduce TPM is vital for informing and engaging all stakeholders.
The second phase, Kick-Off & Launch, begins with a workshop designed for pilot plants. This workshop focuses on education, training, and developing an action plan, setting the stage for practical application of TPM principles.
Overall, this slide serves as a roadmap for organizations looking to adopt TPM. It emphasizes the need for thorough preparation and clear communication, both of which are critical to successful implementation. The structured approach outlined here can help mitigate risks and enhance the likelihood of achieving desired outcomes. Potential customers should recognize the value of this framework in driving operational excellence and fostering a culture of continuous improvement.
Developed by a Senior Executive and Operational Excellence Coach with experience at organizations including NOKIA, MICROVENTION, and MAGELLAN, this presentation covers an introduction to Lean Management Thinking, Methods, and Tools.
Operational Excellence Consulting LLC (OEC LLC) provides assessments, training solutions, kaizen event facilitation, and implementation support to enable our clients to achieve superior performance through Operational Excellence - Strategy Deployment & Hoshin Planning, Performance Management & Balanced Scorecards, Process Excellence & Lean Six Sigma, and
... [read more]High Performance Work Teams.
Frank Adler co-founded OEC LLC in 2009 to follow his passion for Operational Excellence and to be able to work with individuals and organizations that share this passion.
He is not only an accomplished and recognized Operational Excellence, Lean Management, and Six Sigma coach, but has also over 20 years of domestic and international executive leadership experience in General Management, multi-site Operations & Supply Chain Management, and Quality & Customer Support Management.
Frank is a certified and experienced Lean Six Sigma Master Black Belt, with a proven track record of implementing these methods, concepts, and tools in various organizations and industries.
He holds a Master of Science in Mathematics and Physics from the Freie University of Berlin (Germany) and a Doctor of Philosophy in Applied Mathematics and Industrial Economics from the Helsinki University of Technology (Finland).
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
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