Creating Change Through People...

A Culture of Continuous Improvement

Location: East Lancashire Chamber of .............Commerce

Date: 10th June 2014

Speaker: Kevin Jones – Director - Spitfire

Spitfire – Who are We?

We provide an unrivalled level of expertise to deliver sustainable changeto deliver sustainable change

CIPS – Continuous Improvement

To provide a basic introduction into Continuous Improvement as a methodology.methodology.

The key objectives of this session are to:

� Create and understanding of the core principles of continuous

......improvement

� Create an appreciation of continuous improvement culture and

......how this contributes to performance improvement

� Understand the factors that lead to success & the challenges

......along the way

Continuous Improvement Continuous Improvement

by applying Lean Tools and Techniques

What is the definition of Lean?What is the definition of Lean?

LEAN

“The relentless pursuit and

elimination of waste”

WASTE

“Anything which

does not add value ”

To understand WASTE

we must first define

what adds value

Value Added - VA

WASTE Definitions...WASTE - Definitions

Any process that changes the Fit, Form or Function of the

product, in line with customer requirements.

Unavoidable with current technology or methods.

Any work carried out that does not increase value.

Essential Non-Value Added - ENVA

All other meaningless, non-essential activities that

do not add value you can try to eliminate immediately.

Waste - NVA

Our improvements must focus on Waste Elimination…

WASTE - Definitions

Traditional Focus

Work Longer-Harder-Faster

Add People or Equipment

Lean Focus

Reduce or Eliminate

Waste

Lead or Cycle Time

WasteNVAVA

How much time does

your organisation spend

adding value?

100%

Added Value?

40%

60%

80%

80%?

20%

100%

Added Value?

40%

60%

80%

50%?

20%

100%

Added Value?

40%

60%

80%

20%?

20%

100%

Added Value?

40%

60%

80%

20%?

20%

Added Value?

100%

40%

60%

80%

96% Waste

20%

4% 7%

Nissan/Toyota

nventory

ransportationT

I

Recognising the 7 Wastes

verproduction

aiting

otion

nventoryI

M

W

O

efects

verprocessing

verproductionO

O

D

The 8th Waste

Recognising the 7 Wastes

The 8th Waste

If you fail to use your greatest assetIf you fail to use your greatest asset

(People)

then this is also WASTE

Observation Challenge

We need to learn how to see differently in the workplace

so that problems and waste become obvious!become obvious!

Leadership Behaviourneeds to drive the

Lean Culture and ensureClear Direction & Positive Support for

Foundations of Lean & CI

On

Tim

e D

eli

ve

ry

Rig

ht

Fir

st

Tim

e

Continuous Improvement (PDCA – Kaizen)

Leadership Behaviour

Motivated People

The Correct Foundationsallow you to Build aLean

Organisation

Positive Support for Change

Performance Improvement (8D, PPS, Six Sigma, 5 Why)

Problem Solving

5SVisual

ManagementStandardisation

On

Tim

e D

eli

ve

ry

Rig

ht

Fir

st

Tim

e

People

Foundations of Lean & CI

The Continuous Improvement (Kaizen) Cycle?

Shitsuke

On

Tim

e D

elive

ry

Rig

ht

Fir

st

Tim

e

Continuous Improvement (PDCA – Kaizen)

Leadership Behaviour

Foundations of Lean…. 5S

5S – Workplace Organisation

Seiton

Seiso

Seiketsu

Seiri

StandardiseConformity

ShineClean and Check

SustainCustom & Practice

Problem Solving

5SVisual

ManagementStandardisation

On

Tim

e D

elive

ry

Rig

ht

Fir

st

Tim

e

Motivated People

Seiri

SortClearout and Classify

Clean and Check

SetConfigure

5S – Workplace Organisation

� What is needed & where it is needed

On

Tim

e D

elive

ry

Rig

ht

Fir

st

Tim

e

Continuous Improvement (PDCA – Kaizen)

Leadership Behaviour

Foundations of Lean…. 5S

� What is needed & where it is needed

� Organised into a logical order

� Understand immediately – Normal or Abnormal? Problem Solving

5SVisual

ManagementStandardisation

On

Tim

e D

elive

ry

Rig

ht

Fir

st

Tim

e

Behaviour

Motivated People

5S – Our Definitions

Foundations of Lean…. 5S

Step 1: Sort ~ What we NEED from what we DON’T need

Step 2: Set ~ A place for everything and everything in its place

Step 3: Shine ~ Clean and Inspect (ensure fit for purpose)

Step 4: Standardise ~ Set and follow the rules

Step 1: Sort ~ What we NEED from what we DON’T need

Step 2: Set ~ A place for everything and everything in its place

Step 3: Shine ~ Clean and Inspect (ensure fit for purpose)

Step 4: Standardise ~ Set and follow the rules (train the staff)

Step 1: Sort ~ What we NEED from what we DON’T need

Step 2: Set ~ A place for everything and everything in its place

Step 3: Shine ~ Clean and Inspect (ensure fit for purpose)

Step 1: Sort ~ What we NEED from what we DON’T needStep 1: Sort ~ What we NEED from what we DON’T need

Step 2: Set ~ A place for everything and everything in its place

Step 4: Standardise ~ Set and follow the rules

Step 5: Sustain ~ Audit the condition & Improve

Step 4: Standardise ~ Set and follow the rules (train the staff)

Visual Management

On

Tim

e D

elive

ry

Rig

ht

Fir

st

Tim

e

Continuous Improvement (PDCA – Kaizen)

Leadership Behaviour

Foundations of Lean…. Vis Management

The petrol gauge displays how much

fuel is left in the tank….

Problem Solving

5SVisual

ManagementStandardisation

On

Tim

e D

elive

ry

Rig

ht

Fir

st

Tim

e

Behaviour

Motivated People

…a warning sign is displayed when

the fuel drops to a certain level and a

message tells me what to do….

Visual Management

� Performance or Condition at a glance:

On

Tim

e D

elive

ry

Rig

ht

Fir

st

Tim

e

Continuous Improvement (PDCA – Kaizen)

Leadership Behaviour

Foundations of Lean…. Vis Management

� Performance or Condition at a glance:

• Safety

• Quality• Cost• Delivery

• People

Problem Solving

5SVisual

ManagementStandardisation

On

Tim

e D

elive

ry

Rig

ht

Fir

st

Tim

e

Behaviour

Motivated People

� Understand Immediately

– Normal or Abnormal conditions?

� 3 Minute Management

• Communicate the Process

On

Tim

e D

elive

ry

Rig

ht

Fir

st

Tim

e

Continuous Improvement (PDCA – Kaizen)

Leadership Behaviour

Standardisation

Foundations of Lean…. Standardisation

• Communicate the Process• What• Where

• When• Who• Why

• How

• Foundation for improvement

Problem Solving

5SVisual

ManagementStandardisation

On

Tim

e D

elive

ry

Rig

ht

Fir

st

Tim

e

Behaviour

Motivated People

• Foundation for improvement

• Start point for problem solving

Paradigm

Lean Thinking…

Paradigm

Oxford dictionary definition –

“A typical example or pattern of something”

Putting it simple –Putting it simple –

the rules by which we operate!

Lean Thinking…

Paradigms are useful –

they set the boundaries within which we operate

What we normally do

seems easy within the current set of paradigmsseems easy within the current set of paradigms

Lean Thinking…

We need to change

the Paradigms

in which we operate

What ‘ways of thinking’ are stopping change?

Lean Thinking…

What ‘ways of thinking’ are stopping change?

“We tried it before and it didn’t work”

“It won’t work for us”

“People won’t like it”

“It has to be done this way”

“It has always been done this way”“It has always been done this way”

“It’s too risky to do”

“We don’t have enough money / time / resources”

Lean Thinking…

If you keep doing the things that you have always done...

You will always get what you always got

Typically, what is a common concern in most

complex organisations?

Communication

Speaking the same language will improve our problem

Lean Leadership… Communication

Speaking the same language will improve our problem

solving capabilities...

Move away from

Assumption

and deal with theand deal with the

FACTS

Lean Leadership…

What do People need from their Leaders?

Lean Leadership…Communication

38%Way

People take notice of leaders based upon:

� The words they speak38%

7%

55%

Words

Body Language

0%

20%

People understand Leaders based upon:

� The words they speak

� The way they say them

� The body language they use

80%

Think

Say

Do

� What they THINK

� What they SAY

� What they DO

Lean Leadership…Development Model

Do

Continuously

Understand

Able to Do

Actually Do

Line Management

Levels

of Lean

Maturity/

Practice Risk

Know

Time

Classroom WorkplacePre-

Course

Set

Expectation

Lean Leadership

Lean Leadership….

Behaviour and ConsequencesPositive (+ve)

ReinforcementIncrease Reinforcement

Negative (-ve) Reinforcement

Behaviour

‘Do

Something’

Get something you want

Avoid or escape something you don’t want

Get something you don’t want

Increase Behaviour

Penalty

Punishment

Lose something you already have

Decrease Behaviour

Lean Leadership….

Right person ..... Right jobC

halle

ng

es

High

FRUSTRATION

Challe

ng

es

Skills HighLow

LowBOREDOM

Lean Leadership….

The Cultural Iceberg

Observable icons and symbolssymbols

Declared Vision, Mission and Core Values

Unconscious Beliefs, Tacit Assumptions

Operant Conditioning

Lean Leadership….

Results

“Kaizen”Performance

“Kaizen”

curve

“Traditional” curve

Time

Performance

Required Standard

Lean Leadership….

Results

Lean Leadership….

Results

Lean Leadership….

Results