A Quick Overview - UCLH Internet - University College ... Workshop - Lean Principles A... · A...

Lean A Quick Overview

Presented By

Paul Woodhead

This document is confidential and its circulation and use are restricted. © KM&T Ltd. All rights reserved .


Date Revision No Revision or Modification

Document Control

This document constitutes KM&T’s approach and remains the property of KM&T. It

is furnished and received in confidence solely for information purposes for the

recipient in connection with an actual or pending purchase of the product or

services to which it relates. Neither the document nor any information or data

contained therein shall be used for any other purposes, or duplicated or disclosed

in whole or in part, to any third party, without the prior written authorisation of

KM&T.

Quality Control


Introduction to KM&T

KM&T are a worldwide business improvement consultancy that

provides ‘best practice’ business performance solutions through

the application of Lean methodologies. We have established

offices in the UK, Europe, Asia, Australasia and North America.

Our mission is to transfer knowledge to enable organisations to

produce cost effective and efficient ways in which to generate

savings, increase profitability and return on business

investments in a reduced timescale.

KM&T: What we do:

KM&T use an integrated approach that focuses on

employing a clear deployment strategy that enables and

empowers your organisation to bring about accelerated

performance improvement. Working closely with you, we

help you to visualise fresh ways of working, the facilitate,

coach and mentor your team to implement the tools and

techniques to bring about real, demonstrable benefits.

Our Style & Approach:

KM&T

North

America

• Sleeves Rolled Up

• Partner with our clients

• Engage with our clients at all levels

• We inject passion, energy, enthusiasm and discipline to

create, innovative and implement sustainable solutions


Clients we have worked with


Kaizen

Kaizen

Time

Imp

rove

me

nt

We are prepared to rethink and to apply

our entire experience. By focusing on

value addition, we work more consciously

– not more, not harder and not longer.

As we start the climb, we shift into the

right gear and keep the pace.

Since we are preparing for a long climb ahead, we must not overstrain ourselves. It makes no sense to buy in new magic formulas for changing our working methods. Instead, we have to focus on our own inherent qualities:


A steep road ahead

6


Lean is the relentless pursuit of

the perfect process through the

elimination of waste

What Is LEAN?

This document is confidential and its circulation and use are restricted. © KM&T Ltd. All rights reserved . This document is confidential and its circulation and use are restricted. © KM&T Ltd. All rights reserved .

Value

“All we are doing is looking at the time line, from the

moment the customer gives us an order to the point

when we collect the cash. And we are reducing the

time line by reducing the non-value adding

wastes.”

Taiichi Ohno – the “father” of TPS

Lean is all about VALUE

8


See process through the eye

of the customer


Value to the Patient

Value 10% is what

the patient sees

90% of the process is

hidden from the patient

and does not provide

direct value


Three Divisions of work

VALUE ADDED

WASTE

VALUE ENABLING

MAXIMISE! MINIMISE!

ELIMINATE


Introduction To The

Lean Principles


The 8 Wastes

“The definition of waste

is anything

that the customer is

not prepared to pay for”

Taiichi Ohno

Founder of the

Toyota Production System


The 8 Wastes - Examples

WASTE TYPE Definition Example

T Transportation Unnecessary transportation Excessive patient transfers/ “Safari ward rounds “

I Inventory Everything that ties up resources Batching blood samples/bed blockers

M Motion Processes creating unnecessary motion

Transportation of patient files

W Waiting Waiting for raw materials Waiting to find notes/patient waiting for

appointment

O Over Processing Not necessary or duplicated processes

Too many authority levels

O Over Production Producing more to the patient than required or needed

Repeating previous tests just

because it is so hard to find the last result

D Defects A mistake in the process Not filing notes, misfiling notes,

incomplete notes, out of date notes


Flow

Goal: One continuous flow of a patient

or material.

• Diverts flow

• Cause variation in pace

• Increase water levels


Pull Production: respond to demand

When the Flow is determined by pull from further down

the Process. As opposed to being pushed through the

Process. To produce only requested amounts

Why

To create

processes where

only the required

amount is taken

Target

No action is taken

until the

downstream

process initiates it

How

Let the end customer

pull the

product/service

through the value

stream.

=> Each step pulls the

product/transaction

when needed from the

preceding step

Pull


Levelling-Smooth production

A Methodology to establish stability in a

System where Customer Demand is erratic

2 key elements:

1. Leveling: Leveling or Level Loading of a process to

reduce variation in output

2. Sequencing: Defining the Sequence which work is

processed


1. Display e.g. A process map 2. Metrics e.g. An area board

3. Controls e.g. Andon and signs

“3 Second Rule”

Transparency-Visual Management –

Visualisation allows information to be provided to everyone in

the minimum amount of time… allowing deviations from target

to be resolved quickly…

18


Issue dealt with

AS IT OCCURS

Found due to

visual process

Issue dealt with

at Customer

(worst situation)

Issue dealt with

at next process (if

not discovered at

source)

Costs

escalate

enormously

when issues

are

discovered

and dealt

with further

along the

value chain

LEAN philosophy…

Deal with the issue

at this stage (don’t

pass on defects)

Built in Quality- Don’t Pass On Defects

TIME

CO

ST

Issue dealt with

at next process (if

not discovered at

previous stage)


Dr Demming’s PDCA Cycle

provides a structured

approach to work on any

system, problem or task.

Plan Do Check Act – “The Demming Cycle”

Too often, the “Check” and

“Act (or Adjust)” do not

happen.

The PCM system ensures

that the full PDCA cycle is

completed before problems

are considered solved.

The search for PERFECTION

is a key philosophy


Making it Stick

Strategy &

Alignment

Leadership

Behaviour &

Engagement

Visible

Enabling

Tools,

Techniques &

Technology

Process

Management

Sustainable results occur when we learn to see & act below the water line

as well as above it


Thank You

& Questions

KM&T Group

Email: [email protected]

Web:www.kmandt.com

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