From 5S to Information Centres

• How can you measure your businesses ‘REAL’ performance on a daily basis?

Information Centres (Lean Meetings)

Contents

1 Introduction

2 Traditional meetings

3 Comparison

4 Key Points

5 Visual Control

6 Exercise

7 Summary

1. Introduction

• Me– Electronics/Telecoms Operations Management (8 yrs)– Toyota Motor Manufacturing UK Ltd (6 yrs)– Lean Coach/Specialist (2 yrs)

• Information Centres– Developed by Toyota over a period of 50 yrs– Still manually updated to this day

• Toyota– #1 Motor Manufacturer– ‘Less time talking, more time doing’

Activity 1

Meeting someone new

2. Problems with Traditional Meetings

• Start late and go on for 1hr+• Wishy washy / no structure• Vocal members of the team hog the floor• Data confusing / complex• Poor / no accountability• Leave feeling dazed / actions unclear• “Lets do it all again next week” / waste of time

• Recognise any of the above?• Would meetings be more effective if

we resolved some of the above?

3. Comparison Table

Traditional Meetings v Information Centres

Sit down & relaxed

Duration ?’

Start late/never

Complex data

Reports

Variable agenda

Resp. unclear

No company standard

X / NG

Stand up & prompt

Daily 15’, weekly 30’

Always start on time

Simple data

Intuitive metrics

Structured process

Resp. clear

Std. company wide

O / OK

Activity 2

What's the message?

What do you see?

Instruction; say the ‘colour’ and the ‘message’

Say what you see?

Say what you see?

 

                         

                                                                              

 

                         

                                                                              

 

                         

                                                                              

Say what you see?

Say what you see?

Say what you see?

4. Key points of Information Centres

• 1. Visual Control

• 2. Behaviours– Below target metrics are challenged– Adherence to meeting rules, e.g. phones off– Team led activity, not leader dependant

• 3. Concern Management– Prioritised– Clear ownership– Status easily understood

5. Visual Control

• What gets measured gets done• Anything can be measured• Good visualisation is intuitive• Good metrics lead to good decisions• Integral to 3 minute management

– 10 seconds; ok / NG ?– 30 seconds; trend getting better / WORSE ?– 3 minutes; WHO’s doing WHAT & WHEN?

6. Exercise

5 mins activity, then 2 x 5 mins feedback, Rotten then Champion

½ tables reviewing ‘Rotten Fruits Inc’

½ tables reviewing ‘Champion Fruits Pty’

7. Summary•What have we learnt?

Visual Control can easily be used to measure and improve any businesses performance

on a daily basis

Thankyou, Peter Walker, Newcrest Mining Ltd

(find me on www.LinkedIn.com)