Awareness Raising [Read-Only] Support/NW resources/Andrew... · Plan with 5W 1H – what when why...
Transcript of Awareness Raising [Read-Only] Support/NW resources/Andrew... · Plan with 5W 1H – what when why...
Agenda
Welcome and Introduction
Context
Lean – an introduction
Lean Simulation
Value Stream Management
Setting Direction and case study
Next Steps
Feedback and Close
Other Sectors where we work
Manufacturing• Automotive ,
• Medical
• Aerospace
• Food
Services• Pathology and pharmaceutical testing
• Shared service facilities
Public Sector• Local councils eg Revenues & benefits, environmental services, finance
• Health
What do we want from the business in which we work?
• Money !
• Sustainable
• Worthwhile
• Satisfying
• Fun
• How do we get it? –
• Through continuously improving our performance and efficiency
Implementing Change – The Change Model –Getting everyone on board
Type Activity On Board
Leaders
Awareness Raise 15%
Followers
Educate and Train 50%
People who get Out of the way
Demonstrate through Pilot to Prove 98%
People who get In the way
Manage Them!
Introducing Lean
1. Choose strategic, customer centred projects
2. Think big, but start small
3. Involve everyone
4. Tailor your approach to your culture
5. Assign experienced resources
6. Use metrics to drive progress
7. Communicate, communicate, communicate
Why Lean? Lean Thinking is……
• The elimination of waste , the relentless search for improvements in productivity and customer service and the sustained motivation of the workforce to solve these and other problems at their own level
• Used by the top performing organisations in business, not just the upper quartile
• A highly effective business improvement methodology, which can be applied in all parts of the enterprise, and at all levels
• It is easy to understand, highly motivational, and robust, leading to significant and sustainable business growth and improvement
• It works!
Lean Thinking Principles
At the Pull of the Customer
In Pursuit ofPerfection
Make the ValueFlow
Understand theValue Stream
Specify Customer Value
The Seven Wastes
Overproduction
Defects
Waste (Muda)
(Non Value adding to product or
service from the POV of the
Customer)
Unnecessary
Motion
Unnecessary
Inventory
Inappropriate
Processing
Transporting
Waiting
Can’t complete
Surveys.
Can’t complete, go back
700 jobs on planning interfaceShop repair booking
process
Repair information
Waiting for my mate
100% surveys
Don’t use info
The (O.F.) Lean Thinking Principles
Manage By fact
Prioritise the “Vital Few” – You can’t do everything
Plan with 5W 1H – what when why where who and how
Establish Root cause – 5 Why’s
…at the “Point of Activity”
Understand the Voice of the Customer
Organise appropriately
Prevention better than detection
Visual Management
Make it Flow – automatic alignment
Pull better than push
Buffer the process
Exploit the Constraint
We need to Find the Waste First
PROCESS ACTIVITY MAPPING
BIG PICTURE MAPPING
FOUR FIELDS MAPPING
Over Production
L L
Waitingwe Waiting H H
Transportation H H
Inappropriate Processing
H M L
Unnecessary Inventory
M M
Unnecessary Motion
H
Defects L H H
What is a Lean Process ? Every step -
Valuable
• as judged by the customer.
Capable
• a good result every time.
Available
• ready whenever needed.
Note: Capability x availability = stability.
Adequate
• just enough capacity
Flexible
• can switch quickly at low cost from one task to the next.
Manage the Process, and Continuously Improve
ImplementationUse appropriate tools and techniques to eliminate the causes of the waste
Action PlanningPrioritisation of the issues, and planning to give greatest benefit
Waste Analysis and Opportunity PlanningIdentify Root Causes, and the ‘What’s’
Gather the FactsScope the Process, and Map using Process Activity Mapping
So how do we improve it?…by applying Lean Methodology
Prioritise the Issue Set Targets and Identify Owner
Results
Awareness Raising
Improve Efficiency
MeasuresMeasuresMeasuresMeasures
Implement Implement
Measures
Design Future State
Plan and Prepare
Measures
August September
Diagnosis
Target Setting
Implement Improve Efficiency
April May June July
STAFFORD & RURAL VOIDS
0
20
40
60
80
100
120
140
160
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Week
Num
ber
Available to let
Awaiting Repair
Held
Major Voids
Total voids
Linear (Totalvoids)
Comments
Tenants
Very impressed to see neighbouring properties
relet so quickly.
Are you sure they are doing this properly.
Management
Amazed at the levels of co-operation, within teams and across functions. Delighted with the numbers.
People
Really enjoying the success, determined to improve more, got to know and like colleagues a whole lot better.