CSR Improvements and Higher Productivity The...

CSR Improvements and

Higher Productivity

The LEAN Approach 5th workshop of the

SUSBIZ Kenya programme August 28th – August 30th 2012

Venue: Federation of Kenya Employers

Argwings Kodhek Road, Milimani Waajiri House, P.O.48311-00100

Nairobi

Programme

Tuesday, august 28th 8.00 Welcome, Programme Status, Presentation of Participants, Introduction to the workshop

By SUSBIZ , Programme Director, Henning Høy Nygaard

8.30 Introduction to Productivity Plannning By FKE Eva Atieno

9.00 Introduction to Lean Management By Dir. Casper Schiøtz Bratvold, Leanagent.dk

LEAN as a management strategy

Managing value streams

Change management

Visual management

Waste management

10:00 LEAN Management and CSR


LEAN as a tool for improved CSR performance

International case studies

Challenges and pitfalls

Rationalisation – a contradiction to CSR?

10:30 LEAN management – working in groups with the Buckingham LEAN game

By Dir. Casper Schiøtz Bratvold, Leanagent.dk

The game will review the following lean theory:

Layout

Kaizen continuously improvement

Flow production

Waste (Muda) theory

Kanban-puch -> pull production

Gemba board

5S

It will be possible to ask questions and give examples from daily work throughout the game.

11:00 Break



Continued ….

13.00 Lunch

14.00 LEAN management – working in groups with the Buckingham LEAN game


Continued ….

16.00 Discussion, reflections and Wrap Up By Dir. Casper Schiøtz Bratvold, Leanagent.dk & Henning Høy Nygaard, DFSME

16:20 Introduction to factory visit Wednesday

16:30 End of Today’s Programme

Casper Schiøtz Bratvold

Internal lean manager Training and teach Lean leadership

• Teach Unemployed people Lean leadership

• Pharmacy

• Industry

• Administration

• Hotels

• Restaurants

• Public Hospital

• Public Energy supply

• Industry

• Administration

• Public Purchasing process

Lean

• History

• Challenges – How to get Competence, How to implement,, “Green wash”

• Lean =fired, Misused, micromanage, “tool heads” “Green wash”

• Awareness tools, Analyze… simplify

Next year

How is it going?

How shall it be done?

What needs to be done?

Lean as a management strategy “The Policy Deployment Process”

Map the current state of the organisation

Describe the future state ”Vision”

Prioritise ‘Vision Elements

for ‘Breakthrough’

Make Plan that describes Vision Elements

“Deploy” the plan (via ‘Catch- ball’)

Implementer the plan

Follow up on the plan (day, week, md., 1/4y.)

Next years plan

Describe activities that interact with daily management

•Counter measures • Process improvement • Standards

A3

P

D

C

A

Managing value streams Visual Lean Leadership

2.VSM CS

6.VSM FS

1.Product families

3.Waste catalogue

7.Kaizen Project plan

8.Gemba board

5.Priotisation

9.A3

4. Lean vision

Process

Waste/ problems

Kaizen

10. Lean organization

11.Culture analyse

Change management/ Kotter Step 1:

Establishing a Sense of Urgency

Examine market and competitive realities, and identify and discuss crises, potential crises, or major opportunities

Step 2:

Creating the Guiding Coalition

Assemble a group with enough power to lead the change effort, and encourage the group to work as a team

Step 3:

Developing a Change Vision

Create a vision to help direct the change effort, and develop strategies for achieving that vision

Step 4:

Communicating the Vision for Buy-in

Use every vehicle possible to communicate the new vision and strategies, and teach new behaviours' by the example of the Guiding Coalition

Step 5:

Empowering Broad-based Action

Remove obstacles to change, change systems or structures that seriously undermine the vision, and encourage risk-taking and non-traditional ideas, activities, and actions

Step 6:

Generating Short-term Wins

Plan for visible performance improvements, create those improvements, recognize and reward employees involved in the improvements

Step 7:

Never Letting Up

Use increased credibility to change systems, structures, and policies that don't fit the vision, also hire, promote, and develop employees who can implement the vision, and finally reinvigorate the process with new projects, themes, and change agents

Step 8:

Incorporating Changes into the Culture

20% Lean tools

80% culture, behavior and thinking

http://www.kotterinternational.com/kotterprinciples/changesteps/step2




























http://www.kotterinternational.com/kotterprinciples/changesteps/step-8




Visual management ”Go to Gemba”

7 waste types –Tim Wood

Leanagent.dk

Transport

Inventory Motion

Waiting time Over production Over processing Defects

Transport- Observation/Action

Inventory Observation/Action

Motion Observation/Action

Waiting Observation/Action

Over production Observation/Action

Over processing

Observation/Action

Defects Observation/Action

Waste Walk / Muda Walk

Area observed: Observator: Dato: Side Nr.

Programme



8.30 Introduction to Productivity Planning By FKE Eva Atieno




Change management

Visual management

Waste management










Layout


Flow production

Waste (Muda) theory


Gemba board

5S


11:00 Break



Continued ….

13.00 Lunch



Continued ….




Programme







Change management

Visual management

Waste management










Layout


Flow production

Waste (Muda) theory


Gemba board

5S


11:00 Break



Continued ….

13.00 Lunch



Continued ….




Lean Thinking A thinking and a tool box, where

management and employees work together to focus on value for

customers

Structured common sense or a complete new paradigm ??

Learning to see Whenever there is a

product for a customer, there is a value stream.

The challenge is to see it.

1.Specify all the value. Specify what the end customers expects

2.Identify all your value streams and cut the non value adding activities(waste)

3.Stabilize Downsize variation and create stability in your processes

4.Create continually flow in your value adding activities

5.Create pull on your customers expectations.

Don't push anything, unless your customer ask

for it

LEAN

Principe

VALUE/WASTE

VALUESTREAM MAPPING

STABILITY FLOW

PULL

PERFECTION

6.Aim a little higher Aim for perfection by

implement continually improvement on goods and

services

LEAN 5+1 Lean Principle

Challenge

Common view Common attitude

Do we know the assignment? Do we agree on the purpose?

Learning to see

Buckingham Lean Game

A practical workshop game

• Learn about lean thinking and lean tools

• Understand flow and waste

• See potential in own organization

• Motivate for changes

• Developed by John Bicheno at the University of Buckingham.

• To be played in a number of rounds changing from conventional thinking to lean thinking (12 minutes)

• Between every round results are recorded, current situation analyzed (10 minutes) and improvements decided (5 Minutes).

Buckingham Lean game CSR Introduction to and working with:

• Gemba board -Manage processes and improvements in present time

• PDCA Continually improvement(kaizen)

• Visual involvement of stakeholders

• Improve awareness of process waste and be able to visualize where, when and how to improve processes.

Production flow

Bricks

Defects

Press Shop

Assembly

Heat

Treat

Control/

Quality

Store/

Despatch

Planning

Materials

handler

Customer

Bricks

Recycling Bricks

Continually improvement -only 2

• Layout – (VSM, spaghetti)

• Heat treat –Technical Change

• 5S –Sort

• Planning Push Pull Kanban controlling.

• TPM Planed maintenance

• Quality –self control

• SMED –Change over time

• Flow –Pitch 6 stk.

5S - Structured system and order 5S is a tool to create system and order in a company. At the same time 5S

expresses the attitude in an organisation towards structure and system. If 5S can not be implemented successfully, it will be difficult to implement other

Lean-tools. With 5S the work places, the floor, racks etc. are clearly marked. Every tool or

part should have a "home". All other tools and parts are removed from the work place.

5S stands for:

1. Sort: Sort work place in ”in use” and ”not in use”. 2. Set in order: Put items in system. 3. Shine: Procedure for cleaning. 4. Standardize: Procedure for how to leave the workplace. 5. Sustain: Integrating into culture.

5S

5S before

5S –Process ”post it”

5S After...

5S- prioritization. Priority To be used Where to stock

low

Once a year? Throw out

Medium

Once a month-year?

Hide on a central place

“Dinosaur area”

High

Once a day ? Make system on work place

6S Sort

Systemise Scrub & scour Standardize

Self discipline Safety

What is that?

Sort - Systemise - Scrub & Scour - Standardizé – Self discipline - Safety

6S gives us a common standard for clearing and order, - but how do we ensure it? Maintenance of 6S-standard The fifth S – ”Self discipline” is how the 6S Standard is maintained – also on the long term. One of the important tools is the 6S Audit. All three shifts (day, evening and night shift) are part of the audit. To carry out an audit means that the person meeting on his shift and who is responsible for carrying out the audit in a specific area, takes a round in the area to control that the previous shift has left the area cleaned and cleared according to the 6S rules applying. It is important that all in turn takes up the role as auditor. It is good training of the 6S rules. To be an auditor not only means that you control your colleagues, but you also become aware of the tasks applying you have to handle as well.


6S flyer

It is just common sense !

• Sort: only keep necessities – scrap the redundant! • Systemise: a fixed place for everything! • Scrub & Scour: efficient and systematic cleaning! • Standardiize: describe procedures for the first 3 S’s! • Self discipline: continuous follow-up and improvement! • Safety :

Some of the gains:

What are the 6S’s?

How do we implement 6S?

A 6S committee with representatives from all shifts and groups are set up. The committee’s job is to decide in details: • what is necessary – what can be removed! • what to be placed where! • how and where to mark up ! • how to ensure that the standard is maintained! The members of the committess are responsible for their shifts, and for the decisions made are implemented on the shifts.

How do we maintain and develop 6S? The 6S committee must also: • currently evaluate the 6S state! • change unsuitable conditions! • ensure 6S-action by new initiatives!

• Only the necessities => better overview, no more searching! • Order and tidyness => fewer accidents! • Efficient cleaning => better quality, increased uptime and higher efficiency!



6S flyer

29

General factors to promote flow

• 1. Set up clear, concrete and realistic goals

• 2. Feed-back – ongoing and relevant feed-back on how you are performing

• 3. A suitable balance between skills and knowledge on one site and challenge on the other.

• (Challenge and competence that matches each other. Too big challenge give stress, too small boredom).

• 4. Get read off disturbing factors

• 5. Available , understood and precise rules for work / tasks.

• SLOG/FLOW http://www.youtube.com/watch?v=RwZitKVix50

http://www.youtube.com/watch?v=RwZitKVix50

3 types of flow

1. Mentally flow

2. Flow on goods and services –principle 4

3.Flow on information – gemba boards structured

Plan-Do-Check-Act

plan an improvement

Implementation the improvement

Measuring results Make Standards on the improvement

Copy the new standard

Check the result on the “scoreboard” meetings

Target

target

Plan

Do

Check

Act

Programme







Change management

Visual management

Waste management










Layout


Flow production

Waste (Muda) theory


Gemba board

5S


11:00 Break



Continued ….

13.00 Lunch



Continued ….




Programme

Wednesday, august 29th

9:00 Factory visit at Sadolin Kenya By Dir. Casper Schiøtz Bratvold, Leanagent.dk & Henning Høy Nygaard, DFSME

Meeting in the Reception (Address ….) Assignment – factory analysis

Discussion and reflection

12:00 Return to FKE

13:00 Lunch

14.00 Value stream mapping By Dir. Casper Schiøtz Bratvold, Leanagent.dk

- Introduction TWI(training within industry) - Map lean game with Value stream mapping

- Exercise

15.00 Break

15.15 Presentation of findings from the individual exercise

16.30 Wrap up and thank you for today

Factory visit exercise analysis 2x2 1. Do you see any waste ?

Which types ? 2. Take some 5S pictures

Where to start 5S ?

3. Lean improvements - can you recommend any of the tools you implemented in the game? Why ?

Programme





12:00 Return to FKE

13:00 Lunch



- Exercise

15.00 Break



Training Within Industry Job Instruction

free material

www.trainingwithinindustry.net

TWI (Training Within Industry) Training card HOW TO INSTRUCT Practical methods to guide you in instructing a new man on a job, or a present worker on a new job or a new skill

FIRST, here´s what you must do to get ready to teach a job.

1. Decide what the learner must be taught in order to do the job

efficiently , safely , economically and intelligently. -Analysis

(Job breakdown structure)

3. Have the right tools ,equipment ,supplies and material ready.

4. Have the workplace properly arranged just as the worker will be expected to keep it. (5S)

THEN , you should instruct the learner by the following four basic steps.

1.Preparation (of the learner) - Put the learner in case - Find out what he already knows about the job -Get him interested and desirous of learning the job

2. Presentaion (of the operations and knowledge) -Tell, show , illustrate and question in order to put over the new knowledge and operations. -Instruct slowly, clearly, completely and patiently, one point at a time. - Check questions and repeat. - Make sure the learner really learns

3. Performance Try-out - Test learner by having him perform the job - Ask questions beginning with why, how, who, when or where. - Observe performance , correct and repeat instructions if necessary. - Continue until you know he knows

4. Follow-Up - Put him ” on his own ” . -C heck frequently to be sure he follows instructions. - Taper off extra supervision and close follow-up until he is qualified to work with normal supervision.

REMEMBER – “if the learner hasn´t learned, the teacher hasn´t taught”.

Leanagent.dk

v.1.25082012_eng

1. Preparation(of the learner)

2. Presentation

3. Performance Try out

4. Follow up

Remember: If the learner hasn`t learned,

the teacher hasn`t taught

TWI Job Instruction process

Job Breakdown Sheet Description List common key points

Parts(describe the parts)

Tools &Supplies required

Safety equipment required

Important steps Key points Reasons

Training Aid: (put hand sketches, diagrams, parts or layouts here. Insert a digital picture if available)

WHAT?

A logical segment of the operation that advances the work HOW?

Things in important steps that will:1: Make or break the job 2:Injure the worker

3:Make the job easier WHY? List the reasons for the key points

1

2

3

4

5

6

7

8

Key point reminders;

critical check or inspection Quantity check Could injure the person

Makes the job easier

Owner of this document: Caper S.Bratvold

"If the person hasn`t learned, the instructor hasn`t taught." Page of Rev. Date

Template Job Breakdown Sheet

TWI(training within industry) Leanagent.dk

Job Breakdown Sheet Description Value stream mapping List common key points

Parts(describe the parts)

Tools &Supplies required Post`its (yellow = proces, red = waste, green = improvement) braunpaper, pen

Safety equipment required

Important steps Key points Reasons

Training Aid: (put hand sketches, diagrams, parts or layouts her. Insert a digital picture if available)

WHAT?

A logical segment of the operation that advances the work HOW?

Things in important steps that will:1: Make or break the job 2:Injure the worker

3:Make the job easier WHY? List the reasons for the key points

1 Draw the customer on a yellow

post it Place the posits in the upper right

corner 1.Customer has crown on ”decides” 2.The next value streams costumer

2 Draw the costumers in and out

proces Place the in and out proces on yellow

post its ½ up on the paper So there is room for time calculation

under

3 Draw the processes between the

in and out process Place the post its so there is room for

push arrows and red waste post its

Post its are easy to move, but leave room for waste posits in the waste

analysis

4 Draw waste(TIM WOOD) Waste is on red posits

Or warning triangle It is visual clear for all where the

waste are.

5 Draw communication in the

process Lightning –Electronic

Arrow - manual The communication and type is clear

for everybody.

6 Draw push and pull icons to

identify the type of work flow Arrow right= push

Circular arrow= pull It is important to know the Flow.

Bottlenecks can occur

7 Finish the value stream with other

relevant data,

Draw a time line – run trough time on top

Process time at bottom.

The time line tells you have much time in % you ad value to the

costumer.

8 Draw improvements on green

posits Place the improvements on the waste

it can eliminate To show everybody where the

improvements are

Key point reminders;

critical check or inspection Quantity check Could injure the person

Makes the job easier

Owner of this document: Caper S.Bratvold

"If the person hasn`t learned, the instructor hasn`t taught." Page of Rev. 1 Date 27082012

Job Breakdown Sheet

Value in % To the customer

TWI(training within industri) Leanagent.dk

Vigtige hovedpunkter Nøglepunkter herunder Årsager

Hvad En logisk del af processen som fremmer arbejdet

Hvordan Hvad som helst i processen som: 1. er afgørende for om arbejdet lykkes eller mislykkes 2. Kan skade en medarbejder. 3. Kan lette arbejdet

Hvorfor Årsager til det er vigtigt at følge nøglepunkterne på netop denne måde

Job metode beskrivelse:

Værdistrømsanalyse(VSA)

Nødvendigt udstyr Postìts (gul-proces, rød-spild, grøn –forbedringsforslag) brunt papir, pen

1.Tegn kunden på en gul postìt med kongekrone på 2. Tegn kunden indgangs og udgangs processen 3. Tegn processerne mellem ind og udgangs proces 4. Noter alle procesdata. 5. Tegn spild (TIMWOOD analyse)og overordnede problemstillinger 6. Tegn kommunikation i processen 7. Tegn skub og træk ikoner for at identificerer typen af arbejdsflow. 8. Færdiggør VSA` en med andre relevante data --tidslinje (proces og gennemløbs tid)billeder og forbedringsforslag på grønne postìst

1. Placer kunden i øverste højre hjørne 2. Placer indgangs og udgangs proces på gule postìts ½ op på papiret 3. Placer postìst så der er plads til skub pil og rød spild proces postìts mellem de gule postìts. 4. Noter afdeling 5. Spild og problemstillinger på røde postìts. 6. Lyn elektronisk, pil manuel kommunikation 7. Pil til højre =skub /cirkulær pil træk 8a.Tegn tidslinie under processerne –gennemløbstid foroven - procestid forneden (røde tal estimering, sorta tal ”rigtige” tal, iagttaget på åstedet.) 8b. forbedringsforslag placeres på det spild de kan fjerne

1a. Kunden har krone på -kunden bestemmer. 1b Placeres til højre da det er næste værdistrøms til højres leverandør. 2. Så der er plads til tidslinje under proces post its. 3. Postìts er til at flytte, men skab plads til det spild der eventuelt fremkommer i spildanalysen. 4. Ofte er det svært for andre at vide hvor processen bliver udført. 5. Det er visuelt tydeligt for alle hvor der er spild i processen. 6. Kommunikationen og typen er tydelig for alle. 7. Det er vigtigt at vide hvordan processen flyder, da der kan opstå flaskehalse. 8a. Tidslinjen viser hvor meget tid i % der skabes værdi til kunden. Erkendelsen kan give motivation til forandring. 8b. For at vise hvor forbedringsmulighederne er i processen

VSA Proces

VSA Standard

VSA eksempler

TWI(training within industri) Leanagent.dk

v.3 180112

Valuestream mapping

• Map the lean game current state 1.round

• On person draw on post its

• On person who knows the process

• Exercise in plenum

T shirt exercise

• Folding a T- shirt…

Programme





12:00 Return to FKE

13:00 Lunch



- Exercise

15.00 Break



Programme


9.00 Introduction to the programme of the day By SUSBIZ Programme Director, Henning Høy Nygaard

9:15 Lessen learned day 2 ?


9:30 “Go to Gemba” Introduktion to Gemba board

- Manage the process “on time”

- Individual exercise Make your own Gemba board

10.30 Break

10.45 Follow up on CSR Actions plans By SUSBIZ Programme Director, Henning Høy Nygaard

How do we link to the Gemba board?

Key Performance Indicators – where are we?

Prioritization

Individual exercise: Action plan on Gemba board

11:30 Introduction A3


Individual exercise A3 from action plan

A3 thinking

12:30 Lunch

13:30 Strategy, CSR, Lean By Dir. Casper Schiøtz Bratvold, Leanagent.dk & Henning Høy Nygaard, DFSME

- Red string

- X- matrix intro policy deployment

14.30 Wrap up, evaluation and our next activities

15.00 End of workshop

Gemba ?

http://www.just-eat.dk/blog/wp-content/uploads/2010/10/DALOON200p.gif

Gemba board - group exercise 2x2

Make your own Gemba board

Programme








10.30 Break




Prioritization





A3 thinking

12:30 Lunch


- Red string




Priotisation of improvements..

A Needs assessment report can bring many improvements

…Find the improvements with the biggest effort and low cost ”low hanging fruits”

Effort

Effect

High small Medium

Hig

h

Sma

ll M

ediu

m

Action plan on Gemba board 20 m.

1. Put the action plan on the Gemba board

2. Prioritization of improvements

Effort High Small Medium

Hig

h

Sma

ll M

ediu

m

Effect

Programme








10.30 Break




Prioritization





A3 thinking

12:30 Lunch


- Red string




A3 ? 297x420 !!

• A3 refers to the paper format A3, on this piece of paper you have all important project information. It brings an effective dialog with the (CSR)projects many stakeholders.

• A3 supports problem identification, analyze, solving, communication and consensus among stakeholders.

• Dialog simplifies and decisions based on facts and figures.

• When working with A3, you get more aware on how you will solve a problem.

Next year

How is it going?

How shall it be done?

What needs to be done?

“The Policy Deployment Process” Map the current state Off the organisation

Describe the futursestate ”Vision”

Prioritise ‘Vision Elements

for ‘Breakthrough’

Make Plan that describes Vision Elements

“Deploy” the plan (via ‘Catch- ball’)

Implementer the plan

Follow up on the plan (day, week, md., 1/4y.)

Next years plan

Describe activities that interact with daily management

•Counter measures • Process improvement • Standards

A3

P

D

C

A

Title: What you are talking about.

Background

Current Situation

Goal

Analysis

Recommendations

Plan

Follow - up

Why are you talking about it?

Where do we stand?

Where we need to be?

What is the specific change you want to accomplish now?

-What is the root cause(s) of the problem?

-

What is your proposed countermeasure(s)?

What activities will be required for implementation and who will be responsible for what and when?

How we will know if the actions have the impact needed? What remaining issues can be anticipated?

Verble/Shook

What’s the problem?

On the Gemba board make a improvement on the parking place. Put the improvement in the CSR assessment report. Put this A3 on the Gemba board.

Title: Problem with Labour environment.

Background

Current Situation

Goal

Analysis

Recommendations

Plan

Follow - up

We have problem with high change of labour?

45% of all employees in the production change jobs every year?

10 % of all employees change jobs every year, have people longer on the factory. Save competences and money

-The working environment for the filling area is bad. The extraction from the filling area is not working.

It seems like it is not installed properly?

Have an engineer check the electric installation

Call the technical chief

Make a deal with him about have an outside electrical engineer make an analysis

Make a deal with production manager on the budget for the job.

Start the job with the electrician

What’s the problem?

CSB HHN

Title: What you are talking about

Background

Current Conditions

Target/Goal(s)

Analysis

Proposed Countermeasure(s)

Plan

Followup

Why you are talking about it.

- What is the business reason for choosing this issue?

Where things stand today.

- What’s the problem with that, with where we stand?

- What is the actual symptom that the business feels that requires action?

Show visually – pareto charts, graphs, drawings, maps, etc.

The specific outcome required for the business.

- What is the specific change you want to accomplish now.?

- How will you measure success?

The root cause(s) of the problem.

- Why are we experiencing the symptom?

- What constraints prevent us from the goal?

Choose the simplest problem-solving tool for this issue:

- Five whys

- Fishbone

- QC Tools

- SPC, Six Sigma, Problem tree others…

Your proposal to reach the future state, the target condition.

- What alternatives could be considered?

- How will you choose among the options? What decision criteria?

How your recommended countermeasures will impact the root cause to change the current situation and achieve the target.

A Gantt chart or facsimile that shows actions/outcomes, timeline and responsibilities. May include details on the specific means of implementation.

- Who will do what, when and how?

Indicators of performance, of progress.

- How will we know if the actions have the impact needed?

- What are the critical few, visual, most natural measures?

Remaining issues that can be anticipated.

- Any failure modes to watch out for? Any unintended consequences?

Ensure ongoing P-D-C-A.

Owner initials

Title

Reason for choosing issue:

Brief

One or two bullets

Analysis

Visual

Charts

QC Tools

Fishbone

5 Whys Current Conditions

Summary

Visual

Map?

Pareto?

Problem Statement –

what’s the actual pain/symptom being felt? Just the facts

Countermeasure Options

1) ??

2) ???

Goal/Target Condition

Brief

One or two bullets

Evaluation of Options

Criteria

2)

Name: Coach:

Exercise 30min. –group exercise 2x2

• Find a problem or issue from your action plan(max. 2 min. Gemba, 5S, layout etc.)

• Try from the A3 template to organize the task so you make every step of the A3.

• Make an A3 so you can present your issue.

• Present your A3 in plenum 2 min.

Programme








10.30 Break




Prioritization





A3 thinking

12:30 Lunch


- Red string




What is strategy

Wikipedia: A strategy is a plan of action designed to achieve a

specific goal. As there is always an element of uncertainty about future, strategy is more about a set of options ("strategic choices") than a fixed plan.

”Red string”

http://en.wikipedia.org/wiki/Plan

Beat your competitors with breakthrough objectives

0

2

4

6

8

10

12

14

16

This year Year 1 Year 2 Year 3 Year 4

Breakthroughobjective

Kaizen

Daily management

Basis year 4

Basis this year

Breakthrough objectives 3-5 year, Only by change of process

Y 1 goal

Y 2 goal

Y 3 goal

Y 4 goal

X-matrix

Longs term and short term issues on one paper

X matrix template

X matrix example

Actions plan example

Action Plan Improvement Priority:

3 - Value Stream Map 10 Processes

Management Owner:

Bob the Boss

Date Created:

Dec. 12, 2011

Team: Jim, Bill, Jill, Cindy, Wendy Next Review:

Feb. 13, 2012

Background: Being new to Value Stream Mapping, we expect there to be many new things learned as we map the processes and make the

improvements. We will utilize the experience of a Consultant during our first year of mapping our processes.

Relation to Annual Objective: By mapping the processes and taking action to

improve the processes, we will reduced the time it takes from reciept of order to the

delivery of product. This will in turn result in increased sales when the customers

become increasingly satisfied with our quick response times.

Timeline Status

Red, Yellow, Green

(Actual and

Predicted)

= Original Plan x = Complete

Planned

Complete

Date

2012

Action Step/ Kaizen Events Owner Deliverable Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec

1 - Identify top 10 products to be mapped Jim Top 10 identified and communicated 01-31-12 X

2 - Assign leaders to each product to be mapped Jim Leaders aware of their products 02-03-12

3 - Lean training to all VSM Leaders Frank Consultant delivers training 02-15-12

4a - VSM kaizen for product A Jill Mapped and on the wall 02-22-12

4b - Complete actions to achieve 30% reduction in overall

leadtime Jill

Validated results 04-02-12

5a - VSM kaizen for product B Cindy Mapped and on the wall 03-15-12


leadtime Cindy


6a - VSM kaizent for product C Wendy Mapped and on the wall 06-02-12

6b - Complete actions toachieve 28% reduction in overall leadtime Wendy Validated results 10-14-12

7a - VSM kaizen for product D Bill Mapped and on the wall 07-14-12


leadtime Bill


8a - VSM kaizen for product E Jim Mapped and on the wall 08-16-12

8b - Complete actions to achieve 8% reduction in overall leadtime Jim Validated results 12-12-12

Programme








10.30 Break




Prioritization





A3 thinking

12:30 Lunch


- Red string




CSR Improvements and Higher Productivity The...

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