Lean for success

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LEAN for Success Heather Hughes, CMC Victoria BC [email protected]

Transcript of Lean for success

Page 1: Lean for success

LEAN for SuccessHeather Hughes, CMC

Victoria [email protected]

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How can it help my organization?

What do I need to do to meet with success?

Who should steer the process?

What is the process anyway?

Is there one way or is it adaptable?

What is LEAN?

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RevolutionaryComplicatedDifficultExpensivePainful

LEAN is not…

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A way to reduce waste

AND it is also a way to

Unleash Innovation Improve Employee EngagementReduce Stress and AbsenteeismSave on Training CostsEnhance Customer LoyaltyExpand into New Markets or Add

Products

LEAN is…

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5

8• PG550GL08

Three Aspects of the Improvement Process

Standardisation

Improvement

InnovationAchieving customer requirements by entirely new means

Utilising current resources with minimum waste

Step by step incremental change

Consistently applying known best practice

Breakthrough changes in performance through the application of lean principles

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1. Process & ResultsQuality Processes Yield Quality Results

Kaizen® = People using Process to get Results

PeopleDesired Results

Consistent Process

People

Traditional = People doing whatever they can to get results

Inconsistent Process

Inconsistent Results

R1R2

R3

R4

“I don’t care how you do it, just get it done!”

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The Story of ‘Kanban’

The idea of ‘Kanban’ and the ‘Pull System’ was developed by Toyota Machine Shop Manager, later Managing Director, Taiichi Ohno.

In the early 1950’s, Ohno’s machine shop was continually having problems with shortages of parts. This prevented his team from keeping pace with car production, so he began to look for an answer.

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The Story of ‘Kanban’

Ohno visited the US in 1953. During his stay, he went to a Supermarket.

He saw products available on the shelves, for customers to buy as they needed them.

Could this be done for machine parts?

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Appendix KT1 - Kanban Systems Training

• Ohno made ‘Supermarket’ shelves for parts boxes in the machine shop. • He attached a card to each box • Operators would the take any of the parts they needed. • As they used a box, its card was sent to the work station to call another. • These cards were called ‘Kanban’ (meaning ‘signboard’) cards.

The Story of ‘Kanban’

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Request product

Review order

Check Inventory

Source Product

Place order

Receive goods

Ship to customer

Lean looks at processes and flow

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Waiting for:◦ people to complete a step in a project◦ Approvals to proceed◦ Reports to be read◦ Budgets to be allocated◦ Supplies to arrive◦ Staff to come back from breaks◦ Computers to spit out something

This waiting is unproductive time and a HUGE cost = WASTE

‘Waiting’ is a major waste in most organizations

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too many steps to complete something too many people connected to a task too many levels of approval too many signatures on papers too many places where goods are stored too many steps to get the things you need

Talking of too…

Waste is also found when there are:

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Their insatiable curiosity is fantastic, especially there ability it ask…

WHY? WHY? WHY?

The ‘Terrific Two’s’ know a thing or two!

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Challenges every step, each action, each process and causes deeper, more creative thinking

The ‘Why’ in LEAN

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finance

shipping

sales

LEAN connects and disconnects

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L E A N Tools!

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An opportunity to apply LEAN thinking…

Read the case Identify the waste Actions, people, waiting Decide what to cut without damaging results

What benefits are there for the customer? What impact could the changes have for the employees?

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Far too often people make it overly complex - then the LEAN project itself could benefit from a LEAN consultant!

Keep LEAN LEAN!

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The benefits from the employee’s and customer’s point of view

They want to know…

How will this help me?

Why should I get involved?

Sell…sell…sell…

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LEAN at work… in manufacturing

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“old” way of thinking “new” way of thinking

We need to ask the Customer what they want.This is translated intoQualityCostDeliveryWe need to detect trends beforeour competitors.

LEAN Thinking is Different

We Know what the customer wants,We have Made it.Someone Must buy it

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Standards Triangle

STANDARD MANAGEMENT

STANDARD WORK

VISUAL MANAGEMENT

DO NOT exceed the maximum

speed limit

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LEAN is here too

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Is it here? You bet!

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LEAN helps customers AND staff

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Probably – usually does May encounter resistance Challenges current practices It’s an opportunity to explore alternatives Sometimes seen as a threat Frees employees from low value procedures Saves $$$

Questions?

Will LEAN help your client?