Lean thinking
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Transcript of Lean thinking
Lean Thinking
•Fundamental Objective: To create the most value while consuming the fewest resources.
•Define value from the customer’s perspective.
•Identify which process steps create value and which are only waste (muda).
•Work to eliminate the root causes of the waste and allow for one-piece, continuous flow.
Lean = Eliminating Waste
Non-Value-Added
• Defects
• Overproduction
• Waiting
• Confusion
• Inventory
• Motion
• Excess Processing
• Not Utilizing Employees’ knowledge, skills and abilities to make change
Typically 95% of all lead time is non-value-added.
Value-Added
Waste
•Overproduction•Inventory•Waiting•Excess Processing•Defects•Excess Motion•Confusion•Underutilized People
Types of Waste:
Value Stream Mapping
• Follow a “product” or “service” from beginning to end, and draw a visual representation of every process in the material & information flow.
• Then, draw (using icons) a “future state” map of how value should flow.
Value Stream = ALL steps, both value-added and non value-added, required to complete a product and/or a service from beginning to end.
Value Stream ManagersEach Value Stream needs a Value
Stream Manager
• For product and/or service ownership beyond functions
• Assign responsibility for the future state mapping and implementing lean value streams to line managers with the capability to make change happen across functional and departmental boundaries.
• Value Stream Managers should make their progress reports to the top manager on site.
Process 1 Process 2 Process 3
“Customer”
The ValueStream Manager
Kaizen
Don’t start without one!
Using the Value Stream Mapping Tool
Understanding how things currently operate. The foundation for the future state.
Service “Family”
plan and implementation
Designing a lean flow.
current state drawing
future state drawing
Determine the practical limits of your mapping activity.
The goal of mapping!
Lean Thinking for Future State
• What Steps Truly Add Value? • Which are Waste?• What “service level” does the customer
need?– Desired response or turnaround time– Expected quality level of the output
Lean Thinking for Future State
System impact of controls and administrative
guidelines:– What are the rules and assumptions that underlie the
structure and performance of the current process?
– Are the current rules and assumptions still valid?
– Are the current controls still appropriate?– What is the “cost” of the current rules and controls?
What are the benefits – real or perceived?
– Are there better ways to provide the desired control?
Lean Thinking for Future State
Applicability of technology-based solutions
– How can entire processes or steps be eliminated?– How can the time required for a process or step be
reduced?– How can the dependency on knowledge and skill
be reduced?– Can bar-coding, internet, automation, etc. help
speed the process?
Future State QuestionsCan Technology Help?
1. What does the customer really need?2. How often will we check our performance to customer
needs?3. Which steps create value and which are waste--what
can we eliminate? What administrative controls do we have in our way?
4. How can we flow work with fewer interruptions?5. How will work be prioritized?6. Is there an opportunity to balance the work load or
different activities? 7. What process improvements will be necessary?
• Who wants the output of the process?• What do they want?• When/how often is it required? At what quality
level?
1.What Does the Customer Really Need?
2. How Often Will We Check Performance?
• At what frequency will the system be reviewed to verify it is satisfying customer needs at the desired time or service level?
• How will we measure it?
3. What Steps Create Value and Which are Waste?
Challenge every step – ask the following:– What is really needed by the customer?– Why are the current steps performed?– What can be done differently or not at all?– Is the order of steps creating waste? Where
should decisions be made?– What assumptions underlie the current process?– Are existing controls and administrative
guidelines appropriate?– What knowledge and skills are truly required to
perform the step(s)?
5. How Will Work be Prioritized?
How can existing “subject-matter-expert knowledge” be brought out in the open for everyone’s use and understanding?
Examples:• Enhanced decision-making tools
• Checklist• Flow Chart
• Visual Controls• Making status visual for everyone at
the same time• Work Standardization
6. How Will We Balance the Work Load?
• Does the “mix” (e.g. order type) impact the value stream or particular steps in any way?– Example: Transfer Patient vs. ED Admit
vs. OR Admit• Does the “volume” (e.g. demand variation)
impact the system in any way?– Example: Middle of the day vs. Middle of
the night
7. What Process Improvements are Necessary?
• Identify all process improvements that will be necessary to implement the future state
SystemUptime
PaperworkRedesign
ChangeAuthority Levels
New Technology
Future State QuestionsCan Technology Help?
1. What does the customer really need?2. How often will we check our performance to
customer needs?3. Which steps create value and which are
waste--what can we eliminate? What administrative controls do we have in our way?
4. How can we flow work with fewer interruptions?
5. How will work be prioritized?6. Is there an opportunity to balance the work
load or different activities? 7. What process improvements will be necessary?
Dedicated workflow coordinator
Redesign tracking method
Tools moved closer to needed area
Remove step