Lean Transformation
description
Transcript of Lean Transformation
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Next Generation Manufacturing
Lean Transformation
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Next Generation ManufacturingNext Generation Manufacturing
LEAN TRANSFORMATION
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Next Generation Manufacturing
Objectives
• Align improvement efforts with corporate strategy based on metrics.
• Focus the entire organization on a few critical goals with greatest potential for impact w/sponsorship by leadership.
• Communicate strategy in a manner that facilitates effective deployment throughout the organization utilizing A3.
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Next Generation Manufacturing
Process
• Assessment• Planning• Deployment
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Process Flow
Consultative Engagements
Deployment/Solution Suite
Plan Development (Hoshin) - True North (Mission Vision) - Competitive Priorities - Alignment - Value Prop (ROI)
Fintel Financial (baseline/benchmarks) - Comprehensive Assessment (GAP Analysis)
- Change Readiness/Culture
Advisory, using Fintel & PDCA Methodology
WorkshopsTraining
Assessment
Planning
Deployment
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Assessment• Completes “Competitive Review
Questionnaire” (CRQ)• Submit data to Fintel• Present & Discuss Benchmarking Results• Tour plant to verify Fintel results.• Assess Readiness for Change.• Choose improvement targets.
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Next Generation Manufacturing
True North
• Who are we?• What do we believe
in?• Where are we
going?• What have we
learned? (from failures and successes)
• What do our customers really want?
• What would failure mean for our community, families, team members?
• What advantages do we have over our competitors?
• What do we have to do to compete with them?
Strategic and philosophical purpose. (Hoshin)
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Next Generation Manufacturing
Planning• Define “True North”• Develop the Plan
– Competitive Priorities– Goals– Where are we now?– Where are we going?– How are we going to get there? (Actions)– Check Process
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A3
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Competitive PrioritiesCompetitive priorities are the items against which company owners, shareholders, CEO’s, etc. measuresuccess.
Example Competitive Priorities: Quality Cost Delivery Innovation Profit Growth, Market Strategy New Product Development Customer
Satisfaction
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Goals
Goals are specific enough to be measurable, andexplain what you will do. Example Goals:• Reduce Scrap from 1% to 0.5%• Increase On-time Deliveries from 92% to 99%• Decrease PPM defects from 500 to 60• Reduce Lead Time from 10 Days to 5 Days
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Deployment
• Deploy the Plan “Catchball”• Monitor the Plan• Solve Problems• Improve the System
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Organizational Culture
LearningOrganization
EmployeeInvolvement
Leaders
A Lean Culture
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LeadershipIs everywhere —
Or it isn’t anywhereSenge
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Teams in the Lean Enterprise
• Core Team• Steering Team• Short term Project Teams• Work Teams
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Teams in the Lean Enterprise
Core Team
The Core Team provides leadership to implement systems and practices that build an empowered workforce.
Steering Team
This cross functional, multi-level team’s responsibility is to build active employee involvement in continuous improvement projects that consider every aspect of the business, with the goal of perfection.
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Work Teams
Work teams are work units that accept responsibility for continuous improvement in their assigned work area – such as a manufacturing cell – and are actively responsible for producing results.
Project Teams
Temporary project teams are formed to find solutions to specific problems, to test improvement ideas, and to implement improvement projects. .
Teams in the Lean Enterprise
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Managing ChangeWith Pull Forces
People don’t resist change —
— They resist being changed
You don’t drive change —
— You cultivate it
Change imposed from the top generates resistance
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Resistance challenges at the start of a change process• “We don’t have time”
• “There is no help”
• “This is not relevant”
• “Leaders are not walking the talk”
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Resistance challenges during a change process
• Anxiety about the openness of transparent processes”
• “This isn’t working”
• “The in-group is arrogant”
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Next Generation Manufacturing
Resistance challenges in a mature change process
• “Who’s in charge of this?”
• “We keep re-inventing the wheel”
• “Where are we going?”
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Change Participants
EarlyadoptersCAVE
people
Watchingwind direction
Willingcurious
Skeptics
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Next Generation Manufacturing
Lean EnterpriseCulture:
Everyone in an organizationlooking for answers to the
continuous improvement question:
How can We Do a Better Job?
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Benefits• Improved understanding of company position
relative to peers • Promotes effective leadership• Focuses the organization• Achievement of critical goals• Greater top-line/bottom line growth• Greater agility to respond to changing business
conditions• Improved metrics for better business decisions• Improved business strategy and tactical execution• Greater alignment of workforce with business goals
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Next Generation Manufacturing
Support Readings
• Pascal Dennis, “Getting the Right Things Done”• John Shook, “Managing to Learn”• Pascal Dennis, “Lean Production Simplified” • http://www.lean.org/Events/WebinarHome.cfm