Module 4 Sustainable Lean
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Transcript of Module 4 Sustainable Lean
Module 4Sustainable Lean
Agenda for all 5
Module Description Homework
1 Introduction to Lean Thinking
Project documentation and customer information
2 Current State Analysis Current State Map
3 Future State Future State MapImplementation Plan
4 Sustainable Change Complete A3
5 Lessons Learnt and Final Presentation
Continue implementation and further Lean work
Review of Module 3
You can now:-• Create a future / aspirational state map
• Understand the importance of implementation planning and monitoring
• Brainstorm and share ideas with others
Lets Review Your Homework
Future State Implementation Plan
Let’s Review Your Homework
Agenda
• Metrics & Measures
• 5S
• Visual Management
• Creating a Lean Culture
You Should…
• Be able to apply sensible metrics to your projects
• Understand the value of 5S and Visual Management
• Understand your role in working towards a sustainable Lean University
What is Lean?
Plan
Do
Check
Act
Investigate the current situation & understand fully the nature of the problem to be solved
Develop a future state. Implement short term fixes and long term plans to eliminate root causes
Evaluate the effect of implementation; have actions delivered expected results?
Put plans in place to standardise the process & set further review dates
Why are Measures Important?
• To know you’ve been successful– To understand and communicate the outcomes of a
Lean improvement• To know you need to improve– To identify and target the right areas in a Lean review– To detect variance– To take corrective action (review A3)– To track changes over time and to inform next steps
Definitions
• Metric– Standards for
measuring or evaluating something e.g. Time, cost, quality etc
• Measure– A quantity or
qualitative comparison of some kind – a track against the metric
Metrics
Costeg Space, Resources
Deliveryeg Amount Processed,
Handovers, Time
Qualityeg Customer Satisfaction,
Accuracy
Select Metrics That:-•Have a purpose and focus on the goal•Provide useful information•Can be accurately measured•Are clear and concise•Focus on the customer•Enable informed decision making
Measures
QuantitativeHard Numbers
QualitativeDescriptive
Quantitative Examples•Total time to deliver a service•FTE freed up•Number of steps in the process
Qualitative Examples•Perception of a customer•Perception of staff•Observations
Scope out project & define ‘improvement’
Agree metrics
Collate baseline
measures
Implement changes
Measure at agreed
intervals
Roadmap
Act on the data
•Identify metric owners•Who will collect the data & how•Measure only what you need
•Metrics are worthless if not acted upon
•Measurement timescales
PD
CA
Targets
Cons• Drive Behaviour
• Staff• Management
• Demoralising• Stops You Performing at Your
Best• Imposed
Pros• Drive Behaviour• Healthy Competition• Focus on a Common Goal• Agreed
Must have the right managementattitude and behaviour
Chocolate Factory...
Metrics Summary
• Measure from the customer’s point of view.• Don’t just measure the parts, measure the
effectiveness of the end-to-end process.• Measure what matters because metrics drive
behaviour.• Establish what is truly relevant and then measure it,
not what is easy or what has always been measured.• What gets measured gets improved• Use targets wisely
What Metrics Could You Select To Measure Wastes In You Processes?
Plan
Do
Check
Act
Investigate the current situation & understand fully the nature of the problem to be solved
Develop a future state. Implement short term fixes and long term plans to eliminate root causes
Evaluate the effect of implementation; have actions delivered expected results?
Put plans in place to standardise the process & set further review dates
What is 5S?
• 5S is a structured programme to implement workplace organisation and standardisation
• 5S represents 5 disciplines for maintaining a visual workplace
• 5S is one of the foundations to Lean management
The 5S Steps
1. SortRemove what is not
needed & keep what is needed
2. Set LocationA place for
everything & everything in its
place
3. ShineCheck for
abnormalities, keep everything tidy
4. StandardiseEstablish standards
& guidelines for maintaining
5. SustainEnsure
adherence – Self Discipline
Why Does 5S in the Office Have Such Bad Press?
• Applied inappropriately. Do you need to label your own stapler?
• Seen as housekeeping (to be done by housekeepers)
• Seen as something over and above daily work
• Emphasis on tidy office rather than continuous improvement – visual management, immediate response to abnormalities etc
The Benefits of 5S
• A clean and orderly workplace that facilitates change
• To make problems visible and makes aBnoRmaIity jump out • Space is made available for work• Quality and safety are better in a well maintained environment• Objects and information are easily accessible• Promotes continuous improvement• 5S helps eliminate the 7 wastes
• The initial purpose of 5S is to help change the culture!
Change Culture How?
• Establishes routine behaviours, daily, weekly etc
• Breaks down barriers between departments• Encourages Lean thinking• Kick starts suggestion system• Establishes a continuous improvement
framework• Introduces visual management
1 2 3 4 5 6 7 8 9 10 11 12 13 1415 16 17 18 19 20
http://www.youtube.com/watch?v=gzbhpHfqJiI
Cardiff University
How the Lean Team Works
Challenge the team to find any electronic file in 30 seconds!!!!!
University 5S
• Not a factory floor, move around papers, information, should do this as efficiently as possible.
• Having correct information available, accessible and current and in a standard form is essential to effective Knowledge management
• When you highlight the critical parts of your processes and make them visible using 5S methodology – then you’ll see at a glance when the process is deviating and correct
Visual Management
Which of these is easiest to understand?• APAGOREUETAI TO KAPNISMA• or VIETATO FUMARE or
Visual Management
• Performance Boards• Signage• 5S• Gemba walks
Visual Management
Big gaps
Visual Management
Visual Management
Visual Management
• Kanban – a visual signal
• The last water bottle is labelled as a signal to replenish supplies
The Lean Culture
“Lean philosophy is not a productivity model. It is an employee engagement model. It is designed to maximise the engagement of the employee. The productivity benefits are purely a by-product. A very important, powerful and ultimately profitable by-product, but a by-product none the less”
Alan Jones, Chairman of Toyota UK
Sustainable Lean
The Lean Iceberg Model (Hines et al, 2008)
5SVisual Management
Poka Yoke Mapping
Culture ChangePEOPLE
How to get the whole team aligned and moving in the same direction at the right speed!
Strategy and Alignment
Finance
HR
Schools
Estates
InternationalPlanning
Regis
try
Finance
H R
Schools
International
Estates
Planning
Lean
Registry
LeanStrategy /
Policy Deploymen
t
Peoples objectives inconsistent Working hard achieving
Departmental goals
Peoples objectives alignedWorking hard achieving University
goals
Strategy Policy Deployment
Strategic Vision & AlignmentNow the entire team can see the complete landscape
and not just the next mountain.
What is Organisational Culture?
To change the culture we must change our habits
- the habits and accepted norms that underpin how we work and what is and isn’t acceptable
in the workplace
Clasp your hands.
Fold your arms.
Now clasp them the other way.
Now fold your arms the other way.
Habits
Much of what happens in any organization is a result of the habits that people have learned through practice, whether deliberately or not.
Which Line is Longer?
A pitfall of many habits is that the past experiences that created them do not necessarily represent future situations
Changing Our Autopilot (The Toyota Kata)
A kata is a routine you practice deliberately so the pattern becomes a habit
Practicing specific new behaviours
Affects
Team / Organisational
CultureRoutinesHabitsNorms
Mindset and behaviourTeaches
This is deliberate, conscious
daily practicing
This is automatic unconscious
daily practicing
Kata (Practice) Creates Culture
The obstacles are situational & will
vary
5 Whys PDCAThe pattern of
thinking and acting stays the
same
Develop The Improvement Habit Through Practice..
Future State
Obstacles
Unclear territory
Obstacles
ObstaclesCurrent
State
Coaching (at the gemba) – 5 Key Questions
• What are you trying to achieve?• Where are you now?• What’s currently in your way?• What’s your next step? What do you expect?• When can we go and see what we have
learned from taking that step??
Sustainable Lean
The Lean Iceberg Model (Hines et al, 2008)
5S
Visual Management
Mapping
Standardised work
Single piece flow
PDCA Poka Yoke
Root Cause Analysis
A3s
A systematic, routine of thinking and acting
Leaders & Managers as teachers of that routine
Culture Change
• Culture change doesn’t start until somebody does something differently
• Culture change doesn't stick until nearly everybody does something differently
Your Homework
Complete Your A3
Your Homework
To Review Your Project
• Outline Your Project• What’s Gone Well?• What’s Not Gone so Well?• What Would You do Differently Next Time?• What’s the Future for You and Lean?
Lets Recap!
1. What is the difference between a metric and a measure?
2. What is the difference between quantitative and qualitative?
3. Name the 5S’s?
4. What is below the waterline on the iceberg?
5. What is KATA?
Useful Websites
• www.cardiff.ac.uk/lean
• www.leanuk.org
• http://www.systemsthinking.co.uk/home.asp
• http://www.bobemiliani.com/
• www.st-andrews.ac.uk/business-improvements
Further Reading
Freedom from Command and Control (John Seddon)
I Want You to Cheat (John Seddon)
Further Reading