WHERE LEAN STARTED LEAN FOCUS ROADMAP - Introduction · DAY 4 DAY 5 EVALUATE IMPROVEMENTS PRESENT &...

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LEAN FOCUS ROADMAP - Introduction

Eli Whitney

Interchangeable Parts

Standardised WorkScientific Management Theory

Ford Moves To Highland Park - First Moving

Assembly Lines

TPS Translated Into EnglishJidoka - Autonomous Automation

Built-In-Quality

A Lean Companyknows itspurpose

Toyota Production System (TPS), Just-In-Time (JIT), World-class

Manufacturing

1799

1900-1911 1928 1975

1910 1950-80

Sakichi ToyodaFrederick Taylor

Henry Ford - Ford MotorCompany

TPS Handbook

Next Step ForThe Future?

Womack & Jones lead a research team to study

the Auto Industry

One researcher says:TPS = Lean Manufacturing,

name sticks

Danaher Corp. & Wiremold, led by Art Byrne

become first AmericanCompanies to successfully

deploy TPS principles.

1980’s - 90’s 2013

1980’s - 90’sWomack & Joneswrite ‘Machine’,Lean Thinking &

start Lean Institutes

After a series of successful Lean implementations

Art Byrne writes The Lean Turnaround

with a theme of hands-on leadership

Art Byrne

Taiichi Ohno &Toyota Motor Corporation

WHERE LEAN STARTEDWhere does lean come from?

LEANManagement System

Lean is not a part of the strategyIt IS the strategy

Learn to APPLYthe tools in theright place at the right time

Don’t do leanBE lean

quality circles

alert (Andon)

problem solving

PDCA/A3

POKA-YOKE

5S standardised work - Make Visual - Total Production Maintenance (TPM)

mile

dee

p

mile wide

inch wide

inch deep

continuous flow

pull system

takt time

level production

Reference James, Womack, Daniel JonesHOW TO BE A LEAN THINKING COMPANY

Define customer value

Define the value stream Make it flow Pull from

the customerStrive forexcellence

HOW TOBUILD ALEAN

COMPANYPROCESS

BUSINESS IMPROVEMENT STRATEGY

PROC

ESS

vs

to reduce process variation

Improve process flow

LEAN

TIM

E LIN

ELE

AN D

EFIN

EDTH

E HO

USE

OF L

EAN

LEAN

THI

NKIN

GLE

AN V

S DM

AIC

ContinuousImprovementProgramme

Detect and stop(poke-yoke)Continuous Flow

Lowest cost Highest Quality Shortest Time

Pull System

TAKT / Pitch time

Balanced work

Standardised Work Visual Performance Management 5S/Housekeeping TPM

Alert (Andon)

Cross functionalProblem solving

Root problem solving:·5 Whys·PDCA·Fishbone·A3

R&D

Process/Product

·Design for Six Sigma

(Innovation)

·Six Sigma·Lean Six Sigma

·BPM-Technology, Simulation

·Lean Tools, Lean Manufacturing

·Root Cause Problem Solving·PDCA, A3-Coaching

·Performance Management, Team Development

·Visual Work, 5S ,Problem Solving

·Standardised Work, Process Management (SOM)

Process Optimisation

Performance Improvement

Stability

Core Strategy, Infrastructure, Culture, IT Sy

stem

use to

use

ContinuousImprovementProgramme

Detect and stop(poke-yoke)Continuous Flow

Lowest cost Highest Quality Shortest Time

Pull System

TAKT / Pitch time

Balanced work

Standardised Work Visual Performance Management 5S/Housekeeping TPM

Alert (Andon)

Cross functionalProblem solving

Root problem solving:·5 Whys·PDCA·Fishbone·A3

in terms of

&

for

and

THE 4P MODEL(THE TOYOTA WAY)

long term thinking

eliminate waste

respect, challenge and grow them

continuous improvement & learning


LEAN FOCUS ROADMAP - focus

• Define customer needs• Initiate A3

• Genchi Genbutsu• Develop a Value Stream Map• Collect Baseline Data• Develop detailed Process Map• Observe the layout and flow (Spaghetti Diagram)• Identify Wastes• Implement 5S

• Root Cause Analysis (Brainstorm, Fishbone, 5 whys)• Plan & Run Kaizen Events (PDCA)• Create New Layout• Create Future VSM

• Manage the System Factors• Implement a SOM• Practice ABC BOC• Be a Lean Leader

• Mitigate Risks and Poka Yoke process• Implement Visual Management• Implement Solutions and introduction to manage stakeholders• Account for Lean Benefits

• Root Causes Identified• Kaizen Event(s)• A3• Redesigned plan• Future VSM

• Change Checklist• SOM

• FMEA• Error Proofing• Visual Management• Implementation Plan• Training Needs Analysis & Training

• Define customer requirements• A3

• Value Stream Map• Baseline Data• Process Map• Waste identified• VA/NVA analysis• 5S

The Kaizen lead, works with management to gather information & objectives for improvement,

Current map, Baseline and resources available.

Analyse current process, develop the Future State Map, develop

Implementation Plan.

Measure the effects of the change.

Document and standardise new process and develop monitoring

plan.

CUST

OMER

NEE

DSRO

ADM

AP

An A3 is a PDCA story board

Background

Plan Do, Check, Act

Current solution

Goals

Root cause analysis

Countermeasures

Effect confirmation

Follow-up actions

WHO IS YOUR CUSTOMER?

WHAT ARE THEIR NEEDSAND REQUIREMENTS?

WHAT IS THE CUSTOMER DEMAND?

Determining demand is akey element of delivering value

CALCULATETAKT TIME

If you can’t measure it,you can’t manage it

Internal External

Customer

KNOW YOURCUSTOMERS

WHAT DO THEY WANT?

1. Start broad • Complaints • Requests • Observations2. Get Specific • Focus groups • Interviews

ISSUES

NEEDS

REQUIREMENTS3. Prioritise • Surveys

VALUE STREAM

1. Understand the demand2. Make it flow3. Level the kinks and curves

WHAT VALUE STREAMDELIVERS THIS VALUE?

DEVELOP THE VALUE STREAM MAP

SUPPLIERS YOUR COMPANY CUSTOMER

ORDER DELIVERY

TOTAL VALUE STREAM

CUSTOMERNEEDS

REQUIREMENTS

WHAT IS VALUE?

Business value added(BVA)

Non-value added(NVA)

Customer value added(CVA)

Value add vs non-value add analysis

Available TimeTakt Time =Daily Customer Demand


LEAN FOCUS ROADMAP - OBSERVE

SPAGHETTI DIAGRAM

Key principle of the Toyota Production System = “going to the source”

FUNCTIONAL FLOW DIAGRAM

EXAMPLE OF A VALUE STREAM MAP (VSM)

HAMMER SCREW DRIVER

DRILL

ROLLERSMALL

PAINT BRUSHMEDIUM

PAINT BRUSHLARGE

PAINT BRUSH

8TYPES OFWASTE

TRANSPORT

INVENTORY

MOTION

SK

ILLS

DEFE

CTS

OVER

OVER

PRODUCTION

WAITING

PROCESSING

5S

Make 5S a way of life

VALU

E ST

REAM

MAP

(VS

M)

IDENT

IFY W

ASTE

S &

IMPL

EMEN

T 5S

REMEMBER: TIMWOODS

MURI, MURA & MUDA

8 Types of Waste

PROC

ESS

MAP

S FO

R LE

AN P

ROJE

CTS

DETAILED ACTIVITIESTO IDENTIFY VALUE AND NON VALUE

MOVEMENT OF PAPERWORKWITHIN A CLAIMS PAYMENT PROCESS

Quote

Joe

NegotiateQuote 2hrs

Agree Terms0,5hr

CreditCheck 1hr

ApproveClient 0,5hr

SignConformation

0,5hrPlan ServiceDelivery 1hr

DeliverService 5hrs

CompleteReceipt 1hr

Recon PaperworkCorrect 1hr

InvoiceCustomer 5hrs

RequirementsCapture 0,5hr

QuoteApproval 2hrs

GeneralQuote 1hr

Debbie Susan Jane Catlin John Mike

Terms Order Plan Reconcile InvoiceService Delivery

8hours

36Hours

8Hours

16Hours

72Hours

16Hours

16Hours

8hours

Supervisor

Process Owner: SupervisorMetric: Number of products with Stock Outs

Takestock

processStart

End

Create requisitionfor quality ofingredientsrequired

Discuss budgetrequirementsfor orders

ChangeRequisition to

Purchase Order

Fax / emailorder tosuppliers

File copy ofthe PurchaseOrder in the

PO file

StockReceivingProcess

ReceiveOrder

Purchase

PrepareOrder

Process

AgreeRequisition

AgreeQuantity

to beordered?

Administrator

Dealer / Manager

Supplier

5 hours 2 hours 1 hours 1 hours 6 hours 1 hours 5 hours

36hours

8hours

16hours

72hours

16hours

16hours

Total Lead Time 193 hrs21 hrs

10%

Total Cycle Time

Value Add %

Customer A

Invoice

SignedCredit Terms

Proof ofDelivery

Signed Quote

Quote Negotiationvia Phone

Requisition

RequisitionBudgetTracker

PurchaseOrder

Yes

No

PurchaseOrderBranch

Decision

PredefinedProcess

Who is responsible

What you are measuring

Swim Lanes

Report FormITInvolved

Process User

Process Step

Claim

s Pa

ymen

t

Organisation

Supervisor Audit

Review

Risk

Call Centre1

Call Centre2

GENERAL ICONSUSED IN VSM

Customeror Supplier

Customer A

3x Daily

MailDelivery

JaneDaily 10 - Metric

Robert

SharedProcess Box

PhysicalMaterial

Pull

ElectronicInformation

Flow

Supermarket

Manual Information

Flow

Database(Excel, Access, etc)

SupermarketParts

KaizenFocus

Cart

Kanban

Load Leveling

Exceptionsor

DisruptionsPush

Arrow

RouteRunner

WIP Worker

SafetyResources

BufferResources

DedicatedProcess Box

Stock Accuracy - MetricAndrew

ScheduleBox

8:00, 14:00, 17:00

Queue Time

4Hours

First In First OutSequence Flow

Lead Time

CycleTime

QueueTime

Orderliness

Cleanliness

Consistency

Discipline

Overburdening of people/machine

Unevenness either too much or too little

8 21 9 15 57 12 19


LEAN FOCUS ROADMAP - CREATE WHAT IS KAIZEN ?

KAIZENEVENT

Management

Eventteam

members

Subjectmatterexperts

KaizenLead

KAIZEN EVENT ROADMAP

FUTUREVSM

A SYSTEMATIC APPROACH TO PROBLEM SOLVING

ROOT CAUSE ANALYSIS

A3 KAIZENREPORTTHINKING

Brainstorming

Fishbone diagramHow do I solve this problem?

Descriptionof

problem

Man Method Machinery

Mother Nature

Improvements

Visual PerformanceManagement (VPM)

Lead Time

Measurement Material

5 Whys

COACHING

ACT PLAN

CHECK DO

FUTURE VISUAL STATE MAP

ROLES & RESPONSIBILITIES

Continuous improvement activities that are performed daily

KAIZENKAI

CHANGE GOODFOR THE BETTER

CONTINUALIMPROVEMENT

ZEN

CONCEPTUALTRAINING

DAY 1 DAY 2 DAY 3

KAIZEN ONFACTORY FLOOR

AREAMEASURE

IMPROVEMENTS

DAY 4 DAY 5

EVALUATEIMPROVEMENTS

PRESENT&

CELEBRATE

An A3 is a PDCA story board

Background

Plan Do, Check, Act

Current condition

Goals

Root cause analysis

Countermeasures

Implementation Plan

Effect confirmation

Follow-up actions

KAIZ

ENKA

IZEN

ROA

DMAP

INIT

IATE

A3/P

DCA

& RO

OT C

AUSE

ANA

LYSIS

CREA

TE F

LOW

, PUL

L AN

D FU

TURE

VSM

STA

TE

Request For QuoteRFQ

Queue Time

Signifies PhysicalSeparation

Purchase RFQ

RFQ

2 days

2 days 5 days 1 days

TRADITIONAL LAYOUT

Customerservice

Engineer Quoting

12

3 4

LEAN WORK AREA

Min

Min

12

3 4

Mins Mins

RFQ

RFQ

‘Looking for a better way everyday’

Kaizen - The process of makingincremental improvements, no matter

how small, and achieving the Lean goal of eliminating waste

that adds cost without adding value

vs

Just-In-Case

Flow

Quick Change Over

AutomaticReplenishment

throughkanban

Just-In-Time(Make what is needed when needed)(Make as much as we can)

CREATING PULL INSTEAD OF PUSH


MIT

IGATE

RISK

& E

RROR

PRO

OFIN

GIM

PLEM

ENT

VISU

AL M

ANAG

EMEN

TIM

PLEM

ENT

SOLU

TION

S &

MAN

AGE

CHAN

GELE

AN B

ENEF

ITS

LEAN FOCUS ROADMAP - UTILISERISK

Severe risk to implementation

Moderate risk to implementation

Minimal risk to implementation

FMEA

VISUAL MANAGEMENT (VM)

seeing the process

Reviewed daily

Clear & simple

Accessible

Target driven

visual boardsneed to be

SIMPLE & EFFECTIVE

Failure Modes & Effects Analysis

A tool to anticipate potential problemswith the new “to-be” process &

therefore reduce the risk

(Errors) (to avoid)

It’s a Systematicway of looking forand prioritising risk.

Sink overflow outletKettle cut off switch when water is boiled

VISUAL MANAGEMENT BOARD IMPORTANCE OF VM

FMEA ANALYSIS

Analysestakeholderbehaviour

IdentifyStakeholder

PrioritiseStakeholder

STAKEHOLDERS

Achieve company financial goals

Return on Investment

Stakeholder buy-in

Motivates change & aids indecision making

Quantify potential financial impactlinked to the business plan

LEAN BENEFITS

A

BD

Low

Low

Influence on the Project

POWER & INFLUENCE MAP

Pow

er in

the

Orga

nisa

tion

High

High

1 2 3 4 5 6 7 8 9 10

10987654321

C

NEUTRAL1

2

• No Knowledge• Status Quo In the dark

DENIAL• Indifference• Passiveness• Numbness• Apathy• Minimise information• Minimise improvements

INITIAL EXCITEMENT• Excited• Motivated• Enthusiastic

COMMITMENT• Excitement• Enthusiasm• Problem solving• Teamwork• Clear direction/focus Light at

the endof the tunnel

Perf

orm

ance

Ref. Dennis T. Jaffe; PhD And Cynthia D. Scott; PhD Anxiety/stress

Valley ofdespair

COMMITMENT• Energised• Creative• Overworked but excited• Increased commitment• Small wins

RESISTANCE• Frustration• Unable to see a positive outcome• Negative questioning or debating• Stubbornness/complaints• Anxiety/stress

1

3

3

5

5

4

4

6

6

METHOD TOCALCULATE PROJECT

BENEFITS

Gross soft project benefits

Gross hard project benefits

Project implementation cost

Net profit benefits

KeyStakeholder# Role Priority

AJohn Smith1

2

3

4

Sponsor Initial Excitement Commitment

Dave Smit ProcessOwner Denial CommitmentB

Manie Rolls Head ofFinance Neutral NeutralB

LineEmployees Neutral ExplorationB

CurrentAttitude

DesiredAttitude

ANALYSE STAKEHOLDER BEHAVIOUR

EMPOWERSTEAM

DRIVESCONTINUOUSIMPROVEMENT

MEASURESUCCESSOF BESTPRACTICEI.E. MAINTENANCE& QUALITY

COMMUNICATESTHE TEAMPERFORMANCETO OTHERS

Items ofProcessStep

PotentialFailureMode

PotentialEffect(s)of Failure

PotentialCause(s)

CurrentControls

Total Risk Priority Number =

TeamPicture

Before

After

Code ofConduct

General Information

KaizenExamples

Training

Objectives Short/LongTerm

AvailabilityWhat Who When

Performance

Quality

Safety

Cost

Innovations

RecommendedAction

Seve

rity

Occ

urre

nce

Dete

ctio

n

RPN

Responsible

Descriptionof

problem


MotherNature


TeamPicture

Before

After

Code ofConduct

General Information

KaizenExamples

Training

Objectives Short/LongTerm

AvailabilityWhat Who When

Performance

Quality

Safety

Cost

Innovations

Descriptionof

problem


MotherNature


2

ERROR PROOFINGImplementation of fail - safe mechanism with a goal of producing ZERO DEFECTS

CREATECOMMUNICATION

PLAN


Published by TLC. All rights reserved. Version 1 © 2015

LEAN FOCUS ROADMAP - SUSTAIN

VISION

SKILLSDEVELOPMENT

METRICSPOLICIES

PROCESSES REWARDS &RECOGNITION

RIGHTPEOPLE

ACCOUNTABILITY

COMMUNICATIO

N

COMMUNICAT

ION

COMMUNICA

TION

UNDERSTAND THE SYSTEM FACTORS

SYST

EM F

ACTO

RS

People in similar systems will exhibit similar behaviours

ANTECEDENTS

MANAGEMENT

VSWhy is trust so important?

CONSEQUENCEBEHAVIOUR

Stakeholder InterviewsMacro View Org and ProcessID Process to mapCollect Preliminary dataH-L Roles/ResponsibilitiesID Supporting InfrastructureID Focus AreasNext Steps / Time Lines

Kaizen Blitz (PDCA, A3):• Stop the Bleeding• Root Cause Analysis • ID Major Pain Points • Quantify Problem• Develop Quick Hit Solutions• Standardise / Stabilise Processes

SOM

OV

ERV

IEW

STANDARDISE /STABILISE BUILD A PLATFORM FOR IMPROVEMENT

Standard Operating Model Components

ABC

BOC

BOC - Balance Of Consequences

BE A

LEA

N LE

ADER

BE A LEAN LEADER

APPLY ABC BOC TO CHANGE BEHAVIOUR

ABC BOC Analysis

ASSESSMENT:

Start Here

EMERGENCY ROOM:

Baseline:• Map / Analyse As Is• Determine current performance• ID Best Practices • Processes • Changes if necessary• To Be Process Workshop• Measure against Performance Targets

DOCTOR’S ROOM:

SOM:• Best Practice• Functional Overview• Standard Process• Policy, control, Perf Metrics• Roles / Responsibilities• Supporting Infrastructure

FITNESS PROGRAMME:

Institutionalise Long Lasting Change:• New Shared Vision• New Org Structure• Pro Active Culture• Stakeholder Ownership• Trained in new skills• Performance Management• Locking New Systems process and metrics

NEW LIFESTYLE:

KEYS TO SUSTAIN CHANGE

VISION ACCOUNTABILITY RIGHTPEOPLE

SKILLSDEVELOPMENT

METRICSPOLICIES

&PROCESSES

REWARDS&

RECOGNITION

A B C

1

2

34

5

Pinpoint thebehaviour

UnimportantNegativeFutureUncertain

ImportantPositiveImmediateCertain

Identify theAntecedents

Identify theconsequences

Not all consequences are created equal

Rate theconsequences

Adjust the Antecedents &consequences

SOM COMPONENTSPEOPLE

FunctionalOverview

Job Descriptions

ME2VC & Processvs.

Job Function

Process

Scorecards &Metrics

Templates,Documents

PROCESS

PURPOSE

ORGANISE

LEADCONTROL

PLAN

HIGHTRUST

LOWTRUST

SPEED

SPEED

COST

COST

Maximise flowEliminate waste

Empower workersMinimize inventory

Partner with suppliersDo it right the first time

Meet customer requirementsDesign for quick changeover

Pull production from customer demandCreate a culture of continuous improvement

FUNDAMENTALS OF LEAN

LEAN LEADERSHIP

Purpose

Action(tools)

Visual(Dashboards)

Circles(Daily

huddlesto share)

Curiosity

Kaizen(ContinuousImprovement)

Coaching

Trust/Respect

IMPLEMENT A NEW WAY OF DOING WORK

“Without standardisationthere can be

no improvement”- Taiichi Ohno

WHERE LEAN STARTED LEAN FOCUS ROADMAP - Introduction · DAY 4 DAY 5 EVALUATE IMPROVEMENTS PRESENT &...

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Transcript of WHERE LEAN STARTED LEAN FOCUS ROADMAP - Introduction · DAY 4 DAY 5 EVALUATE IMPROVEMENTS PRESENT &...