powerpoint presentation · title: powerpoint presentation author: nike nike created date: 5/21/2018...

The Future of Continuous

Improvement

Brand

Results

Leadership People

Products

Build a System

• A Standard Process for Improvement

• Measure the System

• Add the RIGHT Talent

A SYSTEM FOR

CONTINUOUS

IMPROVEMENT

Is Lean a Simple Collection of Tools?

If it were, then why would Toyota let anyone, even competitors, walk through their plants and copy down everything they see?

“I can show you

TPS in action. But

I bet you can’t go

home and do it.”

- Yoshiki Iwata

• The Significant Few and,

• Growth, Revenue, Innovation …..

What to Work On?;

How We Measure the System

CI Maturity Model

• Leaders unaware of Lean• Prevalent fire fighting• Success depends on

heroics.• Lack of structure &

standards

• Leaders understand Lean as “good” but don’t have personal responsibility

• Projects launched in reaction to “pain points, roadblocks.”

• Methods not more detailed than “PDCA.”

• Management by reviewing retrospective, IT generated reports in weekly or monthly meetings.

• Leaders understand some basic Lean principles but treat Lean as a separate activity.

• Dedicated Lean resources are part time project managers

• A method to plan projects exists, but not clearly tied to strategy or process improvement

• Organization beginning to define improvement methods, but skills and deployment depend on one person

• Results checked on a daily basis, but causes for those results are anecdotal.

• Leaders view Lean as the means to improve processes & deliver results

• Full-time, dedicated Lean resources support all aspects of the organization

• A well managed portfolio of improvement opportunities is tied directly to strategy and focuses on process improvement

• A standardized, rapid improvement method is consistently led by Lean Coaches

• Managers consistently deliver results by focusing on process performance & reacting to problems immediately.

• There is no longer a separation between “Lean” and “Leadership.” Every leader utilizes Lean Thinking to run and improve their business.

• Every leader has a master-level Lean coach. The primary role of Lean resources is coaching managers in the line of work.

• A well managed portfolio of projects covers every aspect of the business; kaizen activity is ongoing.

• A standardized, rapid improvement method is continuously practiced by managers who are coached by Lean Masters

• The status of virtually every process is immediately visible; the primary method for delivering results is the continuous monitoring and improvement of all processes.

Level 5

Level 4

Level 3

Level 2

Level 1

A Level 1 organization

Knowing where we stand

0

2

4

6

1 2 3 4 5

# of Locations by Maturity

Add Talent to the System

Where to Proliferate Continuous

Improvement ?

Global Progression FY’15

Business Unit #1

Business Unit #2

Business Unit #3

Business Unit #4

Business Unit #5

4

3

2

1

4

3

1

3

2

1

2

1

1 1

Current Engagement

No Engagement# 1-5 = Maturity

LevelFuture

Engagement

Sustain the Gains

Re-imagining Continuous

Improvement

in your organization

QUESTIONS?

John Biedry

Biedry LLC

jbiedry@me.com

630-715-8005