continuous improvement is about removing stuff that get in the way of your things working well
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Lean Thinking. Continuous improvement is about removing stuff that get in the way of your things working well. What is Lean?. Visit in a small group for a few min. Share what you know. Share experience/expertise. What is LEAN. Maximize customer value - PowerPoint PPT PresentationTRANSCRIPT
Continuous improvement is about removing stuff that get in the way
of your things working well.
Lean Thinking
What is Lean?
Visit in a small group for a few min.
Share what you know.
Share experience/expertise
What is LEAN
Maximize customer value
Minimizing waste.
More value – fewer resources.
Understands customer value
Focuses key processes to continuously increase value.
LEAN Approach
Optimize flow Across Value Stream vs. Departments respond to changing customer desires simpler information management becomes
much simpler and more accurate.
Eliminating waste Along entire value streams vs. Each Step
• less human effort - less space - less capital - less time - much fewer defects – more accurate
Lean
Goal is to provide perfect value by improve process flow, eliminate waste, deliver value to customers faster.
Misconceptions
NOT just for manufacturing.
Lean applies in every business and every process.
It is not a tactic or a cost reduction program
Lean is a way of thinking and acting for an entire organization.
Best Resource
The characteristics of a lean organization are best described in:
Lean Thinkingby Womack and Dan Jones
Lean Method
Lean Method
Identify
ValueMap the
Value StreamCreate
Flow
Establish
PullSeek
Perfection
Express value in terms of a specific product or service, which meets the customer's needs
Identify the value stream –
Identify and categorize waste in the current state, and eliminate it in the future state
Create value by continuously adding value and remove obstacles that don’t add value or clog the value stream
Let the customer pull products and services as needed
Give them access to draw on services as needed
There is no end to the process of reducing effort, time, space, cost, mistakes, rework, and back stepping
Return to the process & service over and over again
Lean Method
Identify
ValueMap the
Value StreamCreate
Flow
Establish
PullSeek
Perfection
Express value in terms of a specific product or service, which meets the customer's needs
Specify Value
Define value from the perspective of the final customer
Express value in terms of a specific product/service, which meets the customer's needs
Customer and Supplier
Customer = any person who receives the product/service anyone who directly touches or uses the output of a
process/service
Supplier = someone who provides the inputs or supplies for a
process
Customer Supplier Relationship
Caller ordersa pizza
Register persontakes order
Pizza makersmake pizza
Supplier?Customer?
Customer Need?
Supplier?Customer?
Customer Need?
Delivery persondelivers pizza
Supplier?Customer?
Customer Need?
Customer Needs Analysis
What do you do? (key services you provide)
Who do you do it for? (Customers)
What do they need? (quality requirements)
• How do you know?
How are you doing? (± feedback)
• How do you know?
Customer Supplier Exercise
Form groups of 4-5 people
Consider: You are coaching a change leader – They are trying to start a change project but aren’t clear on a lot of things (i.e. aim, current facts, project value) and lack support of leaders -they are not sure why or what to do – they come to your for coaching –
Answer the following Questions Who are the customers? What are the customer expectations? What are the customer needs? What are the suppliers capable of doing? What can the suppliers realistically provide?
Lean Method
Identify
ValueMap the
Value StreamCreate
Flow
Establish
PullSeek
Perfection
Identify the value stream –
Identify and categorize waste in the current state, and eliminate it in the future state
Value StreamAll specific actions required to bring a
value to the customer
Create a map of the Current State and the Future State
Identify and categorize waste in the Current State, and eliminate it!
All Work is Part of a Process
“If you can't describe what you are doing as a process, you don't know what you're doing.” - W. Edwards Deming
Top Three Reasons Processes Struggle E. Deming
1. No, unclear or differing purpose/intention
2. No, unclear, differing and inconsistent methods
3. No or unclear determination of performance
What is a Process?
An orderly series of steps, activities or
operations where inputs are modified to
achieve value
An orderly series of steps, activities or
operations where inputs are modified to
achieve value
INPUTS PROCESS OUTPUTS
Process Thinking vs. Activity Thinking
NOT – Ad-hoc, ill defined or personality dependent
Process Flow
What things flow along?1. People
2. Information
3. Material
4. Combination of 1, 2 & 3
What Could Go Wrong?Problems/Obstacles in
hand-offs between steps
Problems/Obstacles inexecution within
steps
Lean Process
Current Process
IdealProcess
Our vision of this process delivering VALUE
With every things going as planned
Simple for customer with no wasted resources
Lean Process
What is the Ideal Coaching Process? When everything goes as planned
The Coaching processes as you originally envisioned it
Service delivers VALUE with limited use of time and resources
Current Process
IdealProcess
Consider: The Change Leader who came to you for coaching – what were the steps required to access your coaching services – get needed information – and provide them with your coaching services - VALUE!
Steps Taken Approx time to complete (min., days, etc)
Process Steps Value Analysis
Value Added (VA)
Any activity that increases the form or function of the product or service. (These are things the customer would be willing to pay for.)
Non-Value Added (NVA)
Any activity that does not add form or function or is not necessary. (These activities should be eliminated, simplified, reduced, or integrated.)
Non-Value Added Required (NVAR)
Any activity that does not add form or function but is mandated by law or regulation to happen. (Can be simplified, reduced and integrated so long as mandates are met.)
Circle: VA steps – Estimate time difference { All steps – (NVA +
NVAR) } – What if you could reduce NVA + NVAR by ½?
Steps Taken Approx time to complete (min., days, etc)
Lean Method
Identify
ValueMap the
Value StreamCreate
Flow
Establish
PullSeek
Perfection
Create value by continuously adding value and remove obstacles that don’t add value or clog the value stream
Smooth Flow
Make the remaining steps in the value stream flow.
Eliminate functional barriers to delivering products or service.
Eliminate waste.
Lean Process
What is the Problem – Obstacles – Waist – etc. that could be eliminated
or how could the steps be rearranged to flow?
How can we achieve the Ideal Process?
Current Process
IdealProcess
Our vision of this process if every things goes as planned
Lean and Waste
Lean focuses on removing waste because waste increases effort, time, space, cost, and mistakes.
Reduces Value to customer
Waste is the enemy of Lean – because waste dishonors the provider of products and services
7 types of Service Waste
Delay – Customers waiting for service, for delivery, in queues, for response, not arriving as promised.
Duplication – Having to re-enter data, repeat details on forms, copy information across, answer queries from several sources within the same organization.
Unnecessary Movement – Queuing several times, lack of one-stop, poor ergonomics in the service encounter.
Unclear communication – Seeking clarification, confusion over service use, time finding a location – result in misuse or duplication.
Incorrect inventory – Being out-of-stock, unable to get exactly what was required, substitute products or services.
An opportunity lost to retain or win customers – a failure to establish rapport, ignoring customers, unfriendliness, and rudeness.
Errors in the service transaction – Defects in providing the service. Not knowing what the customer actually needs.
Where is the waste in the coaching process?
For 2-3 of the different kinds of waste – Identify a specific waste in the coaching process that should be eliminated.
Share examples in the services you are supporting.
Lean Method
Identify
ValueMap the
Value StreamCreate
Flow
Establish
PullSeek
Perfection
Let the customer pull products and services as needed
Give them access to draw on services as needed
Pull Inputs
Let the customer pull products and service as needed Initiate work only to actual demand, and only to the specific
specifications of the customer
Services delivered as needed Just-In-Time services
Eliminate barriers/controls to accessing services Customers always have access
Achieving PULL
How could we better achieve PULL in the coaching process?
Lean Method
Identify
ValueMap the
Value StreamCreate
Flow
Establish
PullSeek
Perfection
There is no end to the process of reducing effort, time, space, cost, mistakes, rework, and back stepping
Return to the process & service over and over again
Perfection
There is no end to the process of reducing waste, effort, time, space, cost, and mistakes – improving flow
Return to the first step and begin perfecting the process of delivering value.
Perfection is the destination – achieved by continuously defining a new start point.
Lean Tools
Value Stream Mapping 5S Standard Work Leveled Scheduling FMEA Stakeholder analysis
5S
Put things in order [Sort] Proper arrangement [Straighten] Clean [Shine] Purity [Standardize] Commitment [Sustain]
LEAN Goals
Reduce Costs
Reduce Time
Eliminate Waste
Improve Quality
Understand its customers' wants and needs and design processes to meet their expectations and requirements
Eliminate any activity that consumes time, resources, or space but does not add any value to the product or service
Reducing the time it takes to finish an activity from start to finish is one of the most effective ways to eliminate waste and lower costs
To minimize cost, a company must produce only to customer demand
7 types of Waste
Value Stream
QuickChangeov
er
5SError Proof
One-Pieceflow S.O.P
WorkCells
4 LEAN Standardized Service Principles
1. All service provided shall specify content, sequence, timing, and outcome
2. Every customer-supplier connection must be direct, and unambiguous (how to send requests and receive responses)
3. The pathway for every service must be simple and direct.
4. Improvements in service use a change model with the guidance of a teacher/coach
Using Lean
What have you learned?
Will this support your service?
How?