establishing a continuous improvement culture jack strong – director emea for leankit
TRANSCRIPT
Establishing a Continuous Improvement Culture
Jack Strong – Director EMEA for Leankit
Two tools from Lean to help you:-
Plan/Do/Check/Act (PDCA)Continuous Improvement Cycle
Policy Deployment Catch Ball Deploying Improvement Strategy/Policy
Establishing a Continuous Improvement Culture
60’s-80’s 80’s 90’s 2000’s Today
Decimation UK
Manufacturing
Industry
Why Do it?
Motorcycle Industry
Car Industry
TV, Radio… ?? …Industry
Compelling Reason to do it..Change or Die
Main Players Then:- Main Players now:-IBM ?ICL Microsoft, Google, Apple…HoneywellDigitalDGPrime
When will you start?
….Proprietary Mainframes…. …..Mid Range UNIX ……PCs..Networks …Microsoft MS Dos….Windows …..Apple ..India, China
…..Cloud
…..Mobile Devices Blackberry….iPhone ……Android
What is Lean?
ToyotaProduction
System
TQM
TOC
Just-In-Time
EQM
Lean Healthcare
Agile
Scrum
XP
FDD
Lean Manufacturing
Lean Construction
60’s-80’s 80’s 90’s 2000’s Today
Lean Software Development
Six Sigma
SAFe
Visual Management - Kanban
Value/SpecificationQualityLead TimesDelivery On TimeCost Continuous Improvement
Lean Engineering
What is Lean?
Continuous Improvement
O Establish a long term visionO Meet challenges with courage and creativityO Improve value and business operation continuously, always driving for innovation and evolutionO Go to the source to find facts and make correct decisionsO Build consensus and achieve goals at best speed
Respect for Others
O Make every effort to understand each otherO Take responsibilityO Do your best to build mutual trust
O Teamwork Stimulate personal and professional growth Share the opportunities of development Maximise individual and team performance
The Two Pillars of Lean
Lean is Zealous About
Establish a Long Term Vision
1. Continuous Improvement and Teamwork
2. Quality at every step and every directionRight first time, on time, every time
3. Value and Removal of Waste everywhere
4. Smallest Lead Time = Delivery on TimeMaintaining Steady Flow and PacePredictability = Confidence
Some of the Tools of Lean
Continuous Improvement Problem Solving Cycle - PDCA
5 Whys?A3 Problem Solving Sheet
Visual ManagementKanban
5S (Sort, Store, Shine, Standardise, Sustain)
Policy Deployment Catch BallX Matrix Planningand A3 Planning
A3 Value Stream MappingRemoval of WasteEvolutionary Change (Kaizen)
What tools from Lean can we use to help us?
PlanAnalyse current situationPrioritise and Select Problem, OpportunityConfirm Root Causes, 5 WhysChoose Solutions – Long term, Short TermSet Objectives, Targets, MeasuresResource RequiredRisk AnalysisProduce Plan
Do PlanCarry out plan
CheckMeasure ImprovementCheck Improvement
ActStandardiseEnsure Problem will never happen againNext Problem
Not OK
OK
Continuous Improvement Cycle/Problem Solving Cycle
What is Plan, Do, Check, Act?
PlanAnalyse current situationPrioritise and Select Problem, OpportunityConfirm Root Causes, 5 WhysChoose Solutions – Long term, Short TermSet Objectives, Targets, MeasuresResource RequiredRisk AnalysisProduce Plan
Do PlanCarry out plan
CheckMeasure ImprovementCheck Improvement
ActStandardiseEnsure Problem will never happen againNext Problem
Not OK
OK
Step 11. Create Team relevant to Scope2. Communicate, Discuss, Agree Approach with Team (PDCA)3. Analyse current situation, Brainstorm Problems, Root Causes
Brainstorming Methods
1.Identify a Theme (Scope)2.Set a Time Limit3.Have a Scribe4.Have a “Leader”5.No evaluation during the session6.Filter/Evaluate afterwards7.Go round in order8.“Pass”9.Ask for just one more idea10.Record on Flip Charts/White Board
How do you apply PDCA?
PlanAnalyse current situationPrioritise and Select Problem, OpportunityConfirm Root Causes, 5 WhysChoose Solutions – Long term, Short TermSet Objectives, Targets, MeasuresResource RequiredRisk AnalysisProduce Plan
Do PlanCarry out plan
CheckMeasure ImprovementCheck Improvement
ActStandardiseEnsure Problem will never happen againNext Problem
Not OK
OK
How do you apply PDCA?
Endorses Behavioural Pattern
Continuous Improvement
O Establish a long term visionO Meet challenges with courage and creativityO Improve value and business operation continuously, always driving for innovation and evolutionO Go to the source to find facts and make correct decisionsO Build consensus and achieve goals at best speed
Step 11. Create Team relevant to Scope2. Communicate, Discuss, Agree Approach with Team (PDCA)3. Analyse current situation, Brainstorm Problems, Root Causes
PlanAnalyse current situationPrioritise and Select Problem, OpportunityConfirm Root Causes, 5 WhysChoose Solutions – Long term, Short TermSet Objectives, Targets, MeasuresResource RequiredRisk AnalysisProduce Plan
Do PlanCarry out plan
CheckMeasure ImprovementCheck Improvement
ActStandardiseEnsure Problem will never happen againNext Problem
Not OK
OK
Step 2Choose Problem(s) to solve Opportunity to take-Team Prioritise-Team Decide on Problem(s) to tackle
How do you apply PDCA?
Totally
Partially
Not
Problem within control of Team
Categorise N(ot) P(artially) T(otally) in Team control
Choose Totally first to get Team Forming, Storming, Norming, Performing
Simple Prioritisation Method
PlanAnalyse current situationPrioritise and Select Problem, OpportunityConfirm Root Causes, 5 WhysChoose Solutions – Long term, Short TermSet Objectives, Targets, MeasuresResource RequiredRisk AnalysisProduce Plan
Do PlanCarry out plan
CheckMeasure ImprovementCheck Improvement
ActStandardiseEnsure Problem will never happen againNext Problem
Not OK
OK
Step 2Choose Problem(s) to solve Opportunity to take-Team Prioritise-Team Decide on Problem(s) to tackle
How do you apply PDCA?
Endorses Behavioural Pattern
Respect for Others
O Make every effort to understand each otherO Take responsibilityO Do your best to build mutual trust
O Teamwork Stimulate personal and professional growth Share the opportunities of development Maximise individual and team performance
Anon
“It is easier to act people into thinking differently than to think people into acting differently”
Establishing a Continuous Improvement Culture
PlanAnalyse current situationPrioritise and Select Problem, OpportunityConfirm Root Causes, 5 WhysChoose Solutions – Long term, Short TermSet Objectives, Targets, MeasuresResource RequiredRisk AnalysisProduce Plan
Do PlanCarry out plan
CheckMeasure ImprovementCheck Improvement
ActStandardiseEnsure Problem will never happen againNext Problem
Not OK
OK
Step 3Confirm Root Causes – Real Data where possibleBrainstorm/Choose Solutions to solve the problemChoose Measures
- What is current situation = Measure- Set Objectives and Targets
- Consistent with Solution……..Produce Plan
How do you apply PDCA?
Measure what you need to measure
Not what is easy to measure
CustomerOrder
Maximum Value Delivered on Timewith Best Quality
Minimum DeliveryTime
Key Performance Indicators Re-Work
Delivered Quality
End to End Lead Time Output ValueWork Mix In Rate:– Volume, Size, Value Delivered on Time
Too much WIP
Customer Satisfaction
What are we trying to achieve as a business?
Blockers
Urgent Jobs
Constant Stop/Start
Long Lead Times
Team Overloaded
Re-Work
“Dog Food Defect”Class of Service
Choose Problem = Re-Work Measure Dog Food Defects Identify Root Causes Fix R.C.
PDCA is Simple and Rigorous
Check
Two tools from Lean to help you:-
Plan/Do/Check/Act (PDCA)Continuous Improvement Cycle
Policy Deployment Catch Ball Deploying Improvement Strategy/Policy
Establishing a Continuous Improvement Culture
Establishing a Continuous Improvement Culture
Typical Problems
Deploying Improvement Strategy/Policy - Executives launching too many “strategic initiatives” - Cascading strategic improvement policy
Delivering Continuous Improvement - Large queues of continuous improvement initiatives - Year long initiatives with little progress – lots of starting not much finishing - Initiatives with poor visibility
“Where there is no vision the people perish….”
Vision and Goals
Vision and Goals
DirectorateDirectorate
DepartmentDepartment
TeamTeam
What How
Policy Deployment Catch Ball
Respect for Others
O Make every effort to understand each otherO Take responsibilityO Do your best to build mutual trust
O Teamwork Stimulate personal and professional growth Share the opportunities of development Maximise individual and team performance
Vision:- Number 1 player in the market
PDCA
PDCA
Long Term Achievable Plan= Direction
Link to Improvement Delivery Board
The Value of Visual Management and Kanban
The Value of Visual Management and Kanban
60’s-80’s 80’s 90’s 2000’s Today
Decimation UK
Manufacturing
Industry
Why do it?
Compelling Reason to do it..Change or Die
Main Players Then:- Main Players now:-IBM ?ICL Microsoft, Google, Apple…HoneywellDigitalDGPrime
When will you start?
….Proprietary Mainframes…. …..Mid Range UNIX ……PCs..Networks …Microsoft MS Dos….Windows …..Apple ..India, China
…..Cloud
…..Mobile Devices Blackberry….iPhone ……Android
What is your compelling reason to do it?
60’s-80’s 80’s 90’s 2000’s Today
Will you do it?Will you do it?
When will you start?When will you start?
What do your customers think?Where do you add value?
Can it be sourced better elsewhere?What is morale like?
Who is your competition?What is changing around you?What do you need to change?
What do your customers think?Where do you add value?
Can it be sourced better elsewhere?What is morale like?
Who is your competition?What is changing around you?What do you need to change?
Two tools from Lean to help you:-
Plan/Do/Check/Act (PDCA)Continuous Improvement Cycle
Policy Deployment Catch Ball Deploying Improvement Strategy/Policy
Establishing a Continuous Improvement Culture
When will you start?When will you start?
Will you do it?Will you do it?
What Problem or OpportunityWill you start with?
What Problem or OpportunityWill you start with?