Lean 101: An Introduction

What is Lean?

A systematic way of designing or improving a process or value stream that: ◦ Eliminates waste ◦ Improves quality ◦ Reduces costs ◦ Delights customers ◦ Improves employee satisfaction ◦ Increases safety

The History Of Lean

Henry Ford started building the Model T in 1913 ◦ Assembly Line concept (called single piece flow) ◦ Materials were directly delivered to the assembly line ◦ Stamping plant was directly attached to assembly ◦ It took (3) days for raw material to make its way through the

plant into a finished vehicle (cycle time)

Henry Ford also built the Rouge River Complex ◦ Largest component manufacturing site in the world

The History Of Lean

In the 1940’s came Taiichi Ohno (Toyota Motor Company) ◦ studied Ford and GM Facilities ◦ observed the US Military Forces ◦ visited American Supermarkets ◦ built “Toyota City”, equivalent to Ford’s Rouge Complex

Iceberg

Continuous Improvement Culture

• Put the customer first • Build a relationship • Look for Improvements • Solve the problem • Communicate with positive

intent

Priorities

• Be open to change • Give the benefit of the doubt • Support others • Take action • Celebrate success and failure • Be creative • Explain why

Attitudes

Daily Huddle What is it? ◦ Daily two-way discussions between leaders and staff, facilitated

by measures and PDSA display boards

◦ Boards are used as simple visual tools to inform and to engage employees

◦ A stand up meeting

Layout of the Huddle Board •Plan - What to measure as a team •Do - Manually record data and reasons why •Study - Direction of improvement •Act - Action Plan and brainstorming new ideas

Spirit of Continuous improvement Opportunity for everyone to improvement ideas Discard old attitudes - anything is possible Be open to new ideas Consider how to make it work, not that they won’t

work

We can all learn from each other

Standardized Work

Flow No Waiting

•Takt Time

•Continuous Flow •Pull System

•Quick Changeover

Engage Everyone

in a

Patient – Focused Philosophy

Quality No Harm

•Andon

•Problem Solving •Root Cause

•Error Proofing

People & Teamwork

Waste Reduction

Continuous Improvement

Kaizen

Visual Management 5 S - Work Place Organization

• organizing

• cleaning

• developing

• sustaining

a productive and safe work environment

is a METHOD & MINDSET for :

WHAT IS ???

5. Sustain

4. Standardize

3. Shine

2. Set In Order

1. Sort

Standardized Work

Flow No Waiting

•Takt Time

•Continuous Flow •Pull System

•Quick Changeover

Engage Everyone

in a

Patient – Focused Philosophy

Quality No Harm

•Andon

•Problem Solving •Root Cause

•Error Proofing

People & Teamwork

Waste Reduction

Continuous Improvement

Kaizen

Visual Management 5 S - Work Place Organization

What is Waste? Any operation that adds cost or time but does

not add value Something the customer does not pay for Anything that is Non-Value Added

The Eight Wastes

Waiting Overproduction Rework Motion Processing Inventory Transportation Not utilizing the Skills of Employees

Waiting Delays and interruptions Whenever people, paperwork or equipment are

not moving or being processed Waiting for a response from an email, voicemail

or approval Link processes together so that one feeds

directly to the next

Overproduction Producing more than is needed, faster than it is

needed or before it is needed Just in Case versus Just in Time Making extra copies or providing more

information than needed Create only what will be used

Rework

Completing a task more than once because it is not done correctly the first time

Errors, mistakes or incomplete information on forms

Lost or incorrectly filed documents Huge $ loss Reduce defects through quality inspection or

error proofing devices

Motion Related to ergonomics Bending, stretching, walking, lifting, reaching Searching in multiple places for a misplaced file or

multiple mouse clicks through a file path Analyze and redesign jobs with the involvement of

employees

Processing Reviews and redundancies Unnecessary activities or duplicate efforts

which add no value Manual data entry Think smaller, simpler and combine steps where

possible

Inventory

Stacks and piles Result of overproduction and waiting Any item in excess of what is required Extra supplies, emails or forms Reduce inventory and fix problems as they

surface

Transportation

Moving paper or items between processes adds no value and increases cost

Material movement which includes mailings and electronic transfers

Taking a file to someone for review when a virtual meeting would suffice

Not Using the Skills of Employees

Underutilized human potential Not involving the Restricting employee’s authority and

responsibility to make routine decisions Challenge and expect employees to contribute

to continuous improvement

Spot the Waste…

Spot the Waste…

Spot the Waste…

Standardized Work

Flow No Waiting

•Takt Time

•Continuous Flow •Pull System

•Quick Changeover

Engage Everyone

in a

Patient – Focused Philosophy

Quality No Harm

•Andon

•Problem Solving •Root Cause

•Error Proofing

People & Teamwork

Waste Reduction

Continuous Improvement

Kaizen

Visual Management 5 S - Work Place Organization

Angela Schrum Brant Community Healthcare System Strategy Deployment 200 Terrace Hill Street Brantford, ON N3R 1G9 Ph: 519.751.5544 ext. 2393

Karla Stonham Brant Community Healthcare System Strategy Deployment 200 Terrace Hill Street Brantford, ON N3R 1G9 Ph: 519.751.5544 ext. 2393