NPESNovember 16 -17, 2008

M. Taubitz

© Lean Journey LLC 2008

Understanding Lean & Safe

TOPMGT.

Safety

Employee

NO!!!

Safety model based on decadesof “we need more support and commitment………..”

Safety is a leadership issue

TOPMGT.

Safety

Employee

YES!!!In

tegra

ted

Info

rmat

ion

Action

Inputs

The proper mantra is“Hey boss, you lead andI’ll support you…..”

Lean & Safe are both leadership issues….

MIT defines “lean” as “production design that is aimed at the elimination of

waste in every area, including customer relations, product design, supplier networks and factory management. Its goal is to incorporate less human effort, less inventory, less time to develop products, and less space to become highly responsive to customer demand, while producing top quality products in the most efficient and economical manner possible.”

A simpler definition with broader application is:1)Identify waste2)Eliminate waste

Companies UsingCompanies Using

• Toyota• General Motors• Boeing• UTC / Sikorsky• Printing• Financial Services• Engineering• Testing Labs

Lean is a term coined to describe the Toyota Production System

Fujio Cho, Toyota Chairman, in a Business 2.0 interview, Jan/Feb 2005

“…..Some people think that if they just implement our techniques, they can be as successful as we are. But those that try often fail. That's because no mere process can turn a poor performer into a star. Rather, you have to address employees' fundamental way of thinking. At Toyota, we start with 2 questions:

1. "Where are we wasting resources like time people or material?"

2. "How can we be less wasteful?"

• Difficult to recognize

• Need to make waste obvious

• Waste identification is the first step towards attaining improvement in efficiency

• Must re-examine the way we think about waste

But first, we need to better understand Lean & Safe……..

The Relationship of Culture and Lean & Safe Operations

Leadership

5S

Application

Self sustainingCulture

ContinuousImprovement

Other Lean Tools

Value StreamMapping

Verify & Validate

Implement

Design

Risk Assessment

Lean & Safe CultureChanges organizational

culture using 5S, value stream mapping and other lean tools to establish a self sustaining

lean culture

Lean & Safe Designapplication specific

safeguardingfor lean & safe productive

operations; utilizes risk assessment and waste

elimination based on 5S and lean principles

Company “x”

Traditional Safety vs. Lean & Safe• Traditional Safe strives for

– acceptable risk

• Lean & Safe strives for– acceptable risk with minimized waste

• The integration of lean and safe is an emerging issue full of opportunity– Threat is confusion about “Lean” and how it

integrates with Safety

Emerging issue

Confusion• “Lean” seems to be an “in” thing

– Many companies are tacking “Lean” onto whatever they’re currently doing and selling it as “lean”• Lean 6 Sigma, Lean Behavior Based Safety, Lean Ergonomics,

Lean Accounting, Lean Office, Lean Engineering….. may all have value,

• “Lean” is thought of for the factory floor, engineering and supply chain, but

• Lean is the identification and elimination of waste in every facet of your daily business………..

Let’s first look at the factory………….

1. Sort

2. Straighten

3. Shine

4. Standardize

5. Sustain

5S on the factory floor....

5S / Lean uses simple changes toeliminate

waste

What you needWhen you need itWhere you need it……

Lean & Safety are both Leadership Issues

• Broad application beyond the factory floor

• Must apply to offices, sales, administration, etc…. To develop desired culture

• If we expect leaders to lead the integration of lean and safe, it’s incumbent upon safety pros / staff to understand both………– Can you name the 7 forms of waste and the 5

repeatable steps to eliminate waste?

• Learn how to identify and eliminate waste

• Organize your business• Learn fundamentals for future

efforts

The 1st Step

• WASTE NOT DEFINED• REACT TO LARGE EXAMPLES• REACTIVE IMPROVEMENT

• WASTE IS "TANGIBLE"• IDENTIFY MANY SMALL OPPORTUNITIES - LEADS TO LARGE OVERALL CHANGE• CONTINUOUS IMPROVEMENT

Over-Production

Processing

MaterialMovement

Waiting

Inventory

Correction

MotionWASTEWASTE

TYPES OF

WASTE

?

1. SORT2. STRAIGHTEN3. SHINE4. STANDARDIZE5. SUSTAIN

Customer Service Center Before 5S:

Service Center After 5S:5S Kaizen

Workshop resulted in identifying

9, 300 excess filefolders

Copy Center

Moving the printer next to the half-wall eliminated the necessity for employees to walk inside the area

Which has more wastewith associated tasks

or

#1

#2

#2#1

#2

The winner is……..

We start with 5S for common areas to learn about waste….

Tackling the hidden waste in business systems is much more difficult………..

Hidden waste is always the worst

Computer issues……..• OS runs slowly• Files won’t open• Crashes• Virus• Can’t find files• Email jail• Redundant files• Shared drive chaos• Etc…..

Resultant waste……1. Corrections (defects)2. Over-production3. Motion (extra key

strokes)4. Material movement

(electrons)

5. Waiting6. Inventory7. Process (call IT,

compress files, reboot, pray….)

=

Value stream / process mapping is used to make hidden waste visible

Typical Value Stream Mapping Workshop

Current State VSM with material flow; lead times, capacity profile and simulation

• cross functional team• no computers• effective not pretty• displays the true current state• promotes team work and brainstorming…..

How would an executive or staff tackle the waste in this process if they can’t see all of the steps???

Value Stream Mapping Makes Hidden Waste Visible

Team of knowledge workers estimated that they would have 20-50 steps in this process…. Two hours of work identified 101 steps

Knowledge FoldersA series of folders stored in one central location, each of which has detailed and

complete information on how to do something

• Usually filed alphabetically• simple manila folders work just fine• storage can be a strong box or a plastic milk crateUsed to

standardize work within

a value stream or process

Initial 5STraining

Office orWorkspace

Process

Lean Tool kit

5S is the enabling process to identify& eliminate waste in value stream mapping

A lean culture is more productive and less stressful

Do your offices have?– 5S – Process or value stream mapping of

Salaried business processes– Lean Council– Safety for salaried workers– Metrics for waste / visual wall to display

Projects and metrics – Standardized one-page reports– Visual controls– Standardized work– Knowledge folders– Teamwork and balanced workloads– Quality and problem solving training– Continuous improvement efforts– Management system

Lean Tool kit

Like safety, lean demands active leaders who wish to demonstrate “I care”

Staffing Productivity

Waste Productivity=

=

Lean is not just for the factory floor…………

Reduce Waste & Stress - - not people

Respect for

people

Stress in Today’s World• Waiting for:

– Someone to return a call– Approvals– Paperwork– Meeting to start

• Correcting other’s mistakes• Last minute changes – working OT• Searching frantically for paperwork• Excess steps• Bureaucratic processes• Incorrect or incomplete instructions• Email “Jail”• Unbalanced workload• Roles and responsibilities not clear• Technology problems….

Learning to apply lean in offices helps the entire organization…

Comparison of Traditional Learning with hands-on Lean

Traditional

• Difficult to translate into action in the workplace– Read

– Seminars

– Webinar, etc….

• Describes “what” without “how”

• Kaizen / Other Lean Workshops– Hands-on learning

– Teamwork

– Workplace is improved

– Foundation for continuous improvement

– Act your way to a new way of thinking…• Lean Living

– Truly a learning journeyExperiential

Learning

Your Current State?

• Workplace neat, clean & organized• Good cadence of work – little stress• Inventory of business processes

– Processes mapped and waste eliminated• Standardized non – standard work• Safety integrated into daily operations• Visual controls and common processes• Good teamwork and workload balance

– Employees understand how lean and safety work together

Standardizing non-standard work

• On a factory floor, this concept is well understood– Quality and operational standards– Safety, etc….

• In an office setting, most everything is non-standard– An organization cannot become truly lean until the

leaders and front office personnel also become lean

– How then does one proceed?

Standards……

• Represent the best, easiest and safest way to do a job

• Preserve know-how and organizational knowledge

• Provide a means to measure performance• Provide a basis for maintenance and improvement• Facilitate objectives and training goals• Create a basis for audit or analysis• Prevent recurring errors • Minimize variability

Standardizing Office Work Overview

• 5S – standards for each area• Lean Council – standard agenda• Safety – standardized visitor protocol / emergency procedures• Visual Controls

– Tape– Order / reorder cards– Signs– Templates– Visual Wall

• Written standards, procedures, etc….• E.g. meetings

• One page reports – standard format• Knowledge folders – template for instructions• Management system – standardizes the way you do business

Something is missing

How to do it wrong……• WSJ Oct 27, 2008: “Neatness Counts at Kyocera and at Others in the 5S

Club ; Sort, Straighten, Shine, Standardize, Sustain…..”

• Overview of Kyocera approach– Corporate mandate with audits

• “….. companies like Kyocera are patrolling to make sure that workers don't, for example, put knickknacks on file cabinets. To impress visitors, the company wants everything to be clean and neat…..”

– “Perfect 5S” misses the point• Reviewer comments…..

– “It's all about removing waste, not looking neat.”– “I'm afraid that this article is a guide to how NOT to implement 5S. Kyocera,

like unfortunately many other companies, doesn't seem to realize is that 5S involves change management, not just the perfect execution of a lean tool….”

Lean and safe is a long journeyCulture change and respect for people comes from the top

Lean & Safe Network• Open to all – free

• Webinars– Hosted by Pilz USA

• Teleconferences

• Email network

Send email to leanjourney@charter.net

Lean & Safe Summary

• Lean and safe are leadership issues

• Safety has an opportunity to become truly integrated with the business– Lean works in any organization, eliminating

waste and improving productivity and teamwork

• Organizations must understand waste as well as hazards and risk mitigation, aiming for acceptable risk with minimized waste

It may be simple, but…….