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Mark Graban

@MarkGraban

www.PracticingLean.com

www.LeanBlog.org

Slides & More: www.MarkGraban.com/LFMay16

Practicing Medicine

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Practicing Law

Practicing Lean?

© Nicole Yearly (“chicagozen“ on Flickr), used under Creative Commons License

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Implementing

Practicing

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Learning

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Learn

By

Doing

Learn

By

Doing *

*With a Qualified Coach

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“I’m Jim Pell.

I’ve been

learning Lean

for 25 years.”

Learning

Through

Mistakes

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We All

MAke

Mistaks

Your

Going to

Make

Mistakes

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One of

My

Mistakes

(2004)

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“My” Kanban System

When inventory reaches 2160,

take care to Level 4

Meterbody kanban board.

Qty to build: 660 units

Actual Build Qty:

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Or…

ean

s isguidedly

xecuted

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Or…

Just not good

at this yet?

Their Kanban System

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We All Start

Somewhere

ean

s istakenly

xplained

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“Toyota would tell you

to kick the patient out

of the room at 19:59

because you have to

keep on takt time.”

We All Start

Somewhere

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“Which

Lean Tool

Should I

Start With?”

Start from need.

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What problem are

we trying to solve?

“Which

Lean Tool

Should I

Start With?”

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“Always start

with 5S”

“Always start

with 5S?”

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We’ve

Always

Done it

That Way

We’ve

Always

Done it

That Way??

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Toyota

Production

System

Thinking

Production

System

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Learn, But Don’t Copy

ean

s isguidedly

xecuted

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Mistakes

in

Manufacturing

(1995)

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Right Tool, Wrong Culture

7 am

8 am

9 am

10 am

11 am

12 am

1 pm

2 pm

92

92

92

92

92

92

92

92

BLOCKS • Plan

• Actual

• Reasons why

Right Tool, Wrong Culture

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Right Tool, Wrong Culture

7 am

8 am

9 am

10 am

11 am

12 am

1 pm

2 pm

92

92

92

92

92

92

92

92

BLOCKS 60

60

60

60

45

60

14

30

My GM Mistakes

• Gemba observation

• Ergonomic assist

• Kanban tooling board

• Quality or cost?

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1996 Current State at GM

• Worst performing engine plant

• Worst performing part of GM Powertrain

• Worst performing part of GM N.A.

• Worst performing part of GM

• Worst performing automaker

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Mistakes

in

Service

Settings

(2005-)

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"We were offering suggestions

and getting pushback on safe

staffing, yet being told to reduce

the number of pens and pencils.”

ean

s istakenly

xplained

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“Go ahead and use Lean on

that quality problem…

you’ll speed up your quality problem

and make bad stuff faster.”

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“Lean will help you to reduce or

eliminate [wastes] 1 through 6.

Six Sigma will help you to

reduce number 7 [defects].”

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Jidoka Just-in-Time

Or…

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Questions for Reflection

• Is this helpful?

• Is this kind?

What’s the Situation?

• New to Lean?

• Don’t have the right mentor?

• Ignoring a good coach?

• Repeating the same garbage?

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Or…

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Lack

of

Sustainment?

“We were only holding

the gains on about

40 percent

of those

[Kaizen Events]”

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Why?

Lack

of

Adoption?

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“We’ve been

implementing Lean

for 5 years…

now we’re focusing

on continuous

improvement.”

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The

Power

of

Kaizen

The

Power

of Frontline

Staff

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Franciscan St. Francis Health

Franciscan St. Francis Health

• ~27,000 improvements since 2007

• 33-40% staff participation each year

• Millions in hard cost savings

• And better patient & staff safety, quality,

patient satisfaction, waiting times

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Learning

From

Lean

Hospitals

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“White Coat

Leadership”

• All knowing

• “In charge”

• Autocratic

• “Buck stops here”

• Impatient

• Blaming

• Controlling

“Lean Improvement

Leadership”

• Patient

• Knowledgeable

• Facilitator

• Teacher

• Student

• Helper

• Communicator

• Guide

1. Safety / Quality

2. Customer Satisfaction

3. People

4. Financial Stewardship

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Why

Lean?

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Why

Lean?

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My Hypotheses:

• Reflecting and sharing mistakes and

lessons learned will encourage others

to have a “growth mindset”

• We’ll get better at getting better, which

helps others get better… better

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Q&A / Contact Info

• www.MarkGraban.com

• www.LeanBlog.org

• mark@markgraban.com

• Slides& More: www.MarkGraban.com/LFMay2016

www.PracticingLean.com