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Creating Change Through People...
A Culture of Continuous Improvement
Location: East Lancashire Chamber of .............Commerce
Date: 10th June 2014
Speaker: Kevin Jones – Director - Spitfire
Spitfire – Who are We?
We provide an unrivalled level of expertise to deliver sustainable changeto deliver sustainable change
CIPS – Continuous Improvement
To provide a basic introduction into Continuous Improvement as a methodology.methodology.
The key objectives of this session are to:
� Create and understanding of the core principles of continuous
......improvement
� Create an appreciation of continuous improvement culture and
......how this contributes to performance improvement
� Understand the factors that lead to success & the challenges
......along the way
Continuous Improvement Continuous Improvement
by applying Lean Tools and Techniques
What is the definition of Lean?What is the definition of Lean?
LEAN
“The relentless pursuit and
elimination of waste”
WASTE
“Anything which
does not add value ”
To understand WASTE
we must first define
what adds value
Value Added - VA
WASTE Definitions...WASTE - Definitions
Any process that changes the Fit, Form or Function of the
product, in line with customer requirements.
Unavoidable with current technology or methods.
Any work carried out that does not increase value.
Essential Non-Value Added - ENVA
All other meaningless, non-essential activities that
do not add value you can try to eliminate immediately.
Waste - NVA
Our improvements must focus on Waste Elimination…
WASTE - Definitions
Traditional Focus
Work Longer-Harder-Faster
Add People or Equipment
Lean Focus
Reduce or Eliminate
Waste
Lead or Cycle Time
WasteNVAVA
How much time does
your organisation spend
adding value?
100%
Added Value?
40%
60%
80%
80%?
20%
100%
Added Value?
40%
60%
80%
50%?
20%
100%
Added Value?
40%
60%
80%
20%?
20%
100%
Added Value?
40%
60%
80%
20%?
20%
Added Value?
100%
40%
60%
80%
96% Waste
20%
4% 7%
Nissan/Toyota
nventory
ransportationT
I
Recognising the 7 Wastes
verproduction
aiting
otion
nventoryI
M
W
O
efects
verprocessing
verproductionO
O
D
The 8th Waste
Recognising the 7 Wastes
The 8th Waste
If you fail to use your greatest assetIf you fail to use your greatest asset
(People)
then this is also WASTE
Observation Challenge
We need to learn how to see differently in the workplace
so that problems and waste become obvious!become obvious!
Leadership Behaviourneeds to drive the
Lean Culture and ensureClear Direction & Positive Support for
Foundations of Lean & CI
On
Tim
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ve
ry
Rig
ht
Fir
st
Tim
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Continuous Improvement (PDCA – Kaizen)
Leadership Behaviour
Motivated People
The Correct Foundationsallow you to Build aLean
Organisation
Positive Support for Change
Performance Improvement (8D, PPS, Six Sigma, 5 Why)
Problem Solving
5SVisual
ManagementStandardisation
On
Tim
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ve
ry
Rig
ht
Fir
st
Tim
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People
Foundations of Lean & CI
The Continuous Improvement (Kaizen) Cycle?
Shitsuke
On
Tim
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elive
ry
Rig
ht
Fir
st
Tim
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Continuous Improvement (PDCA – Kaizen)
Leadership Behaviour
Foundations of Lean…. 5S
5S – Workplace Organisation
Seiton
Seiso
Seiketsu
Seiri
StandardiseConformity
ShineClean and Check
SustainCustom & Practice
Problem Solving
5SVisual
ManagementStandardisation
On
Tim
e D
elive
ry
Rig
ht
Fir
st
Tim
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Motivated People
Seiri
SortClearout and Classify
Clean and Check
SetConfigure
5S – Workplace Organisation
� What is needed & where it is needed
On
Tim
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elive
ry
Rig
ht
Fir
st
Tim
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Continuous Improvement (PDCA – Kaizen)
Leadership Behaviour
Foundations of Lean…. 5S
� What is needed & where it is needed
� Organised into a logical order
� Understand immediately – Normal or Abnormal? Problem Solving
5SVisual
ManagementStandardisation
On
Tim
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elive
ry
Rig
ht
Fir
st
Tim
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Behaviour
Motivated People
5S – Our Definitions
Foundations of Lean…. 5S
Step 1: Sort ~ What we NEED from what we DON’T need
Step 2: Set ~ A place for everything and everything in its place
Step 3: Shine ~ Clean and Inspect (ensure fit for purpose)
Step 4: Standardise ~ Set and follow the rules
Step 1: Sort ~ What we NEED from what we DON’T need
Step 2: Set ~ A place for everything and everything in its place
Step 3: Shine ~ Clean and Inspect (ensure fit for purpose)
Step 4: Standardise ~ Set and follow the rules (train the staff)
Step 1: Sort ~ What we NEED from what we DON’T need
Step 2: Set ~ A place for everything and everything in its place
Step 3: Shine ~ Clean and Inspect (ensure fit for purpose)
Step 1: Sort ~ What we NEED from what we DON’T needStep 1: Sort ~ What we NEED from what we DON’T need
Step 2: Set ~ A place for everything and everything in its place
Step 4: Standardise ~ Set and follow the rules
Step 5: Sustain ~ Audit the condition & Improve
Step 4: Standardise ~ Set and follow the rules (train the staff)
Visual Management
On
Tim
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elive
ry
Rig
ht
Fir
st
Tim
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Continuous Improvement (PDCA – Kaizen)
Leadership Behaviour
Foundations of Lean…. Vis Management
The petrol gauge displays how much
fuel is left in the tank….
Problem Solving
5SVisual
ManagementStandardisation
On
Tim
e D
elive
ry
Rig
ht
Fir
st
Tim
e
Behaviour
Motivated People
…a warning sign is displayed when
the fuel drops to a certain level and a
message tells me what to do….
Visual Management
� Performance or Condition at a glance:
On
Tim
e D
elive
ry
Rig
ht
Fir
st
Tim
e
Continuous Improvement (PDCA – Kaizen)
Leadership Behaviour
Foundations of Lean…. Vis Management
� Performance or Condition at a glance:
• Safety
• Quality• Cost• Delivery
• People
Problem Solving
5SVisual
ManagementStandardisation
On
Tim
e D
elive
ry
Rig
ht
Fir
st
Tim
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Behaviour
Motivated People
� Understand Immediately
– Normal or Abnormal conditions?
� 3 Minute Management
• Communicate the Process
On
Tim
e D
elive
ry
Rig
ht
Fir
st
Tim
e
Continuous Improvement (PDCA – Kaizen)
Leadership Behaviour
Standardisation
Foundations of Lean…. Standardisation
• Communicate the Process• What• Where
• When• Who• Why
• How
• Foundation for improvement
Problem Solving
5SVisual
ManagementStandardisation
On
Tim
e D
elive
ry
Rig
ht
Fir
st
Tim
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Behaviour
Motivated People
• Foundation for improvement
• Start point for problem solving
Paradigm
Lean Thinking…
Paradigm
Oxford dictionary definition –
“A typical example or pattern of something”
Putting it simple –Putting it simple –
the rules by which we operate!
Lean Thinking…
Paradigms are useful –
they set the boundaries within which we operate
What we normally do
seems easy within the current set of paradigmsseems easy within the current set of paradigms
Lean Thinking…
We need to change
the Paradigms
in which we operate
What ‘ways of thinking’ are stopping change?
Lean Thinking…
What ‘ways of thinking’ are stopping change?
“We tried it before and it didn’t work”
“It won’t work for us”
“People won’t like it”
“It has to be done this way”
“It has always been done this way”“It has always been done this way”
“It’s too risky to do”
“We don’t have enough money / time / resources”
Lean Thinking…
If you keep doing the things that you have always done...
You will always get what you always got
Typically, what is a common concern in most
complex organisations?
Communication
Speaking the same language will improve our problem
Lean Leadership… Communication
Speaking the same language will improve our problem
solving capabilities...
Move away from
Assumption
and deal with theand deal with the
FACTS
Lean Leadership…
What do People need from their Leaders?
Lean Leadership…Communication
38%Way
People take notice of leaders based upon:
� The words they speak38%
7%
55%
Words
Body Language
0%
20%
People understand Leaders based upon:
� The words they speak
� The way they say them
� The body language they use
80%
Think
Say
Do
� What they THINK
� What they SAY
� What they DO
Lean Leadership…Development Model
Do
Continuously
Understand
Able to Do
Actually Do
Line Management
Levels
of Lean
Maturity/
Practice Risk
Know
Time
Classroom WorkplacePre-
Course
Set
Expectation
Lean Leadership
Lean Leadership….
Behaviour and ConsequencesPositive (+ve)
ReinforcementIncrease Reinforcement
Negative (-ve) Reinforcement
Behaviour
‘Do
Something’
Get something you want
Avoid or escape something you don’t want
Get something you don’t want
Increase Behaviour
Penalty
Punishment
Lose something you already have
Decrease Behaviour
Lean Leadership….
Right person ..... Right jobC
halle
ng
es
High
FRUSTRATION
Challe
ng
es
Skills HighLow
LowBOREDOM
Lean Leadership….
The Cultural Iceberg
Observable icons and symbolssymbols
Declared Vision, Mission and Core Values
Unconscious Beliefs, Tacit Assumptions
Operant Conditioning
Lean Leadership….
Results
“Kaizen”Performance
“Kaizen”
curve
“Traditional” curve
Time
Performance
Required Standard
Lean Leadership….
Results
Lean Leadership….
Results
Lean Leadership….
Results
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