fujitsu presentation 21st march 2013.pdf

7/28/2019 Fujitsu Presentation 21st March 2013.pdf

1/16

Youll Lean and Ill Innovate

Phil Cowen


2/16

To show you Fujitsus approach to lean demonstrated through a

practical session

Understanding Customer ValueCreate flow and remove waste

Its all about the thinking

Objective


3/16

Introduction to Lean

Within Fujitsu, Lean is also referred to as Sense & Respond, originating in servicedesks, over time the principles have been adapted and developed so that Lean can

be applied throughout the organisation.

In the service space, Fujitsu is head and shoulders above the rest. Availabilityremains high and they take action to keep it high, which can be innovative.

Andy McLean General Manager of Operations, Post Office

Sense & Respond is the method of delivery, Lean is the term for what we do;Continual service improvement.


4/16

What is Lean in Fujitsu?

Involve everyone

Learn by doing

Manage visually

Measure what mattersRemove waste

Standardise

Understand customer value

Lean is a way of working that creates value, eliminates waste and builds a culture of continuous

improvement. It does this through engaging people and through a deep understanding of what

matters to customers, supported by a set of tools. It is a journey, not a destination, during which

people discover what matters to their customer and continually find better ways to deliver it.

Fujitsus approach to lean is called Sense and Respond.

Fujitsus approach to

Lean is called Senseand Respond.

3


5/16


6/16

Game Format

6


7/16

Activity

Traditional Thinking

ROUND 1

8


8/16

Comm Cell - How Well Did You Do?

Introduction to Comm. Cell

People

Performance

Continuous Improvement

What went well?

What were the most significant

issues?

9


9/16

The Lean Approach

10


10/16

Lean approach helps to deliver all three outputs

Reducing waste makesthings happen faster and at

a lower cost

Eliminating reworkeliminates cost and

improves quality

Continuous Improvementempowers people to

continually monitors andimprove quality, time and cost

Reducing defects increasesquality and reduces costs

Reducing waste eliminatesdefects and increases

quality

11


11/16

Analysing Imbalance

16

30

38

14 15

22

8

30 302230

A B C D EF

The process isclearly imbalanced

What should bedone?

How much work

should eachperson have?

12


12/16

The Eight WastesTransport of materials, product,paperwork, etc., more than is necessary

Inventoryhaving morethanabsolute minimum

Motionof people more thannecessary to complete task

Waitingfor information, materials,people, equipment, etc., causinginefficient use of time

Over - processing...often associatedwith overkill, includes any form ofinspection

Over - productionahead ofdemand or over capacity

Defects / Reworkanything whichleads to rework

Wasted knowledgedisconnectionthat inhibits flow of knowledge, ideasand creativity

13


13/16

14

Identify areas of waste in the

processThink about how you can improvethe flow and simplify the process

Select & implement improvementsand confirm them with your

customer

Improve 5 Minutes

Activity


14/16

Activity

ELIMINATE ALL FORMS OF WASTE

STREAMLINE TO CREATE FLOW

ROUND 2

15


15/16

Lean principles

The 7 Principles

Understand Customer Value

Involve Everyone

Learn by DoingManage VisuallyMeasure what matters

Remove WasteStandardise

If you can evidence all of these you know you have lean in your area

If you need a new process and dont install it, you pay for it without getting it.

Ken Stork

The most dangerous kind of waste is the waste we do not recognise.

Shigeo Shingo


16/16

Lean business benefits

ImprovingEnd to End

service

Meeting andexceedingcustomer

expectations

Improvingorganisational

alignment

ReducingCosts

Improvingstaff

engagement

Creating ademonstrableapproach toContinuous

Improvement

Improvingefficiency andeffectiveness

fujitsu presentation 21st march 2013.pdf

Documents