lean and your top & bottom lines
TRANSCRIPT
Consultant – We help clients deploy Lean management & achieve business performance excellence.
Author & Speaker:
Karen Martin, President
The Karen Martin Group, Inc.
@karenmartinopex
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www.ksmartin.com/subscribe
Shingo Award winner!
Shingo Award winner!
You will learn…
• How to calculate the financial impact of your improvement efforts.
• Ways for improving margins (profit) through expense reduction (but not layoffs!).
• Improvements that help grow your top line (revenue/sales).
• How to engage executives in the process
Why Does Measuring Matter?
© 2015 The Karen Martin Group, Inc. 5
Engage Executives
Create Job Security
Engage Employees
© 2015 The Karen Martin Group, Inc. 6
Improved processes can’t just feel better. They need to be measurably better. p. 117, The Kaizen Event Planner Karen Martin & Mike Osterling
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When Does Money Matter?
ALWAYS
Proper Financial Priorities
© 2015 The Karen Martin Group, Inc. 9
1. Grow Margins (Profit)
2. Grow Top Line (Gross Sales)
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2011 2012 2013 2014
Gross SalesExpensesProfit
Ways to Reduce Expenses Hard Dollars; Bottom-Line Results • Less expensive processing • Reduced paid overtime • Less expensive shipping • Eliminate unused software licenses • Insourcing to existing teams • Less electricity/water use • Reduced rent due to smaller
footprint needed • Supplier renegotiation • Attrition without backfilling
Soft Dollars; Cost Avoidance; Freed Capacity • Lower turnover • Fewer sick days • Fewer workers comp claims • Litigation mitigation • Fine avoidance • Reduced proportional hiring • Reduce reliance on third parties
for greater bandwidth • Freed capacity
© 2015 The Karen Martin Group Inc. 11
Key Metrics: Lead Time and Process Time
Lead Time (LT)
Work Received
Work passed to next process or
department
Process Time (PT)
Lead Time – aka Elapsed Time; Throughput Time; Turnaround Time Process Time – aka Touch Time; Work Time; Cycle Time
Work is Idle Work is Idle
Value-Adding Process Time
Necessary Non-Value-Adding
Process Time
Delivery
Unnecessary Non-Value-Adding
Process Time
Work is idle
Request
Lead Time
Three Types of Process time
(Current State PT in hrs – Future State PT in hrs) x occurrences/year
Available work hours per year *
Calculating Freed Capacity
Time
FTEs (annualized)
Labor Dollars (annualized & unburdened)
(Current State PT – Future State PT) x occurrences per time period
(Current State PT in hrs – Future State PT in hrs) x occurrences/year x hourly pay
* Next slide
Available Hours Per Year
© 2015 The Karen Martin Group, Inc. 14
# hours paid per year # hours paid holidays # hours paid time off # hours standing meetings # hours required training
Minus Minus Minus Minus
(Typically 2,080 hrs)
(Typically 48-88 hrs)
(Varies widely)
Typically ranges from 1,750-1,975 hours per year
SNAP
Main Tech
DEPT HEAD
C.O.
SK
DAAS
BO1
ITEM MGR
ISEA
SUPV
CRANE SUPPLY
PEO IWS2
CRANE DEPOT
STOCK POINT
Main Tech
C.O.
ISEA
SUPV PEO IWS2
STOCK POINT
SNAP DEPT HEAD
SK
DAAS
BO1
CRANE SUPPLY
DOCKSIDE
Current State Future State
Process Touch Points
Handoffs = 47 Lead Time = 486 hrs (60.7 days) Process Time = 108 hrs (13.5 days)
Handoffs = 10 (78% improvement) Lead Time = 90 hrs (11.3 days) Process Time = 58 hrs (7.3 days)
P/U
AFrame
Power Pole
o st g Up Spag ett ag ae o e a e t p o e e ts
st ated d sta ce a ed du g g Up 3095 tag a o o s t e oo a d a d does ot c ude o g t e a e
g Up e 90 utes
Water
Before: Floor hand walk distance =
3,095 feet per rig-up
• Reduction of 2600 feet walked per floor hand per rig-up.
• Reduction of >5,900 miles of walking per year (1000 rig-ups per month).
After: Walk distance = 300 - 500 feet
50 hours x 250 occurrences per year
1,750 hours per employee per year
Calculating Freed Capacity
= 7 FTEs
• Absorb additional growth without commensurate labor expense gain • Reduce paid overtime • Reduce unpaid overtime; better work-life balance • Get to know one’s customers better • Add greater customer value in new ways • Make improvements
Ways to Reduce Expenses Hard Dollars; Bottom-Line Results • Less expensive processing • Reduced paid overtime • Less expensive shipping • Eliminate unused software licenses • Insourcing to existing teams • Less electricity/water use • Reduced rent due to smaller
footprint needed • Supplier renegotiation • Attrition without backfilling
Soft Dollars; Cost Avoidance; Freed Capacity • Lower turnover • Fewer sick days • Fewer workers comp claims • Litigation mitigation • Fine avoidance • Reduced proportional hiring • Reduce reliance on third parties
for greater bandwidth • Freed capacity
© 2015 The Karen Martin Group, Inc. 19
Why isn’t inventory reduction on your list?
Top Line Improvements • Create new products (goods and services). • Command max price for existing products. • Create new product features for existing products. • Go into new markets. • Attract new customers in existing markets. • Retain existing customers (reduce churn). • Increase sales volume/frequency per customer. • Charge for all chargeable services. • Reduce write-offs; improve collections.
© 2015 The Karen Martin Group, Inc. 21
Annualized freed capacity = 1,150 hrs = 28.8 wks = 0.6 FTEs = $36,937 labor dollars (unburdened)
© 2015 The Karen Martin Group, Inc. 22
Should you calculate financial results for daily kaizen?
The Bottom Line
It’s tough for anyone to take improvement seriously if you
don’t measure and communicate real, tangible results.
© 2015 The Karen Martin Group, Inc. 24
Karen Martin, President 858.677.6799
@karenmartinopex
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