module 2 current state analysis
DESCRIPTION
Module 2 Current State Analysis. Welcome!. Agenda for all 5. Review of Module 1. You can now:- Understand the principles of lean Appreciate the need to remove wastes and failure demand Analyse who your customers are, what they need from you and how they feel about your service. - PowerPoint PPT PresentationTRANSCRIPT
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Module 2Current State Analysis
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Agenda for all 5
Module Description Homework
1 Introduction to Lean Thinking
Project documentation and customer information
2 Current State Analysis Current state map
3 Future State Future state implementation plan
4 Sustainable Lean Complete A3
5 Lessons Learnt and Final Presentation
Continue implementation and further Lean work
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Review of Module 1
You can now:-• Understand the principles of lean
• Appreciate the need to remove wastes and failure demand
• Analyse who your customers are, what they need from you and how they feel about your service
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Lets Review Your HomeworkTalk to your Customer Complete the Project
Documentation
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Agenda
• Plan Do Check Act and A3
• Current state mapping, why, how and tips
• The importance of Gemba
• Root cause analysis
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You Should…
Be able to:-• Understand the importance of mapping
• Be able to create a current state map
• Want to actively adopt Gemba
• Have options for root cause analysis
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What is Lean?
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Plan
Do
Check
Act
Investigate the current situation & understand fully the nature of the problem to be solved
Develop a future state. Implement short term fixes and long term plans to eliminate root causes
Evaluate the effect of implementation; have actions delivered expected results?
Put plans in place to standardise the process & set further review dates
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Plan
Do
Check
Act
Investigate the current situation & understand fully the nature of the problem to be solved
Develop a future state. Implement short term fixes and long term plans to eliminate root causes
Evaluate the effect of implementation; have actions delivered expected results?
Put plans in place to standardise the process & set further review dates
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A3 Problem SolvingProject Title:Plan Developed By:
Issue Definition:
Background:· Any background information necessary to understand
the issue· Purpose· Goals
Current State Map:
Root cause analysis:· 5 Whys· Ishikawa
Future state & Counter Measures:· Map or diagram that illustrates how the process will
work· List countermeasures that will address the root cause(s)
identified
Implementation Plan with Measures:
Measures:
Activity By When Who Outcomes
MetricUnit of
Measure Baseline 3 mth 6 mth
Follow Up:· Include remedial actions if necessary· Plans for sustaining / rolling out
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Project Title:Plan Developed By:
Issue Definition:
Background:· Any background information necessary to understand
the issue· Purpose· Goals
Current State Map:
Root cause analysis:· 5 Whys· Ishikawa
Future state & Counter Measures:· Map or diagram that illustrates how the process will
work· List countermeasures that will address the root cause(s)
identified
Implementation Plan with Measures:
Measures:
Activity By When Who Outcomes
MetricUnit of
Measure Baseline 3 mth 6 mth
Follow Up:· Include remedial actions if necessary· Plans for sustaining / rolling out
A3 is Aligned to PDCA
Plan
Do
Check
Act
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A3 – Business School
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Plan – Prioritise Improvements
Plan
Do
Check
Act
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Problem Statements
• A clear statement that describes the symptoms of the problem, the boundaries and reason for review. A good problem statement:– Has a desired state or goal– Contains measurement– Is short and to the point– Has no implied cause or solution– Is limited in scope
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Good Problem Statements
• It takes 7 weeks to process an expenses form – staff would like payment within 1 week
• The cost of replacing damaged lab equipment is excessive – we need to reduce this by 50%
• Returned library books take days to go back on shelves. We want books on shelves within 5 hours
• Our department wastes too much time searching for information. We need to be able to find a file on the shared drive within 45 seconds
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Lean and Mapping
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What is a Process?
• Everything that happens within the University is a process or a series of processes
• A process may be contained within one department or may be cross- functional or university wide
• Our success is determined by how well these processes work and work together
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What is a Process Map?
• A visual picture of everything that happens– Common understanding– Understanding outside of your immediate area
• Issues clearly highlighted– Symptom and cause
• Drawn by the people who do the job– Realisation– Buy-in to change
• Management tool– Make decisions now and in the future
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21
Lean and Mapping
CURRENTSTATE
IDEALSTATE
FUTURESTATE
FUTURESTATE
FUTURE STATE
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Why Map the Current Process?• Understanding - gives an overall picture of the end to end process
including all activities and decisions and highlighting complexities.
• Analysis – When all the activities are clearly visible it is easier to see the problems, errors and wastes. It directs improvement efforts to the right areas.
• Communication – The act of creating the map helps to bring the team together and provides a common language. It allows for plenty of discussion
• Customer Focus - details how we are meeting customer requirements . . . Or not!!
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How to Map Current State
Identify Your Process
Establish a Process Team• We need people who:– Are enthusiastic and interested– Are honest and open– Believe that there is room for improvement– Play a key role in the current process
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How to Map Current State
Establish the Environment• Sensitivities need to be acknowledged• Set rules• Location• Empowerment – Senior endorsement• Engage with everyone
Set the Boundaries of the Process
Determine the Appropriate Level of Detail
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How to Map Current State
25
issues
process steps
ownership
inputs & outputs
Muda
timeline
measures
Identify the Activities – Post-its on a big sheet of brown paper.
Visually capture a process from end to end on one piece of paper
suggestions
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Questions to AskWhen Process Mapping
• What triggers the process?• What are the inputs?• What is the next step?• What are the outputs?• How is information forwarded? (hardcopy, email, system
updated)• How many people undertake this step?• How long does this step take?• What is the time delay between steps?• What are the issues?
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0.5mins
Example: Buying Lunchat McKenzie House
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How Do We Do It Now?Issues
Process
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Make A Cup of Teaand Create a Process Map
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Mapping Checklist
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Pre-Mapping Workshop Checks
Do you have enough stationery – post-its, marker pens, sticky tape etc PIs there plenty of flip chart paper and a stand PIs the room big enough for people to move around and put post-its on the map?
PIs there enough space to hang a length of brown paper horizontally PDo you need breakout rooms? PPut up the brown paper before people come into the room – often a 2 person job (masking tape is useful as it doesn’t mark the walls)
PArrange the room so that everyone is facing the map – bring people as close to the map as possible
P
Are colleagues from each stage of the process represented? P
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Mapping Workshop ChecksGet the team to write out the post-its (make sure it’s readable) P
Capture all issues on a flipchart - number each issue and highlight on the map
P
When the map is complete, check with everyone that the map is a true reflection of what actually happens not what should happen
P
Agree what data needs to be gathered and who will gather it P
Before taking the map off the wall tape down all the post-its – they tend to fall off when the map is unrolled
P
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Post Mapping ChecksTransfer the map to Visio (or Powerpoint) – it is easier to store and circulate but not essential
P
Circulate the map widely and record feedback and additional issues – this helps to gain buy-in from those that did not attend the workshop
P
Display the map in the workplace (gemba) P
If applicable, feedback to sponsor P
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Remember
• Current State Maps are the team’s PERCEPTION of what
happens within the process
• Map is produced from comments of those in session so
will also need to get comments from outside
• We then need to go CHECK THE FACTS35
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Gemba
Gemba = The Real Place
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Why do Gemba walks?
• Managers become more accessible - barriers to speak with them are lowered
• Management understands what is actually happening and why - seeing not just analysing data (disconnect between understanding & decision making)
• Management can visibly support change efforts -actively supporting not just empowering
• Develops a culture of trust - people should not be surprised to see you
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Gemba Rules• Show respect, know who people are• Explain to people what you have come to see• Build trust – gemba walks should be common place• Don’t be afraid to ask why (not why don’t you..?)• The objective of Gemba Walk is to understand the value
stream and its problems rather than review results or make superficial comments.
Gemba is not a pat on the back exercise , it’s going to the actual place to see the actual work in
actual time.http://www.youtube.com/watch?v=2jL5EUtiTJ4
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A3 – Business School
Plan
Root Cause Analysis
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Problem Solving
Problem solving is like pulling weeds…. Unless we address the root that causes the problem, poor results will keep coming
back.
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Root Cause Analysis (RCA)
• Root Cause Analysis seeks to identify the primary cause of a problem so that you can:
– Determine what happened?– Determine why it happened?– Figure out what to do to reduce the likelihood of
it happening again
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Root Cause Analysis
1. Define the problem2. Gather evidence3. Identify all causal factors4. Identify the root cause using RCA tools e.g. 5 whys,
Pareto charts, fishbone diagrams etc5. Identify solutions6. Implement7. Observe8. Continuously improve
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5 Whys
Why?
Why?
Why?
Why?
Why?
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Why? Because the marks are late into the office from the lecturers
Why? Because the timescales are too tight
Why? Because there are just too many exam papers to mark
Why? There are too many courses / modules
Why? Because we keep adding new modules but don’t switch any off! Conclusion: A strategic decision needs to be taken
on thenumber of modules on offer.
“The staff in the Exams and Assessment office are not getting the
marks to students on time”
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Ishikawa
• Helps identify root causes of a problem
• Encourages group participation & utilises group knowledge
• Easy to understand
• Identifies areas for further data collection
aka cause and effect analysis andfishbone analysis
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Ishikawa
Problem statement
Identify all the factors
Identify all causes
Identify root cause
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Fishbone/Ishikawa
ManpowerMachineryMethod
Environment Materials
Wrong marks issued to students
Temp. staff wasn’t properly trainedRecoding system makes
it easy to get a whole batch of marks wrong
Manager not given financial budget to
allocate staff training
Phone rings all time
Frequent student requests
No policy exists about how to
issue marks or what happens
when it goes wrong
Exam officer on sick leave
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Problem statement
Factor
Identify root cause
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Measles Chart
• A map, picture or form with a rash of dots to identify problem areas. To complete:– Get a copy of form or process where problems are
occurring– Agree timescales for recording problem– Mark the location of each problem on the form /
diagram as it occurs– Identify where problems are clustered– Use the measles chart to inform improvement
activities
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Measles Chart Example
• Issue – incomplete forms returned to Staff development.
– Using a blank form the team recorded the areas of missing information
– At the end of the month the main problem areas were identified and action taken
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A3 – Business School
Plan
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Your Homework
Current State Mapping
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Lets Recap!
1. What does PDCA stand for?
2. What are the elements of an A3?
3. What does OPTIMISM stand for?
4. What is an issue?
5. What is meant by GEMBA?
6. How many times should you ask “Why”?
7. What is another name for Ishikawa?
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Useful Websites
• www.cardiff.ac.uk/lean
• www.leanuk.org
• http://www.systemsthinking.co.uk/home.asp
• http://www.bobemiliani.com/
• www.st-andrews.ac.uk/business-improvements
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Further Reading
Gemba Walks (Jim Womack)
Learning to See (Mike Rother and John Shook)
Managing to Learn: Using the A3 Management Process (John Shook)