o how to understand & apply lean in the workplace professional development lean series charles...
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O
How to Understand & Apply Lean in the WorkplaceProfessional Development Lean Series
Charles M. SaundersLean Libra Consult, LLC
November 3, 2010
Oregon State University PFLA
Influencing Organizational Change:The Lean Leader Method
To fully prepare each participant to take a Lead role in a Lean self-installation
To clearly explain why self installing can be an effective method
For each participant to understand Lean concepts, metrics and tools
To deliver the most cost effective method for companies to install continuous quality
Seminar Purpose and Goals
Brief overview of the development of Continuous Quality programs
Deming’s 14 Points The House of Toyota and evolution of the
Toyota Production System (TPS) How Lean works for manufacturers and all
other organizations alike Where we are today in Lean development
The Lean Story
Intro to Lean key elements, concepts and tools The Body of today’s work:
Installing Lean from Storyboard to Sunset Report Attributes of Value Stream Management (VSM) The 8 steps of VSM Key activities for Management and Staff Sample Kick-off “Kaizen” event Macro/ Micro VSM exercise Team VSM Simulation Team Project Charter
Today’s Seminar
Key elements: Lean Thinking- New way to approach the job Leadership- focused on interpersonal
communication-”Personal Mastery” Continuous Systematic Improvement (CSI) Customer driven process, Voice of the Customer Commit to Lean, learn it, do it (LE-AP) A sense of Urgency “Catch ball”
Intro to key elements, concepts and tools
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Customer DrivenEnterprise Strategy
Customer Value sets pace for all Planning and Operations
Put People First! Blame System not Employees
Customers- Hear the voice of the customer
Employees- Acknowledge as key player
Management- Strategic Goals need to be reflected in “kaizen” plans
Key Elements
Value- As seen by the customer The Value Stream- The flow of information and
materials to produce value Flow- The process that moves work from
external customer to finished “product” Pull- No work begins until the customer order is
placed- Upstream/Downstream Customers Visual Workplace- ‘See’ your workflow Map it! “Muda”= Waste = Variation
Key Concepts
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Lean Office Assessment
Lead time- From ‘door to door’ Cycle/process time- Internal
Work “Takt” time- Customer demand Pitch- Leveling the Workload One Piece FlowHeijinka/Kanban Value/non-value added process Queue time
Measurables
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Storyboard to Project Charter Map Process Flow- Walk it, ‘Picture’ it! Catch ball! Adjust between Lean Leader and
Team Muda walk- Identify Waste 5S- sort, set in order, shine, standardize,
sustain Value Stream Map (VSM) Chart each Product “Kaizen” events- Improve Work Continuously
Lean Tools
Commit to Lean Choose the Value Stream Learn about Lean Map the Current State Identify Lean Metrics Map the Future State (demand, flow, leveling) Create Kaizen Plans Implement Kaizen plans
Value Stream Management
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Value Stream Map
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Cause and Effect/Fishbone Diagram
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Pareto Chart
Waterfall and “Bubble” Chart
VSM- Mapping Complexity
Choose Champion- authorizes changes Core Team selection-cross functional members Visit the area- Muda walk, identify process flow Communicate! Storyboard, wall map, newsletter Experiment and learn from mistakes Document all phases- Project charter, etc. Project selection through VS complexity
mapping
Key Activities for Mgmt/ Staff
Cost reduction principle Price-Cost=Profit 7 deadly wastes: overproducing, waiting
(queue time), transport, over processing, inventory, motion, defects
Just-in-time- right amount only as needed 3 phases of Lean application: customer
demand, continuous flow, leveling 3 areas of a Value Stream: concept to launch,
raw material to finished product, order to cash
Other Important Items
Project charter action plan: Who, What, When? Champion leads team meeting 2 hours- Review charter 2 hours- Plot out selected Value Stream 1 hour - Choose goals for Muda and 5S 1 hour - Begin process flow map ½ hour - Continue or begin Storyboard
Sample “Kick off” Kaizen Event
