LEAN GLOBAL NETWORK
Lean Approaches Create your own Lean Journey! March 14th 2017 René Aernoudts (
[email protected]) Copyright 2017 Lean Management Instituut
René Aernoudts • CEO of Lean Management Institute (Netherlands) • Executive Member of Lean Global Network • Director of Nyenrode Lean Institute at Nyenrode University • 20 years experience delivering Lean support to 300+ organizations worldwide: knowledge partner, educator and ‘on‐the‐job’ coach • Founder of webmagazine www.planet‐ lean.com and www.planet‐lean.nl • Farmer and jam producer Copyright 2017 Lean Management Instituut
Lean Global Network Executive Committee of LGN
John Shook José Ferro Tomasz Koch USA & Asia Latin America Europe
Yalçın İpbüken René Aernoudts Russia & East Europe
• LGN: 23 mission‐driven institutes taking responsibility for bringing Lean Thinking & Practice to the world with Headquarters in Boston, USA (founded in 1997 by Jim Womack & Dan Jones) • We do this by: – Writing & publishing books & content – Educating people – Inspire by organizing events – Support Co‐Learning partnerships with organisations • Our definition of Lean Thinking & Practice: Systematically develop people and continuously improve processes to provide value and prosperity while consuming the fewest possible resources
Copyright 2017 Lean Management Instituut
Agenda 1. 2. 3. 4. 5. 6.
Exercise Lean Journey Challenges Research Our thinking Lean Intervention Methods Guideline to your Lean Journey
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1. Exercise
BB Construction Let’s assume you are a Lean expert and you receive a call from BB Construction. They have been on a lean journey for several years and you are invited for a meeting with the CEO. After introductions the CEO drops a small bomb: “Lean is not working since it has no effect on the P&L. I had my team making a plan, spreading it to all my directors, asked them to work on Lean and nothing changed… What is our problem?” 1. What would be your answer? 2. What approach would you recommend and why? Discuss with the person next to you and provide some short feedback… 5 Copyright 2017 Lean Management Instituut
2. Lean Journey Challenges
Lean Journey Challenges 1. 2. 3. 4. 5. 6.
“Everyone has been trained, what now?” “How do I engage my Management Team?” “How do I apply Lean in different areas of the organization?” “We are now also incorporating Agile into our OpEx‐way…” “Our HQ wants us to do Lean, what should we do?” “Our Lean manager wants us to implement 5S in the office, since he applied it successfully in his previous company, what should we do?”
So what is your challenge?
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3. Research
Recent research* • Lean organizations score a 2 percent point higher ROI on average than non Lean organizations in comparable industries • Successful Lean organizations have used different ways to let Lean work for them • This tells us there is no best ‘one size fits all’‐approach for Lean • Key factor(s): CEO and Senior Leadership are actively leading the transformation
* Performed at Bocconi University Milan, Italy by a team led by Professor Arnaldo Camuffo, 2016 and continuing
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Copyright 2017 Lean Management Instituut
4. Our thinking
Lean Transformation Framework
1. Leads to Target Condition
What problem(s) are we trying to solve?
2. Leads to what do we need to improve to get there
Management System
5. What thinking style and tools and techniques do we need?
Value Driven Situational Approach
Process Improvement Continuous, real, practical changes to improve the way the work is done
Capability Development Sustainable improvement capability in all people at all levels
Leadership
3. How do we develop people who can change the work correctly? 4. What leadership behaviour and management systems are required?
Basic Thinking, Mindset and Assumptions that drive this transformation e.g. Respect, Challenge, Kaizen, Alignment, PDCA, Science, Gemba, Problem Solving
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5. Lean Intervention Methods
Lean intervention methods • Which ones do you know?
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5. Lean Intervention Methods
1. What problem are we trying to solve? • How can we create insight and alignment into our challenges? • Are they caused or created gaps? • What symptoms do we engage? Start with looking at customer complaints Create a Strategic A3 to align on the key challenges Take Gemba Walks Cascade & translate overall goals to every level: strategy deployment 10 Copyright 2017 Lean Management Instituut
Title: What change or improvement are you talking about?
5. Lean Intervention Methods
1. Background: What are you talking about and why?
Owner/Date 5. Recommendations: What do you propose and why?
2. Current Conditions: Where do things stand now?
6. Plan: How will you implement? (4Ws, 1H)
3. Goal: What specific outcome is required?
4. Analysis: Why does the problem or need exist?
Title: What change or improvement are you talking about?
5. Lean Intervention Methods
7. Followup: How will you ensure ongoing PDCA?
Owner/Date
1. Background: What are you talking about and why?
5. Recommendations: What do you propose and why?
What is the purpose, the business reason for choosing this issue? What specific performance measure needs to be improved? What is the strategic, operational, historical, or organizational context of the situation?
What are the options for addressing the gaps and improving performance in the current situation? Always start with two or three alternatives to evaluate. How do they compare in effectiveness, feasibility, and potential disruption? What are their relative costs and benefits? Which do you recommend and why? Show how your proposed actions will address the specific causes of the gaps or constraints you identified in your analysis. The link should be clear and explicit!
2. Current Conditions: Where do things stand now? What is the problem or need—the gap in performance? What is happening now versus what you want or needs to be happening? Have you been to the gemba? What facts or data indicate there is a problem? What specific conditions indicate that you have a problem or need? Where and how much? Can you break the problem into smaller pieces? Show facts and processes visually using charts, graphs, maps, etc.
3. Goal: What specific outcome is required? What specific improvement(s) in performance do you need to achieve? Show visually how much, by when, and with what impact. Don’t state a countermeasure as a goal!
4. Analysis: Why does the problem or need exist? What do the specifics of the issues in work processes (location, patterns, trends, factors) indicate about why the performance gap or need exists? What conditions or occurances are preventing you from achieving the goals? Why do they exist? What is (are) their cause(s)? Use the simplest problem‐analysis tool that will suffice to show cause‐and‐effect down to root cause. From 5 Whys to 7 QC tools (fishbones, analysis trees, Pareto charts) to more sophisticated SPC, 6 Sigma, and other tools as needed. Test the cause‐and‐effect logic by asking “why?” downward and stating “therefore” upward.
6. Plan: How will you implement? (4Ws, 1H) What will be the main actions and outcomes in the implementation process and in what sequence? What support and resources will be required? Who will be responsible for what, when, and how much? How will you measure effectiveness? When will progress be reviewed and by whom? Use a Gantt chart (or similar diagram) to display actions, steps, outcomes, timelines, and roles.
7. Followup: How will you ensure ongoing PDCA? How and when will you know if plans have been followed and the actions have had the impact planned and needed? How will you know if you meet your targets? How will you know if you reduced the gap in performance? What related issues or unintended consequences do you anticipate? What contingencies can you anticipate? What processes will you use to enable, assure, and sustain success? How will you share your learnings with other areas?
5. Lean Intervention Methods
Example
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5. Lean Intervention Methods
Strategy deployment • Linking your organizations goals to improvement activities • Cascading throughout the organization • Monitoring on a regular cadance
14 Copyright 2017 Lean Management Instituut
Become
Yearly targets
5. Lean Intervention Methods
Monthly Indicators
Site Board Problems Monthly targets
Week Indicators
Monthly targets
Monthly targets
Week Indicators
Week Indicators
Department Boards
Problems
C OST
PE OPL E
5
6
7
8
9
10 11 1 2
Cla rify & Bre ak Dow n the Problem : Pa rticipant # 1
Ex ac t l ywh at is h t e pr oblem ?
Cla rify & Break Down the Problem: Participant #1
Pro duc t iv it y is
Th i s pro b le m co nc ern s: QUA L ITY
Wor k habit s ar e
Ex ac t l ywh at is h t e pr oblem ?
o J b in t ere s t is Genera l att it ude i s Wor kmans hip i s Compla i nts ar e Att endance is o J b s ta is f act io n is EXPLOR Et heCAU SE The above pr ob l ems ar e c aus e d by…. In c or re c t jo b ass i n g m ent Fau ly t in s rt uc ti on & o f l owup n I s uf ifc i en t s kil l &ex peri ence
M ach i nes &equi pment
Poor human r ela t io ns
M ate r ia ls D esi gn
Pers onalit y s it uati on Basi c want s h t r eate ned
H ou s ekeepin g & wor kin g c ondit io ns
Healt h & phy si a c l f it n es s
U nsa f e c ondit io ns
C ONC LUS ION: T hi s p rob l em i s:
Th i s pro b le m co nc ern s: QUA L ITY
When i t is Peo pl e who Don’t know– Can’t do – Don’t do –W on ’ t do
Behi nd s c h e dul e by R w e ork i nc e r as ed by D efe c ts i nc e r as ed by Tool br ea k age i nc e r as ed by M ach i ne down im t ei s Ac c id ent r ate in c e r as ed by Set -u p it me i s
The abo v e pro bl m e s are c au s ed b y… . J ob meth od Tool ,s gauges et c.
4
Uns fa e ac t s
ME CHA NIC AL
o r ti i nv ol v es
30 P EOP LE
or B OTH
QUA NTI TY
C OST
Cla rify & Bre ak D ow n the Proble m : P ar tic ipa nt #1
PE OPL E
Th i s pro bl e m co nce rn s: QU A LIT Y Exact l ywhat s i t he probl em ?
35
PROO For EVI DEN CEof t he PROBLEM W hen it i s Mec han ica l ( in vol iv ng Thin gs & Pla c es )
30
Fir st r ound
25
Se cond r ound
Third r ound
Four th roun d
When i t is Peo pl e who Don’t know– Can’t do – Don’t do –W on ’ t do
Behi nd s c h e dul e by
Pro duc t iv it y is
R w e ork i nc e r as ed by
Wor k habit s ar e
D efe c ts i nc e r as ed by
Plan for Plan f or Plan fo r Plan for Achieved A ch ieved Achieved Achieved 20 p cs . 20 pcs. 20 pcs . 20 pcs .
20 Doo rl oop ti d j 15
Doe sl t ell n i g
o J b in t ere s t is
Tool br ea k age i nc e r as ed by M ach i ne down im t ei s
Genera l att it ude i s Wor kmans hip i s
Ac c id ent r ate in c e r as ed by
Compla i nts ar e
Set -u p it me i s
Att endance is
Paper wor k is i nc e r as ed by
10
The abo v e pro bl m e s are c au s ed y b… .
Rejected …. pieces
5
o J b s ta is f act io n is EXPLOR Et heCAU SE The above pr ob l ems ar e c aus e d by….
J ob meth od
In c or re c t jo b ass i n g m ent f l owup Fau ly t in s rt uc ti on & o
Layout
0
Tool ,s gauges et c.
1
2
3
4
5
6
7
8
9 10 11 12
n I s uf ifc i en t s kil l &ex peri ence
M ach i nes &equi pment
Poor human r ela t io ns
M ate r ia ls D esi gn
Pers onalit y s it uati on Basi c want s h t r eate ned
H ou s ekeepin g & wor kin g c ondit io ns
Healt h & phy si a c l f it n es s
U nsa f e c ondit io ns
C ONC LUS ION: T hi s p rob l em i s:
Uns fa e ac t s
ME CHA NIC AL
o r ti i nv ol v es
30 P EOP LE
or B OTH
35
QU A NT IT Y
COS T
P EOP LE
PR OOFor EVI DENCE of t hePRO BLEM We h n it i s Mech ani cal ( in v olv in g Thin gs & Pla c es)
30
We h n it i s Pe opl e w ho Don’t k now –Can’t do –Don’ t o d –W on’t do
Behi d n sh c edule by
F ir st r ound
25
Se cond r ound
T hird r ound
F our th roun d
Pr oduct iv it y i s
Rew o r k i ncr eas e d by
W ork ha b i st ar e
D e f ec ts i ncr eas e d by
20
Pla n for
Doo rl oop ti d j 15
20p cs .
Doe sl t ell n i g
Ac hie v e d
Pla n f or 20 pc s.
A ch ie v e d
Pla n fo r 2 0 pcs .
Ac hie v e d
Pla n for 20p cs.
Ac hie v e d
J ob i nte r est i s
Tool br e a k age i ncr eas e d by M ach i ne down t im e is
Gener alat ti u t de is W ork m n a s hip is
Ac c id ent r ate i nc e r as ed by
Com pla in t s are
Set -u p it me i s
At e t ndanc e is
Paper work is i ncr eas e d by
10
The ab o v e pro ble m s are a c us ed by …. .
5
Re je c te d … . pie ce s
J ob s at is fa c ti on is EX PLOREt he CAUSE The b a ov e pr oble m s are a c us ed by ….
J ob m eth od
I nc orr ect j ob as s ig nment
L ay out
0
Fault y i nst ru c t io n & o f l lo w up
Tool ,s gauges et c.
1
2
3
4
5
6
7
8
9 10 11 12
I ns fu f ic ie nt s ik l & exp er ie nc e
M ach i ne s &equip m ent
Poor human e r l ta io ns
M ate r ia ls D e si n g
Per so nal yit is u t at io n Bas ic wants t hre at ene d
H o u s ek eepin g & wor ik ng c ondit io ns
Heal h t &phy s ic alf it ness
U sn af e c ondiit ons
CONC LU S ION: T hi s p rob le m i s:
Uns afe act s
ME CHA NICA L
or i ti n vo l ves
30 P EOP LE
or B OTH
SAFETY
Fo urth rou nd
Paper wor k is i nc e r as ed by
3
SAFETY
Thir d round
Layout
2
SAFETY
Second round
Rejected …. p ieces 1
35
QUA NTI TY
C OST
PE OPL E
Cla rify & Bre ak Dow n the Problem : Pa rticipant # 1
PROO For EVI DEN CEof t he PROBLEM W hen it i s Mec han ica l ( in v ol iv ng Thin gs & Pla c es )
30
Se cond r ound
T hird r ound
F our th roun d
20p cs .
Ac hie v e d
Pla n f or 20 pc s.
A ch ie v e d
Pla n fo r 2 0 pcs .
Ac hie v e d
Pla n for 20p cs.
Ac hie v e d
Wor k habit s ar e o J b in t ere s t is
Tool br ea k age i nc e r as ed by M ach i ne down im t ei s
Genera l att it ude i s Wor k mans hip i s
Ac c id ent r ate in c e r as ed by
Compla i nts ar e
Set -u p it me i s
Att endance is
Paper wor k is i nc e r as ed by The abo v e pro bl m e s are c au s ed yb … .
Re je c te d … . pie ce s
o J b s ta is f act io n is EXPLOR Et heCAU SE The abov e pr ob l ems ar e c aus e d by ….
J ob meth od
In c or re c t jo b ass i n g m ent
L ay out
Fau l yt in s rt uc ti on & o f l owup
Tool ,s gauges et c.
1
2
3
4
5
6
7
8
9 10 11 12
n I s uf ifc i en t s k il l &ex peri ence
M ach i nes &equi pment
Poor human r ela t io ns
M ate r ia ls D esi gn
Pers onalit y s it uati on Basi c want s h t r eate ned
H ou s ek eepin g & wor k in g c ondit io ns
Healt h & phy si a c l f it n es s
U nsa f e c ondit io ns
C ONC LU S ION: T hi s p rob l em i s:
Ex ac t l ywh at is h t e pr oblem ?
Pro duc t iv it y is
R w e ork i nc e r as ed by D efe c ts i nc e r as ed by
Pla n for
Doo rl oop ti d j Doe sl t ell n i g
5 0
Th i s pro b e l m co nc ern s: QUA L ITY
When i t is Peo pl e who Don’t k now– Can’t do – Don’t do –W on ’ t do
Behi nd s c h e dul e by
F ir st r ound
25 20 15 10
Uns fa e ac t s
ME CHA NIC AL
o r ti i nv ol v es
30 P EOP LE
or B OTH
35
QUA NTI TY
C OST
PE OPL E
PROO For EVI DEN CEof t he PROBLEM W hen it i s Mec han ica l ( in v ol iv ng Thin gs & Pla c es )
30
When i t is Peo pl e who Don’t k now– Can’t do – Don’t do –W on ’ t do
Behi nd s c h e dul e by
F irs t round
25
S e c ond round
T hir d round
Fo urth rou nd
Pro duc t iv it y is
R w e ork i nc e r as ed by
Wor k habit s ar e
D efe c ts i nc e r as ed by
20
Pla n for
Do orloop ti d j 15
2 0 pc s.
Do els t el il ng
A chi e ve d
Pla n for 2 0 pcs .
Ac hie v e d
Pla n f or 20 pc s.
A chie v e d
Pla n for 2 0 pcs .
Ac hie v e d
o J b in t ere s t is
Tool br ea k age i nc e r as ed by M ach i ne down im t ei s
Genera l att it ude i s Wor k mans hip i s
Ac c id ent r ate in c e r as ed by
Compla i nts ar e
Set -u p it me i s
Att endance is
Paper wor k is i nc e r as ed by
10
The abo v e pro bl m e s are c au s ed yb … .
5
Re je c te d … . p ie ce s
o J b s ta is f act io n is EXPLOR Et heCAU SE The abov e pr ob l ems ar e c aus e d by ….
J ob meth od
In c or re c t jo b ass i n g m ent
L ay out
0
Fau l yt in s rt uc ti on & o f l owup
Tool ,s gauges et c.
1
2
3
4
5
6
7
8
9
10 11 1 2
n I s uf ifc i en t s k il l &ex peri ence
M ach i nes &equi pment
Poor human r ela t io ns
M ate r ia ls D esi gn
Pers onalit y s it uati on Basi c want s h t r eate ned
H ou s ek eepin g & wor k in g c ondit io ns
Healt h & phy si a c l f it n es s
U nsa f e c ondit io ns
C ONC LU S ION: T hi s p rob l em i s:
Uns fa e ac t s
ME CHA NIC AL
o r ti i nv ol v es
30 P EOP LE
or B OTH
6
7
8
9
10 11 1 2
15
Doe sl t ell n i g
Thir d round
Fo urth rou nd
Rejected …. p ieces
10 5 0 2
3
4
5
6
7
8
9 10 11 12
35 30 25 20 Do orloop ti d j 15
Firs t round
Do els t el il ng
10
Second round
Thir d round
Fo urth rou nd
Plan for Plan for Plan f or Plan for A chi eve d Achieved A chieved Achieved 20 pcs. 20 pcs . 20 pcs. 20 pcs .
5 0 1
2
3
4
5
6
7
8
9
10 11 1 2
Rejected …. p ieces
35
35
30
30
35 30 25 20 Do or o l op ti d j 15
35
Do els t el il ng
Fir st r ound
Se cond r ound
Third r ound
Four th roun d
30
Plan for Plan f or Plan fo r Plan for Achieved A ch ieved Achieved Achieved 20 p cs . 20 pcs. 20 pcs . 20 pcs .
10 25 5 20 0
Do or o l op ti d j 1
2
3
4
5
6
7
8
9
10 11 1 2
15
Do els t el il ng
Rejected …. pieces
10 5 0 1
DELIVERY
1
2
3
4
5
6
7
8
9
10 11 1 2
35 30 25 20 Doo rl oop ti d j 15
Fir st r ound
Doe sl t ell n i g
10
Se cond r ound
Third r ound
Four th roun d
Plan for Plan f or Plan fo r Plan for Achieved A ch ieved Achieved Achieved 20 p cs . 20 pcs. 20 pcs . 20 pcs .
5 0 1
2
3
4
5
6
7
8
35 30 25 20
Do or o l op ti d j
9 10 11 12
Rejected …. pieces
35
F ir st r ound
Do els t el il ng
15
Se cond r ound
T hird r ound
F our th roun d
30
10
Pla n for
25
5
20p cs .
Ac hie v e d
Pla n f or 20 pc s.
A ch ie v e d
Pla n fo r 2 0 pcs .
Ac hie v e d
Pla n for 20p cs.
Ac hie v e d
20
0 1
2
3
4
5
6
7
8
9
Do or o l op ti d j
10 11 1 2
15
Do els t el il ng
Re je c te d … . pie ce s
10 5 0 1
2
3
4
5
6
7
8
9
35 30 25 20 Do or o l op ti d j 15
F ir st r ound
Do els t el il ng
10
Pla n for
5
20p cs .
Ac hie v e d
Se cond r ound Pla n f or 20 pc s.
A ch ie v e d
T hird r ound Pla n fo r 2 0 pcs .
Ac hie v e d
F our th roun d Pla n for 20p cs.
Ac hie v e d
0 1
2
3
4
5
6
7
8
9
10 11 1 2
Re je c te d … . pie ce s
3
4
5
6
7
8
9
10 11 1 2
Second round
Thir d round
Fo urth rou nd
Plan for Plan for Plan f or Plan for A chi eve d Achieved A chieved Achieved 20 pcs. 20 pcs . 20 pcs. 20 pcs . 1
2
3
4
5
6
7
8
9 10 11 12
Rejected …. p ieces
Do or o l op ti d j
35
30
25
20 Doo rl oop ti d j Doe sl t ell n i g
Do or o l op ti d j 15
Fir st r ound
Do els t el il ng
10
5
0 1
2
3
4
5
6
7
8
9 10 11 12
Se cond r ound
Third r ound
Four th roun d
Plan for Plan f or Plan fo r Plan for Achieved A ch ieved Achieved Achieved 20 p cs . 20 pcs. 20 pcs . 20 pcs .
5
0
35
30
25
20 15 10
1
2
3
4
5
6
7
8
9
10 11 1 2
Rejected …. pieces
30
25
25
20
20 Doo rl oop ti d j
15
Doe sl t ell n i g
10
Do or o l op ti d j 15
F ir st r ound
Do els t el il ng
10
5
Pla n for
5
0
20p cs .
0 1
2
3
4
5
6
7
8
9 10 11 12
1
2
3
4
5
6
7
8
9
35
Do els t el il ng
F ir st r ound
Se cond r ound
T hird r ound
F our th roun d
30
Pla n for
25
20p cs .
5
Ac hie v e d
Pla n f or 20 pc s.
A ch ie v e d
Pla n fo r 2 0 pcs .
Ac hie v e d
Pla n for 20p cs.
Ac hie v e d
20 0
Do or o l op ti d j 1
2
3
4
5
6
7
8
9
10 11 1 2
15
Do els t el il ng
Re je c te d … . pie ce s
10 5 0 1
2
3
4
5
6
7
8
9
10 11 1 2
35 30 25 20 Doo rl oop ti d j 15
10 11 1 2
Re je c te d … . pie ce s
Ac hie v e d
Se cond r ound Pla n f or 20 pc s.
A ch ie v e d
T hird r ound Pla n fo r 2 0 pcs .
Ac hie v e d
F our th roun d Pla n for 20p cs.
Ac hie v e d
F ir st r ound
Doe sl t ell n i g
10
Pla n for
5
20p cs .
Ac hie v e d
Se cond r ound Pla n f or 20 pc s.
A ch ie v e d
T hird r ound Pla n fo r 2 0 pcs .
Ac hie v e d
F our th roun d Pla n for 20p cs.
Ac hie v e d
0 1
2
3
4
5
6
7
8
9 10 11 12
Re je c te d … . pie ce s
35 30 25 20
Do orloop ti d j
35
F irs t round
Do els t el il ng
15
S e c ond round
T hir d round
Fo urth rou nd
30
10
Pla n for
25
5
2 0 pc s.
A chi e ve d
Pla n for 2 0 pcs .
Ac hie v e d
Pla n f or 20 pc s.
A chie v e d
Pla n for 2 0 pcs .
Ac hie v e d
20
0 1
2
3
4
5
6
7
8
9
Doo rl oop ti d j
10 11 1 2
15
Doe sl t ell n i g
Re je c te d … . p ie ce s
10 5 0 1
2
3
4
5
6
7
8
9 10 11 12
35 30 25 20 Do orloop ti d j 15
F irs t round
Do els t el il ng
10
Pla n for
5
2 0 pc s.
A chi e ve d
S e c ond round Pla n for 2 0 pcs .
Ac hie v e d
T hir d round Pla n f or 20 pc s.
A chie v e d
Fo urth rou nd Pla n for 2 0 pcs .
Ac hie v e d
0 1
2
3
4
5
6
7
8
9
10 11 1 2
Re je c te d … . p ie ce s
35
30
35
30
COST
Firs t round
Doe sl t ell n i g
5 0 2
COST
35
Doo rl oop ti d j 15 10
1
COST
20 Do orloop ti d j Do els t el il ng
5 0
20 15 10
35
25
25 20 15 10
35 30 25
10 11 1 2
QUALITY
5
DELIVERY
4
30
35 25
35
25
30 20
Doo rl oop ti d j Doe sl t ell n i g
15 10
20
Do or o l op ti d j
F ir st r ound
Do els t el il ng
15 10
5
Pla n for
5
0
20p cs .
0
1
2
3
4
5
6
7
8
9 10 11 12
1
2
3
4
5
6
7
8
9
10 11 1 2
Re je c te d … . pie ce s
Ac hie v e d
Se cond r ound Pla n f or 20 pc s.
A ch ie v e d
T hird r ound Pla n fo r 2 0 pcs .
Ac hie v e d
F our th roun d Pla n for 20p cs.
Ac hie v e d
COST
3
DELIVERY
Second round
Plan for Plan for Plan f or Plan for A chi eve d Achieved A chieved Achieved 20 pcs. 20 pcs . 20 pcs. 20 pcs . Doo rl oop ti d j
2
QUALITY
Firs t round
30 25 20
1
DELIVERY
35
5 0
QUALITY
Do orloop ti d j Do els t el il ng
10
QUALITY
35 30 25 20 15
DELIVERY COST
Process Boards
QUA NTI TY
PROO For EVI DEN CEof t he PROBLEM W hen it i s Mec han ica l ( in vol iv ng Thin gs & Pla c es )
Firs t round
Plan for Plan for Plan f or Plan for A chi eve d Achieved A chieved Achieved 20 pcs. 20 pcs . 20 pcs. 20 pcs .
Do orloop ti d j Do els t el il ng
5 0
QUALITY
SAFETY
Ex ac t l ywh at is h t e pr oblem ?
30 25 20 15 10
SAFETY
Cla rify & Bre ak Dow n the Problem : Pa rticipant # 1
Th i s pro b e l m co nc ern s: QUA L ITY
35
30
25
25
20
20 Do orloop ti d j
15
Do els t el il ng
10
Doo rl oop ti d j 15
F irs t round
Doe sl t ell n i g
10
5
Pla n for
5
0
2 0 pc s.
A chi e ve d
S e c ond round Pla n for 2 0 pcs .
Ac hie v e d
T hir d round Pla n f or 20 pc s.
A chie v e d
Fo urth rou nd Pla n for 2 0 pcs .
Ac hie v e d
0 1
2
3
4
5
6
7
8
9
10 11 1 2
1
2
3
4
5
6
7
8
9 10 11 12
Re je c te d … . p ie ce s
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5. Lean Intervention Methods
2. What work needs to be improved? • Do we understand customer value? • Can we visualize and analyze the process? • Can we understand the key figures on lead time and quality? ‘Staple yourself to an order’ Kaizen event (Value Stream Mapping) Standardized work (Major Steps, Key Points, Reasons Why) Model line (card board mock up) 16 Copyright 2017 Lean Management Instituut
5. Lean Intervention Methods
Kaizen event (Value Stream Mapping)
Shook & Rother
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5. Lean Intervention Methods
Standardized Work • Movement of the operator is the the main focus • Applicable in repetitive processes or movements • Strives to eliminate waste • Basis for stability and makes JIT & Jidoka possible • Also starting point for Kaizen
Shook & Narusawa
• Standardised work consists of 3 key elements: takt time, work sequence, standard work in process
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Job Breakdown Sheet Workshop Theme: Process:
Workshop No. Parts:
HOW? Key Points
Team Tools:
WHY? Reasons Make or break, Has the job advanced? (for the key points) injure worker, easier to do
WHAT? No. Important Steps
Date: Page: Of: Training Aid
20
2 3
Understand the work elements Determine focus
4
Find improvements
Process Capacity Sheet Process Study Sheet Spaghetti Chart Operator Balance Chart Formula for number of operators TWI JM Job Breakdown Sheet
To reduce the cycle time, in order to be able to meet Actual Takt Time To optimize both operator and machine time
Standardized Work Combination Table
So everybody (esp. the supervisor) has a standard to check against Standardized Work Chart
Test Get approval Retrain operators
So we know that it actually solves our problem To build consensus and avoid having to go back to the old situation So everybody can work according to the new standard and understands why it is necessary to do so
Physically visualized standards
So we can see any deviations from the standard in the future
TWI Job Instruction 4‐step process, including Job Breakdown Sheet Training Matrix
ADJUST
Standardize new method
To find improvement opportunities
Work standard used Definition of Takt Time
D‐C
6
Design new operation and layout
Cycle Times Difference Lowest repeatable element times Visualize human movement Visualize all element times Minimal required number of operators Question every element: what is its purpose? why is it necessary? where should it be done? when should it be done? who should do it? how should it be done? Eliminate, Combine, Rearrange or Simplify elements Visualize the combination of manual time walking time machine time Visualize new layout
Reasons why Because this is the time we have available to meet customer demand Because these are the times the processes actually need Because this shows where the bottleneck is Because this gives us times that we should be able to meet reliably To understand the motion waste involved To see how we could move tasks To understand how much capacity is currently wasted
PLAN
5
Key points Actual Takt Time
Major step 1 Understand the gap
3. What capability needs to be developed?
5. Lean Intervention Methods
• How many people do the work and how frequently? • Do we understand the skills required for the work and the capabilities of people?
Wave approach Training Within Industry Training
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Wave approach Wk Thema
Activiteiten
Producten
Effect (wat zien we als we succesvol zijn)
1
Operationeel Management
Teamresultaten op SQDC bepalen Prestatiebord: ontwerp en realisatie Inregelen bordbespreking (structuur)
Prestatiebord (standaard‐afwijking‐ maatregel) Reviewstructuur
2
Problem solving
Afwijking op SQDC is problem solving Systematisch (PDCA) problemen oplossen Verbeterbord: ontwerp en realisatie
Huidige status t.o.v. gepland is zichtbaar Oorzaken niet behalen doelen zichtbaar en besproken Systematische bordbesprekingen Top 5 issues niet behaalde doelen zichtbaar + maatregel Verbeteringen (inclusief acties en ontwikkeling) zichtbaar op verbeterbord
3 4 5
Gestandaardiseerd werk
Werkstappen en volgorde bepalen Takttijd bepalen Werkvoorraad bepalen
6
Job Instruction
Skills inventarisatie (huidig‐gewenst) Instructie voorbereiden en uitvoeren Workshop Lean t.b.v. team
Kaizen 1
Gemba walk Go See‐ Ask why? – Show respect Leren zien (doorgronden) 5S werkplekorganisatie stappenplan uitvoeren Verbeteren van de standaard d.m.v. Elimineren, combineren, herschikken en vereenvoudigen
7 8 9
(afwijkingen zichtbaar maken in het werk)
10
Kaizen 2 (verbeteren teamprestaties op SQDC)
Coaching / Leader standard work
5. Lean Intervention Methods
Verbeterbord Structuur toegepast op 2 actuele problemen Problem solving structuur
Één á twee processen gestandaardiseerd Standaard werkstructuur
Job breakdown sheets, skills matrix Geïnstrueerde medewerkers Job instruction structuur
Inzicht in standaard/afwijking op gemba Georganiseerde werkplek 5S structuur Verbeterde standaarden KaiZen structuur
Leidinggevenden zijn 40% van hun tijd in een vaste routine bezig met het managen en verbeteren van de operatie
Copyright 2017 Lean Management Instituut
Hebben en volgen van standaard werk Standaard werk aanwezig en zichtbaar op de werkplek Leidinggevende neemt actie op afwijking standaard Aantoonbaar geïnstrueerde en opgeleide medewerkers Opleidingsbehoefte inzichtelijk inclusief plan
Zichtbaar geplande en uitgevoerde gemba walks Opvolging n.a.v. Gemba Wlak zichtbaar Visuele hulpmiddelen laten afwijkingen zien 5S auditformulier zichtbaar en bijgewerkt Continue verbetering van de standaard (minimaal …x in ..periode) Zichtbare & meetbare verbeteringen binnen de keten
23
Training As much as possible: • On The Job • Problem focused (created or caused) • Applicable in own environment • Hands on (dojo) • Train the trainer
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5. Lean Intervention Methods
4a. What leadership behaviour is desired? • Are leaders actively engaged and in what way does this show? • Do leaders understand their role in solving problems and bringing their organization to the next level? Leader Standard Work Train‐the‐trainer/dojo Coaching with A3 and Kata
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5. Lean Intervention Methods
Three essential tasks of a leader: Three tasks:
Currently:
Desired state:
1. Make sure that the daily process is able to run without problems
80%
20‐30%
2. Enable real (rootcause) problem solving
15%
40‐50%
3. Take initiatives to bring the organisation to the next level
5%
20‐40%
Ask yourself: how much time do you spend on these tasks?
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5. Lean Intervention Methods
Tasks and questions: Three tasks:
Questions:
1. Make sure that the daily process is able to run without problems
1. What products does your organization/department deliver? 2. Which processes are enabling this? 3. How do these processes perform in terms of SQDC?
2. Enable real (rootcause) problem solving
4. What are your major problems? 5. Do you know the root causes?
3. Take initiatives to bring the organisation to the next level
6. What is the next level for your organization/department?
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What is Leader Standard Work? The repetitive pattern of activities that represent the current least wasteful method of planning and controlling normal business processes
% Repetitive work
The distribution repetitive versus unique work differs per level
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Example: Team Leader Standard Work Once‐daily elements • Lead team startup meeting • Review, adjust labor plan • Monitor production start up • Post tracking sheets • Attend department ‘board’ meeting • Complete improvement task assignments • Work on improvement • Set next day labor plan • Update Pareto charts 29
Multiple times a day • Observe standard work each station • Update performance tracking • Monitor start, stop times • Train operators as needed
Team Leader standard work accounts for approximately 80% of team leader’s time
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5. Lean Intervention Methods
4b. What management system is desired? • Do people know on a daily base if they have performed their job successfully? • How do we see and respond to small deviations? Visual Management Escalation/andon
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5. Lean Intervention Methods
Visual management
1. Standard 2. Deviation 3. Response
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5. Lean Intervention Methods
Andon
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5. Lean Intervention Methods
5. What cultural aspect needs change? • How do we develop and mentor our people (on all levels?) • What are leading assumptions and how do they need to be developed?
PDCA, No problem is a problem, Respect 21 times in 28 days 3:1 and 1:3 and skill matrix
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5. Lean Intervention Methods
Skill Matrix
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6. Guidelines To Your Lean Journey
Success factors… There seems to be no ‘golden bullet’ recipe for Lean. What are the success factors? • Adaptability and flexibility in designing & working on Lean Transformation Journeys • Leadership actively leading the transformation & applying Lean themselves • Lean is done through the normal hierarchy with support from experts doing PDCA on the Transformation itself. • Lean is done close to real business challenges • Thoroughly test countermeasures before roll‐out with continuous learning • Understand (the language of) management: what keeps them awake at night? 35 Copyright 2017 Lean Management Instituut
6. Guidelines To Your Lean Journey
• It is a well known pitfall to want to design a perfect Journey… it is more important to start, test in pilots, learn and adjust while improving on the way! • John Shook: It’s easier to ACT your way into a new way of THINKING, than to THINK your way into a new way of ACTING
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For more information Read our articles on Planet Lean (www.planet‐lean.com and www.planet‐lean.nl)
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